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Conversation tracker Lifting the Policy GamePolicy leaders workshop03 April 2014
DPMC Policy | 03 April 2014 | For more information contact [email protected] 2
We came together to discuss how we might collectively improve the performance of our policy advice function across the public service. In 90 minutes, we explored questions such as: What would system-wide policy capability look like if it was being the best it could be? What are the possible game-changers and bold moves? How might we co-produce and collectively implement a programme to deliver these changes?
Workshop participants
Helen Wyn DPMC
Guy Beatson Ministry for the Environment
Frank McLaughlin Ministry of Justice
Struan Little IRD
Our Intent
Cath Atkins Treasury
Andrea Schollmann Ministry of Education
Don Gray Ministry of Health
Katherine Baxter Ministry for Culture and Heritage
Gaye Searancke Ministry of Business, Innovation and Employment
Andrew Jackson Ministry of Transport
Doris Johnston Department of Conservation
Sally Washington DPMC
Kevin Guerin Ministry for the Environment
FacilitatorJim Scully ThinkPlace
DPMC Policy | 03 April 2014 | For more information contact [email protected] 3
Maximise impact with constrained resources.
Deploying talent in the right places.
Maximise our potential.
Drivers for lifting the Policy Game – the imperative in 4 words
Help people use tools
Collectively StrongerSmarterHappier
Citizen FocusContestable Advice
Tackling tough policy issues.
“Future of NZ Inc.”
Meeting our national challenges.
Better outcomesin a more complex world.
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There is debate about who is the ‘customer’ - Ministers, stakeholders, users, citizens
We live in an ‘era of contradictions’ that impact on the craft of policy: - Short term responsiveness and long term stewardship - Transparency and privacy - Managing risk and enabling innovation - Increasing demands and fiscal constraints - Scepticism about government’s ability to deliver and expecting government to fix everything
There are increasing expectations and opportunities for co-production – at each stage of the policy cycle from problem definition to service delivery.
Changing expectations
People expect they will be engaged in the business of New Zealand including public policy.
Policy conversations are broader and more complex, but often require an immediate response.
There is a general lack of understanding about the policy process - Results are usually only visible in services or when there is policy failure.
Technology enables more engagement and there are new user/citizen insight tools
A multitude of policy frameworks is available, requiring: - Applied policy capabilities/new skill sets to sift what is useful, for what, and when
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What is different about what is expected of us today and in future?
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Seeing the system
In pairs we explored and sketched the elements of the policy systems, capabilities and necessary connections.
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The idea in one sentence
Reframing the question…what would “great” look like?
The challenge or opportunity it’s meeting
Focus on “great” not just good.(Aspirational + medium-term focus)
What would be different?• More community input.• Some control lost by Central
Government/Politicians, but more action on the ground.
• Move beyond our constraints to think about our opportunity.
Seeing the system
The idea in one sentencePutting operational policy in the driving seat.
Reward collaboration and non-territorial thinking.
The challenge or opportunity it’s meeting
• Our insights from the ground are weak
• Lost opportunity.• More doability – policy that is
implementable
What would be different?• Getting most public value out of
policy advice.• Do fewer things but better.• Concentrate on what matters.
The idea in one sentence
Need a source of independent intermediation of information and research, e.g. Productivity, Commissions for policy
The challenge or opportunity it’s meeting
Bringing different paradigms, summarising and winnowing knowledge.
What would be different?
Nirvana.
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The idea in one sentence
We need to be a profession:• A common articulation of
what we do.• Standardised competencies.• Measurement of ability.• Consistent training expected
to deliver that.
The challenge or opportunity it’s meeting• Ongoing learning / development.• Best practice tools.• Institutionalisation of
standard training programmes and competencies.
The idea in one sentence
Build Talent Pool• Active attracting from offshore.• Attract talent from schools/
universities early.
The challenge or opportunity it’s meeting
Need for stronger capability, energy, diversity and international connections.
The idea in one sentence• Talent matched to big
problems.• People rotate around the
public sector.
Seeing the system
The idea in one sentence
System-wide approach for policy workforce, including management.
Better use of information across the system
The challenge or opportunity it’s meeting• Policy is a knowledge workforce –
people with right skills can adapt as demand requires, developed within the system to contribute across the system.
• Need to understand and communicate policy decisions and the connections between them
What would be different?• Stop competing for talent; right
competency for challenge.• Comprehensive advice that
deals with complexity
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Initial thinking on the game changers
It would be revolutionary if we...
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It would be revolutionary if we...
Operational policy was in the driving seat
(policy is implementable – pool skills and
perspectives)
Adopted the attributes of a ‘profession’ –
shared competencies, career pathways,
measurement, standards
We had the world’s top talent
Took a system-wide approach
(people + information)
Had independent policy ‘commissions’
to sift information and research
Focused on what ‘great’ looks like – not
presenting problem or symptoms
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Develop a policy system narrative with broad components of a work programme
Next session• Policy system narrative, improvement programme
components and progress
• Policy quality systems, processes, and standards – showcase our various approaches to ensuring policy quality & identify commonalities and best practice. The challenge: condense your quality standards into an A3 to share.
Action points and next steps
Helen Wyn/Sally Washington
Helen/Sally
All
