Transcript Geen diatitel

Rijksbrede Benchmarkgroep
(RBB-Groep)
Learn to Achieve
Dutch Benchmark Group
Learning Network in the Public Sector
The Nederlands
June 2005
Group1 (2002/2003) participants
Group 2 (2003/2004) participants
1. ABP (pension fund for public employees)
11. UWV (unemployment benefits)
2. Dienst Regelingen (national service for
the implementation of regulations)
12. CWI (Centre for Work and Income)
3. Cfi (Central Funding of Institutions
Agency, i.e. schools)
4. COA (central agency for the reception
of asylum seekers)
5. IB-Groep (student grants and information
management)
6. IBS (rental grants)
7. Kadaster (national cadastre, landregistry
and mapping agency)
8. Politie Amsterdam (police unit
city of Amsterdam)
9. RDW (centre for vehicle technology,
approval and information)
10.SVB (administration of pensions, child
benefit and social insurance)
13. Belastingdienst (Tax and Customs
Administration
14. DJI (correctional institutions)
15. City ofRotterdam (department of social
affairs and employment)
16. City of Zwolle (department of social affairs
and employment)
17. LBIO (central agency for maintenance
enforcement)
18. CBR (driving test organisation)
Group 3 (2004/2005) participants
19. RGD (government Building Agency
20. CJIB (centre for collecting penalties
21. Staatsbosbeheer (forest
commission)
22. Rijkswaterstaat (infrastructure, roads
and watermanagement)
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23. Octrooicentrum Nederland (patent
office)
Goals RBB-Groep

Learning from each other: best practices

By learning better performance and innovation

Network with exchange of knowledge and
experiences
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
Development of employees

(Better) account for commissioners and society
‘The RBB-Groep is a learning network
with the benchmark as an cohesive
factor’

Motto RBB-Groep: ‘Keep it simple’

As much as possible under direct management

Low costs
From building up to consolidation and improvement
Step by step further development of
interorganisational learning


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Results RBB-Groep
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
More insight in each others functions

Exhange and co-operation

Own initiative, voluntariness and openess

Professional auditpool

Training under direct (own) management

Data (database) and methods: own management

Research with Universities of Groningen / Nyenrode

Enjoying a good reputation
Developments RBB-Groep

Improvement and professionalizing instruments

Focusgroups: focus in comparison

Coupling to strategic issues & learning questions of
participants

Measuring of the learning curve: who grows fast (learning
potential)

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Thematical questions: e.g. integrity, compliance

Urgency of participation line-management by DOING

Enlarge network and co-operation with third parties
Resultancy-groups
1.
Maintenance of regulations, compliance
(Belastingdienst, CJIB, IB-Groep, LBIO, Dienst Regelingen)
2.
Change of behaviour and communication (RDW, COA,
LBIO, Kadaster)
3.
Good contacts with clients (LBIO, IB-Groep, RDW)
4.
Implementation Plan Do Check Act (IB-Groep, Dienst
Regelingen)
5.
From planning to executing (RDW, Kadaster, IBGroep,Dienst Regelingen, Rijkswaterstaat)
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6.
Public affairs (Kadaster, RDW en IB-Groep)
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Relevant networks RBB-Groep

Universitiy of Groningen

Business University Nyenrode

Institute of Quality and ‘friends of INK’

Ministry of Interior, Finance Department, Program ‘Other
Government’
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
VNO-NCW, organisation of employers

Gartner (ICT)

Chartter Public Accounting

IMAC (Academy for Information-management)
Challenges / possibilities (1)

Making best practices effective in our organisations,
congruent with our ambitions

Together looking for good practices that not exist yet,
e.g. leadership, policy for careermaking, recruitment
and selection, satisfaction of employees, appreciation
by society

Book of Change (governmental organisations and
agencies in the Netherlands)
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
Processes of participation: citizen / client is actor
Challenges / possibilities (2)

Exchange and organisation-development on a
thematical way, where we experience bottle-necks:
by resultancy-teams (results and consultancy)

Further co-operation between governmental
organisations, cross-relations

Shared services for development and training of
human capital, shared HR-pool

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Shift of borders, also borders of organisations
Challenges / possibilities (3)

Differences between organisations are a source for
innovation in the RBB-Groep

Learning organisations are able to handle different
questions in the context for operation

Co-operating with other companies makes that we
find out new applications and new ways of working

RBB-Groep creates a platform for definitions of
working realities
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Position RBB-Groep in Dutch society
Governmental costs and
70 miljard, 60% of the expenses
cashflows RBB I,II and III
of the state in 2005
(€132 miljard)
Number of employees
125.000
RBB I,II and III together
Number of clients
Every year all dutch people older
than 18 have contacts with one
or more of our organisations