Transcript Quality of Public Administration

Building quality public administration
- an integrated approach
FORUM PA 2016
Roma, 25 May 2016
Florian Hauser
Directorate General for
Employment, Social Affairs and Inclusion
Overview
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Public sector challenge
EU support
Focus on results
Risks
Opportunities
Public Sector Challenge
Public
sector
48% EU GDP
(IT 50%+)
25% of total
employment in
EU (IT 17%)*
Public
procurement
19% of EU
GDP
eprocurement:
5%-20% of
procurement
expenditure
(€100 - €400
bn annually)
Employed in public
administration
6.2% (2008) –
5.8% (2013)
of total employment in
EU (6.9%)*
Part of the
problem
or part of the
solution?
(*)
http://www.eurofound.europa.eu/sites/
default/files/ef_publication/field_ef_doc
ument/ef1470en_0.pdf
2
(includes education, health, PA)
Responses to the crisis – fiscal consolidation
Perceived types of decision-making by European public sector executives
(see: cocops.eu)
Analysis ITA European Semester 2016
Country Report
• excessive length of bureaucratic
procedures
• unclear competences among
central and local administrations
• administrative processes
uncertain (duration and outcome)
• lack of transparency reduces the
accountability
Country Specific
Recommendations
• Implement reform of public
administration (focus: local public
enterprises, local public services,
management of human resources)
• Step up the fight against
corruption
• Reduce the length of civil justice
proceedings (reforms and
effective case-management)
• problem of age and quality of
public employment (almost 50 %
employees are aged 50+)
http://ec.europa.eu/europe2020/making-it-happen/country-specific-recommendations/index_en.htm
EU Support
What is the Commission doing?
(examples)
 Investment: e.g. ESIF, €4.2 bln in 17 MS, CEF, ISA
 Funded Research: COCOPS, LIPSE, ANTICORRP
 Funded initiatives: OPSI (OECD), EPSA (EIPA)
 Studies & Analysis: Competitiveness report, Single Market
Scoreboard, Tax Reforms in MS, Justice Scoreboard, e-government
factsheets, Anti-corruption Report, E.S.
 Thematic guidance: Quality Public Administration Toolbox
 Networks: EUPAN, TNC, sector specific (TAX, JUST, ISA, etc.)
 Technical peer support: TAIEX
 Commission direct assistance: SRSS
 Soft standards: e.g. E-government Action Plan
 Directives: e-procurement
 Tools: e.g. JoinUp, customs competency framework
More than EUR 4 billion
Other funds: CEF, ISA, service programmes)
Typical OP Priorities… (some examples)
Planning &
analytical
capacity
Efficiency &
effectiveness
Better health
management
Linking "Policy" to Funding?
20 countries with country
specific recommendations
from European Semester
Ex-ante conditionalities
TO2 & TO11 OPs
Demand for
Guidance
http://ec.europa.eu/esf/toolbox
Short version = print & online
Full version = online only
What is the Toolbox?
 Collaborative effort of 12
Com services
 Compendium
 Non-prescriptive
(no new policy)
 Principles & examples
(168)
 Technical guidance… and
more
A look inside…
• 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)
The Toolbox is more
like a cookbook…
You choose what you
like/what suits you…
You don't have
to like or cook
everything in the
book!
Focus on Results
Some key messages
(to MS)
 We need to achieve RESULTS with EU funding for
public administration
(Conference EU Budget for Results, 22.09. 2015)
 Results does not mean outputs and disbursement
 Results means real improvements (innovation =>
outcomes) for citizens/business
 Achieving this might require a culture change – the
Toolbox might help you
 Continuous monitoring (tell a story)
Risks
EU funding architecture
• TO 11 in 26 Ops!
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National OP Governance and institutional capacity (48 %)
Sistemi di Politiche Attive per l'Occupazione (10 %),
Legalità (9 %),
Per la Scuola (6 %)
…and the Regions Puglia, Sicilia and Campania ( around 4% each)…
•
… a wide range of actions aimed at rationalising the public administration,
developing digital skills and models for the joint management of advanced
services, improving the efficiency and the performances of judicial offices,
and improving the management of health services.
• Steering committee TO11/TO2
What can go wrong – e-government
Typical Operational
Programme approach
Suggestions
• Focus on IT (buying stuff) • Integrated approach
• Separate hardware and
system design
• Risk to "digitise
bureaucracy"
• Money spent – no impact
• Streamline processes first
• Technology is not the
problem (organisational,
legal, procedural, interoperability)
• Focus: open, transparent,
accountable, user centric
• Tangible outcomes
User centricity
Source: Gerry Mc Govern
Example: pathology and cure?
• International governance benchmarks (WB,
OECD, WEF, etc.) give a snapshot proxy of
performance (useful)
• BUT – benchmarks don't tell us much about root
causes of problems (clientilism, culture)
• (Formal) Reforms on paper (job descriptions,
evaluations, etc. often not fully implemented –
clientilistic system left untouched) –
• "Rationalisation" - depletes capacities
and knowhow; low morale and apathy
Opportunities
Possible way forward…
• openness to society, dismantle clientilistic
policies
• size of public sector is the lesser problem,
but irrational structure, uneven allocation
of staff
• attractiveness as an employer (adequate
structures, less bureaucracy, team
orientation, mobility)
• fight red tape & extend citizens' rights
through e-government
• make administration a tool for
entrepreneurship & growth
Key elements for improving service delivery
Understanding users’
needs and expectations
- Direct contact with citizens/businesses
- Indirect feedback and representation
- Mystery shopping
- Life events, customer journey mapping
Improving processes
- Process re-engineering
- Administrative simplification
Easy access to
services
- The one-stop shop (OSS)
- Multi-channel service delivery
Using e-government
- Interoperability and ‘once only’
- Moving towards digital by default
Committing to service
standards and
measuring satisfaction
- Service charters
- Measuring and managing satisfaction