New Public Management in Latvia
September 19, 2013
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Agenda
Introduction
Public service system in Latvia, 2011
Results - public service system improvement in Latvia
Lessons learned
Public service catalog (www.latvija.lv)
Slide 2
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Introduction
Slide 3
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The main objective of the project was to institutionalize public service delivery model as part of the new public management in Latvia
Develop public service delivery model
• Start with the initial Model description (concept document)
• Update the Model at the end of the project
Reengineer five public services to test the Model
• Apply for Sickness benefit, Child registration, Obtain construction license, Obtain open-air advertisement license, Obtain cadaster information for heritage
Evaluate all public services according to the Model
Train public management people to apply the Model
Slide 4
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Anathonomy of the project
Slide 5
2010 2011 2012 2013
State Chancellery contracted CPM Consulting (subcontractors – PwC, IS Consulting, Metrika)
Change of the Project owner: State Chancellery -> Ministry of Regional Affairs
Initial Model description validated (concept document)
1. Five public service reorganisation plans validated
2. One-Stop-Shop concept approved by the Cabinet of Ministers
1. All public services evaluated (1050 planned, 1987 evaluated)
2. The Model updated 3. Public Service Law under development
1. Piloting of the One-Stop-Shop started
2. Training started
Change of the Government
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Public service system in Latvia, 2011
Slide 6
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There were good practices of the public service delivery in 2011, however there were many challanges as well
Best practices
• Social Insurance Agency - service oriented business processes, cooperation with local authorities
• State Revenue Service – implementation of client contact center, move to Internet as service delivery channel
• Cities – one-stop-shops, e-services
Challenges
• Administrative burden (LV -6.8% of GDP, EU average – 3.5%, Denmark – 1.9%)
• Client – postmen (18% of services)
• Unavailability of services in rural regions
• Underutilised potential of e-services (10% used)
• Service oriented budgeting (state level, organisation level)
Slide 7
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Public service delivery was ineffective – there were ~900 locations to receive the services and the availability of the services were low
Slide 8
Most of public services are suitable for remote request and/or delivery of the result
9
0 0,1 0,2 0,3 0,4 0,5 0,6 0,7
KA nodalīšana (pieprasīšana)
KA nodalīšana (piegāde)
Pasts (pieprasīšana)
Pasts piegāde)
Telefons (pieprasīšana)
Telefons (piegāde)
Elektroniski (pieprasīšana)
Elektroniski (piegāde)
Perfekti piemērots Labi piemērots Nedaudz piemērots
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Results - public service system improvement in Latvia
Slide 10
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2013
Legislation
2014
Development of the Public Service Law (31.10.2013)
Service oriented ICT architecture (30.11.2013)
E-services
Development of reusable ICT components (www.latvija.lv)
One-Stop-Shop (pilot)
Financing model
Public service model approved by the Cabinet of Ministers
Work streams
Development of related normatives (31.07.2014)
Public Service Law accepted
Pilot model development (premisses, budget, operational procedures, responsibilities etc.) (30.12.2013)
Piloting (02.01.2014 - 30.06.2014)
Evaluation of the results, updated One-Stop-Shop concept approved by MK (01.11.2014)
Methodology of service costing developed and approved by the MK (30.11.2014)
New public management system implementation
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Public Service Law should regulate relationships among institutions
Definition of the public service
Definition of the One-Stop-Shop principle
Public service provision timing
Responsibilities for public service model maintenance, service provision
Cooperation principle
Multi-channel principle
Public service register (www.latvija.lv)
Slide 12
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The public service definition was one of the most time consuming activities (unexpected)
Slide 13
State functions
Realisation of the functions
Institutions
Power Services Business
Management functions
Other
Punishment etc.
Public services
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Lessons Learned
Slide 14
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Lessons Learned (1)
The definition of the public service, the objectives of the classification and attributes of the services (identification) should be clear to all institutions before the classification process
• Only 5% of public services were identified as redundant
• Only 7% of public services were considered to be provided by private companies
ICT plays the key role in the optimisation of the service delivery
• 36% of the services were suitable for one-stop-shop, while 45% highlighted the good potential for e-services
Slide 15
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Lessons Learned (2)
The best practices of the public service delivery, classification etc. should be identified early and key people should be included in the project team
• Social Insurance Agency, Riga city etc.
Only initiatives with clear concept behind were successful, they are progressing quickly
• Public service law
• One-Stop-Shop
• Public Service Catalog (www.latvija.lv)
Slide 16
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Lessons Learned (3)
The classification criteria should be defined with the clear objectives in mind and in line with the overall public service model
• It is not possible to define the ‘importance’ of the service, however numeric information helps a lot (number of services provided etc.)
The public service model should be in line with the overall maturity of the service delivery
• The average maturity was 1 – 2 (scale 0 – 5)
Slide 17
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Public service catalog (www.latvija.lv)
Slide 18
Too bad all the people who know how to run the country are busy driving taxi cabs and cutting
hair --George F. Burns
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