Imperfect data, lack of information, working across and beyond boundaries, using intuition and judgment are some of the themes discussed in this article from Chris Lake – NHS Leadership Academy. This article discusses some of the fundamental challenges facing the Queensland Governments ability to deliver on its Service Delivery Reform and Contestability agenda.
Whilst there is a desire amongst Government leaders to break down Departmental silo’s to improve end to end service portfolio outcomes, there is little evidence that suggests that this is in fact occurring in a structured and coordinated way that would deliver real transformational benefits to Queenslanders.
Each Department is defining services and undertaking Contestability evaluations independent of one another, following different approaches, utilising different models and evaluation methods. This presents a significant risk to Government that may lead to poorly integrated alternative service providers and reduced economies of scale.
With that in mind, I’d like to get the view of LCiQ members on the two questions below:
1. Have Queensland Government Department’s sufficiently engaged with customers, stakeholders and industry to shape Future blueprints, service catalogues and identify contestable opportunities?
2. Has there been sufficient whole of government collaboration or a portfolio approach adopted to consistently define, evaluate and compare contestability opportunities across the Queensland Government?
Artique Consulting sits on a number of contestability and renewal advisory committees and is currently assisting numerous Departments develop their Renewal Strategies, Service Catalogues, Evaluation criteria and undertake capability, capacity and market assessments. Undertaking these processes has provided Departments with a holistic diagnosis of a services business health and market readiness, providing an evidence base to evaluate and prioritise contestable opportunities.