Transcript Quality of Public Administration

–
A Toolbox for Practitioners
Quality of Public Administration
IPSG Workshop 2
EUPAN – Riga, 19 & 20 March 2015
Florian HAUSER, DG EMPLOYMENT
Workshop Flow
 Recap – Toolbox Overview
 Short intro to:
Theme 1 Better Policy Making
Theme 3 Professional and well-performing Institutions
 Discussion:
Toolbox content
Toolbox evolution
Overview
1.Context
2.Themes
Quality of Public Administration
A
–
Toolbox for Practitioners
3.Process
4.Content & Style
5.Publication / Dissemination
Context
Linking "Policy" to Funding
20 countries country specific recommendations from European Semester;
EUR 5 Billion+ for 18 countries under ESF/ERDF 2014-20; ex-ante
conditionalities; demand for guidance
Learning & Managing Knowledge
12 commission directorates general involved; many (existing) initiatives
(public sector innovation, Small Business Act, Digital Agenda, etc.);
comprehensive overview; complement with intl. good practice (e.g. HR);
break down silos
No new policy!
Guidance (non prescriptive); basis for discussion with practitioners and
stakeholders; Commission as a facilitator
Themes
• Introduction
• Principles & values of good governance
• Seven thematic chapters:
1. Better policy-making
2. Embedding ethical & anti-corruption practices
3. Professional and well-performing institutions
4. Improving service delivery
5. Enhancing the business environment
6. Strengthening the judicial system
7. Managing public funds effectively (including PP and ESIF,
TO11)
Process
 Commission Inter-service Group – agree
structure and develop content on basis of CSR
and TO11 relevance
 Presentation & discussion of drafts (EUPAN,
ESF committee, TO11 practitioners, academia)
 Verification of case studies (170; mainly
member states)
May 2014 – Feb 2015
Content & Style
Compendium style (many sources, underlying messages, lessons, not a
roadmap – context may limit transferability) +
Blue Boxes
Orange Boxes
Green Boxes
Lighter Green
Darker Green
Commission policy and initiatives
Key studies and speeches
Case studies
"Cited" from existing studies and guides
Checked with "original sources"
Publication
Hard copy
Abridged Version (140 pages)
• (end March?)
E-version
 Abridged version
 Full publication 7 chapters
 Links/Cross-references
(Europa website)
Dissemination
Member States
 Practitioners (central – regional – local levels ); e.g. Committee
of the Regions; Peer-2-Peer
 Different expertise (anti-corruption, administrative
simplification, HR, justice,…)
 Managing Authorities (ESF/ERDF)
 Stakeholders (CSO, Associations)
 Academia (e.g. Hertie School of Governance, etc.)
Inside Commission
 Different Services
 Geo Desks
“Policy-making is the process by which governments translate
their political vision into programmes and actions to deliver
'outcomes' - desired change in the real world. [It] is about
establishing what needs to be done - examining the underlying
rationale for and effectiveness of policies - then working out how
to do it and reviewing on an ongoing basis how well the desired
outcomes are being delivered.”*
*A Practical Guide to Policy Making, Office of the First Minister and Deputy First Minister of
Northern Ireland, 2003
Key Questions for Better Policy Making
1) How is policy designed? What & who informs decision-making? Move from
reactive and ad hoc policy decisions to more reflective, long-term planning?
2) What instruments available achieve their policy goals? Merits &
implementation?
3) Have policy goals been achieved?
Performance & creative solutions?
Designing Policy
Inspiring examples:
• Policy design
 Evidence based
 Fresh thinking
• Forward planning
 Forecasting /Foresight units
 Futures research / scenarios
• Consultation & co-responsibility
Codesign
Coevaluati
on
Coresponsibility
Coproducti
on
Codecision
CPB Netherlands Bureau for Economic
Policy Analysis; Australia’s Productivity
Commission
Denmark’s MindLab
Finland’s futures report
Consultation over the 2011-2020
Development Strategy for Malopolska
Region in Poland
Policy Implementation
• Laws & regulation:
– Impact assessment
– Consultation (citizens & business)
– ABR
Inspiring examples:
Instructions to officials on drafting laws in
Finland; Estonia’s Guidelines for Development of
Legislative Policy until 2018
Belgium’s ‘Kafka’ initiative; the Danish ‘Burden
Hunter’ approach
Portugal‘s Simplegis programme
• Structures & reforms
Merging the districts of Judenburg & Knittelfeld
– Multi level governance
in Austria; merging 68 municipalities and
– Coordination / cooperation
corporations into three new municipalities in
the Swiss Canton of Glarus
– Merging / restructuring
– Pooling / shared services / outsourcing
• Co-production
Italy’s social cooperatives; children’s day care
cooperatives in Sweden
Policy Evaluation –
improvement/innovation
Evaluation – continued…
• External scrutiny:
– Parliaments
– Media
– CSO
Inspiring examples:
Italy’s pilot ‘Civil Evaluation’
Croatia’s Council for Civil Society Development
• Fostering innovation
–
–
–
–
Barriers
Organisational culture
Prototyping & testing
Dissemination & learning
Denmark’s MindLab (see topic 1.1.1); UK’s
Behavioural Insights Team; the Smarter Network in
the Netherlands
Randomised controlled trials in Denmark
Key Messages
 Policy process inter-dependent elements (including feedback
mechanisms)
 Organise active engagement from all actors in all stages
 Reinforce analytical capacity (robust evidence base,
innovative and forward thinking) inside and outside PA
 Balance in deliverable capacity with focus on service
delivery (simplify administration, reduce burden on businesses
and citizens, and find efficiency savings)
 Sufficient critical capacity (expertise to scrutinise, including
co-evaluation and healthy external audience of independent
media and civil society)
Key Questions for Professional &
Well-functioning Institutions
① Do we know what we do, why we are doing it, and how
we do it?
② How do we assure good and strong public sector
leadership?
③ How do we strengthen a modern human resources
(HR) policy and management?
④ How do we integrate quality management and
continuous improvement into the culture of public
administration?
Managing for Results
•
Mission, vision, strategy
– Leadership
– Forward looking & planning
– Burden
•
Monitoring, evaluation & learning
– Link with chapter 1 on policy
– Focus on:
•
•
•
•
Learn
Steer & control
Accountability
Inspiring examples:
Leadership in Lithuania’s ESF Agency
Strategy development in Upper Austria
Strategic planning and performance
measurement at the Flemish Department of
Public Governance in Belgium
Management by objectives, and the
balanced scorecard, in the Polish social
security administration
Accountability & Communication
– Internal (dashboard, MIS, reporting)
– External (audit, Political, media, users)
Everyone’s administration - the strategic plan
for modernising Castilla y León’s public
administration in Spain
Professional Leadership
• Senior civil service
– Career based / position based /
hybrid
– Centralised?
• Recruitment, T&D
– Recruitment & competency
management
– T&D
– Fora
• Managing change
– Roles & link to competences
Inspiring examples:
Formal SCS with centralised organisations and
special conditions: The Netherlands and UK
Hybrid SCS systems: Belgium and the
Netherlands
Danish code for chief executive excellence;
Estonian SCS E-Competence Centre
The UK’s National School of Government, the
Estonian Top Civil Service Excellence Centre
Finland’s Forum of the Senior Civil Servants &
Future Leaders Programme
The Change Project - city of Mannheim
Modern HR Policy
& Management
Total Quality Management
Inspiring examples:
• Using QM models
– ISO
– CAF
(Link to process management/
lean chapter 4 improving service
delivery)
ISO in the Irish Food Safety Authority
Using CAF in Germany, Austria, Belgium & Norway
Quality management in strategic policy
documents & ESIF programmes in Poland
• Stimulating a QM culture
–
–
–
–
Raising awareness
Supporting
Benchmarking
Recognising & rewarding
Italy’s CAF strategy 2012-2015 in education &
training
Benchmarking local government performance in
the UK & the Netherlands
Estonian Public Sector Quality Award
Key Messages
 Ensure the institutional system as a whole is complete and coherent
 Enable each organisation to perform at the highest level – through:
effective leadership, management, structures, staff and
processes - fit for purpose, continuously evolving with the
environment and expectations of citizens and businesses;
 Agree and share values with staff, and ingrain them in the
administrative culture; assess performance and promote strength,
correct weaknesses;
 Encourage and equip (invest in) each individual to optimise his or
her contribution to achieving their objectives and aspirations;
 Build a quality culture, and use quality management techniques
Workshop Questions
Toolbox
Content?
Toolbox
Evolution?
Toolbox Content
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Your ideas?
Quality?
Useful?
Practical?
Relevant?
What is missing?
Some suggestions:
… enhance process orientation? (practitioner notes)
… include failure cases?
Toolbox Evolution?
 Keeping it up-to-date?
 Getting practitioners involved?
 How to make it (more) interactive?
 How to facilitate learning & exchange - Seminars? Peer2-Peer? Operational networking?
 Common interest of CSR/TO11 and other countries – EU
value added?
Some suggestions:
… Online platform?
… Peer-2-Peer exchange?
… Practitioners networks?