wp licence to innovate revisited · 2017. 2. 15. · 6 institute for competitiveness &...
TRANSCRIPT
LICENCE TO INNOVATE REVISITEDHow government can reward risk
24.5
WP
WORKING PAPERJUNE 2016 24.5
6 INSTITUTE FOR COMPETITIVENESS & PROSPERITY
EXECUTIVE SUMMARY
LICENCE TO INNOVATE REVISITED:HOW GOVERNMENT CAN REWARD RISK
In February 2016, the Institute for Competitiveness & Prosperity released its 24th Working Paper, Licence to innovate: How government can reward risk. This discussed why
government should innovate and how to do it.
LICENCE TO INNOVATE REVISITED: HOW GOVERNMENT CAN REWARD RISK 7
THE INSTITUTE received an overwhelming positive response to this work. People wanted to know how they could contribute to the conversation and hear more stories about government innovation. This Paper does just that.
This Paper revises and expands on Licence to innovate by incorporating perspectives from practitioners within and outside of government. These voices include:
Karim Bardeesy Deputy Principal Secretary, Office of the Premier
Peter MacLeod Co-founder and Principal, MASS LBP
Sandford Borins Professor, University of Toronto
Greg Orencsak Deputy Minister, Treasury Board Secretariat
Jonathan Craft Assistant Professor, University of Toronto
Karen Pitre Special Advisor to the Premier on Community Hubs, Cabinet Office
Kevin French Associate Deputy Minister, Ministry of Government and Consumer Services
Jay Porter Director, Cabinet Office
Karl Frost Manager, Cabinet Office
Donna Ratchford Director of the Policy Innovation Platform, Ryerson University
Josh Hjartarson Vice President Public Sector, KPMG
Alex Ryan Senior Systems Design Manager, Government of Alberta
Julian House Behavioural Scientist, Treasury Board Secretariat
Sean Twyford Director, Ministry of Children and Youth Services
Lauren Hunter Head of IN.spire Innovation Hub, Natural Resources Canada
Blaine Woodcock Public Strategy and Innovation, Deloitte
Sheldon Levy Deputy Minister, Ministry of Advanced Education and Skills Development
Judith Wright Consultant to the Ministry of Children and Youth Services on the Collective Impact for Disconnected Youth
This project was part of a new process for the Institute, and we are grateful to those who shared their insights. In the spirit of innovation, we realize our work can be modified and are open to further discussion. Change is not possible without you. We look forward to continuing the conversation.
8 INSTITUTE FOR COMPETITIVENESS & PROSPERITY
GOVERNMENT INNOVATION IS IMPROVING DESIGN, PROCESSES, AND IMPLEMENTATION OF PUBLIC SERVICES TO ACHIEVE A STATED GOAL.
THIS MUST BE ROOTED IN A CULTURE OF COLLABORATION, A FOCUS ON END USERS, AND EXECUTIVE LEADERSHIP
THERE ARE THREE BARRIERS ASSOCIATED WITH GOVERNMENT INNOVATION…
...AND FIVE BENEFITS
Design
Focuson users
Culture of collaboration
Governmentinnovation
ImplementationProcess
Executiveleadership
Organizationalrealities
Culturalpractices
EFFICIENT USE OF RESOURCES
EFFECTIVE POLICY
GOVERNMENT LEGITIMACY
CIVICENGAGEMENT
HUMAN RESOURCE MANAGEMENT
PERMISSIONGRANTED
Accountabilityframework
GOVERNMENT INNOVATION IS IMPROVING DESIGN, PROCESSES, AND IMPLEMENTATION OF PUBLIC SERVICES TO ACHIEVE A STATED GOAL.
THIS MUST BE ROOTED IN A CULTURE OF COLLABORATION, A FOCUS ON END USERS, AND EXECUTIVE LEADERSHIP
THERE ARE THREE BARRIERS ASSOCIATED WITH GOVERNMENT INNOVATION…
...AND FIVE BENEFITS
Design
Focuson users
Culture of collaboration
Governmentinnovation
ImplementationProcess
Executiveleadership
Organizationalrealities
Culturalpractices
EFFICIENT USE OF RESOURCES
EFFECTIVE POLICY
GOVERNMENT LEGITIMACY
CIVICENGAGEMENT
HUMAN RESOURCE MANAGEMENT
PERMISSIONGRANTED
Accountabilityframework
LICENCE TO INNOVATE REVISITED: HOW GOVERNMENT CAN REWARD RISK 9
DESIGN IMPLEMENTATION
PROCESS
Ontario's Licence
Plate StickerRenewal
Institutefor Public
Administration of Canada
Awards
PennMedicine'sInnovation
Tournament
Ontario’sOpen
GovernmentInitiative
Toronto'sParticipatory
Budget
Adobe’sKickboxInitiative
Ontario'sCommunity
Hubs
Ontario’sEnvironmental
Registry
UnitedKingdom's
EmploymentZones
US’sSmall
BusinessAdministration
BC’sEmployment
Program
Ontario's ServiceOntario
Centres
Ontario'sLocal Poverty
ReductionFund
Ontario'sInnovation
ProcurementInitiative
BUT WE NEED TO OVERCOMETHE COSTS
DID YOU KNOWABOUT THESE EXAMPLES OF GOVERNMENTINNOVATION?
WE PROPOSE THIS ACCOUNTABILITYFRAMEWORK
Ontario's Gift of Life
ConsentForm
Canada’sCarrot
RewardsProgram
UnitedKingdom’s
CommunityBudgets
Brookfield’sPolicyHacks
1
Comprehend, articulate, and reflect on an issue.
Context investigation
Tally the financial and human resources involved in innovation.
Inputitemization
Determine the outputs of innovation, or what was produced.
Outputidentification
Review the overarching results of innovation.
Outcomeinspection
2 3 4
REWARD DEVELOP ALLOCATE
10 INSTITUTE FOR COMPETITIVENESS & PROSPERITY
Integrate innovation into government activity to counter the risk-averse culture Ontario should expand the Program Review, Renewal, and Transformation process to include innovation. Establishing innovation hubs and labs within government’s central organizations presents other opportunities. Further, Ontario should build innovation into ministerial mandate letters, integrate innovation into organizational objectives, and embed innovation into core processes. This requires a whole-of-government approach.
Revise funding frameworks to boost design Ontario should allocate resources across missions (not by ministries), aligning ministerial funding cycles along the way. In addition, government should centralize innovation funds. Central agencies, namely Cabinet Office, the Ministry of Finance, and Treasury Board Secretariat should champion this work.
Apply behavioural insights to improve designOntario should expand the number and scope of policy experiments conducted by its Behavioural Insights Unit. Celebrating this work internally (through Topical) and externally (through News Releases and social media) is also a must. This is a role for Ontario’s Policy Innovation & Leadership group.
Advance human resource management to strengthen processesOntario should strengthen human resource management through gamification and employee awards. Hosting an OPS-wide innovation tournament, awarding winners with job opportunities is one idea. Partnering with organizations to celebrate innovators is another. Further, Ontario should attribute and recognize public servants’ work within and outside the office. Treasury Board Secretariat, who is centralizing human resources, should play a leadership role.
HOW TO ENHANCE GOVERNMENT INNOVATION
LICENCE TO INNOVATE REVISITED: HOW GOVERNMENT CAN REWARD RISK 11
Modify the quality and scope of engagement to support processes Ontario should develop the institutional frameworks and leadership talent to engage the public. This can be done by mandating the public release of hackathons and mind labs. Broadening job responsibilities of bureaucrats working in communications departments, along with evaluating efforts to engage the public, are also required. Lastly, the Institute encourages Ontario to undertake its own participatory budget projects, especially in publicly funded organizations. Ontario’s Treasury Board Secretariat and Ministry of Finance should play leadership roles.
Revitalize relations between government and delivery agencies to upgrade implementationOntario should view itself as a commissioner of services. Part of this involves incorporating innovation into government-wide procurement; this is work for Ontario’s Ministry of Government and Consumer services. Government must further adopt a payment-by-outcomes framework and organize delivery agencies’ work across community hubs. Partnerships between Ontario’s Treasury Board Secretariat and the Community Hub Secretariat are worth exploring.
Streamline services to refine implementationOntario should convene province-wide community planning to build on the work of community hubs. In addition, the province should proceed with the Collective Impact for Disconnected Youth, communicating successes and failures. This should be a government-wide effort, led by Cabinet Office.
Monitor government innovation to enhance accountabilityOntario should account for innovation by tasking an external third party body to monitor government activity. The Institute is ready to report on government activity and third party bodies of the Legislature should do the same. On the political front, elected officials should engage in open and honest dialogue. Allocating Standing Committee meetings or creating an external review board to account for government innovation is a start. Changing the tone of Question Period is a must.