Transcript No Slide Title

In most countries:
•
•
•
•
•
Key institutions are in ferment
Public institutions must meet new
expectations/needs or lose public trust
Public sector reform is getting higher on the
political agenda
But many important changes happen
invisibly and unintentionally
And despite reforms, trust declines
Which role of the citizen needs
most attention?
• As “owner of government? (voter, taxpayer,
member of society with rights enshrined in the
constitution)
• As “subject”? (protected by – and from –
coercive power of the state)
• As «customer »? – recipient of public
services
Diagnosis: Most needed –
Coherence or Adaptation?
• Government – like all institutions – face
two fundamental (and conflicting)
challenges
 Maintaining collectivity and stability
 Adapting to changing circumstances
Does a government need:
• Stronger Collectivity? (eg. Policy co-
ordination, budget stability, legal compliance,
impartiality, protections against vested
interests, management control, uniform civil
service system, ...)
• or More Adaptivity? (eg. Performance,
competition, differentiated structures, tailored
services/incentives, risk-taking, ...)
Levers of Change
•
•
•
•
•
•
Civil service system
Budget & financial management
Accountability and control systems
Openness and transparency
Role of central control bodies
Machinery of government (incl. distributed
governance arrangements)
• Use of non-government service providers
And Modernisation can be a
Charade
•
•
•
•
•
Gap between rules and behaviour
The difficulty of culture change
The difficulty of measurement
Attractions of rhetoric and initiatives
The avoidance of hard choices
Successful Reform Strategies
• Are calibrated to specific risks and
dynamics of the national system
• Focus on desired cultural change
• Mobilise all levers on behaviour – formal
and informal
• Have persistent and committed
leadership at all levels
Challenges for the Future
0
Improvement of budget system
Re-organisation to improve efficiency
Give effectiveness to formal innovations
Managing transition periods
Managing older workers
Recruitment and retention of highly-qualified cs
Culture, learning and development
Make public service more actractive
PM development and its linkage with pay and other HRM systems
Career development
Mobility
Leadership and Managers
Decentralisation and devolution
Equality Opportunity issues
Harmonization between public and private systrems
Improve work conditions and quality of life of cs
2
4
6
8
10
12
14
16
18
OECD TRENDS
•
•
•
•
Affordability remains a key issue for any
government
Governments under pressure to be adaptive
Focus on strategy, collaborative action, risk
management, societal impact
Attention to whole of government,
governance and public trust
Diagnosis for Iceland?
• Small with vulnerable economy
• Mobile talent
• Relatively dependent on maintaining good
international reputation
• Citizen as Owner is key concern
• Key :ADAPTIVITY AND OPTIONS
But Iceland
• Has strong social cohesion
• Capacity for strong collective action
• A memory of the importance of good
economic and fiscal policy
• Big change needs active leadership at
all levels-not technical matter
Index of Degree to which C.S. System is Closed
90%
80%
Ko rea
Japan
70%
Spain
France
Czech republic
60%
B elgium
M exico
Q3
50%
P o rtugal
Italy
Luxembo urg
P o land
AV
40%
Ireland
A ustria
Greece
Denmark
Germany
Chile
No rway
30%
Q1
Finland
A ustralia
Hungary
Switzerland
0%
Usa
Canada
New zealand
Uk
20%
10%
Slo vak republic
Iceland
Sweden
Index of Degree to which C.S. System is Closed
Korea
Japan
Spain
France
Czech republic
Belgium
Mex ico
Italy
Portugal
Lux embourg
Poland
Austria
Ireland
Denmark
Germany
Norw ay
Greece
Chile
Finland
Usa
Australia
Hungary
New zealand
Slov ak
Canada
Sw itzerland
Uk
Iceland
Sw eden
74%
78%
69%
57%
56%
64%
62%
52%
50%
44%
42%
38%
37%
37%
37%
37%
36%
35%
29%
29%
28%
27%
27%
26%
26%
22%
21%
16%
10%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Context for Performance Measurement
Different Kinds of Problem
 Management
 Control
 Informed Policy
 Transparency/Accountability/
External Confidence
Main Influences on
Organisational Behaviour
Markets
Low complexity
Contracts
Rules
Clans
High Complexity
Public Service Models
Rules
Professional Behaviour
dominated by informal
influences
Compliance
Int. and Ext.
Resource Controls
Rule Bound Bureaucracy
The Clan
B/C
Outcome Indicators
Outputs
Process
Inputs
Costs
Ramanathan’s Model
Managing Government Performance
4 levers
Leadership
& Vision
Strategic
Adaptation
Boundary
Riding
Diagnostic
Information
Strengths and weaknesses of control regimes
Strengths
Weaknesses
 Easy and affordable  Does not support
efficiency
 Strengthens
Input
 Can be inflexible
compliance
 Short term
 Facilitates efficiency  Can distort focus
 Facilitates control of  Measurement
Outaggregate
problems
put
expenditure
 Costs
 Accountability
 Information overload
 Facilitates re Measurement
allocation
problems
 Accountability
Out-  Support policy
come
formulation and coproblems
ordination
 Costs
 Long term
 Information overload
Good for situations
with…
…low confidence
and variable
competence
…confidence, sound
accounting and
professionalism
… the above and
dedicated politicians
Approaches to taking Account of
Outcomes






Outcome oriented culture
Professionalism
Internal Evaluation Systems
Comprehensive Internal Auditing
External VFM
Performance-Oriented Budgeting and
Management Systems
 Legislated Disclosure
More information:
• www.oecd.org/puma
• www.oecd.org/puma/budget/
• www.oecd.org/puma/hrm/