the future of public services: international trends
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The Future of Public Services: International Trends. Rolf Alter Director Public Governance and Territorial Development. A. PUBLIC ADMINISTRATION REFORM: THE OECD CONTEXT. New challenges for governments. Enormous expectations: Recovery, competitiveness, job creation, fiscal stability - PowerPoint PPT PresentationTRANSCRIPT
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The Future of Public Services: International Trends
Rolf Alter
DirectorPublic Governance and Territorial Development
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A. PUBLIC ADMINISTRATION REFORM: THE OECD
CONTEXT
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New challenges for governments
Enormous expectations:• Recovery, competitiveness, job creation, fiscal
stability
Diverse pressures:• Scarce resources• More vocal and demanding civil society• Reduced trust and confidence in public authorities• A decision-making deficit
The degree of pressure varies across OECD, but the main challenges seem to be common to all
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Key elements of the OECD response
1. New Approaches to Economic Challenges (NAEC)
• Managing better the trade-offs and complementarities between policy drivers
• Harnessing the potential of stronger institutions and effective governance to address long-term challenges
2. Strengthening Citizens’ Trust in Government• Problem of low trust across most OECD countries• Now recognised as an obstacle to policy success• Building trust in institutions and engaging with
citizens in public policy design now a priority• Key theme for the OECD 2013 Ministerial meeting
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3. Focusing on a Strategic State Approach •Clear strategic vision•Strong centre of government to steer and implement strategies and public policies•Integrity and transparency•Motivated workforce and delivery capacity•Evidence-based policy making•Participation of citizens in the development and implementation of public policies
…effective policies depend on effective implementation – focus on the “how” not only the “what”
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B. A CHALLENGING CONTEXT FOR ICELAND’S POLICYMAKERS
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The economy is recovering but fiscal space remains very limited
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Source: OECD (2012), Restoring Public Finances, 2012 Update, OECD Publishing
• Buoyant growth in 2011/12 is projected to continue in 2013• Considerable fiscal consolidation accomplished, and more is planned• Planned budget law should provide a sound medium-term framework• But fiscal space remains very limited
Consolidation requirement to attain 60% public debt ratio
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At the same time, government expenditures rose sharply because of the crisis
As with many other countries, additional savings are becoming harder to find
Source: OECD (2011), Government at a Glance 2011, OECD Publishing
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General government expenditure as % of GDP (includes central and local governments as well as social security institutions)
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And trust in government has been hit hardPolicymakers are recognising that trust is a prerequisite
for policy success
Source: OECD Social and Welfare statistics (Gallup World Poll)
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C. STRENGTHENING THE PUBLIC ADMINISTRATION
Priorities in OECD Countries
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The priorities for government seem clear enough…
Strengthen strategic decision-making capacity at the centre (risk, vision, evidence, evaluation)
Follow through on fiscal commitments Open up to users and civil society to drive innovative
solutions Reach out to and work better with the local level Partner with private sector providers
But scope for experimentation is limited, no time for trial and error, culture of evaluation lacking, motivation may be low…
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Maintaining a quality public service (1):Should public service values remain the
guiding principle?
Source: OECD Government at a Glance 2009
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Maintaining a quality public service (2): Dealing with an ageing public workforce
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• An ageing public workforce can entail a significant loss of organizational knowledge and experience as civil servants retire.
• It also provides an opportunity to reallocate resources to priorities and critical areas if effective performance management is in place.
Source: OECD (2011), Government at a Glance 2011, OECD Publishing
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Maintaining a quality public service (3):
Strategic planning in HRM
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• Strategic HRM help scale up investment in the public workforce by aligning incentives with performance.
• It can increase efficiency, responsiveness and quality of service delivery.
Source: OECD (2011), Government at a Glance 2011, OECD Publishing
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Maintaining a quality public service (4):Gender balance
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• A key concern for all OECD governments• Iceland is well positioned overall, but women in senior positions are less common
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Maintaining a quality public service (5):Integrating technology
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• An area in which Iceland is a leader among OECD countries• Strong vulture of using technology to engage with citizens• A key asset at a time of pressure on the relationship between
citizens and government
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• Trust stands out as a key challenge for government and business alike
– Both were identified as at fault in the crisis– Both need to restore tarnished image– Both under increased scrutiny
• No room for “fuzzy” interpretation of rules, behind closed doors decision-making…particularly where the public and private sectors meet (procurement, lobbying, post-public employment…)
• Policy needs to be based on good data (on security, justice, rule of law – often inadequate)
• Good legislation is accountable, evidence-based, transparent and participative
• But implementation is the key (compliance, enforcement, complaint procedures…)
Maintaining a quality public service (6):Transparency and conflict of interest
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Conflict of interest
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Level of disclosure of private interests of public officials and public availability of disclosed information in three branches of government
Composite indicator (2012)
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Key messages (1)A better public administration can contribute to growth and well being by...•Effectively steering development and implementation of public policies
– Enhancing leadership from the centre
•Aligning incentives and quality of public service delivery
– Investing in the public workforce
•Aligning public policy objectives and resources– Enhancing strategic management of resources and
monitoring & evaluation
•Regaining citizen’s trust– Drawing inspiration from citizens for the development and
implementation of public policies
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Key messages (2)
The OECD can support this effort•Drawing on NAEC, Trust and Strategic State Approach work•Comparative perspective
– Government at a Glance
•Connecting to innovative experiences across the OECD community
– Observatory of Public Sector Innovation– Peer reviews
•Moving towards a long-term partnership– Strategic evaluation study to provide an initial
diagnostic
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THANK YOU!
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