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World desk5 min

How OSPOs for Good Turn Open-Source Collaboration Into Public-Interest Work

OSPOs for Good explores how institutions can build the capacity and community ties to use open source for public-interest challenges. Here’s what OSPOs do, what the symposium covers, and how a government pilot is being organized.
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OSPOs for Good is a United Nations-associated symposium and collaboration effort exploring how Open Source Programme Offices (OSPOs) and open-source communities can work on shared social, environmental, humanitarian, and Sustainable Development Goal (SDG) challenges. Its focus is not simply acquiring software: it is building the organizational capacity, governance, and community ties that make collaboration possible.

What is an OSPO, and what does it do?

An Open Source Programme Office is a unit or team inside an organization that coordinates how it uses, develops, releases, and shares open-source software. UNDP describes an OSPO as “a unit or team located within an organization that facilitates the use and sharing of open-source software”; ITU describes these offices as entities tasked with managing and promoting the use, development, and release of open-source technologies. UNDP’s explanation and the ITU OSPO page emphasize that the work calls for internal expertise, not just a software purchasing decision.

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Depending on its organization and mandate, an OSPO can help teams choose and adopt open-source tools, contribute code upstream, publish software responsibly, understand licenses, review code, and work with external communities. In a public institution, these functions can help agencies collaborate with one another and with local or global developers. An OSPO does not guarantee that open source will be cheaper, safer, more sovereign, or more equitable; those outcomes depend on the software, governance, capacity, and sustained support.

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What is OSPOs for Good?

OSPOs for Good connects institutional open-source practice with public-interest challenges. The first symposium took place at United Nations Headquarters in New York on 21 June 2023. Framed around “Building & Designing Cooperative Digital Infrastructure,” it brought together government, academia, and industry for panels, workshops, and practical case studies. The UN event listing presents the gathering as a space to consider how organizations can build shared digital infrastructure.

The second symposium was held in New York City on 9–10 July 2024. The UN Open Source United listing describes a broader scope, including open-source policy and examples of open source for good around the world. A 2025 UNICEF-hosted ecosystem report says attendance grew from 70 participants in 2023 to more than 500 in 2024. That is evidence of increased participation in the event, not proof that SDG outcomes improved.

How can OSPOs contribute to the SDGs?

OSPOs can help organizations participate in open-source ecosystems in a deliberate, coordinated way. That may support SDG-related work when institutions share reusable tools, strengthen local technical capability, or develop services with communities that understand local needs. The mechanism is collaboration and capacity-building; it is not an automatic link between publishing code and progress on an SDG indicator.

UNDP connects OSPOs to digital public infrastructure, where open standards and open or partly open systems can enable new services and innovation. Its analysis argues that an office embedded within a public institution can bridge government agencies and digital communities while fitting into existing institutional structures. Whether that produces lasting public value depends on how systems are governed, maintained, secured, funded, and made accessible.

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Open source is also not the right answer for every need. UNDP notes that some domains lack high-quality open-source solutions and that proprietary software can sometimes be equally or more suitable. Organizations should evaluate a tool’s fitness, total support needs, legal terms, security, and community health rather than treating an open license as a complete solution.

What work can an OSPO take on?

ITU’s OSPO describes a range of intended work areas, spanning technical support, policy, and ecosystem development. These are stated areas of work, not a claim that every activity has already produced measurable SDG results.

  • Adoption and localization: support use of digital public goods and inclusive software adapted to local contexts.
  • Skills and community: build public learning and capacity, and help develop open-source communities.
  • Governance and risk: provide code review and licensing and legal guidance.
  • Implementation: assist organizations putting open-source systems into practice.
  • Public-interest collaboration: work with partners on topics including human rights and environmental protection.

The ITU page also names GovStack, OSEE, and ITU-D network and digital infrastructure among the areas it supports. ITU’s OSPO page is the source for these stated priorities; the list should not be read as an assessment of completed outcomes.

What does a government OSPO look like in practice?

Trinidad and Tobago offers a concrete public-sector example. In December 2024, UNDP and ITU, with European Union support, launched a pilot to establish the country’s first OSPO. The collaboration includes the Ministry of Digital Transformation and the University of the West Indies St. Augustine Campus.

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UNDP describes the planned office as a hub for expertise intended to bridge digital-capacity gaps and connect government with local and global digital communities. A dedicated team is expected to work over two years. This is a pilot and an intended model, not evidence that its longer-term effects have already been measured. The UNDP account of the initiative explains its institutional rationale.

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How can an organization plan an OSPO?

A useful starting point is to define the work the office must enable, then match that mandate to people, governance, and durable support. The OSPO Alliance’s Good Governance Initiative provides a structured handbook with five objectives and associated activities. Its website lists the English v1.3 edition and translations; it also offers a printed v1.0 edition through Lulu. The handbook is published under CC BY 4.0, so readers should check the site for the current version and applicable reuse terms: OSPO Alliance Good Governance Initiative.

  1. Set a concrete mandate. Identify which teams or public needs the office serves: for example, software adoption, responsible release, shared infrastructure, or local capacity-building.
  2. Choose a host and decision structure. Decide where the OSPO sits, who sets priorities, and how it coordinates with legal, security, procurement, and technical teams.
  3. Build local technical and legal capacity. Assign people who can review code, interpret licenses, advise on implementation, and help teams contribute responsibly.
  4. Connect to existing communities. Plan how staff will participate in relevant open-source projects and how outside contributors can engage with the institution.
  5. Fund maintenance, not just launch. Budget for continued staffing, security work, upgrades, community participation, and support after the initial project period.
  6. Evaluate the work against its purpose. Track useful measures such as adoption, maintained contributions, skills development, or service outcomes. Do not treat event attendance, code publication, or the existence of an office alone as proof of SDG impact.

How to assess OSPO examples

When comparing an office or national initiative with another, look beyond its name or launch announcement. The following questions distinguish organizational infrastructure from ecosystem-building and help reveal whether a model can be sustained.

  • Mandate and host: Is it an office inside one organization, or a broader effort to build a national ecosystem?
  • Capacity: Does it have technical, legal, and governance expertise suited to its responsibilities?
  • Community connection: Can it collaborate with external maintainers and local developers, rather than only managing internal software?
  • Safeguards: Are licensing, code review, security, and implementation support part of its remit?
  • Continuity: Is there a credible plan for funding and maintaining the work over time?
  • Evidence of results: Are outcomes measured, and do they show public benefit beyond the existence of an office or a well-attended event?

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