Welche Trends der Verwaltungsentwicklung zeigt uns der EPSA?

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Welche Trends der Verwaltungsentwicklung zeigt uns der EPSA?

Alexander HEICHLINGER

EPSA Manager & EIPA Expert

European Institute of Public Administration

EPSA Wissenstransfer – Trends und Best Practices aus dem European Public Sector Award 2011

Wien (AT), 7 März 2012

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The European Public Sector Award...The European Public Sector Award...More than just and award!More than just and award!

The EPSA brings together the best, most innovative and efficient performers from the European public sector. By highlighting exemplary models of innovative public performance, the award serves as a catalyst for continued progress in addressing Europe’s most pressing concerns.

Tool for disseminating new problem-solving models and for supporting the EU 2020 strategy for a smart,

sustainable and inclusive growth.

Vision: To create an arena in which Europe’s public sector institutions can excel and become an exemplar for the rest of the world.

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The EPSA 2011 Institutional (Co-financing) The EPSA 2011 Institutional (Co-financing) PartnersPartners

Insrt your own text here Insert your own text here EU Commission Austria Cyprus Denmark Germany Hungary Italy

Luxembourg The Netherlands Poland Spain Switzerland

Private Sponsors:

With the support of:

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EPSA 2011 Final Conference & Award CeremonyEPSA 2011 Final Conference & Award Ceremony

Maastricht (NL),

15 – 17 November

2011

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The EPSA 2011 – Overview of General ResultsThe EPSA 2011 – Overview of General Results

In total, more than 350 European public organisations have registered on the EPSA online system;

274 applications have finally been submitted and were eligible;

Applications were received from 32 European countries and 7 from EU institutions;

Among the "top submitters" were countries such as Spain, Romania, Austria, Italy, Poland and Germany.

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Applications per CountryApplications per Country

Albania 1Austria 24 Belgium 10Bulgaria 8Croatia 3Cyprus 3Czech Republic 1Denmark 4Estonia 3Finland 3France 2FYR Macedonia 1Germany 19Greece 2Hungary 8Ireland 8Italy 23

Lithuania 2Malta 2Netherlands 7Norway 3Poland 21Portugal 11Romania 30Slovakia 1Slovenia 1Spain 47Sweden 1Switzerland 11Turkey 2Ukraine 1United Kingdom 4EU Institutions 7

TOTAL 274

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Applications by Administrative LevelApplications by Administrative Level

Local: 116

Regional: 66

National: 85

EU Institutions: 7

Total: 274

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Applications by Thematic AreaApplications by Thematic Area

Theme 1: 103

Theme 2: 115

Theme 3: 56

Total: 274

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EPSA 2011 ThemesEPSA 2011 Themes

Theme I Smart Public Service Delivery

in a Cold Economic ClimateRelated to key aspects of Europe’s crisis, i.e. stabilising public finances

Innovation in how services are delivered

Improving services at the same or lower cost

Maintaining diversity in and quality of service objectives while reducing costs

Redefined service at significant lower cost level

Better measurement of service delivery

Imaginative performance measurement linked to service objectives

Theme IIOpening Up the Public Sector

Through Collaborative GovernanceEnhancing openness, transparency and accountability of governments and public administrationsPrepare citizens through openness (access to information and ICT systems) to take part in decision-making processesMatch between the involvement objectives and those of the policy area Collaborative way of working has to contribute tangibly to the service delivery objectives, evidence has to be provided Provide evidence that the new way of working justifies the opportunity cost of the resources devoted to collaborative governance

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EPSA 2011 ThemesEPSA 2011 Themes

Theme IIIGoing Green: Concrete Solutions

from the Public Sector

Projects relating to the enforcement of environmental legislation and implementation of policy goals

Innovative solutions for reaching environmental objectives of legislation (waste, air, etc.)Solutions for the stimulation of a greener economy (econ. instruments, information campaigns)

Internal environmental management by public administrations

New approach to environmental management systemsInnovative procurement practicesInternal energy or transport conceptsGreening public companies

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Theme 1Theme 1 Key messages and trendsKey messages and trends

Need for a successful strategic framework for budget & services reform

What public expenditure level is sustainable?

What level of public service delivery is acceptable?

Clarity of objectives (linked to ability to set priorities)

Need to secure a wider consensus for the decisions to be made by PA.

Co-design and production of services by users and self-management of the outcomes (e.g. in personalised services such as health care).

Budgeting and service reviews are, in the end, political decisions, so political support is essential.

A fully-fledged process of reform in a public administration works better when it engages those responsible for making it work at middle management and operational level (bottom-up approach), rather than being imposed on a top-down basis.

Importance of commitment at all levels for reform processes

Change² - City of

Mannheim: Achieving

More Together (DE)

Political Management based on

Economic Stringency and

Strategic Budgets (Bilbao, ES)

CRB

Cooperation, collaboration, coordination, consensus, citizens engagement, consultation and co-design!

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Importance of size and level of government

Successful processes happen at all levels of government and in different political systems;

No indication or evidence per se that such reviews or reforms are easier or more difficult in a specific form of governmental structure (centralized, decentralized etc.)

Questions rise about the extent to which smaller sub-national entities are likely to have resources to pursue reforms.

Technological innovation can result in significant improvements in service delivery standards and/or reduced costs.

In considering innovation, public authorities should actively seek out good practice from other public authorities, i.e effective adaptation to local circumstances of good practice from other sources can be as effective as the search for ideas not previously applied elsewhere.

Importance of technological innovation in service reform

NDLA: Innovation in

Acquisition, Development and

Distribution of Digital

Learning Resources (NO)

High Technology at Low Cost

in the Management of CAP

Subsidies in Catalonia (ES)

Effectiveness in Healthcare.

Computer System to Manage

the Surgical Process (Forli, IT)

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The use of the internet is the most significant element in facilitating the overall aim of transparency.

Access to information brings citizens into decision-making process.

New technologies also simplify processes, thereby increasing efficiency and reducing administrative costs.

Increased trust in the public sector as another result.

Showing initiative to integrate specific social groups within the general public takes the idea of collaborative governance even further.

Encouraging collaboration at all levels of society and ensuring that all are included and can benefit from this partnership enhances social inclusion.

Working together towards a common goal, creates ownership and increases outcome acceptance.

Opening up certain areas of processes to citizens

Active use of new social media & transparent

communicationSocial Integration

Collaboration benefits all parties.

The general trend concerning benefits for the PS are budget and administration.

This grants greater influence to active involvement of citizens and more generally, the private sector.

It also results in greater administrative efficiency, as well as the financial benefits of not having to allocate as many resources to a particular area or process.

Show Colours

for Münster (DE)

Introduction of an Interactive

Search, Allocation and

Administrative Procedure for Child

Care Services (Heidenau, DE)

Civil Society Involvement in the

Welcoming and Integration of

Immigrants (PT)

The City of

Barcelona’s Food

Markets Remodelling

Process (ES)

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The ownership of decisions and processes shifts from governmental bodies to individuals or collective groups of private stakeholders.

The responsibility of decision makers does not change, only the level of openness.

Acceptance, ownership and quality of democracy are thus secured.

Border lines between private and public sector have weakened.

Measuring and evaluating outcome is essential when it comes to transferring knowledge.

Challenges related to performance measurement are linked to expectations and CBAs. Problems become obvious when it comes to measuring the political benefits of projects.

Satisfaction, disappointment and mistrust cannot be measured, but are felt during public processes.

Ownership Make lessons transferable – through evaluation

Mijn Borne 2030 –

Joint Vision (NL)

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Innovation builds on continuationat the municipal level

Front-runner projects from very ambitious municipalities with long-term sustainable development and low-carbon economy programmes indicate that long-term expertise and administrative capacities are major preconditions for successful greening policies.

Membership to a regional or local network very much improves the quality of the initiatives.

Innovation needs continuation and a strong exchange with other administrations.

Communication and awareness raising are important elements of many initiatives in the field of greening or sustainable development.

‘Branding’ can be an essential element of a communication strategy.

Best practices in this theme could stimulate a broader debate as to whether there is often a need for more expertise in the field of successful communication.

’Branding’: an important awareness-raising tool

ECO2 - Eco-efficient

Tampere 2020 (FI)

The SITXELL Project: Integrating

Natural Values and Ecosystem

Benefits into Land Planning

(Barcelona Provincial Council, ES)

Klima:aktiv (AT)

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There is very often political leadership in this field and general acceptance to change administrative routines. Greening the practices is more difficult in other parts of the administration.

The stimulation of green procurement or the introduction of EMS systems within all departments is still a major challenge in the EU at all levels.

‘Greening’ is possible with an intelligent participatory strategy. The core element has been ownership.

Need to find good partners in the business sector or in civil society at all levels, especially for consultation and information purposes.

Finding the right partners is also very essential for subsidy programmes where parties can apply for funds.

Many administrations today face tremendous financial problems, so it is worth thinking about possibilities to start projects without funds.

The role of initiator and motivator is certainly different to the normal routine of administrations.


Long-term partnerships by including interests in the project design

Ownership as a core to real changes in administration

More Forest for More

Life (Arad County, RO)"ÖkoKauf Wien" -

"EcoBuy Vienna“ (AT)

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Alexander Heichlinger (AT) EIPA Expert & Head

European Public Sector Award (EPSA)

EIPA-ECR BarcelonaEIPA-ECR Barcelona

Tel.: +34 93 567 24 04Tel.: +34 93 567 24 04

E-mail: E-mail: [email protected]@eipa.eu

Visit our web-pages at:

www.eipa.eu;

www.epsa2011.eu;

Thank you for your

attention!

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Welche Trends der Verwaltungsentwicklung zeigt uns der EPSA?

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