Public Value in Public Service Transformation

Working with Change

image of Public Value in Public Service Transformation

Building on the previous report, this report examines how governments can move from a tactical to a holistic approach to system change. Drawing on diverse case studies from across the world at both national and local levels, the report illustrates how a strategic approach to system change implies three key elements: envisioning and acting on the future, putting public value at the core of the change process, and systematically engaging citizens in decision-making.


Making systems change democratic

This chapter tackles the opportunities and approaches to integrate diverse voices into the systems change process especially when discussing alternative futures and framing problems. Systems change and innovation in the public realm is increasingly dependent on the ability to engage and productively interact with stakeholders, and to coproduce solutions with a wide range of societal actors such as citizens, companies and non-governmental organisations (Bommert, 2010; Eggers and Singh, 2009). As such, the interest in citizen involvement has risen with the external environmental pressure for change in public service delivery. Government is not expected to ‘know best’ which makes co-creating with citizens crucial for positive outcomes. Thus, engaging with citizens can help include ‘real life evidence’ in the decision-making process and engage with what really matters on the ground (Rabeharisoa, Moreira et al. 2014, Smith-Merry 2012).


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