Increasing Innovation Through Public Policy Networks

Today’s public sector faces growing challenges with globalization, technological shifts, and increasing complexity of policy issues. No single government sector can address all of these changing variables alone. To most effectively meet the goals of all organizations, cross-sectoral public policy networks must be created to unite governments, international organizations, civil society, and businesses.

The three primary functions of public policy networks, according to Witte, Benner, and Reineke’s “Global Public Policy Networks: Lessons Learned and Challenges Ahead,” are negotiation, resource coordination, and implementing existing treaties. All public policy networks typically seek to accomplish one of these three objectives.

• Negotiation networks exist to facilitate agreement on complex issues, with representation from each party.
• Coordination networks are the combined efforts of multiple organizations to work jointly toward a common goal.
• Implementation networks offer methods of implementing treaties negotiated through intergovernmental collaboration.

Public policy networks may also be referred to as portfolios. In the financial sector, portfolio management is a “dynamic decision-making process, which involves regular reviews of activity and ensures coherent distribution of resources (investment, time, human capital, etc.) between strategic options” (The Directorate for Public Governance). In the public sector, innovation portfolios use a variety of innovation methods to achieve governmental goals, both in current operations and new opportunities. Exploring multiple innovations, as demonstrated by the portfolio approach, makes it more likely that one or more will pay off and lead to success.

Benefits of public policy networks

These networks can bring together different perspectives from varying sectors and levels to collaborate on shaping innovative policy solutions and help government organizations achieve their missions. Here are a few ways that developing public policy networks can help those in public service better meet the needs of their citizens:

• Avoiding project fragmentation. When stakeholders work in isolation, they can lose sight of the bigger picture. Using public policy networks prevents side effects of project fragmentation such as duplicate efforts, lack of accountability, and losing touch of the shared goal.
• Providing holistic solutions across ecosystems. Collaborating across organizations and governments means building a consensus on broader issues and facilitating cooperation on global challenges. Each network participant has a voice and can assist with aligning efforts to provide value across ecosystems. 
• Mobilizing resources. By working with public policy networks, leaders can employ all-inclusive thinking to reallocate resources across projects. For example, education planning across school districts uses this network approach to share resources.
• Making sense of significant patterns. Reframing organizational problems and interpreting them through a new lens allows public policy leaders to challenge traditional modes of thinking and, as a result, broadens long-term perspectives on systems, initiatives, and resources.

Challenges of public policy networks

Public sector networks are, essentially, new forms of governance, and with any new form of governance, challenges will arise. It’s important to be aware of potential issues and prepare solutions to avoid them. Having the right leadership, resources, and organizational reform can eliminate some of the uncertainty of navigating a new public policy network:

• Ensure equitable representation. All relevant parties must be represented in order to maintain a balance of power. However, since networks rely on a consensus, having too many participants can delay an outcome. 
• Maintain accountability. With numerous stakeholders involved, it can be challenging to maintain accountability in a public policy network. Developing ground rules for network participants and processes is an important precaution for strengthening network accountability.
• Diverse interests. Though public policy networks work toward a common goal, network participants will have different priorities and agendas. This imbalance can make it much more difficult to agree upon a course of action. Keep outcomes aligned with the community's needs to maintain network credibility. 

How to encourage successful public policy networks

• Foster a culture of innovation. Innovation is more likely to happen when you take a few risks, so leaders must promote experimentation in the public sector. How can leaders go about this? Lead by example, be open to new ideas, and challenge your team to seek new opportunities and knowledge. 
• Cultivate new partnerships. Forming new networks requires connecting diverse voices from varying roles and organizations. To bring this to fruition, public policy leaders must build partnerships between disparate groups to engage and create a dialogue.
• Share knowledge. When you come up with an idea, make a mistake, or have feedback, don’t be afraid to share it. The exchange of knowledge helps strengthen processes in order to improve outcomes. Even a failure can be a learning tool for future adjustments.

Networks, or portfolios, are simply a way for public servants from multiple sectors to tackle public policy challenges and address the needs of the public. When implemented correctly, they should expedite progress toward stronger communities.

Sources:

https://www.sciencedirect.com/topics/social-sciences/policy-network
https://oecd-opsi.org/publications/tackling-policy-challenges/
https://www.brookings.edu/articles/global-public-policy-networks-lessons-learned-and-challenges-ahead/