Implementing Open Innovation in the Public Sector: The Case of Challenge.gov

As part of the Open Government Initiative, the Barack Obama administration has called for new forms of collaboration with stakeholders to increase the innovativeness of public service delivery. Federal managers are employing a new policy instrument called Challenge.gov to implement open innovation concepts invented in the private sector to crowdsource solutions from previously untapped problem solvers and to leverage collective intelligence to tackle complex social and technical public management problems. The authors highlight the work conducted by the Office of Citizen Services and Innovative Technologies at the General Services Administration, the administrator of the Challenge.gov platform. Specifically, this Administrative Profile features the work of Tammi Marcoullier, program manager for Challenge.gov , and Karen Trebon, deputy program manager, and their role as change agents who mediate collaborative practices between policy makers and public agencies as they navigate the political and legal environments of their local agencies. The profile provides insights into the implementation process of crowdsourcing solutions for public management problems, as well as lessons learned for designing open innovation processes in the public sector.     

Industrial Relations and Public Sector Reform: The Victorian Case

Few anticipated the radical program of public sector reform introduced by the Kennett government. A commitment to downsizing, markets and privatisation has transformed employment relations in the Victorian public sector. Familiar institutions have disappeared, major employment areas have been restructured, and jurisdiction for much public sector industrial relations has been transferred to the Commonwealth. Despite some industrial unrest, and occasional successes, public sector unions have been unable to fend off this ideological assault on traditional patterns of public sector employment.     

Public Sector Organizations and Reputation Management: Five Problems

ABSTRACT

This article discusses five problems that most public organizations will face when adopting a popular, yet largely unexplored management concept: reputation management. The inherently political nature of public organizations constrains their reputation management strategies. Furthermore, they have trouble connecting with their stakeholders on an emotional level, standing out as unique and differentiated organizations, communicating as coherent bodies, and maintaining excellent reputations. In this article, we examine in depth the nature of these problems and seek to contribute to a more nuanced understanding of the possibilities and limitations of reputation management in a public sector context.     

New Public Management Reforms of the Danish and Swedish Welfare States: The Role of Different Social Democratic Responses

This article investigates market-type reforms of the service welfare states in Sweden and Denmark. Sweden has implemented such reforms to a greater extent than Denmark. The explanation should be found in the different responses of the Social Democratic parties to the NPM agenda in general and market-type reforms in particular. In Denmark, the Social Democrats have opposed market-type reforms, whereas in Sweden they have been more open towards these ideas. With this focus, the paper differs from most other writings about variation in the extent of NPM.     

The Use of Contracting in the Public Sector

Around the world and especially in English-speaking countries there has been a wave of contract-based public sector management following on the heels of a wave of corporatisation and privatisation.     

Innovation in the Public Sector

Why does the public sector innovate, how should the public sector innovate, and, even more basically, should the public sector innovate? These are some of the questions that these contributions explore and to which they provide some salutary answers. Martin Stewart‐Weeks, an independent consultant working at the intersection of government, innovation, and technology, draws some lessons from his direct experience and advisory work about how the public sector catches the innovation ‘bug’ and turns it into in‐ spired action. From infection to inspiration to implementation, the public sector needs to lower its defences and put itself ‘in harm's way’ to engage with innovators and new ideas. Tim Kastelle, one of Australia's leading innovation scholars and practitioners, sets out some practical ways that the public sector can extend and entrench its innovation practice. These include managing innovation as a process, shifting the risk equation, and experimenting.     

A Twenty-First-Century Reception for Diversity in the Public Sector: A Case Study

In the past decade, most large public-sector organizations have adopted a philosophy of valuing workforce diversity and have implemented a variety of initiatives for effectively utilizing and managing the current and projected workforce diversity. However, whether organizational members subscribe to the diversity value or support the employer-sponsored diversity-management initiatives still largely remains unanswered. This article discusses the influence of employee race/ethnicity and gender identity, associated stereotyping and prejudice, and the nature of interpersonal relations on acceptance of diversity and support for diversity-management initiatives. The hypothesis that these three variables have a significant influence on receptivity to diversity in the workplace was empirically tested in a case study of diversity-management practices of a federal agency, and the study findings are reported in this article.     

The Australian Public Sector and New Governance

The AJPA resumed publishing the Administrative Chronicle in 1996. Each year the editors invite a distinguished writer to contribute an administrative essay reviewing developments in the previous year. They are asked to examine trends and topics of major importance rather than simply providing a chronology of events. In inviting contributors the editors have attempted to incorporate different views across Australia. Previous chronicles have included J Stewart (55)1; S Prasser (56)1 and J Homeshaw (57)3.     

How New Economic Ideas Changed the Danish Welfare State: The Case of Neoliberal Ideas and Highly Organized Social Democratic Interests

The article argues that new economic ideas have exerted an independent causal effect on policy change in three major areas in the Danish welfare state: unemployment insurance, early retirement, and taxation. Thereby the Danish case bears resemblance to the paradigmatic shift from Keynesianism to monetarism in the United Kingdom. However, in the Danish case this paradigmatic shift did not coincide with a political shift to a right-wing government. This makes it possible to disentangle the intimate relationship between ideas and interests. It is argued that the Danish case provides one of the clearest examples of the independent causal effects of economic ideas because the Social Democrats pursued policies that compromised with the party's historically rooted positions and with the preferences of their electorate. Ideas and solutions did not come in one fixed package, however. But the new paradigm established some basic premises that were not up for discussion.     

The Future of Public Sector Pensions

The dramatic rise in life expectancy and longer retirement has created serious concerns about the long‐term affordability of public sector pensions. Drawing on insights from a recent inquiry into public sector pension reform, commissioned by the Conservative–Liberal Democrat Coalition and led by the author, this article outlines the challenge faced by policy makers and sets out how it should be addressed. It argues that, with 12 million people active in this part of the pensions system, and estimates that the gap between contributions and payments will grow from £3bn to £10bn in the next decade, the government has no choice but to enter the ‘lions’ den’ of pensions’ policy. It contends that any long‐term solution is to be crafted cannot be based solely on economics, but must also answer fundamental questions of ethics and equity.     

Volunteer Immunity and the Public Sector

Every jurisdiction in Australia has now enacted legislation to protect volunteers of community organisations and all levels of government from incurring personal civil liability. In most jurisdictions these laws transfer liabilities incurred by volunteers to the public sector organisation that organises the work they undertake. This article provides a brief background to the reforms before undertaking an examination of the impact of the legislation upon public sector organisations and their volunteers.     

Human Rights in the Public Sector

This article examines how universal human rights have been given practical effect in the UK through the Human Rights Act. It focusses on the role of human rights in public services and using the duty placed on public officials as a lever to bring about positive change.     

Performance Management in the Public Sector

There has been a great deal of work undertaken on employee performance management with the Australian Public Service (APS) over the last 4 years. The objective has been to focus upon achieving high performance rather than merely preventing poor performance. This refocus was adopted to reflect the increasing complexity of the work, a rise in the need for knowledge work, and escalations in the speed and frequency of change; all this within a context requiring a reduction in costs while still meeting the growing expectations of the public and government. This pair of papers reflects on where employee performance management has got to as a result of the work. Dr. Damian West from the Australian Public Service Commission identifies the continuing importance of effective employee performance management to the APS and public sectors more widely. He highlights the progress that has been made so far, demonstrating the importance of implementation of the process. He suggests that, now that a framework for assessing the potential for employee performance management processes has been established, accountability of the system implementation and adoption will become paramount. Professor Deborah Blackman, whilst echoing the real progress that has been made, suggests that for real improvement in performance management outcomes there needs to be a fundamental shift in thinking; not in terms of the processes or of ensuring compliance, but rather that organizations undertaking performance management need to be much clear as to the strategic direction such a process is going to support. She suggests that there has been too much emphasis on having a system and not enough on determining what such a system is for. When the papers are combined, it can be seen that much progress has been made in terms of the reorientation towards high performance and how to support organizations to work towards this. The next step, for there to be real outcome improvements, is for organizations to be more overt in determining what high performance will look like in their context, then clarifying that to all those involved in developing performance management so that accountabilities at all levels can be agreed, supported, and effective.     

Public Meetings and the Democratic Process

Public meetings are frequently attacked as useless democratic rituals that lack deliberative qualities and fail to give citizens a voice in the policy process. Do public meetings have a role to play in fostering citizen participation in policy making? While many of the criticisms leveled against public meetings have merit, I argue that they do. In this article, I explore the functions that city council and school board meetings serve. While they may not be very good at accomplishing their primary goal of giving citizens the opportunity to directly influence decisions made by governing bodies, they can be used to achieve other ends, such as sending information to officials and setting the agenda. As a complement to deliberative political structures, public meetings have a role to play by offering a venue in which citizens can achieve their political goals, thereby enhancing governmental accountability and responsiveness.     

Leadership and Meaningful Work in the Public Sector

There have been many important studies on leadership in the public administration discipline; however, scholarly inquiry still lags behind related disciplines such as psychology and business administration. This article helps fill that gap by analyzing the role that public leaders play in making work more meaningful for their employees, which, in turn, has a positive influence on employee job outcomes. Specifically, the authors analyze the mediating role of work meaningfulness in the relationships between leader‐member exchange and organizational commitment, work effort, and work‐to‐family enrichment. Samples from education, health care, and local government are used. Results show that leadership strongly influences work meaningfulness, which, in turn, influences job outcomes. In addition, the impact and extent of leadership and work meaningfulness are higher in health care and education than in local government. The results emphasize the importance of leadership and meaningful work in the public sector.     

Internationalisation of the Public Sector

This article argues a case for exporting government services in cases where the public sector has relevant expertise and can operate within acceptable risks. Drawing on Victorian experience, it suggests structures and procedures for effective operation in international markets.     

New Labour and the Public Sector in Britain

In Britain, New Labour has a distinctive public philosophy that contains an ideal often found in the socialist tradition—that is, citizens attaining moral personhood within and through the community. Old Labour generally sought to realize such an ideal in a universal welfare state characterized by a command form of service delivery. New Labour has responded to dilemmas, akin to those highlighted by the New Right, by transforming this model of the public sector. It conceives of the state as an enabler acting in partnership with citizens and other organizations, delivering services through networks characterized by relationships of trust. We explore this distinctive public philosophy through its ethical vision and then its implications for welfare reform and the delivery of public services.     

The Changing Face of Public Sector Employment

While it is easy, and almost a national sport, to criticise the traditional model of public sector employment as being too generous, there is a rationale for its distinctiveness. The career service model that endured for most of the last century was aligned to the bureaucratic form of public administration of that time. As public administration was 'transformed' into public sector management through the importing of private sector techniques, so too has public sector employment been varied in pursuit of greater efficiency, flexibility and responsiveness.     

Towards a Model Public Sector Integrity Commission

This article examines the current debate in Australia about public sector integrity and the idea of a standing anticorruption commission. From this debate the article outlines a specific type of ‘public sector integrity commission’ that in principle should have the necessary powers and techniques at its disposal to minimise corruption while ensuring efficiency and fairness. The debate has been most active in jurisdictions that have not had an anticorruption commission – mainly in Victoria, South Australia and Tasmania – but debate about integrity commissions has occurred in all jurisdictions. The authors argue that anticorruption commissions are essential to ensure the integrity of the public sector and that a model commission should: cover all elements of the public sector; independently investigate serious and mid‐level complaints; have own motion powers to investigate any matter; have summary authority to apply administrative sanctions; make use of a range of investigative tools; not be tasked with combating major and organised crime; and be held accountable to citizens through a parliamentary committee and a parliamentary inspector.