Module 02 Public Admin in the 21st Century
- 1. Module 2 Public Administration Skills in the 21st Century PRESENTER
- 2. A “New Public Sector Norm” emerging for our Survey 2 Relative to the nine core questions, fiscal constraints and rising stakeholder expectations are the “new norm”, and public sector executives need to respond by: 1. Human resource priorities are on Building leadership capacity and Driving change management 2. Driving human resource capacity is being impeded by short term focus and lack of HR tools 3. Policy and program priorities focus on Innovative Service delivery (citizen self-service and engagement of third parties) 4. There appears to be a growing divide between academic and practitioner communities 5. Advanced analytics and mobile communications are two powerful forces impacting government in the coming years 6. Focusing on stakeholder engagement around programs / services and building trust in public institutions are key priorities 7. More effective inter-jurisdictional collaboration is required, with enhanced roles for municipalities and central government 8. Performance management frameworks are generally in place, but not effective enough for management 9. Government needs to find better ways to function effectively despite fiscal constraints
- 3. A thought about organizations Open data resides mostly within organizations. We can think of organizations as structures that have been created to handle recurrent problems in acceptable ways. Organizations modify individual behaviour. Organizations create pathways, cultures and roadblocks both internally and externally to achieve this result. 3
- 4. Old and New Organizations The structure and rules of an organization are dependent on the reasons for its creation, its history, its resources, and so forth. They can tell us a lot about the relationships of power and aptitude for change that these organizations have. 4
- 5. What Affects Innovation in Organizations? Structure Goals Incentives History Resource availability Culture Leadership Environment Research and Development capacity Human Resources Economic cycles 5
- 6. Traditional Bureaucracy Hierarchical/Central Command Role-governed and Upward accountability Static Standardized Citizen’s Right to Public Services Tayloristic Operations Process-Driven Organization Fordist Production System NPM Bureaucracy Flattened and decentralized Results-Centered Change-Driven Client-Focused Empowering Employees Learning Organization Flexible Workplace Less Innovative More Innovative The Theory
- 7. The practice Government are often still designed structurally on the Weberian model. Organizations are based on hierarchy. Hierarchy is based on authority. Roles are bound by the office (job description). 7
- 8. Challenges Overcoming top-down messaging Overcoming challenges to horizontal cooperation Overcoming challenges to knowledge sharing Overcoming hierarchical patterns Overcoming path dependency 8
- 9. HERE MODERN PA MODEL
- 10. Often open information and technology are complements to institutional change not substitutes. Open data and technology are interesting because they are (relatively) very cheap and straightforward. Open data and technology are not a substitute for change management planning. 10
- 11. Implementing Change Rejection Lack of Response Compliance with rules Focus on strategic data Full commitment 11
- 12. Four outcomes are key to create lasting change: Examples (I see it): Provide an image of success Assessment (I need it): how will change improve the problem Practice (I do it): begin change Support (I live it): build a community supportive of the change 12
- 13. Policy Roles for Public Managers Decentralization and devolution: increased responsibility of Public Managers Emergence of network/collaborative government practices built on participatory and consultative processes: governance is often bottom-up Increased customer-orientation in public sector governance: strengthen the agencies delivering the services (hence the Public Managers overseeing delivery)
- 14. Policy Functions Not all managers take up all policy functions Policy functions do not occur in a sequence, but are discrete and interrelated. 14 Policy Formulation Decision Making Policy Implementation Policy Evaluation Agenda Setting
- 15. Policy Perspectives These perspectives must be taken into account simultaneously by Public Managers. These perspectives guide the managers’ activity. The relative significance of the dimensions differs across levels of government and policy sectors. 15
- 16. Policy Competencies Competencies accumulated over time by the managers round out the framework
- 17. Potential Roles of Public Managers Agenda Setting “Gatekeeper” Sustaining attention to a given policy issue Identifying emerging issues from programs they manage Attention to less visible issues Policy Formulation Preemptive and proactive as supposed to reactive Further development of issues passing through policy agenda Decision Making Decision-makers themselves Conducting policy analysis Making policy recommendation Policy Implementation Responsible for Implementation strategies and measures Securing resources for successful implementation Policy Evaluation Evaluators themselves Collection of information/data for evaluation Assisting external evaluators
- 18. Tempered Radicals Tempered radicals are people who work and seek advancement within mainstream organizations and professions, but also want to change them. Tempered because: Dislike the incongruities between their values and those of the organizations; Are forced to tone down their action.
- 19. Institutional Entrepreneurs To qualify as institutional entrepreneurs, individuals must break with existing rules and practices associated with the dominant institutional logic(s) and institutionalize the alternative rules, practices or logics they are championing (Battilana 2006; Garud and Karnøe 2001).
- 20. Tempered radicals and institutional entrepreneurs are not reproducing the rules and behaviors of existing structures. They are in fact rewriting rules while generating new resources to develop the innovation ecology to further assist them in this change process.
- 21. Internal Forces Driving Change The devolution of responsibilities, client-centered approaches, and strong focus on satisfaction- and result-based assessments typical of the most recent phase of New Public Management increasingly make public managers answerable for crafting rather than just implementing policy choices
- 22. ANSWERING THE CALL The most efficient way to answer the seemingly conflicting demands of better client-centred approaches and shrinking budgets is to foster innovative problem- solving within the public administration by triggering untapped capabilities through innovation ecologies and the spread of institutional entrepreneurship.
- 23. Role of institutional entrepreneurs in innovation Basins of Attraction (Olsson et al. 2004, Folke et al. 2009)
- 24. Showcase and reward intraprene urial thinking Encourage organizational- wide involvement by insisting on truth and honesty about what’s working, what’s not, why? Focus on network BUILDING Empower, Enable Encourage Catalyze creativity & demand new ways to do business THERIGHTTIMING WINDOWSOF OPPORTUNITY CREATING AN INTRAPRENEURIAL CULTURE?