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Leadership for the Delivery of Better Public Services

Leadership for the Delivery of Better Public Services. DAVID ALBURY Director, Innovation Unit Ltd Associate, Institute for Government Design and Development Director, Global Education Leaders Program (GELP) Wellington , 3 rd May 2013.

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Leadership for the Delivery of Better Public Services

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  1. Leadership for the Delivery of Better Public Services DAVID ALBURY Director, Innovation Unit Ltd Associate, Institute for Government Design and Development Director, Global Education Leaders Program (GELP) Wellington, 3rd May 2013

  2. “Delivering better public services poses a challenge for leaders across the State sector. The Prime Minister’s ten result areas require us to do things differently and to do different things”Iain Rennie, State Services Commissioner

  3. What do we know about “doing things differently, doing different things”?

  4. Four key prerequisites for successful management of major change projects Shared and understood pressures for change: reasons why change is necessary, and potential benefits prevents slipping to bottom of the in-tray Clearly articulated and co-developed vision avoids haphazard and uncoordinated efforts Planned and realistic first steps – an action plan – for all major players avoids false starts Capacity and capabilities to implement necessary changes and operate within new system mitigates anxiety and frustration

  5. Pressures and drivers for radical innovation: not just $$$ sustainability technologies demographics + globalisation financial constraints public expectations

  6. Characteristics of sectors and organisations that are consistently and radically innovative CULTURE and LEADERSHIP REWARDS and RECOGNITION (PULL FACTORS) SUPPORT and INVESTMENT (PUSH FACTORS) REGULATION & OPENNESS (SUPPLY) CITIZEN and USER ENGAGEMENT

  7. CULTURE and LEADERSHIP • passionate about outcomes, flexible about means • encouraging experimentation, and well-managed risk-taking • externally and front-line oriented, embracing diversity • focused on limited number of priorities and challenges • maintaining ‘split-screen’ narrative

  8. Leading transformational change: ‘split screen’ Managing continuous improvement and reform of the current system: ‘business as usual’ Building the capacity, models and practices to address deep current and future challenges

  9. System transformation Performance New system improvement paradigm 2 INNOVATION ZONE transformation dilemma What’s needed for improvement and universalising best practice is different from what’s required for radical innovation and transformation improvement paradigm 1 Old system Time

  10. CULTURE and LEADERSHIP • passionate about outcomes, flexible about means • encouraging experimentation, and well-managed risk-taking • externally and front-line oriented, embracing diversity • focused on limited number of priorities and challenges • maintaining ‘split-screen’ narrative

  11. Putting the public into public services • extreme and leading edge users • beyond consultation: co-creation and co-production • mobilising demand: strengthening and empowering user networks and organisations • comparative performance information • choices and resources CITIZEN and USER ENGAGEMENT

  12. design fertiliser pruning …….

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