Sustainable Reform Leadership in Public Services: Lessons and Key Principles

1. Илтгэгч: РАЙН ОРАНЖ Шинэ Зеландын Төрийн албаны зөвлөлийн дэд дарга асан Төрийн албаны шинэчлэлийн бүрэлдэхүүн хэсгүүд: Үзэл баримтлалын өөрчлөлт

2. Which is the odd one out? Weather Global prices Culture Public services

3. Sustainable reform Diagnosis Destination Focus Reform Moment • Change gap • Change readiness • Trigger crisis or opportunity • Reform leadership What is the specific problem? • Professionalism • Accountability • Networks • Motivation • Trust • Responsive-ness • Dynamism 2) That are important and on the path 5) Move at pace and adapt as you go 1) Pick a few things 3) Get the right mandate 4) Announce your intent

4. Key lessons for sustainable reform 1 Do not try and fix everything at once 2 Focus your energy on the things you can change in this Reform Moment 3 Harness both intrinsic and extrinsic motivation

5. Myanmar’s Civil Service reforms 2017-2020 Diagnosis Focus Destination Reform Moment Sub-standard public services delivered through under-resourced, out-dated, rigid, hierarchical and corrupt Civil Service practices • Change gap • 50 years of autocracy • Change readiness • Demand for change • Trigger opportunity • 2015 elections • Reform leadership • Aung San Suu Kyi • Dr Win Thein • New Civil Service Governance • Decentralisation • Union Civil Service Board mandate • Merit and performance • Meritocracy • Modern HR • People-centred leadership • People-centred mind-set • Leadership development • Improved training • Transparency & accountability • Integrity and accountability • Openness and transparency • Ethical, merit-based, inclusive and responsive Civil Service promoting public participation and strengthening the trust of the people

6. 1: Do not try and fix everything at once What we tried to get right: key lessons from the past Focus – as much as possible Motivation – intrinsic and extrinsic Engagement – from the start Mandate – from the top Public announcement – loud and clear But reform is always hard Pay and corruption Decentralisation and peace Mandates and politics Crisis and the Reform Moment

7. New Zealand’s Better Public Services reforms 2011-2015 Diagnosis Focus Destination Reform Moment Poor outcomes on complex cross-agency issues • Change gap • Globalisation, ICT, 3rd sector • Change readiness • 25 years since major reform • Trigger crisis • 2008 Global Financial Crisis • Reform leadership • Bill English, Deputy PM & Finance • Results • Capability • Resources • Decision-rights • Data • Stewardship • Chief Executive role and incentives • Four Year Plans • Performance Improvement Framework • System leadership • Head of State Services • Functional Leadership • State Sector Reform Leadership Group and CE away days • Effective cross-agency delivery of medium-term change • Moving towards highly empowered integrated frontline decision making

8. 2: Focus energy on the things you can change now What we got right: key lessons from the Results Don’t be comprehensive – pick a few results that matter Commit publicly before knowing the answer Clear and transparent public facing responsibility Changing the definition of success for senior leaders Minister championed but official driven What we got wrong: focus and motivation Blaming Ministers Grand structural solutions Comprehensive frameworks Underestimating change management Not thinking about middle management and frontline motivation from the start

9. 3: Harness intrinsic and extrinsic motivation Extrinsic Intrinsic

10. Change is accelerating, complexity abounds Fragmentation diverse sources of authority and points of decision-making Complex and interconnected Unpredictability and rapid change globalisation, information technology, rise of the third sector patterns arise out of a vast array of interactions and seemingly out of nowhere Interdependence decisions are influenced by the decisions of others and expectations of what others might do Sources:Jocelyne Bourgon, New Governance and Public Administration: Towards a Dynamic Synthesis, Public Lecture, 2009

11. The toolkit: necessary but not sufficient Public Administration New Public Governance New Public Management Trust through process Dynamism through innovation Responsiveness through incentives Rule centred Output centred People centred Source:Stephen Osborne, The New Public Governance? Emerging perspectives on the theory and practice of public governance, Routledge, 2010

12. New Public Passion Complexity Dynamism Passion requires requires We must harness intrinsic motivation to enable civil servants to respond to increasing change and complexity An increasingly complex and interconnected world creates unpredictability and rapid change Reform needs to improve the ability to respond to change on an ongoing basis