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
Reprise this morning’s workshop and actions arising
Cuts, efficiency and innovation
One program’s approach to supporting transformation
Fiscal constraints

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
Interactive discussion

5. Pressures and drivers for radical innovation: not just $$$
sustainability
technologies
demographics +
globalisation
20 mins on this and next slide
Importance of the case for change
Particularities of context: what are key challenges
Highly diversified demands/needs of citizens and service users – consumerism plus diversity
Public expectations: 24/7, decline of defence
Health service: hospital centric, good for infectious and acute – but now need community-based, integrated health and social care
Not reform, not incremental innovation but radical innovation and transformation
financial constraints
public expectations

6. Characteristics of sectors and organisations that are consistently and radically innovative
CULTURE and
LEADERSHIP
SUPPORT
and INVESTMENT
(PUSH FACTORS)
REWARDS
and
RECOGNITION
(PULL FACTORS)
REGULATION
&
OPENNESS
(SUPPLY)
We know a lot about the characteristics of high-performing and consistently innovative organisations and sectors
CITIZEN and
USER ENGAGEMENT

7. passionate about outcomes, flexible about means
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
Importance of misfits, rebels and trouble-makers, especially in big organisations/systems

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
One metaphor for this is ‘split screen’

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. passionate about outcomes, flexible about means
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
Importance of misfits, rebels and trouble-makers, especially in big organisations/systems

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

15. design
fertiliser
pruning
…….