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“BPS is changing how the public sector thinks...but we are not yet seeing system change…
There are many drivers of collaboration, and shared responsibility and integrated funding are key…
There are significant opportunities at middle management” (excerpts from SenateSHJ report on SSC site, 2014)
“…a public sector that embraces innovation” (John Key)
Collaboration within the Public Sector
…some “dynamic investment” or “good waste” is required to support innovation (Potts, 2009, p. 42)
Innovation is a collaborative process involving:
Small and large firms End-users Government bodies Regulatory agencies Universities and research institutes
Innovation – a virtual oxymoron for the public sector?
“Using a whole-of-government approach to providing system-wide orders has been strengthened, and will continue to be a lever. But most collaboration will be expected without being directed” (State Services Commission, 2013)
Compliance relies on: Adequate knowledge A belief that advantageous to comply Adequate resource (Weaver, 2014)
All of Government
“the creation and implementation of new processes, products, services and methods of delivery which results in significant improvements in efficiency, effectiveness or quality of outcomes” (Albury, 2005)
Most public sector innovation arises to solve a problem
Less barriers for Crown entities to innovate – greater autonomy
Innovation
ICT Strategy
“…delivered collaboratively, with delegated decision rights and clear accountabilities that connect at a system level”
“Information leadership will pervade government, from Ministers through to front-line delivery personnel”
(ICT Strategy)
“…accelerating transformative change through the use of information and technology” (Cabinet, 2013 on the ICT Strategy)
1. Technical system leadership - transaction focused and looks for system solutions
2. Adaptive or transformational – looks to involve people in collaborative work to support long-terms outcomes
Leadership
Is dispersed leadership apparent?
Middle Managers
Level of awareness of ICT Strategy? 60% have a good level of awareness
“middle management generally wasn’t involved”
74% of middle managers involved in an innovation over the last 18 months – with
1. Vendors2. Public sector agencies3. Consultants4. Professional organisations
“the biggest barrier is the inability of organisations to line up and support each other – it is very hard to get cross-agency activity”
Are managers engaging collaboratively to support innovations?
“Territorialism”, with a narrow view
“Often middle managers don’t know other people in their sectors as it is the CIO or CEO that gets out and does the relationship management”
Reluctance to share resources
Sector networking valued, as is support provided by the GCIO
“No support” a common response
Support to collaborate?
“Collaboration is just a part of the way I naturally work”
“Often there is talk of collaboration …but when actual resources need to be put on the line nothing will eventuate”
Barriers1. Workload and budget2. Leadership thinking3. Internal governance mechanisms and risk aversion
“we have not rewarded risk-taking, entrepreneurial behaviour”
Enabler4. Support of senior manager
“we need business leaders who are more attune to the potential of information use and technologies”
Support to innovate?
“Better With Less” means…
Knowing what innovation & collaboration is, and supporting & rewarding it through realising ‘dispersed leadership’
Managed rather than eliminated risk – governance that supports innovation
Collaboration with wider range of partners
Recognising middle managers need to be involved in development of AoG strategies
Collaborative forums and tools
Adequate knowledge to support compliance with AoG approach
Collaboration and innovation explicit in PD’s
Some time allocated to foster ideas and innovations
Senior managers who both expect and support their staff to succeed
A Ministry where anyone can have an idea and put it through a process of evaluation
“I have been lucky to have visionary managers”
Cool stuff is happening…
