2018 G 2018 GDS DS In Index Handbook launch ch We Wendy McGuinness, 2 May 2019 1
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Th Three parts 2. What is a Government 3. What is the 1. What is a strategy? GDS Index? Department Strategy (GDS)? 3
Part 1. What is a strategy? Pa The means to an Exploring The process is It is not a plan, Strategy is about Strategy is a end the strategy but a strategy is choice. What do narrative that - where you have been a higher than a we focus on and explains how to (hindsight), plan, so they are not focus on? cope with the - where you are now connected future/s (insight), - where you want to be (values and vision) and - ways you might get there (foresight) 4
History of The term is derived from the Greek word strategos the term meaning military leader or general. It is made up of two words, stratos (meaning the strategy army) and ago (meaning to lead). 5
Marshal Maurice de Saxe’s wrote My Reveries Upon the Art of Wa r. He argued that commanders must understand the 1736 – lesser parts, though elemental and mechanical, covering methods of fighting and discipline, as they lesser and provided the “base and the fundamentals of the military art.” higher parts Once Saxe had dealt with those in the first part of his of the art book, he then moved on to the higher — “sublime” — parts, which he suspected might interest only experts. of war This meant moving beyond the “methodical,” suitable for ordinary minds, to the “intellectual,” with which the ordinary might struggle. This is why war was like the other “sublime arts.” Application was not enough. There must be talent and excellence. 6
Jacques-Antoine-Hippolyte, Comte de Guibert, 1772 – wrote Essai Général de Tactique. lower and Elementary tactics contained ‘all detail of formation, instruction, and exercise of a battalion, higher levels squadron, or regiment.’ of military The higher level, to which all other parts were secondary, was … the science of the generals. tactics This part was ‘of itself everything, since it contains the art of conveying action to troops.’ 7
Heinrich von Bülow, who served in the Prussian army, theory was: All operations of which the enemy was the object, 1799 – were operations of Tactics; and that those of which he was merely the aim and not military tactics the direct object, were made a part of Strategics. versus Rather than fight a “hostile army,” better to attack the means by which this army kept itself supplied, military strategy which meant that the “flanks and rear must be the objective of operations,” even in an offensive war, and frontal operations should be avoided. 8
1950s – Strategy first emerged as a management concept in the 1950s and early 1960s in military strategy the United States of America (USA). versus In both business and the military, business strategy strengths were used to exploit competitors’ weaknesses. 9
Common themes: • A focus on the long-term direction • Durable sustainable success 1980s – • Linking internal and external environments The difference Key differences: between It is not winning or losing but about a win-win for business strategy society. It is about: • building connections and resilience in society, and government • using public resources efficiently and effectively, • empowering citizens to bring about change strategy through collaborating and/or working separately towards the same goals. 10
Henry Mintzberg, in the The Rise and Fall of Strategic Planning (1994) said that ‘Strategic planning is an oxymoron’. What he means is that 2019 – the minute a formal strategic planning process codifies into goals and action, it ceases to be The difference strategic. Mintzberg believes that organisations between should remain in a strategic posture at all times. a plan and a strategy Strategy Plan [HOW] [HOW] 11
Part 2. What is a government department Pa st strategy document? Not Not Not It is a strategic It focusses Requires all strategy all strategy all strategy document that on solving implementation is external is long term is made has been complex over a long term public prepared by a issues (e.g. over 2 government years) department/s for citizens 12
‘Two potentially competing principles of good government: officials should provide free and frank advice to ministers, and the public should have opportunities to participate in decision making and Q2a Q2a: : hold the government to account.’ Whe When n Transparency should a strategy sh gy become bec e publ public? Privacy Decide Create Implement archive 13
Most private sector organisations develop a rich and complex strategic framework that focus on these points: 1. Specific business objectives for each strategy. 2. Identify which goals have priority over others. Q2b: Q2b : 3. Map relationships between the various strategies. Showing, for example, which of them support Is Is a a GDS others. To our knowledge there is no framework. Issues for framework fr k consideration in creating one include whether: neces nec essary? • A steward be made responsible (e.g. operating and archived) • A hierarchy should exist (i.e. should there be a type of whole-of-government strategy (e.g. if of national significance or jointly held) • Ownership clarified i.e. Ministers or CEOs 14
Note: The term corporate document is used broad here as Q2c: Q2c it is emerging language. Government departments are not corporations, but they are entities. Is Is a a GDS a a If they are official documents of the entity, as in required co corporate in legislation, signed by a Minister, signed off by Cabinet, we would argue they are corporate documents and do docum umen ent? should be treated as such on website and in their care as an archive. 15
Pa Part 3. What is the GDS Index? Created a Records all Lists all GDSs Scores and But does not And does not definition GDSs published in operation ranks each review the review the of what since 1994 and archived operational quality of the alignment makes a GDS strategic between the GDS approach six elements in the Scorecard 16
The GDS Index Stage 1: Excel OIA (showcases correspondence with departments) Method Stage 2: Excel Master (413 GDSs since July 1994) Stage 3: Excel Scoring (148 GDSs in operation) 17
The Scorecard identified six elements, which is then further broken up into a further three or four sub-elements. Each element has a total score of 16, being a total of 96 points. The Scorecard was identified in 2014. The GDS Index Scorecard 18
The GDS Index Publications 19
The GDS Index Website Contains • PDFs of all GDSs in operation (see the home page) • PDFs of all archived GDSs (see the archive register) • List of all relevant publications from the 2014, 2015 and now 2018 GDS Index 20
The top scoring GDS in the 2018 GDS Index 21
By the numbers 7% of operational GDSs (11 out of 148) are jointly held (6 unique documents). 8% of total GDSs (34 out of 413) were jointly held. 25% of operational GDSs (37 out of 148) replaced a previous GDS. 33% of total GDSs (135 out of 413) replaced a previous GDS. 9 GDSs were transferred to other departments since the 2015 GDS Index. 2 departments (MBIE & MoJ) operated GDSs across votes 8 departments released GDSs as part of a series (DoC, Corrections, MPI, MBIE, MFAT, MoHx2 and MoT) 22
By the numbers continued 298 pages was the longest GDS and one was the shortest. The average length was 36 pages. 30% (44 out of 148) were not signed. Of these 61 were signed by the Crown only. In total 128 out of 413 were not signed. 18% (27 out of 148) GDSs in operation failed to include a publication date. 1 changed its name (as it was transferred from MoJ to Oranga Tamariki) 10 or more specified in legislation and the number of GDS approved by Cabinet not known 23
Total scores of operational GDSs [148] from highest to lowest Total scores of operational GDSs [148] from highest to lowest 80 70 60 Total Score (out of 96) 50 40 30 20 10 0 1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 55 58 61 64 67 70 73 76 79 82 85 88 91 94 97 100 103 106 109 112 115 118 121 124 127 130 133 136 139 142 145 148 GDSs
Average scores for each Element Average score by Element 12.00 10.00 8.00 Score 6.00 4.00 2.00 0.00 1 2 3 4 5 6 Elements 1-6 from the Scorecard 25
Element 1: Opportunities and Threats Element 1: Opportunities and Threats 18 16 14 12 10 8 6 4 2 0 1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 55 58 61 64 67 70 73 76 79 82 85 88 91 94 97 100 103 106 109 112 115 118 121 124 127 130 133 136 139 142 145 148 GDSs 26
Element 2: Capabilities and Resources Element 2: Capabilites and Resources 18 16 14 12 10 8 6 4 2 0 1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 55 58 61 64 67 70 73 76 79 82 85 88 91 94 97 100 103 106 109 112 115 118 121 124 127 130 133 136 139 142 145 148 GDSs 27
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