Transcript Diapositiva 1

International Relations Department
DISPA meeting Athens, June 2014
Index:
I.
Spanish Public Administration Reform: the
Commission for the Reform of the Public
Administration (CORA)
I.
INAPs´ contribution: the
innovative transformation
need
for
an
I.
Spanish Public Administration Reform: the
Commission for the Reform of the Public
Administration (CORA)
• Created in October 2012 by the Council of Ministers
• Implemented by OPERA: Office for the Execution of Administrative
Reform
• Mandate: make proposals for a more rational, useful and effective
Public Administration, eliminating inefficiencies and administrative
duplicities
• 217 proposals made by civil servants (a top-down
audit of
administration) with suggestions from citizens (electronic box) and an
advisory council (unions, private sector and academia)
• One of the most ambitious processes of governance reform in OECD
countries (strategic objectives of the country in a short, medium and
long-term perspective)
• Background: high level of decentralization (Autonomous Communities),
administrative duplicities, trust deficit in public institutions, institutional
fragmentation

1)
Four core principles :
Budget discipline and public transparency:
 Law on Budgetary Stability and Financial Sustainability: establishes the structural
deficit for the entire Public Administration maximun of 0,4% of GDP (for longterm structural reforms)
 Law for Transparency, Access to Information and Good Governance
2)
Public sector rationalization:
 “One Administration, one competence”: 118 proposals for eliminating overlaps and
duplication between the general state administration and regional governments
 Rationalization and sustainability of the Local Administration
3)
Increase Public Administration efficiency
 Civil servants as a strategic asset and partners of change: the need to prioritize
training and engage staff channels to ensure their commitment to the changes:
o
o
o
o
developing a sustainable and flexible human resources management
improving mobility and career paths
developing performance assessment, competency-based HR system;
better matching of resources to demand and better coordination of training
opportunities.
 Other measures:
o Improving e-government (100% of administrative procedures in 2015)
o Electronic Invoicing, electronic ID card
o State Centralized Purchasing System, a unique central purchasing body
4)
Greater alignment of service provisions with the needs of citizens
and businesses:
Some measures:
o
o
o
o
Improving better regulation
normative review and codification of Laws,
a unique access point for citizens,
ICTs and digital government enhancement
 Spanish
results:
Public
Administration
Reform
expected
• 37.620 M € saved in the public sector in 4 years
• Better management, better quality in the delivery of public
services
• A more rationalized Public Administration, more transparent,
accountable and closer to citizens
• Fostering the “Good Governance”:
enhancing trust in
government, its institutions, the quality of its services and
decisions and the general public interest
II.
INAP´s contribution: the
innovative transformation:
need
• INAP Strategic Plan 2012-2015
• INAP´s main innovations:
Centre for Innovative Studies
INAP Innova
Social and Knowledge Ecosystem
Other INAP projects
for
an
INAP STRATEGIC PLAN
2012 - 2015
Mission: “create transformative knowledge in the public sector for the benefit of society as a
way to promote social cohesion and a high quality democracy”.
First Objective:
Second Objective:
Third Objective:
Fourth Objective:
Fifth Objective:
“Strengthen the
INAP institutional
role at national
and international
level”
“Create highquality knowledge
and reflection for
the decisionmaking and
designing of public
policies.”
“Link training and
recruitment to
Public
Administration
real needs, to
professional skills
and competences
of civil servants
and to professional
careers”
“Turn INAP into a
center of excellence
in the training of
public managers”
“Align the INAP
management
with strategic
challenges”
Strategy:
Knowledge Management Development
Fewer resources
More competitiveness
Increasing of citizens´
demands
Performance
enhancement
Greater efforts
Many changes in short
time
Greater expertise
Universality and
immediacy of
information
Globalized world
Need for a differentiation
Primacy of Technology
 Centre for Innovative Studies:
 Objective: support investigation and high quality knowledge for the
decision-making and for the design of public policies
 Practitioners, academics and researchers
 Current research groups:
• New administrative career patterns
• Inter-regional researching and inter-administrative collaboration
for public employees training and for a better public service
• Administration 2032
• Territorial decentralization

INNAP Innova:
• Objective: to create social value
 enhancing organizational learning and transformative
knowledge among public servants
 raising innovative awareness in the Public Administration to
promote good governance
• Tools: events, training, publications (Innap Innova Library)

Social and Knowledge Ecosystem: the Professional
Network, the Knowledge Bank and the Innovation Bank
• Directed at public employees of all Public Administration levels and
citizens
• 3 axies: people, knowledge and communities
• Objectives:
 Create and disseminate transformative learning and high quality
knowledge
 Promote transparency and open government
 Boost the innovation within the Public Administration
 Foster exemplarity, legitimacy, autonomy, efficiency and
responsibility in the Public Administration
Design…
CORTEZ
A
Social and
knowledge
Ecosystem
CORE
SOCIAL
PROFESSIONAL
NETWORK
INNOVATION BANK
KNOWLEDGE BANK
INAP Professional Network:
To generate expert knowledge through informal learning (daily
activities related to work) to enhance the professionalization of the
civil service and improvement in the delivering of public services
delivering
Social Profile
User Roles
Calendar of
Events
Communities
Messaging
Contact
Management
Knowledge Bank
(BCI)
Others
Knowledge Bank:
•
Objective: use and share INAP knowledge (documents, studies,
research, investigations, reports) with citizens and national and
international organizations and institutes connected to INAP
•
INAP has designed a “Map of existing Knowledge” in order to
identify the need-to-know requirements and sources of knowledge
in the different areas of Public Administration
Knowledge Bank
ARCHITECTURE
Knowledge
circulation
• Books
Magazines
• Papers
PhD
Thesis
Studies
• Articles
Interinstitutional
Cooperation
• MoUs
• Congress,
seminar
and Event
reports
• Other
reports
Learning
experiences
• Maps on training
needs
Test and
training guides
• Student works´
evaluation
Institutional
knowledge
Knowledge
network
Innovation
Bank
• Reports
•Memoirs
• Research
groups
• Institution
al
databases
• Expert
Databases
• Best
Practice
Document
s
• Strategic
Plans
Public Administration Innovation Bank:
•
Conceived to become a referee of good governance and innovation
in Public Administration issues
•
A repository of good practices that will allow to know which are the
leader institutions in different public policies or public activities
•
Connected to INAP Bank of knowledge: open to citizens and
institutions
Social and Knowledge Ecosystem Benefits
Improvement in
internal
communication
More professional
development
through connectivity
Increased
commitment
Better services
through knowledge
and experience
sharing
Promoting a sense
of belonging
More productivity
from an
organizational and
individual standpoint
Other INAP projects: some samples
 Official Master degree in Leadership and Public Management:
blended (Spanish officials) and face-to-face (foreign public
employees)
 Guide for the design of training activities
 Dictionary of competences and skills for executives and junior
executives public employees
 Training aligned
competences
with
professional
career
and
professional
 Creation of the Latin American Knowledge Community in Public
Administration
THANK YOU FOR YOUR KIND
ATTENTION
www.inap.es
[email protected]