EUPAN – Riga, 19 & 20 March 2015Florian HAUSER, DG EMPLOYMENT
Quality of Public Administration – A Toolbox for Practitioners
IPSG Workshop 2
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
3.Process
4.Content & Style
5.Publication / Dissemination
Quality of Public Administration –
A Toolbox for Practitioners
Context
Linking "Policy" to Funding20 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 Knowledge12 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
Green Boxes
Blue Boxes
Orange Boxes
Darker Green
Commission policy and initiatives
Key studies and speeches
Case studies
Lighter Green "Cited" from existing studies and guides
Checked with "original sources"
Compendium style (many sources, underlying messages, lessons, not a roadmap – context may limit transferability) +
Publication
Hard copyAbridged 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
Your I
deas?
*A Practical Guide to Policy Making, Office of the First Minister and Deputy First Minister of Northern Ireland, 2003
“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.”*
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
• Policy design Evidence based Fresh thinking
• Forward planning Forecasting /Foresight units Futures research / scenarios
• Consultation & co-responsibility
Co-responsibility
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
Inspiring examples:
Policy Implementation
• Laws & regulation:– Impact assessment– Consultation (citizens & business)– ABR
• Structures & reforms– Multi level governance– Coordination / cooperation– Merging / restructuring– Pooling / shared services / outsourcing
• Co-production
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
Merging the districts of Judenburg & Knittelfeld in Austria; merging 68 municipalities and
corporations into three new municipalities in the Swiss Canton of Glarus
Italy’s social cooperatives; children’s day care cooperatives in Sweden
Inspiring examples:
Policy Evaluation – improvement/innovation
Evaluation – continued…
• External scrutiny:– Parliaments– Media– CSO
• Fostering innovation– Barriers– Organisational culture– Prototyping & testing – Dissemination & learning
Italy’s pilot ‘Civil Evaluation’
Croatia’s Council for Civil Society Development
Denmark’s MindLab (see topic 1.1.1); UK’s Behavioural Insights Team; the Smarter Network in
the Netherlands
Randomised controlled trials in Denmark
Inspiring examples:
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
• Accountability & Communication– Internal (dashboard, MIS, reporting)– External (audit, Political, media, users)
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
Everyone’s administration - the strategic plan for modernising Castilla y León’s public
administration in Spain
Inspiring examples:
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
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
Finland’s Forum of the Senior Civil Servants & Future Leaders Programme
The UK’s National School of Government, the Estonian Top Civil Service Excellence Centre
The Change Project - city of Mannheim
Inspiring examples:
Modern HR Policy & Management
Total Quality Management
• Using QM models – ISO– CAF(Link to process management/lean chapter 4 improving service delivery)
• Stimulating a QM culture– Raising awareness– Supporting– Benchmarking – Recognising & rewarding
ISO in the Irish Food Safety Authority
Using CAF in Germany, Austria, Belgium & Norway
Quality management in strategic policy documents & ESIF programmes in Poland
Italy’s CAF strategy 2012-2015 in education & training
Benchmarking local government performance in the UK & the Netherlands
Estonian Public Sector Quality Award
Inspiring examples:
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
Quality? Useful? Practical? Relevant?
What is missing?
Some suggestions:
… enhance process orientation? (practitioner notes)… include failure cases?
Your ideas?
Toolbox Evolution?
Keeping it up-to-date?
Getting practitioners involved?
How to make it (more) interactive?
How to facilitate learning & exchange - Seminars? Peer-2-Peer? Operational networking?
Common interest of CSR/TO11 and other countries – EU value added?
Some suggestions:
… Online platform?… Peer-2-Peer exchange? … Practitioners networks?