ABSTRACT
Opportunities for operational improvement arise within the public service in many ways. Some arise in the context of individual departments facing changing client demands, increased transparency, new technologies or leaner resources. Other opportunities arise in the context of groups of departments interacting with each other but in ways that may be inefficient and may require a high degree of responsive capability in delivering benefits to clients. Yet further opportunities arise in the context of increased outsourcing of services previously provided by the public service. Here, the contractual nature of the relationship allows the establishment of measurable targets but may constrain the exchange of learning based on collective experience. In each context, the opportunities for improvement provide opportunities for learning. If such learning can be captured and internalized, then there is the prospect of an overall improvement in operational practice and performance.
