Andrew Beattie

Since joining the federal public service, I have had the privilege of working with the Canada School of Public Service in Public Sector Innovation.  In addition to producing the annual GC INNOVEX conference designed to inspire novel approaches to government processes, policies and programs, I have been active in working with various innovation hubs and labs across the Government of Canada – and what an eye opener this has been.

It was my belief that innovation was mostly synonymous with the private sector, with its sleek startups and tech giants pushing the boundaries of what’s possible. However, unbeknownst to me before joining, the public service has a largely unheralded group of innovators that are consistently driving meaningful change from within the public sector. I will now argue that public service employees at all levels, often perceived as bureaucrats bound by red tape, are some of the most resourceful and inventive individuals in any field. Intrinsically motivated, these individuals excel in innovation for several compelling reasons: their adept navigation of bureaucratic complexities, their creativity in the face of limited technological resources, and their relentless commitment to strive toward delivering high-quality services at a pace that matches or exceeds the private sector.

Navigating Complex Bureaucratic Landscapes

Public service employees operate within a labyrinth of rules, regulations, and procedures designed to ensure accountability and fairness. This environment, while essential for maintaining transparency and equity, can be stifling for those trying to introduce new ideas. However, it is precisely this challenge that cultivates exceptional innovators.

To see their initiatives through, public service employees must develop a deep understanding of the bureaucratic and regulatory landscape to identify pathways to maneuver through it. This often involves crafting compelling arguments, building consensus among diverse stakeholders, and finding creative interpretations of existing rules to allow for innovation. This skill set is akin to being an expert navigator in treacherous waters, turning potential barriers into stepping stones for progress. The pace may be slower but the results are equally impressive.

Consider the example of the digital transformation in public services. Despite stringent data protection laws and procurement regulations, many government departments have successfully transitioned to digital platforms, enhancing service delivery and accessibility. This shift required not only technical know-how but also a nuanced understanding of legal frameworks and strategic stakeholder engagement.

Innovating Without the Latest Technological Tools

In contrast to the private sector, where cutting-edge technology is often a given, public servants frequently have to innovate with outdated or limited tools. Budget constraints and lengthy procurement processes mean that the latest tech advancements are not always readily available. Yet, this scarcity drives ingenuity.

Public service employees become masters of improvisation, developing workarounds and leveraging available resources in novel ways. This necessity breeds a culture of frugality and efficiency, where solutions are tailored to maximize impact with minimal expenditure.

A striking example of this resourcefulness is the use of open-source software in government. Without access to expensive proprietary systems, public servants have turned to open-source alternatives, customizing and improving them to meet specific needs. This not only reduces costs but also fosters a collaborative spirit, as modifications and improvements are shared across departments and even with the public.

Striving to Meet Citizens Expectations in Service Delivery

Citizens today expect government services to be as efficient and responsive as those provided by the private sector. This expectation creates immense pressure on the public service to innovate continuously. They must find ways to streamline processes, reduce waiting times, and enhance the overall user experience, often with limited resources.

Public servants rise to this challenge by adopting a customer-centric approach, much like their private-sector counterparts. They engage in constant dialogue with citizens and stakeholders to understand their needs and pain points, and then design solutions that address these issues effectively. This might involve integrating multiple services into a single platform, implementing user-friendly interfaces, or automating routine tasks to free up staff for more complex issues.

A notable example is the development of online portals for government services, where citizens can access a variety of services—such as renewing licenses, paying taxes, or applying for benefits—through a single, unified platform. These innovations not only improve efficiency but also enhance transparency and accountability, as citizens can track the progress of their requests in real time.

Don’t Take My Word For It

In their 2023 book, Practical Innovation in Government, co-authors Dean Schroeder and Alan Robinson contend that public sector innovators rival those of the private sector and that their approaches and practices should both be revered and emulated. Following extensive research, the authors cite the work of federal, state/provincial and municipal government employees from the world and hold up numerous examples of how this occurs every day.

Public servants are, without a doubt, exceptional innovators. Their ability to navigate complex bureaucratic landscapes, their creativity in utilizing limited resources, and their commitment to meeting high service delivery standards make them indispensable agents of change. Their work often goes unrecognized, overshadowed by the flashier innovations of the private sector. Yet, the impact of their innovations is profound, touching the lives of citizens in countless ways and ensuring that public services evolve to meet the demands of the modern world. The next time you hear about a groundbreaking innovation, remember to consider the possibility that it might just have originated from the creative minds of our public service.