Institute for Government Nehal Davison, Senior Researcher December 2015
Agenda • Story of the Institute for Government • How we seek to drive changes in government • Why I came to New Zealand • Some reflections on the Policy Project • Questions for discussion 2
In the beginning… Ch Chairman Minister r of of Sci Science an and Founded in n 1967 Inn nnovation 1998-2006 1992 1992-1998
Institute for Government was established in 2008 • Independent charity with cross- party and Whitehall governance working to increase government effectiveness. • Our funding comes from the Gatsby Charitable Foundation, a Sainsbury Family Charitable Trust. • We work with all the main political parties at Westminster and with senior civil servants in Whitehall, providing evidence-based advice. • We undertake research, provide the highest quality development opportunities for senior decision makers and organise events to invigorate and provide fresh thinking on the issues that really matter to government.
Our location We e are e a short 10 min inute walk lk fr from mos ost t government dep epartments and parlia rliament Seen as a ‘safe space’ for min inisters and civil ser civil ervants ts to o op open enly ly dis iscu cuss th the e ch challe llenges of of government
What we do New models of governance and public services Parliament and the A more effective Whitehall political process Better policy making Leadership for government
Combination of research and learning Research Events an and reports rou oundtables L& L&D an and Workshops
The wider policy landscape Charities & campaigning groups Consultancies Think Tanks Academia Research organisations
Increasingly focusing on how to drive impact PUBLIC SER ERVICE MIN INISTERIAL RE REFORM EFFECTI EF TIVENESS IfG supports IfG supports commissioners to be ministers to perform more effective in more effectively in designing and their roles managing markets in public services
Ministerial effectiveness Ou Our rese esearch ag agenda • How to support ministers be more effective in their roles • How to manage a transition opposition to government • How to make effective policies in opposition Practical su support an and ch challe lenge • Ministerial team away days and workshops • Expert briefings and seminars • 360 reviews • ‘Preparation for Government’ sessions for the opposition
Example of our engagement Ad Ad-hoc netw twork rking Ind Individual an and tea eam opportunities for op or min inisters development and sp an special ad advi visers • 360s • Team building and effectiveness • Talks from former ministers and away days special advisers • Safe space discussions Offer is is ope open to o all all th three ee maj ajor part artie ies, Rigorous ap Ri approac ach to o but t dem emand var aries pol olicymaking an and prio rioritisation sign ignif ificantl tly 50 sem emin inars, workshops or 360 reviews th or through • Interactive workshops • Expert seminars whic ich we e have e en engaged • Inductions approx. 290 polit olitic icians and advis visers
Public services Ou Our rese esearch ag agenda • How to effectively introduce choice, competition and markets in public services • How to join up and integrate public services around citizens Practical su support an and ch challe lenge • Develop practical frameworks and tools • Run training sessions for commissioners • Advocate for greater transparency in contracting and outsourcing • Deep dive visits to local areas to support efforts to collaborate on the ground
Example of our engagement 8 res esea earch De Developmen ent t of of fr frameworks rep eports and on onlin line d dia iagn gnostic ic tool ools betw tween 2012- to o help elp com ommis issioners 2014 2014 Training ses essio ions Transparency taskforce
Why I chose to come to New Zealand Regular exchanges Imp mproving cap apability between the acr across ss the he ci civil ser service Institute for Government and (e.g. pol (e. policy pr project) New Zealand Public Service Work orking ar around silos silos to o deliver cr de cross ss-cutting outcomes ou s (e. (e.g. BPS) S) Engag Eng aging ci citizens s in in the design and de and de delivery of of pu public ser services
The Policy Project “Lifting the policy game across the system” The “problem” Collaboration and “Improvement” My role engagement products • The lack of a cross-government • Case study charting origins, central to the view on what ‘good’ policy • Policy Quality development and influence approach advice looks like. Framework • Workshop with core team to • 10 Tier 2 • Difficulties in finding, paying for • Policy Skills take stock of progress, workshops and retaining top talent. Framework challenges and next steps • 19 inter-agency • Insufficient use of evidence and • Capability • Advising on offer for supporting workshops user insights in the policy Maturity Model ministers to ‘get the most out of development process. • Head of Policy the policy services available to Profession them’ • Limited focus on the capability speaker events needed to meet future policy challenges.
Questions for discussion • What mechanisms are there in New Zealand to drive and influence changes in government? • How similar/different is this from the UK policy landscape? • Which models appear to be most effective in the New Zealand context? • What underpins this?
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