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Len Cook Former Government Statistician The Public Sector: In the service of the public "New thinking on the public services of New Zealand" Wellington,

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Presentation on theme: "Len Cook Former Government Statistician The Public Sector: In the service of the public "New thinking on the public services of New Zealand" Wellington,"— Presentation transcript:

1 Len Cook Former Government Statistician The Public Sector: In the service of the public "New thinking on the public services of New Zealand" Wellington, 5-6 September 2013

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3 Time (foresight, continuity, durability) Place (global, national, regional, local) Citizens (future, past and current, generations, life-course stages)

4 The collective management of risk and uncertainty is a critical role of government. The management of national assets (Environment, Reputation/identity, Integrity of government) The efficiency and quality of accumulated infrastructures (transport, energy, housing) Key sectors of government (Justice, Taxation, Education, Health, welfare) Protecting the functioning of the small NZ economy among the global economy Ensuring the shared prosperity of citizens Countering inequalities that really matter

5 InfancyEducation Housing/Family Development Retirement Birth family stability Health / disability Income of birth family Lifestyle/ diet Gender equity Relevance of education Household stability Structural shifts in jobs Migration Home ownership Partner history Lifestyle Parents Family arrangements Parents Wealth accumulation Parents Education Health events Participation Estimated Life Expectancy at key stages of life cycle BIRTH TO DEATH EXPERIENCES Lifestyle provision AGE

6 Insufficient formalised processes for establishing sector outcomes and overseeing the future whole-of-system performance Absence of an effective governance body to identify core systems, inputs and outputs, and appropriate evaluation methods Inadequate mechanisms for defining performance expectations for consumers Inadequate capacity for regular expert review of systems and performance, and defining best practice Insufficient legal and financial authority for cross-sectoral investment and Governance Unsatisfactory leadership in the development of whole-of- government systems and leadership skills Poor encouragement of innovation

7 1.People 2. Knowledge 3.Recognition in roles and structures of the authority needed for public service wide, and sector specific systems leadership 4.New Zealand specific focus 5.Citizen engagement 6.Ethics and integrity 7. The impact of information technology on the production function across key public service sectors

8 Policy and investments are only poorly directed at their relevance to the long term decisions that they will eventually shape. Limited account of the impact on citizens, business, local and central government. Resource loss and social cost from poorly targeted change, of institutions, statutes, regulation Opportunity cost from poor political use of the responsiveness of the New Zealand Parliamentary processes to give an unchallengeable statutory authority to decisions of the executive. Economic loss and social cost from failure to capture the full potential benefits of recognising and managing the key sectors of government as complex systems. Limits to autonomous agency model

9 Comparison of Autonomous Organisation Form with Organisations that are part of an Integrated Networked System Organisations with an integrated network system Autonomous Agencies Information drivenInformation protected BenchmarkingSelf referencing Value chain leadershipIntegration on matters with political gains Capital switched to raise ROIRigid capital base Dynamic outputs/ servicesOutput rigidity Accreditation and standardsSets own standards Continuous improvement Inspection costs high Periodic restructuring Consumer shifts drive servicesConsumer shifts unanticipated Highly leveraged infrastructure Dynamic processes Single use project specific systems Professional, expert leadershipGeneric manager Workforce developmentImmigration, frequent recruitment Focus on prospects, future contextOutput specification retrospective Multiplicity of relationship formsContractual engagement Risk mitigation key priorityRisk mitigation fragile Response to system failuresSorry / lets move on

10 An Ideal model of sector transformation Continuous Improvement (efficiency) Culture Process measurement Consumer expectations Transformation (Competitive) Business knowledge Industry benchmarks Sector knowledge Service Reductions Reduced wellbeing Clarity of political preference Output cost contributions Inputs flexibility Consumer linkages Output mix reallocation Change in political preference Clarity, robustness of political preference Consumer linkages Inputs flexibility Capacity to direct and implement change at level of key sector of public service Change in production function Cost shifting/ output mix change

11 er_detailpage&v=L3Kor38Aczg#t=3 TREVOR MANUEL – SOUTH AFRICA

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