Ethos Issue 4, Apr 2008

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

In the long term, we envision a government that, instead of being the sole provider of public services, sets and referees the rules in an ecosystem which allows new participants, whether private sector or individuals, to freely innovate and create value-added services on top of or even superseding existing public services. Government services and data will be made available, where possible, in a new way so that businesses and individuals can re-use them to develop innovative “mash-ups”. This cross-sectoral network of “public-private governance” will be empowered to deploy new value-added services to the public, generate ideas on how to solve complex issues and implement creative solutions.

However, this path is not without its challenges. We will need to grapple with issues that include information security, accountability and privacy. How do we prevent unauthorised access and usage? How do we ensure that businesses and individuals use government systems and data responsibly? And how do we balance all these against issues such as privacy and economic viability? These are complex issues that will pose immense challenges. However, the potential rewards are so great that we cannot afford to ignore the possibilities.

A NEW PARADIGM
As we shift towards a new paradigm of leveraging networks, there are new questions that need to be asked: How can we create these networks? How can we leverage them to deliver maximum value to our constituents? How successful we are at leveraging networks will depend on how well we can encourage spontaneous and unplanned “partnerships” to proliferate, and nurture a culture that can tap on it. It is both chaotic—in the sense it is unpredictable and spontaneous—yet orderly, in that it is self-organising and constructive. That is the beauty behind leveraging networks.

For this paradigm shift to succeed, the public sector needs to recognise the remarkable potential behind the ability to harness the collective knowledge and expertise of various players in a network, both internally within the public sector, and externally in the private sector and the people we are serving. However, driving change towards this new wave is much more difficult than in earlier waves of public service change, as it requires a shift in fundamental government culture and values: from “mandate” to “collaborate”, from “my turf, my responsibility” to “let’s work together”, and from “service delivery” to “value creation”. With clear commitment and a persistent call for change, this new era of public service can happen, with benefits and opportunities for all.

Intern Nicholas Mai and Associates Tang Tee Sing and Yeo Yaw Shin are with the Managing for Excellence (MFE) Directorate in the Ministry of Finance, Singapore. The MFE Directorate seeks to bring about an integrated Government that strives for high performance and advances new possibilities.

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