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Emerging Issues in the Governance of Public Sector Agencies, Boards and Comissions

Emerging Issues in the Governance of Public Sector Agencies, Boards and Comissions. Jean-Louis Denis, FCAHS, MRSC Full Professor Chaire de recherche du Canada sur la gouvernance et la transformation des organisations de santé École nationale d’administration publique (ENAP)

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Emerging Issues in the Governance of Public Sector Agencies, Boards and Comissions

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  1. Emerging Issues in the Governance of Public Sector Agencies, Boards and Comissions Jean-Louis Denis, FCAHS, MRSC Full Professor Chaire de recherche du Canada sur la gouvernance et la transformation des organisations de santé Écolenationaled’administrationpublique (ENAP) October 10, 2013

  2. Issue: Learning how to govern in distributed and less structured environment

  3. Examples of less structured environment • Networks for innovative science and research at the intersect of universities, enterprises and delivery organizations • Collaborative improvement initiatives in healthcare, community partnerships for health improvement, healthcare networks across institutional and professional boundaries

  4. Challenges • Developing shared accountability in a context of diffuse authority • Combining distributed assets without constraining innovation and entrepreneurship • Ensuring motivation and commitment of partners to participate in joint initiatives to maximize collective goods

  5. Insights from global firms: Davis, JP, Eisenhardt, KM (2011) Rotating leadership and collaborative Innovation: Recombination processes in symbiotic relationships, Administrative Science Quarterly, vol. 56, no. 2: 159-201.

  6. Three practices of collaborative governance for innovation (Davis & Eisenhardt, 2011) • Rotating leadership • Flexible objectives (zig-zag objectives) • Open network participation

  7. Implications for governance in the public sectors • Collective leadership as a catalyst of value-added governance • Flexibility in objectives helps to equilibrate control among partners • Sharing control and flexibility in objectives keep network participation open and consequently increase diversity and innovation capacities

  8. Back to healthcare: ingredients of effective governance

  9. Figure 1: Drivers of Effective Governance for Quality and Patient Safety Baker, Denis, Pomey and McIntosh-Murray, 2010

  10. Concludingremarks

  11. “Good governance” develops through the mobilization of leadership and expertise • More and more organizations/delivery systems rely on distributed capacities (expertise, legitimacy, knowledge management…) • Governing in less structured environment may demand sharing/pooling of resources among interdependent partners • Pooling of resources and joint action have implications for governance authority • Governance practices have to adapt to a “new” environment: accountability and performance management in joint action and diffuse authority

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