One-stop shop
A one-stop shop (OSS), in public administration, is a government office where multiple services are offered, allowing customers to access these services in a centralized location rather than in different places.
The term originated in the United States in the late 1920s or early 1930s
The phrase is frequently used as slang to describe everything from websites to television shows and mobile apps where people can find most of what they need, including information, in a single place.
Public administration
One-stop shops are an element of New Public Management with a focus on improving the delivery of government services to citizens.[3] Drawing on observed successes in the private sector's model for delivering consumer-centric service to enhance customer satisfaction, government entities employ this model of one-stop shop to help give citizens the feeling that they are able to easily access necessary services.[4] In turn, the ease with which citizens are able to comply with government regulations through sources like the one-stop shop encourages broader compliance with those regulations.[5]
Brazil's Poupatempo (Savetime) centers in São Paulo were first established in 1997 and have since grown not only within the state of São Paulo but throughout the entire country.[4] Serving as a model for other one-stop shops around the nation and around the world,[2] Poupatempo and other similar operations drastically cut down on time and money spent by citizens to complete tasks like the renewal of driver's licenses.[4]
![](http://upload.wikimedia.org/wikipedia/commons/thumb/c/c8/ServiceOntarioRichmondHill.jpg/220px-ServiceOntarioRichmondHill.jpg)
The success of places like Poupatempo encouraged the model's spread. Around the same time,
In the
In many cases, one-stop shops enhance citizen access by making it easier for people to obtain similar or related services that may not be perfectly aligned in focus or in governmental approach, but may frequently be used together. For instance, in Norway, municipalities are responsible for delivering welfare benefits while the national government handles pensions and unemployment benefits.[12] Rather than force unemployed persons to visit two different offices in different buildings operated by different government entities to secure the full range of their entitlements, the one-stop shop enables them to save time and effort.
The concept is not without friction. In one-stop locations that combine services from different government levels, higher level government tiers can threaten lower tiers' ability to operate independently and make decisions separate from the higher entity with which they share space and information for the sake of citizen convenience.[12]
São Paulo's experience with Poupatempo was not uniformly positive. Although the service and its number of locations grew rapidly due to its popularity with citizens, a certain degradation in the social quality of some services has been noted. For instance, the administration of medical exams when obtaining or renewing a driver's license, which was one of the more cumbersome aspects of licensure before Poupatempo's consolidation, has shown decreasing levels of quality over time.[4]
Bibliography
- Blackburn, G. "One-stop shopping for government services: Strengths and weaknesses of the service Tasmania experience." International Journal of Public Administration 39, no. 5 (2016): 359–369.[6]
- Fredriksson, A. "One Stop Shops for Public Services: Evidence from Citizen Service Centers in Brazil." Journal of Policy Analysis and Management 39, no. 4 (2020): 1133–1165.[4]
- Lagreid, P, and L. H. Rykkja. 2015. "Organizing for "wicked problems" - analyzing coordination arrangements in two policy areas." The International Journal of Public Sector Management 28 (6): 475–493.[12]
- Lambrou, M. A. "Advancing the one-stop shop e-government paradigm." In IEMC'03 Proceedings. Managing Technologically Driven Organizations: The Human Side of Innovation and Change, pp. 489–493. IEEE, 2003.[10]
- Minas, R. (2014). One‐stop shops: Increasing employability and overcoming welfare state fragmentation?. International Journal of Social Welfare, 23, S40–S53.[8]
- OECD (2020), One-Stop Shops for Citizens and Business, OECD Best Practice Principles for Regulatory Policy, OECD Publishing, Paris, https://doi.org/10.1787/b0b0924e-en.[5]
- Prado, M. M., and A. C. da Matta Chasin (2011). "How innovative was the Poupatempo experience in Brazil? Institutional bypass as a new form of institutional change." Brazilian Political Science Review 5 (1): 11–34.[2]
- Scholta, H., W. Mertens, M. Kowalkiewicz, and J. Becker. "From one-stop shop to no-stop shop: An e-government stage model." Government Information Quarterly 36, no. 1 (2019): 11–26.[14]
See also
![](http://upload.wikimedia.org/wikipedia/commons/thumb/9/99/Wiktionary-logo-en-v2.svg/40px-Wiktionary-logo-en-v2.svg.png)
- Import-OSS(IOSS)
- EU OSS
- Non-EU OSS
- Mini One Stop Shop] (MOSS)
References
- ^ Martin, G. "'One stop shop' - the meaning and origin of this phrase". Phrasefinder. Retrieved 2022-05-08.
- ^ .
- ISBN 9780415743402.
- ^ S2CID 225285045.
- ^ )
- ^ S2CID 155594268.
- ^ a b PricewaterhouseCoopers (February 2012). "Transforming the citizen experience: One Stop Shop for public services" (PDF).
- ^ ISSN 1369-6866.
- ISBN 978-3-319-54142-6, retrieved 2022-04-07
- ^ S2CID 70617374.
- ^ "United Nations E-Government Survey 2014" (PDF). United Nations Department of Economic and Social Affairs - Public Institutions. 2014.
- ^ ISSN 0951-3558.
- ^ Goldsmith, S. (2019-08-13). "The Problem With One-Stop Government". Governing. Retrieved 2022-04-08.
- ^ S2CID 20803025.