Ethos Issue 4, Apr 2008

Leveraging Networks for Public Service Delivery
Nicholas Mai, Tang Tee Sing and Yeo Yaw Shin

LEVERAGING INTERNAL NETWORKS—INTEGRATED GOVERNMENT
The first step is to start from within by developing a truly integrated government to elevate the public service in terms of its network maturity (Figure 1). An integrated government achieves two goals for public service: a more holistic understanding of the different areas of constituents’ needs; and better capabilities and coordination among agencies to deliver cross-agency services. There are three main building blocks:

Create an Environment for Agencies to Work Together: An integrated government is about agencies working together. However, this does not come naturally as the concept of integrated government is counter-intuitive to agencies which have been operating in silos traditionally. Some of these structural impediments can be overcome by providing funding support where it is most needed, and by promoting shared systems and greater sharing of information. For instance, the SOEasy project will provide a robust, connected and agile infocomm environment for Singapore’s public officers to work together as One Government, while the iPower Intranet will empower public officers to share ideas and collaborate with each other more spontaneously.

Advance Leading Ideas: To integrate government, we need to develop new processes to work across boundaries. These new processes should either increase the efficiency and effectiveness of our public services through multi-agency collaborations, or address gaps in the Government’s capabilities. In Singapore, regular multi-agency platforms such as the iGov Council and Social Forum are becoming important generators of new ideas. Other initiatives arise from dialogues with ministries during the budget cycle and by studying the best practices of other countries and organisations.

Turn Ideas into Reality: To realise real benefit, we need to encourage agencies with the right expertise to lead and implement good cross-agency ideas. For this to happen, the Ministry of Finance (MOF) is developing a “Centre of Expertise” framework. For each idea, MOF aims to encourage a natural agency to take up a leadership role. These lead agencies will be recognised as Centres of Expertise, and will coordinate with different agencies to provide the expertise necessary to implement the ideas. If required, MOF will be a strategic partner in execution, helping to bring agencies together by providing a Whole-of-Government perspective.

For instance, the Monetary Authority of Singapore (MAS), the Infocomm Development Authority (IDA) and MOF are working hand-in-hand to bring about the next wave of e-payment innovation and adoption. Each party brings their respective competencies to the table: MAS as the financial regulator, IDA as the technical expert and MOF as the catalyst for innovative public services. Together, the three agencies hope to spur the next wave of payment innovation, such as allowing Singapore residents to pay for purchases with their hand phones, unlocking new opportunities for public services.

By achieving an integrated Government, we build up our internal networks of resources and ideas, as well as improve our ability to leverage these networks to develop and deliver new public services.

LEVERAGING EXTERNAL NETWORKS—CO-CREATION WITH THE PRIVATE SECTOR
Leveraging internal government networks is just the beginning. While our current efforts focus on empowering agencies and public officers to leverage internal networks, we can reap the full benefits of leveraging networks only if we extend the concept beyond the Government. This will propel us towards Stage 4 of the maturity framework (Figure 1).

The next milestone will be to look outside of the public sector to harness the potential of a much wider network. Proctor & Gamble’s success with the Connect and Develop programme offers us a glimpse of the possibilities. As BusinessWeek described it, P&G’s method was to “Embrace the collective brains of the world. Make it a goal that 50% of the company’s new products come from outside P&G’s labs. Tap networks of inventors, scientists, and suppliers for new products that can be developed in-house.”⁵

This approach stands in stark contrast to the present, where the Government is used to being in the driver seat and providing all the answers. In the world of Britannica, our Government can afford to be the dominant supplier of information and services; but in the new world of Wikipedia, citizens are not satisfied with just being consumers—they can and want to participate and have a say. It is essential that the Government look for ways to actively involve the private sector and individuals in creating and delivering new public services.

This concept of a government leveraging on a wider network to develop new ideas well beyond its in-house capabilities has been put to good use elsewhere. The United States Defense Advanced Research Project Agency (DARPA) regularly engages the defence industry network. DARPA explains the challenges they face in specific technological areas to interested organisations who then embark on their own research and development projects—the fruits of the research are incorporated into the US military where suitable.

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