The importance of quality management in structural reforms · 2019-08-08 · in structural reforms...
Transcript of The importance of quality management in structural reforms · 2019-08-08 · in structural reforms...
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The importance of quality management in structural reforms
8th European CAF User's event
Sofia
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I. Link between offer and demand II. Some challenges III. How does Commission deal IV. The SRSS … the « new kid in town » V. Food for thought
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I. Link between offer and demand
Quality of public
administration key for
the European project
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We have become more effective,
efficient, accountable and transparent
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...but “quality of results” still needs to
improve
www.COCOPS.eu
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PA quality gaps across Europe remain
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do things right vs. do the right thing
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0
10
20
30
40
50
60
70
Trust in institutions in Europe
Average level of trust in national and EU institutions
Lower level of trust …
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… but higher expectations
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… but higher expectations
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… but higher expectations
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2 - Societal challenges impact the public
administration - globalisation
Who is responsible?
Accountability ?
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Societal challenges impact the public
administration – public / private
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Societal challenges impact the public
administration – optimisation / agility
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Societal challenges impact the public
administration – aging
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Societal challenges impact the public
administration – digitalisation
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Reform fatigue?
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IV. WHY/ HOW WE DO IT ?!
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Economic impact
of government effectiveness
Government effectiveness captures perceptions of the quality of the public service, its degree of independence from political pressures, the quality of policy formulation and implementation, and the credibility of the government’s commitment to such policies. Source: World Bank, Worldwide Governance Indicators.
AT BE
BG
HR CY
CZ
DK
EE
FI
FR
DE
EL
HU
IE
IT LV LT
LU
MT
NL
PL PT
RO SK
SI
ES
SE UK
3.5
4.0
4.5
5.0
5.5
6.0
50 55 60 65 70 75 80 85 90 95 100
Glo
bal co
mp
eti
tiven
ess in
dex 2
01
5
Government effectiveness 2015
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Country-specific recommendations 2017
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Quality and reforms
http://ec.europa.eu/esf/toolbox
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Toolbox = Silo Buster
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… academic
… member states
… international organisations
DIGIT
CNECT
RTD EMPL SG
ECFIN NEAR SG REGIO
JUST HOME
TAXUD SANCO GROW HR
… inter-service collaboration
… process
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Quality and reforms
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RESULTS in public administration does not
mean outputs and disbursement
Results are real improvements (innovation =>
outcomes) for citizens/business
Achieving this might require a culture change –
the Toolbox might be helpful
Quality and reforms
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An amalgam of European principles & values
Legality Efficiency
Integrity Effectiveness
Impartiality Sustainability
Openness Vision
Inclusiveness Reflection
User-centricity Innovation
Responsiveness Accountability
Connectivity
“The most important thing to remember is that you are working for
the public …”, Shared Values for Civil Servants, Sweden
Principles & values
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Context matters, yet be realistic
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Human capital in public administration
Clients do not come first.
Employees come first. If you take care
of your employees, they will take care of
the clients.
- Richard Branson -
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Know what we do, why we are doing it, and how we do it
Develop good and strong public sector leadership
Strengthen modern human resources (HR) policy and
management
Integrate quality management and continuous
improvement into the culture of public administration
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Quality and reforms
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Established in 2015 to provide support for structural
reforms
Focus on implementation
Support on the ground - tailor-made, covering all
reform stages and challenges
Provided only upon request from a Member State
IV - Structural Reform Support Service
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no co-financing
low administrative burden for Member States
swift, tailor-made and hands-on support
support for a wide range of policy areas
a mix of expertise (own experts, TAIEX, IOs,
private sector…)
support provided at all stages of reform cycle
demand-driven
Structural Reform Support Programme
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Reform Process Cycle
IDENTIFICATION OF REFORM
NEEDS
ASSISTANCE WITH
IMPLEMENTATION OF REFORMS
MONITORING & EVALUATING
RESULTS
SRSS engages with
Member States
throughout the different
stages of the reform
process, ensuring
support is available
where it is most needed.
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STUDIES & DIAGNOSTIC ANALYSES
STUDY VISITS
SEMINARS, CONFERENC
ES & WORKSHOPS
EXPERT & SCOPING MISSIONS
EMBEDDED EXPERTS
TRAINING
REFORM PARTNERSHI
PS
SRSS works with :
Experts from MS
administrations;
International organisations;
Private firms, including
consultancy;
Individual experts;
in-house Commission expertise.
Types of technical support
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GOVERNANCE AND BETTER
POLICY MAKING AT STATE LEVEL
Inter-ministerial coordination
structure
Codification and planning of laws
Supervision of reform
implementation
HUMAN RESOURCES
Selection of top managers
Promoting internal mobility
Performance assessment
Strategic workforce planning
Change management
EFFICIENCY OF THE PUBLIC
ADMINISTRATION AND SERVICE
DELIVERY
Life events & customer journey mapping
Administrative simplification
Functional reviews
Management of EU funds
Internal control system(s)
TRANSPARENCY, ANTI-
CORRUPTION & ANTI MONEY- LAUNDERING
Anti-corruption
Anti money-laundering
Ethics
Procurement
JUDICIAL SYSTEMS
Efficiency of judicial systems
Quality of judicial systems
Independance of the judicial system
e-GOVERNMENT
Design and implementation of
e-Governance
Development of IT strategy and action
plan
Development of IT project
specifications
Topics and examples of projects
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V - Future role of the Commission?
• Provide technical and financial support
• Facilitate mutual learning between MS and between
practitioners and academia?
• Networks for transfer of practices?
• "Policy" dialogue?