Can you work for the public good outside the public service?

What does working for the public good as a public sector consultant look like?

• Helping government understand the impact of initiatives to improve outcomes for people living in social housing – via a meaningful evaluation program.
• Helping NSW to become a globally competitive destination for early phase clinical trials – ensuring patients have access to novel treatments, developing new technologies and driving economic development in the state – via a strong governance framework and implementation plan.
• Helping research funders support projects that translate into better patient outcomes and health service delivery – via an innovative scheme.

The above are three projects of which we here at Mary Haines Consulting are immensely proud. They are examples of how we work for the public good – something I am so passionate about.

But as a consultant, can you truly be working for the public good?

The public good: our “north star”

Three years ago, I founded a boutique consulting company Mary Haines Consulting (MHC) with public good as a core value along with professionalism and creativity.

I founded my company to provide government, university and NGO clients with a consultancy alternative that shares their values to create public good. As we all know, cultural harmonisation is the foundation of any strong working partnership.

I take a broad (non-economic) view of the definition of public good; more akin with the philosophical concept of the common good. Put simply, government must serve the interests of all in society.

I’m passionate about public services being designed and delivered to create public good for all in our community irrespective of their personal circumstances.

This focus has been a common thread throughout my career as I have worked across the government, university, NGO and private sectors.

I am proud to have studied at University College London, the first institution in England to admit students of any race, class or religion and the first to welcome women on equal terms with men.

The work I do in governance (serving on NSW Government board, audit and risk and research committees) also stands out to me, because I believe good governance sets a strong foundation for organisations to create public good.

For not only myself, but the entire team at MHC, creating public good is our “north star”. It’s what we always come back to. And because we share this with our clients, we are able to navigate complex issues and stakeholder relationships together.

Challenge – how to innovate while delivering on core business?

In Australia, there is currently a major focus across state and federal levels of government on ensuring the public service is organised in a way that creates greater public value. For example, the review of the Australian Public Service, and the realignment of NSW Government clusters and agencies to deliver on the state’s priorities.

As always, the perennial challenge for the public service emerges: how can it innovate to create greater public good, while still getting on with its core business?

The answer: there needs to be capacity for the public service to access expertise and skills when required, by drawing on expertise outside the public service.

But doing this optimally is something governments have been working on for decades.

A strong team from multiple sectors creates public good

Create outcomes for the public good by bringing in outside expertise when required.

Traditionally, governments work in partnership with the university sector, industry and NGOs to create innovation and creative solutions for the public good.

Examples include funding industry and university collaborations on topics of national interest, or establishing technology and innovation precincts.

‘Industry’ as used above is conventionally thought of as businesses like manufacturing, construction, labour hire, defence, ICT or food – but I argue that industry should also include the consulting sector.

This might be controversial, given the recent Australian National Audit Office report into the procurement of public sector consultants – and the subsequent debate about whether this is resulting in deskilling the public service.

Well, it depends on the consultancy company.

The NSW Public Service Commissioner Emma Hogan was recently quoted in The Mandarin as saying public sector consultants need to impart capability within the public service when they provide services.

“What I look for, and we’re starting to look for now, is when we work with consultants how do they leave us better than they found us? How do they pass that capability on? So it’s not a piece of work that’s launch and leave,” she says in the article.

I believe a good consulting company will:

• Bring in a fresh perspective; innovative, creative ideas; different types of experiences; and new knowledge.
• Become part of the team, part of the furniture. They collaborate.
• Leave having built up capability and a clear way forward for government to continue to implement the innovation.
• Make the public good their “north star”

Creating a partnership with a public sector consultant or company that adheres to the above principles can help a government immensely, by letting you get on with your core business and implement innovations that serve the public good.