NO REFORM LEFT BEHIND? BALANCING PUBLIC SERVICE IMPROVEMENT WITH - PowerPoint PPT Presentation

NO REFORM LEFT BEHIND? BALANCING PUBLIC SERVICE IMPROVEMENT WITH GOVERNMENT PRIORITIES: IMPLICATIONS FOR NEW ZEALAND’S CENTRE-OF- GOVERNMENT Evert Lindquist School of Public Administration, University of Victoria, Canada 2010 ANU/ANZSOG Chair in Applied Public Management 2010 ANU/ANZSOG Chair in Applied Public Management The Treasury Lecture Series, New Zealand Treasury Wellington, New Zealand, September 15, 2010

Origins and Motivation Origins and Motivation  To provide an outside-looking-in perspective on New Zealand’s reform challenges and discourse  Build on Gill et al (May 2010) FS discussion ( y ) paper  Tap into international thinking on reform  Tap into international thinking on reform directions  Consider integrated frameworks for thinking C id i t t d f k f thi ki about public sector reform  Draw out strategic implications for central agencies

Overview Overview  Getting Bearings in the Post-NPM Environment  Frameworks for Performance and Reform: A Closer Look  Integrating Frameworks: A Reflective Pause Before the Reform Before the Reform  Exploring Implications for Public Sector Improvement in New Zealand Improvement in New Zealand  Central Agencies and Improving Public Service Instit tions A Proposal to Consider Institutions: A Proposal to Consider  Conclusions, Discussion and Feedback

Getting Bearings in the G i B i i h Post-NPM Environment

NPM Features and Weaknesses… NPM Features and Weaknesses NPM according to Jun (2009) Weaknesses and Criticism… structural devolution and  Role fragmentation and  decentralization decentralization ambiguity flowing from structural bi it fl i f t t l devolution vertical coordination and  autonomy in single agencies  Too many single-purpose y g p p managerialism and techniques agencies  contractualism, privatization, and  Too much vertical specialization  entrepreneurship entrepreneurship  Insufficient cross-agency I ffi i t market-driven techniques, cooperation  citizens as customers,  Too much managerial autonomy g y competition competition  Too many discontinuities and rejection of Weberian theory for  nonlinearities understanding public b bureaucracy  Undermining of political control U d i i f liti l t l deregulation, reliance on market  Fostered mistrust among political  leaders, officials, service focus on performance, outputs 

Charts from Dunleavy et al (2006 Jun (2009) Post-NPM Thinking Structural integration to reduce Structural integration to reduce   fragmentation Recentralization and re-regulation  Horizontal, holistic, JUG initiatives  Reducing role ambiguity and creating Reducing role ambiguity and creating   clear role relationships Relying on public-private partnerships  Increased centralization, capacity  building and coordination bu d g a d coo d at o Strengthening central political and  administrative capacity Recognize and build on unique features  of institutions and communities

Recent Discourse on Post-NPM Recent Discourse on Post NPM  Jun (2009) argues NPM & post-NPM are top- down  More emphasis on citizen/community preferences p  Grappling with uncertain external environments environments  Citizens independently forming their own Sound familiar? Sound familiar? views i  Need for more citizen & community engagement  More PPPs, co-production and variegated

Recent Discourse on Post-NPM Recent Discourse on Post NPM  Jun (2009) argues NPM & post-NPM are top- down  More emphasis on citizen/community preferences p  Grappling with uncertain external environments  Citizens independently forming their own views Citi ens independentl forming their o n ie s  Need for more citizen & community Sound familiar? Sound familiar? engagement  Need for more PPPs &variegated delivery g y models

Frameworks for Performance and Frameworks for Performance and Reform: A Closer Look A Closer Look

Comprehensive Reform Frameworks APS Blueprint UK Capability Canada’s MAF Reviews meeting citizen governance and   needs needs strategic direction strategic direction set direction  encouraging strong policy and programs   ignite  leadership & passion/pace/drive people  direction direction lead delivery & change citizen service focus   developing a highly  build capability risk management   capable workforce focus on outcomes stewardship   operating efficiently  and to a consistently evidence-based choice accountability   high standard build common purpose build common purpose public service values public service values      capability reviews* plan/resource/prioritize learning, innovation   & change develop clear roles  management management ...more later on responsibilities and  results/performance Moran...  delivery models “Leadership, Strategy, Delivery” management 

Cameron & Quinn’s Competing Values Framework Framework Diagram from Gill et al (2010), p.28.

The APS Blueprint & the Competing Values Framework Framework High-quality, Highly-skilled, Individuality future-oriented, collaborative, Flexibility evidence- value-driven, based & engaged, and g g , transformative transformative mobile leaders policy analysis Clan Adhocracy Culture Culture • collaborate • insight • personal development • anticipation • high commitment • agility • engagement • innovation Internal External Orientation Orientation Hierarchy Market Culture Culture • control/structure • achieve goals • consistency/efficiency • client orientation • documentation • responsiveness • accountability • output/effectiveness Accountable, Citizen- project- oriented and oriented, integrated implementation p service delivery service delivery focus, efficient, with citizen Stability and transparent engagement Control

Bourgon’s New Synthesis Framework Bourgon s New Synthesis Framework

Two Frameworks to Two Frameworks to Consider • Both frameworks integrate many different Both frameworks integrate many different values/goals • Each operates at different levels of analysis; little • Each operates at different levels of analysis; little overlap • Do illuminate discussions but useful for strategic

I Integrating Frameworks: i F k A Reflective Pause Before the Reform

Review: CVF and NS Frameworks Little on the special character/context of public  service institutions (Westminster system, complex organizations). i ti ) Do not deal directly with overload and scarcity.  Little on critical variables: technology and  g geography. g y Need application to specific policy sector and  organizational contexts. g Don’t locate temporally & recursively in nuanced  ways ways. Sense-making ≠ building strategy and coherence.  Create possibilities ith foc s on

From Frameworks  Strategic Di l Dialogue Little on the special character Littl th i l h t  and context of public service Parting Thoughts.... institutions (Westminster system, complex organizations). complex organizations). Need to re position the central Need to re-position the central  Do not deal directly with institutions of government and  overload and scarcity. departments as part of “vast Little on critical variables: Little on critical variables: networks of organizations... networks of organizations ”   technology and geography. Is this new?  Need application to specific  Recognize constraints and  policy sector and organizational policy sector and organizational drags of governments... contexts. Politics Don’t locate temporally &   recursively in nuanced ways. y y Bureaucracy Bureaucracy   Sense-making ≠ building  Clumpy investments  strategy and coherence. Drive for equity  Create possibilities with focus on Create possibilities with focus on   Accountability  tensions/constraints. Do not inherently point to non-  structural change.

Exploring Implications for Public Sector E l i I li i f P bli S Improvement in New Zealand