Rijksbrede Benchmarkgroep(RBB-Groep)

Learn to Achieve

Dutch Benchmark Group

Learning Network in the Public Sector

The Nederlands

June 2005

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Group1 (2002/2003) participants 1. ABP (pension fund for public employees)

2. Dienst Regelingen (national service for the implementation of regulations)

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)

Group 2 (2003/2004) participants11. UWV (unemployment benefits)

12. CWI (Centre for Work and Income)

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) participants19. RGD (government Building Agency

20. CJIB (centre for collecting penalties

21. Staatsbosbeheer (forest commission)

22. Rijkswaterstaat (infrastructure, roads and watermanagement)

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

Development of employees

(Better) account for commissioners and society

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‘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 learning4

Results RBB-Groep Results RBB-Groep

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

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Developments RBB-Groep 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)

Thematical questions: e.g. integrity, compliance

Urgency of participation line-management by DOING

Enlarge network and co-operation with third parties

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Resultancy-groupsResultancy-groups1. 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, IB- Groep,Dienst

Regelingen, Rijkswaterstaat)

6. Public affairs (Kadaster, RDW en IB-Groep)

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Relevant networks RBB-Groep 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’

VNO-NCW, organisation of employers

Gartner (ICT)

Chartter Public Accounting

IMAC (Academy for Information-management)

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Challenges / possibilities (1) 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)

Processes of participation: citizen / client is actor

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Challenges / possibilities (2)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

Shift of borders, also borders of organisations

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Challenges / possibilities (3)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 societyPosition RBB-Groep in Dutch society

Every year all dutch people older

than 18 have contacts with one

or more of our organisations

Number of clients

125.000Number of employees

RBB I,II and III together

70 miljard, 60% of the expenses

of the state in 2005

(€132 miljard)

Governmental costs and

cashflows RBB I,II and III