Government ready for the future
Transcript of Government ready for the future
What I’ll cover
A set of ideas about what government is for, what counts as success, the tools to be used,
cultures to cultivate, and how to be ahead of history:
How to innovate
Culture and skills
How to be strategic
What to measure
Nilanda Nilekani and the Universal Identifier Project: the questions
of boldness and viability?
India plans to issue each of its citizens with a biometric identity number. It’s aim is to cut corruption, mismanagement and red tape. If successful this will be the first biometrically verified universal ID implemented on a national scale. India is forging new ground and hoping to prevent identity theft, social welfare fraud deter illegal migration, boost counter-terrorism efforts and provide access to banking, telecom accounts and government agencies for India’s poorest (barely 20 percent of Indians have bank accounts). It is also believed that it could spur direct government cash transfers bypassing corrupt local officials. Another stated goal of the UID programme is to create a cashless society. Citizens will be able to pay for things with a fingerprint scan.
Both Nilanda Nilekani, ,a billionaire who left a comfortable position as co-founder of outsource giant Infosys to head the Unique identification Authority of India (UIDAI), and the National Population Register, (NPR) are working in partnership enrolling citizens to their respective programs simultaneously with the universal ID program authorised to register up to 600 million people. The two agencies are supposed to share captured data and figure out ways to cooperate. Partnerships between the private sector and India’s rigid bureaucracy are rare.
The ambitious programme will fit each of India’s 2.5 billion residents with a Unique identification number (UID). Each number will be tied into three pieces of biometric data, fingerprints (all ten digits), iris scans (both eyes), and a picture of the face. More than 120 million numbers have been issued so far under the programme, with a goal of 200 million by March and 600 million by 2014.
1 Prompts
2 Proposals
3 Prototypes
4 Sustaining
5 Scaling
6 Systemic change
Key stages of innovation
1 Prompts
2 Proposals
3 Prototypes
4 Sustaining
5 Scaling
6 Systemic change
Trends (dementia, rising
LTCs etc.)
Big data
International examples
of innovation
Public spending forecasts
Failure demand
analysis
User experience
Calls for ideas
Co-design
Modelling costs/benefits
CICs and spin outs
Horizon scanning
Asset mapping
Literature reviews
Patient feedback
Identifying new markets
Commissioning pilots
Rapid prototyping
Integrated care pathways
Social impact bonds
Preventative investment
models
Metrics for measuring
shared value Analysis of business
case
Service/business models
Appraisal, performance
management tools
Tariff adjustments
RCTs, control groups
Whole system
demonstrators
HIAP
Innovation
Funds
Venturing
Tools for integrating
health and social care
National Commissioning
Procurement
Social entrepreneur in
residence
Predictive modelling
Health as an example
decentralised
centralised
internalexternal
Challenge.gov
Idea Factory
Strategy Units
Prizes
accelerators
Skunk works
Collaboratives
SOCIAL DESIGN TOOLS ™
^ inversion (eg patients become doctors)
∫ integration (eg personal advisers, one stop shops, portals, speeding flow)
x extension (eg extended schools, outreach)
∂ differentiation (segmenting services by groups, or personalisation)
+ addition (getting GPs to do a new test, libraries running speech therapy)
- subtraction (no frills, cutting targets, decluttering)
t translation (airport management into hospitals, business planning into families)
g grafting an element from one field into another, creating a new fusion (coaching into a secondary
school)
∞ creative extremism – pushing ideas and methods to their furthest boundaries
1 Prompts
2 Proposals
3 Prototypes
4 Sustaining
5 Scaling
6 Systemic change
Time
Fun
din
g %
Declining ratios of funding at successive stages
Systems and policy design
Scaling, diffusion, spread
Innovation, experiment, creativity
Three levels for a comprehensive public or
innovation strategy
Lecture II: Changing civil service culture and
skills to be fit for the future
Jocelyne Bourgon, former head of the
Canadian civil service - an advocate of a new
set of skills
Mastery of new tools
Mobilisation as well as management
Resilience as well as efficiency
Relationships as well as performance
‘Always-on’ communication
Information, Education & Advice
•Provision of information
•Public education campaignsTeenage pregnancy; AIDS campaigns
•Reporting & disclosure requirements Financial services
•Labelling Food ingredients
•Advisory services
•Representation services
•Open data requirements
Self-Regulation
•Voluntary agreements Advertising standards; Corporate Social Responsibility initiatives
•Codes of practice Banking Code
•Co-regulation
Economic Instruments
•Taxes Tobacco duty; fuel duty
•Charges Congestion charges; road pricing
•Subsidies, tax credits & vouchers R&D tax credits;
•Benefits & allowances
• Tradeable permits & quotasCarbon emissions trading scheme
•Award & auctioning of franchises and licensesMobile phones; airport landing slots
•Government loans, loan guarantees and insurance
Direct Intervention/provision
•Direct provision of services (including co-production) Police; Armed Forces; Hospitals; Schools
•Commissioning of services (from public, private and/or voluntary sectors) Private prisons; healthcare; welfare•Provision of infrastructure: egscience parks
Regulation & Other Legislation
•Price & market structure regulation
•Production & consumption regulation eg planning rules; •Standards setting regulationAccreditation
•Prescription & prohibition legislation Criminal justice; Banning tobacco advertising; Drunk driving
•Rights & representation legislation or regulation
Transnational
•Open coordination EU budget
• Special vehicles: eg HIV/AIDS, IFF•Justice: eg ICC
A growing menu of policy tools
Lecture III: Strategy and good policy making in
government
Donald Henderson and the
eradication of smallpox – an
exemplar of public sector strategy
Public strategy has achieved many unlikely successes, but few as unambiguous as the successful eradication of smallpox in
the 1960s and 1970s, the first and only case of its kind. Smallpox had been a cruel and efficient killer all over the world. 100
million died as a result of warfare in the 20th century; 300m died of small pox, which is highly contagious as well as untreatable.
There were nearly 15 million cases as recently as the late 1960s, when the World Health Organisation (WHO) committed itself
to eradicating the disease, and gave the task to an unusually imaginative official, Donald Henderson . At first the many public
agencies involved in the field believed that the primary goal was mass vaccination. Vaccination appealed to governments
because it was very visible, measurable and appeared to offer a direct link between inputs and outputs. Large scale
programmes could be planned, taking advantage of freeze dried vaccines which had been developed by the Lister Institute in
London, and a jet injector that could do over 1000 vaccinations an hour which had been developed by the US National
Communicable Disease Center. Yet it soon became clear that on their own these programmes wouldn’t work. In particular they
were too inflexible to quickly contain new outbreaks, which required quick surveillance and containment led by teams that could
quickly spot incidences of smallpox, and innovate their own methods fitted to local customs, such as registers to track rumours
and smallpox recognition cards. The whole programme was founded on medical knowledge about the disease, but also
depended on how operational information was gathered, shared and then used. The central idea was ‘ring immunisation’ –
rapid action to immunize everyone in the vicinity of an outbreak. Strict rules for data collection, and action, were imposed by
the WHO. For example, there was a rule that containment of any outbreak had to start within 48 hours of its discovery -
motivating the data collectors that their information would be quickly put to use. In India every case of rashes or fevers was
recorded and monitored and treated as smallpox unless proven otherwise. In some areas new cases prompted extensive room
to room searches as well as rapid actions, for example, to vaccinate everyone within a one mile radius of an initial case. For
the people working in the field, training involved simulations and real village level exercises, usually run by junior staff rather
than high ranking clinicians. Resources were then allocated according to strict rules – villages with recent outbreaks, for
example, received a standard complement of petrol, vaccines, staff and a jeep. At the same time there was constant
evaluation of how different teams were faring, with the findings shared between the largely independent national programmes.
In 1977 the last case of smallpox was found in Somalia, prompting the then director general of the WHO, Dr Mahler, to describe
the programme’s success as a ‘triumph of management not medicine’.
1. PurposesWhat matters & what’s valued;
needs, aspirations, beliefs
4. Actionsstrategies, policies,
implementation, systems,
money, cultures, structures
3. DirectionsWhere to go: strategic
priorities, targets, sequences
2.Environ-
mentsContexts for action:
future threats &
opportunities,
capacities, causes
and systems
5.LearningPolitical and public
feedback,
performance data,
evaluation
Public
value
Emergent strategies –
richer in power than
knowledge
Control strategies – rich
in power and knowledge
Distributed strategy – no
centralised command of
power or knowledge
Insurgent/collaborative
strategies – richer in
knowledge than power
- Knowledge +
-P
ow
er
+
18
Key Stage 2 Results against Budget Share per Pupil
Maintained Primary Schools excluding Middle Deemed Schools
15
20
25
30
35
£1,200 £1,400 £1,600 £1,800 £2,000 £2,200 £2,400 £2,600 £2,800 £3,000 £3,200 £3,400 £3,600 £3,800 £4,000
School Budget Share between £1,200 and £4,000 per FTE Pupil 2002-2003 Deflated by ACA
Key S
tag
e 2
Resu
lts 2
001/2
002
Avera
ge
Po
int
Sco
re
FSM Eligibility >0% <=8% FSM Elibility >8% <=20% FSM Eligibility >20% <=35%
FSM Eligibility >35% <=50% FSM Eligibility >50%
y = -0.00038x1 + -6.38022x2 + 29.44351
R2 = 0.348773
x1 = School Budget Share per FTE Pupil
x2 = % FSM Eligibility
School performance correlated with socio-economic position
Slide 27
Cost per Life Year Gained in Good Health of Interventions to Tackle Obesity
Childhood obesity