As both a policy student and a public servant I have seen numerous examples of what is referred to in policy as a “wicked problem”. A wicked problem is defined by Wong as a “social or cultural problem that’s difficult or impossible to solve—normally because of its complex and interconnected nature” (Wong, 2020). Solutions to wicked problems are often complex and involve multiple sectors, and may at times outline macro challenges with underlying system gaps (Rao, 2019).
My focus as a student and public servant has been applying the client centered approach to develop a strategy to close gaps for clients involving a careful analysis of the systems and structures to ensure these gaps are addressed (Roundtreee and Pomeroy, 2010).
Research suggests that collaborative networks and strategies are key to resolving complex problems (Agranoff, 2006). In government, effective leaders are able to apply interconnected strategies within Ministries and intersectorally at the Municipal, Provincial, and Federal level. The interconnectedness of the public sector involves problems that cross traditional boundaries which at times require collaborative strategies (Longo, 2019). Being aware of the cross jurisdictional issues as well as strategies to address them is key. Interministerial committees and joint initiatives are both methods public servants utilize to support the common client.
Conklin outlines the steps to true collaboration which includes the need for all members of the team to be a true part of the decision making process.
The first two steps are:
- Developing a shared understanding of the problem. This step is key as often the “problem” may be defined differently by each sector; next develop a
- Shared commitment to potential solutions, as well as a clear agreed plan on how to address (Conklin, 2020).
Examples of these system gaps often appear in the areas of homelessness, poverty, addictions, domestic violence, and mental health. All five areas are often supported by different agencies, and responsibility at times falls to specific Ministries.
Looking specifically at homelessness in Saskatchewan, not one specific Ministry is responsible which can result in gaps to clients. One Ministry may have a mandate to support clients at a specific point of time or system specific such as the hospital, correction systems, or financial assistance, however there is not an overall mandate to address these complex issues.
Research has shown clients with multiple factors often face the biggest system gaps and require support to navigate multiple systems.
Policy analysts play an important role in closing the gaps and addressing societal issues. Prates describes this role as “effective connection between policy, science and society” (Prates, 2020). O’Leary speaks about the importance of public servants being aware of system gaps and the need to form Intersectoral partnerships (2012) .
Cross sectoral impacts of homelessness are evident requiring a cooperative approach by ministries, various levels of government, along with coordination with the community. Coordinated strategies involve identification of system gaps and strategizing together to address common issues. In Saskatchewan some of the main stakeholders in this area are Ministry of Health, Education, Addictions Services, Corrections and Public Safety, and Social Services. Coordination and communication between these stakeholders is key. Awareness of each systems mandate and ability to support shared clients as well as a development of a shared pathway to support is crucial.
When you look specifically at homelessness in Saskatchewan, several municipalities have completed research and developed plans to end homelessness in the last few years. The research outlines the high shelter-income-ratios for households as well as the cost efficiency of providing supports to reduce costs for numerous sectors including health and justice. Saskatoon’s study outlined the need for Interministerial support in order to effectively support clients in homelessness (Reaching Home: Canada’s Homelessness Strategy; Saskatoon Community Plan).
This strategy is transferable across service areas specifically in the human services sector.
Collaborative strategies that work include a joint understanding of the issues, agreed outcomes, strong communication, as well as a commitment from all parties toward the agreed outputs. Collaboration has proven to reduce silos and bring multiple divisions and agencies together to work on a common goal, often resulting in innovative strategies and increased efficiency.
As a policy analyst champion innovative strategies that step outside of the box to explore alternative new ways to address issues. Ensure stakeholders, and specifically the clients impacted by decisions have a voice in proposed changes. When possible work Interministerially toward positive outcomes for cross divisional clients, applying the approach of “One Team” by reflecting the goals of diversity, inclusion, and reconciliation, which will support positive social impact. Piloted projects and Interministerial partnership such as HUBs show that coordinated services leads to better outcomes for clients.
Reference List
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Cohen, Allan and Bradford, David. 2017. Influence Without Authority. Hoboken, New Jersey: John Wiley & Sons, Inc.
Conklin, Jeff. October 2005. Dialogue Mapping: Building shared Understanding of Wicked Problems. CogNexus Institute. Accessed January 15, 2021. https://cognexus.org/wpf/wickedproblems.pdf
Coughlan, Paul and Ana Carolina de Almeida Kumlien. October 18, 2018. “Wicked Problems and how to solve them”. The Conversation. Accessed August 2020. https://theconversation.com/wicked-problems-and-how-to-solve-them-100047
Engel, Jim. 2020. JSGS 808 Ethical Leadership Course Material. ““Resilience and Healthy Workplaces Power Point Presentation”. March 12, 2020.
Everyone is Home: A Five- Year Plan to End Chronic and Episodic Homelessness in Regina. Accessed December 2020. http://endhomelessnessregina.ca/wp-content/uploads/2019/06/P2EH-Full-Final-0610.pdf
Government of Canada. 2021. Public Safety Canada: The Hub Model/ Situation Table, Accessed August 16, 2021. Crime Prevention Inventory (publicsafety.gc.ca)
Government of Saskatchewan. 2016. Taking Action on Poverty: The Saskatchewan Poverty Reduction Strategy. Accessed October 2020. https://www.saskatchewan.ca/government/news-and-media/2016/february/24/poverty-reduction-strategy
Graham, John R., Shier, Michael L., and Roger Delaney. 2017. Canadian Social Policy: A New Introduction, Fifth Edition. Toronto: Pearson
Kouzes, James M. & Posner, Barry Z. 2003. The Five Practices of Exemplary Leadership Article. Pfeiffer, A Wiley Imprint.
Longo, Justin. 2019. JSGS 807 Statistics of Public Managers Course Material.
Marshall, Jim. 2020. JSGS 838 Financial Management Course Material. “Week 6 and 7 PowerPoint”. UR Courses.
Nilson, C. (2014). Risk-driven collaborative intervention: A preliminary impact assessment of Community Mobilization Prince Albert’s Hub Model. Saskatoon, SK: Centre for Forensic Behavioural Science and Justice Studies, University of Saskatchewan. Available from: http://www.mobilizepa.ca/tools-docs/documents/risk-driven-collaborative-intervention
Notten, Geranda & Laforest, Rachel. 2016. Poverty reduction strategies in Canada: A new way to tackle an old problem? United Nations University.
O’Leary, Rosemary & Gerard, Catherine. 2012. Collaboration Across Boundaries: Insights and Tips from Federal Senior Executives. The Maxwell School of Syracuse University
Ontario Ministry of the Solicitor General. (2016). Guidance on information sharing in multi-sectoral risk intervention models. https://www.mcscs.jus.gov.on.ca/english/Publications/PSDGuidanceInformationSharingMultisectoralRiskInterventionModels.html
Prates, Ines, January 22, 2020. “How to use evidence in policymaking. Can evidence in policy be the antidote we need for climate change?” Apolitical. Accessed April 2, 2021. https://apolitical.co/en/solution_article/how-to-use-evidence-in- policymaking#:~:text=Why%20is%20evidence%20in%20 policy%20important%3F&text=In%20this%20context%2C%20 there%20is,key%20scientific%20findings%20into%20account
Rao, Saskriti. September 5, 2019. “The Gaps Model of Service Quality: Chapter 3”. Mad About Growth. Accessed January 2021. https://medium.com/madaboutgrowth/the-gaps-model-of-service-quality-chapter-3-30fc290f06b0
Reaching Home: Canada’s Homelessness Strategy; Saskatoon Community Plan 2019-2024. Accessed December 2020.
https://strategicmanagementmusingshome.files.wordpress.com/2021/10/d1e8d-saskatooncommunityplan-2019-2024.pdf
Rocha, Cynthia J., and Alice K Johnson, “Teaching Family Policy through a Policy Practice Framework.” Journal of Social Work Education, 33(3) (1997), 433–444. Academic Search Premier, EBSCOhost (accessed March 10, 2007).
Rountree, M., & Pomeroy, E. (2010). EDITORIAL: Bridging the Gaps among Social Justice, Research, and Practice. Social Work, 55(4), 293-295. Retrieved September 7, 2021, from http://www.jstor.org/stable/23719696
Wong, Euphemia, December 2020. ‘Can you solve it?” Interaction Design Foundation. Accessed January 10, 2021. https://www.interaction-design.org/literature/article/wicked-problems-5-steps-to-help-you-tackle-wicked-problems-by-combining-systems-thinking-with-agile-methodology
The Many Facets of Public Admin 