This issue

– designing digital services for better user experience 
– the case for inclusive growth 
– developing policy and practice networks 
– employing and retaining older workers 
– fraud and pandemics 
Plus what I'm reading.

Research brief: Designing digital services for better user experience 

Digital technology can enhance the public service user experience. However there is a risk new digital solutions are being implemented without fully understanding how it affects value creation. A paper in Public Management Review discusses what it means to design for experience. Read our brief on the paper. Read our brief on the paper.

The case for inclusive growth ​

The concept of inclusive growth is becoming central to economic development due to rising economic inequality and its impact on human well-being and prosperity.

This McKinsey report argues economic growth is at its best when it is most inclusive. 

What is inclusive growth? 

Inclusive growth is both a process and outcome. It is about aligning how growth is achieved (or how people are provided access to opportunities) with the ultimate outcome of shared prosperity. Inclusive growth benefits all parts of society while also supporting those on the margins and reducing relative inequality. 

Why growth and inclusion reinforce each other 

There is a perceived tension between inclusion and growth and a belief they should be addressed separately. This has hampered efforts to pursue and achieve inclusive growth.

But insufficient economic inclusion is a threat to prosperity. It is difficult to improve economic mobility and resource distribution without increasing the overall size of the economy 

Research shows inequality may be self-perpetuating. As living standards and social mobility stagnate, some population groups fall into a vicious cycle of underdevelopment that threatens long-term growth. Families and communities aren’t able to make investments in their children and their physical and social environments. This creates barriers to human and place-based development that impedes access to opportunities. In turn, this limits the ability of these groups to participate in growth processes. 

Pursuing inclusive growth will need to bring together technical expertise, adaptive approaches and community engagement. 

Developing policy and practice networks ​

A report from the Carnegie UK Trust examines the evidence on developing policy and practice networks. Networks can be a valuable way of working with others for better ideas, stronger connections and greater impact. 

What is a network? 

Networks are constituted through the voluntary association of individuals or organisations. A network is: 

• based on the relationship between actors 
• a distinct form of organisation 
• formed around specific issues or a set of values  
• facilitated or supported by an identifiable entity such a secretariat or coordinator.  

The relationship between members is essentially a social contract and members will engage to the extent they trust that others will reciprocate.

There are five broad categories of network functions: 

• knowledge management 
• amplification of voices and advocacy 
• convening 
• community building (e.g. promoting shared vision, increasing trust) 
• mobilising resources. 

What the evidence review found 

• The relationships and interactions between its members form the substance of the network. Networks can be fostered, supported, galvanised and even transformed. They cannot be created without regard for their relationships. 
• Networks are usually resource-intensive for members and for the supporting entity. Membership must offer value. 
• Network leadership is about ‘serving’ the network. This includes preserving trust, facilitating others to contribute and helping to identify breakthroughs. 
• It is not easy to know if networks ‘work’, particularly in the short term. 

Undertaken in partnership with the Australian Human Rights Commission, this report from the Australian Human Resources Institute aims to understand how organisations recruit and retain older workers. The report draws on a survey of 604 HR practitioners, academics, and business leaders.  

Attitudes and perceptions 

• The HR community is classifying ‘older workers’ as younger over time (51-55), even though the Australian workforce is aging. 
• Older workers are rated as being more loyal, reliable and aware while younger workers are rated as having greater career ambitions, technical capabilities and physical capabilities. 

Recruitment 

• Public sector respondents were most likely to state their organisation’s recruitment practices have negatively impacted older workers. 
• The top three recruitment practices to encourage age diversity are flexible working; the content of advertisements attracts the full range of age groups; and excluding date of birth from applications. 

Retention 

• Nearly 70% of organisations do not offer line management training on how to manage different generations. 
• Just under 60% of older worker departures have caused a loss of key skills or knowledge. 
• Only 22% of organisations are methodically capturing corporate knowledge from exiting workers. 

Fraud, pandemics and economic crises: From Spanish flu to COVID-19 ​

A report from the Australian Institute of Criminology draw outs the common characteristics of frauds associated with pandemics. It also identifies risks unique to pandemics and financial crises. 

The report begins with the Spanish flu pandemic of 1918 as the crisis most similar to the COVID-19 pandemic and includes: 

• the influenza pandemics of 1957 and 1968 
• the 1930s depression 
• the Asian financial crisis of 1997 
• global financial crisis of 2008–09. 

At a glance 

1. A recurring theme is the tendency of individuals and organisations to act dishonestly to compromise controls on government-funded recovery programs for immediate gain. 

2. The presence of fraud not only prevented fair distribution of limited resources but also exacerbated the economic harm to communities. 

3. During the first nine months of the current pandemic, identified fraud in Australia has been relatively low. Losses have accounted for millions rather than billions. 

4. Ongoing reviews need to be undertaken of national fraud control systems to ensure that they remain fit-for-purpose during times of economic shocks and pandemics. 

5. A comprehensive plan to prepare for a disaster should include predicting the likely fraud and economic crime risks that will arise as well as developing control measures to  address risks prior to the crisis occurring. 

6. There are lessons to learn from previous economic shocks and pandemics. These need to be documented and understood so that similar risks can be avoided in the future. 

What you told us about The Bridge ​

Many thanks to everyone who completed our reader survey. The results provide valuable insights on how we can continue to develop The Bridge so it meets your needs. We are still digesting what you said, but in brief: 

• We have a diverse readership from the public sector, universities and the private sector. 
• Many of you actively share or discuss articles with your colleagues and teams, and find them helpful in day-to-day work.  
• The Bridge was seen as providing you with a broad understanding of the public sector environment. 
• Your  suggestions to improve the Bridge ranged from nominating specific policy areas for future articles to profiling emerging trends in applied research. 
• We are implementing quick wins starting with this e-news. You can now access the Bridge archive on the ANZSOG website, including full text of all emails and Research Briefs.

1. Is there life after Xi?

After nearly nine years in office, Xi Jinping is China’s dominant political figure. But his achievement has come at a high price for the system he presides over. By removing term limits on the presidency and refusing to nominate a successor, he has solidified his authority. This Inside Story article discusses the implications of the Chinese president’s actions and what could happen next.  

2. They hacked McDonald’s ice cream machines—and started a cold war 

McDonald’s ice cream machines have a reputation for being absurdly fickle and fragile. Thanks to a multitude of questionable engineering decisions, they are often out of order. This Wired article recounts how one couple built a device to fix the soft-serve machines and how the fast-food giant froze them out. It is a David versus Goliath story complete with betrayal, secret passcodes, legal threats and private detectives.

Read past issues of The Bridge email and Research Briefs here.  

‘Til the next issue

Maria Katsonis