Innovating in the Public Sector

D. Brian Marson

PMDP Faculty

Workshop Outline

1. Examples of and Trends in public sector innovation in the Philippines

2. Trends in International Public Sector Innovation

3. How-to Guidance for Promoting Innovation in Public Organizations

Annex: Resources for Innovators

2

Defining Innovation

• ‘Innovation is the creative generation and

application of new ideas that achieve a

significant improvement in a product, program,

process, service, structure or policy. Simply put,

innovation is about transformative ideas that

work’.

-Canada School of Public Service Definition

3

Examples of Innovations in the

Philippine Public Sector:

Passport Offices in Shopping Malls

4

Examples of Innovations in the

Philippine Public Sector:

Public Private Partnerships

5

Examples of Innovations in the

Philippine Public Sector: NSO E-Service

6

Examples of Innovations in the

Philippine Public Sector: PEZA

7

Examples of Innovations in the

Philippine Public Sector: DAP-PMDP

8

Examples of Innovations in the

Philippine Public Sector: Anti-Red Tape Act

9

10

Examples of Innovations in the

Philippine Public Sector: SALN

11

Examples of Innovations in the Philippine

Public Sector: New Services via Mobile Phones

12

More Examples of Innovations

in the Philippine Public Sector:

Please Provide Examples from Your

Department or Agency

13

Section Two: Analyzing Public Sector

Innovation Around the World

14

Professor Sandford Borins:

the Leading Expert on Public

Sector Innovation

http://www.businessofgovernment.org/sites/default/files/The%20Persistence%20of%20Innovation%20in%20Government.pdf

15

Professor Ken Kernaghan:

the Leading International

Expert on Service Innovation

16

http://www.iccs-isac.org/en/pubs/FinalReport-June7-

2010Appendices.pdf

Professor Sandford Borins:

Innovation is Alive and Well

in the Public Sector in 2014

“Innovation in government persists. Despite skepticism about whether large, hierarchical, monopolistic government agencies can initiate and embrace change, there is extensive evidence that they can, they do, and they will. Innovators persist.

In the face of the obstacles inherent in the process, despite the risk of failure, despite the time, energy, persuasion, and improvisation required to bring an innovation to fruition, public servants continue to find new ways to create public value.`

%

17

Professor Sandford Borins:

Innovation is Alive and Well

in the Public Sector

The research that is the foundation of this report shows that innovators are found at all levels of government. The urge to innovate is also born of a belief in government as a solution, a belief that government can find better ways to deliver services. Innovators share a conviction that creative problem solving, inspired improvisation, experimentation, and risk-taking within their organizations are possible.” http://www.businessofgovernment.org/sites/default/files/The%20Persistence%20of%20Innovation%20in%20Government.pdf

18

Characteristics of Innovations, Harvard

Kennedy School Innovation Awards, 2010

• Collaboration within Government 81 %

• External Collaboration 80

• Process Improvement 70

• Information Technology 41

• Citizen Empowerment 24

• Use of Volunteers 12

• Use of Market Incentives 6

• Organizational Change in the Public Sector 3

19

Initiators of the Innovations

Initiator

• Elected Official 34 %

• Agency Head 44

• Middle Manager or Frontline Staff 46

• Interest Group Leader or Member 11

• Client or Partner 27

• Citizen 4

20

The Transfer of Innovations

is Increasing Nationally and

Internationally (Harvard Awards)

2010 1990-94

• Local Transfer 27% 27%

• National Transfer 42 24

• International Transfer 11 1

21

Obstacles encountered in

Implementing the Innovation • Bureaucratic Resistance 15%

• Lack of Resources 18

• Logistical 21

• Coordination 5

• Burnout 4

• Technology 6

• Laws, Regulations 3

• Political Opposition 2

• Political Transition 3

• Public Doubt 8

• Reaching Target Group 8

• Affected Interests 4

22

International Examples of

Public Sector Innovation

23

24

International Examples of PS Innovation

25

26

Malaysia MyGov Mobile Phone Services

27

28

29

30

Canadian Government

Performance Measurement (MAF)

31

32

International Examples of PS Innovation

33

34

35 35

35 Inter-Governmental Organizations for Collaborative

Innovation- E.G. the Institute for Citizen Centred Service

www.iccs-isac.org

Section Three:

Promoting Innovation

in Public Organizations

36

37

Public Sector

Political/Institutional Raise accountability and responsiveness of government

Strengthen public institutions

Review the size of government

Restore public trust and confidence

Economic More conducive market

environment

Integration of world

economy

Climate change

Human development

Social Social inequities

Marginalization

Discrimination

Disintegration

Technological Digital age

Technological advances

Social network phenomenon

Worldwide Pressures for Reform And Innovation in the Public Sector

INNOVATION: INVENTION AND CREATION

VERSUS INNOVATION COLLECTION AND

ADAPTATION

• Innovations can be created within an

organization, or learned and borrowed from

others.

• 3M, Disney and Apple are examples of creative

companies. Think of examples of companies that

largely copy the innovations of others.

• In the public sector, we can create new

innovations, and-or borrow best practice

innovations from other public organizations.

38

INNOVATION: CREATION

• Innovative private sector organizations like Google,

3M, Apple and Disney deliberatively create the culture

and systems where employees can create new ideas

for transforming performance.

• At 3M, even ordinary production employees are

encouraged to create new 3M products, and if they

have a promising idea, they are given time and

resources to develop the new product.

• Many private sector organizations don’t invent, but

rather adapt and improve the innovations of others

39

Promoting Innovation in the Public Sector

THE C-CAR (“SEEKER”) MODEL

40

http://publications.gc.ca/collections/Collection/SC94-94-2002E.pdf

Four Steps in

Deliberate Innovation

1. Clarify the Purpose and Objectives

-what you are trying to achieve through the innovation process

2. Look-inside the organization, and Look out outside

- nationally and internationally for inventive ideas and relevant existing innovations

3. Assess and Adapt the Most Relevant Innovations

4. Implement the Selected Innovations and Measure the Results

41

The Objective Should Come First

42

Deliberative Innovation:

43

Don’t Invent the Wheel- if it already

exists “out there”

44

INVENT FIND EXISTING BEST PRACTICES

INNOVATION: COLLECTION TOOLS • Study Tours

• Conferences showcasing innovative

practices

• Innovation Awards

• Innovative practices research

• Visiting experts

• Recruitment from innovative organizations

• Organizational partnerships

• Create Communities of Practice

45

Exercise: Promoting Innovation at the

Manila International Airport Authority

• MIAA Vision Manila International Airport Authority, by 2016, will be the leading organization in airport development and management and pursuing excellence in customer service, world-class facilities, high quality security and safety standards in promoting the Philippines as a destination of choice for trade and tourism.

• MIAA Mission MIAA commits to uplift the Philippines by providing exceptional airport services through professionalism, unity, and commitment of management, ensured customer

security and continuous development that suits evolving global standards at the service of international and local market.

46

Exercise: Service Innovation at MIAA

If you were appointed by the President to become General Manager of the MIAA, what are three initiatives you could initiate to promote innovations targeted to achieve the MIAA objective of achieving international standards of Service Excellence by 2016.

1. _________________________________

2. _________________________________

3. _________________________________

47

CLASS EXERCISE:

PROMOTING AN INNOVATION AND HIGH-

PERFORMANCE CULTURE IN

THE PHILIPPINE PUBLIC SECTOR

Suggest three initiatives that would increase innovation towards high performance in the Philippine public sector:

1. _______________________________

2. _______________________________

3. _______________________________

48

49

To Read More on Public Sector Innovation:

See Professor Sandford Borins` books:

Innovations in Government,

Research, Recognition and Replication www.sandfordborins.com/books/innovations-in-

government-2008

and The Persistance of Government Innovation

http://www.businessofgovernment.org/sites/default/files/The%20Persist

ence%20of%20Innovation%20in%20Government.pdf

The New Public Organization Ken Kernaghan, S. Borins,

and Brian Marson www.ipac.ca/TheNewPublicOrganiation

• Organizing for Deliberate Innovation- Canada

School of Public Service • http://publications.gc.ca/collections/

Collection/SC94-94-2002E.pdf

50

For Additional Study of Public Sector Innovation:

Some Knowledge Hubs and

Websites for Public Sector Innovation

• UNDP http://www.undp.org/content/undp/en/home/librarypage.html

• OEDC PUMA: http://www.oecd.org/governance/ • Institute for Citizen Centred Service: www.iccs-isac.org • IBM Center for the Business of Government www.businessofgovernment.org/ • Harvard Government Innovators Network www.innovations.harvard.edu/award_landing.htm • CAPAM Awards www.capam.org/awards

51

A Final Thought: Professor Borins’ Four

Recommendations for Government Executives:

• Recommendation One:

▫ Support local heroes.

• Recommendation Two:

▫ Protect public servants associated with unsuccessful innovations.

• Recommendation Three:

▫ Support communities of practice and other initiatives to promote inter-organizational dialogue at the front lines of government organization.

• Recommendation Four:

▫ Support performance management systems because they encourage innovative problem solving.

52