Modernising Public Administration ‘Toolbox’ Florian HAUSER, DG Employment, Social Affairs & Inclusion
Outline Ø Background: Why a ‘toolbox’? Who is the intended audience? Ø Scope & structure Ø Case study material Ø Example content Ø Next steps & timings Ø Questions for you
Why an MPA toolbox? § Non-prescriptive guidance: presents COM thinking and initiatives on modernising public administration in one place (laws, reports, agendas, programmes, communications, etc. ) § Working together: MPA is multi-faceted; Inter-service Group on Institutional Capacity and Administrative Reform, chaired by DG EMPL § Drawing on international experience: EU-funded and other studies; country-level initiatives (both new and tried & tested) § Links to European Semester and ESIF: suggestions for implementing country-specific recommendations and OPs under thematic objectives (especially TO 11)
Main audiences Member States: • Policy-makers in PAR (central, regional, local) • ESIF managing authorities • Civil Society COM Services: knowledge management within & across
Scope and structure • Introduction (“guide for readers”) • 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 (see example) 5. Enhancing the business environment 6. Strengthening the quality of judicial systems 7. Managing public funds effectively (including public procurement and ESIF) Note: links across themes
Case study material • Inspiring examples: interesting, relevant and potentially transferable • Geographical spread: all EU-28; exceptionally rest of world • Sources: • EU-funded studies, published by the European Commission • Competitions: European Public Sector Award (EPSA) & Crystal Scales of Justice • Meetings of European Public Administration Network (EUPAN) • European & Common Assessment Framework (CAF) Public Sector Quality Conferences • OECD reports • Sources provided by EC Services, their High-Level Groups & Expert Groups, and the European Institute of Public Administration (EIPA). • Currently in the phase of checking (up-to-date / agreement)
Outline content (chapter 1) Chapter 1: Better policy-making Ways and tools to strengthen capacity How is policy designed? What and who informs decision-making? How can governments move towards more reflective, long-term planning? What instruments are available to policy-makers to achieve their policy goals? What are their relative merits? How best should they be implemented? § § § How does the administration know if the policy has been achieved? How can the administration strive for still-better performance and more creative solutions to established and emerging problems? § § § § Policy fundamentals Forward planning Strategy preparation Consultation and co-design Fiscal measures (performance budgeting) Laws and the regulatory framework Institutional structures and reforms Co-production Evaluation (including co-evaluation) Performance audits External scrutiny Public sector innovation
Outline content (chapter 2) Chapter 2: Embedding ethical & anticorruption practices Ways and tools to strengthen capacity How do public administrations set the framework for promoting integrity and combatting corruption? § Clear statements of ethical values & standards § Risk-based strategies (risk assessment, risk mapping) § Laws (corruption) & regulations (conflicts of interest) § Integrity coordinators § Anti-corruption agencies § Open government & access to information § External scrutiny § Merit-based recruitment & other HR techniques § Ethics training & dilemma training § Disclosure of interests, income & assets § Administrative simplification, controls & automation § Whistle-blowing mechanisms § Investigation, prosecution & sanctions What role can transparency play in (re)building trust among the public? What preventative measures can administrations take to strengthen ethical performance and reduce the scope for corruption? What can administrations do to detect and act on corruption when it occurs?
Outline content (chapter 3) Chapter 3: Professional & well- Ways & tools to strengthen capacity performing institutions Do we know what we do, why we are doing it and how we do it? § Mission, vision and strategy development § Monitoring § Accountability How do we ensure good and strong public sector leadership? § De-politicisation § Professionalization How do we enhance a modern HRM § policy? § § Do we foster a culture of quality management thinking and continuous improvement in public sector organisations? Regulation Recruitment Competency development and training Career systems and promotion Etc. § Triggering, stimulating, supporting and rewarding public sector organisations § Using quality management instruments
Outline content Chapter 4: Improving service delivery (chapter 4) Ways & tools to strengthen capacity § Direct contact (surveys, panels, and focus Do we know what citizens / users groups) expect from our organisation in terms of services and their delivery? § Indirect feedback and representation § Mystery shopping § ‘Life events’ analysis & customer journey mapping How do we improve our processes in § Process re-engineering § Administrative simplification order to optimise service delivery? § One stop shops Are user demands met through the § Multi-channel service delivery ‘front office’ interface with the administration? § Interoperability Given all of the above, do we make § Online life events best use of e-government in § Key enablers (e-ID, single sign-on, etc. ) delivering these services through § ‘Once only’ registration online channels? § ‘Digital by default’ § ‘Open by default’ Do we know how satisfied users are § Users’ service charters § Satisfaction measurement and with our services and how we
Outline content Chapter 5: Enhancing the business environment (chapter 5) Ways and tools to strengthen capacity § § § How can public administrations ensure easy, fast and cheap access to public services at all stages of § § the business cycle? What can administrations do to encourage aspiring § entrepreneurs, by reducing the cost, time & steps to § § start up? § How can administrations best support established § businesses to operate, employ, and expand if § desired? § § § § How do authorities make trade, especially beyond § the EU’s borders, as seamless for business as § possible? § § § Faced with business closure, what is the best way to § § protect the interests of all parties and create the § conditions for new or re-modelled businesses to § emerge? How can we make compliance with essential ‘red tape’ as painless as possible for all businesses? Administrative simplification programmes Mitigating measures to reduce burdens Awareness-raising and clarification of essential rules Certification of good public services ‘Indivisible’ government Points of Single Contact & other One-Stop Shops (OSS) e-Government for business (G 2 B) Removing minimum capital requirements Simplifying registration Reducing the statistical burden on new start-ups Unifying corporate data provision (fiscal & statistical) Easier empowerment of intermediaries Less frequent declarations; e-filing and e-payment of business taxes Risk-based tax inspections Simpler & on-line employer reporting Interactive online tools and standard templates Streamlining permit applications Simplifying & automating property registration Cutting the incidence of late payment Reducing reporting thresholds for intra-EU trade Simplifying import, export & transit procedures Certification systems to fast-track trade Risk-based goods inspections e-Customs Establishing the ‘Single Window’ in all Member States Promoting rescue and restructuring in insolvency law Making available mediators to assist negotiations and reorganisation Ensuring a second chance for honest bankrupts Improving efficiency & transparency in insolvency proceedings. Delving deeper (chapter 5)
Outline content (chapter 6) Chapter 6: Strengthening the quality of judicial systems Ways and tools to strengthen capacity How can the performance of the judicial system be assessed and its quality assured, drawing on intelligence from inside and outside the judiciary, to meet the expectations of citizens and other users? § § § Performance monitoring & reporting Performance evaluation Quality groups Satisfaction surveys & other consultation techniques Quality management systems How are judiciaries maximising access to justice under civil and commercial law, including Europewide case law? § § Information for court users Media relations Court coordinators & case law databases Alternative dispute resolution (arbitration, mediation) How are justice systems being modernised, so that the judicial process is better, faster and more cost-effective? § Process re-design § e-Justice § e-CODEX and e-SENS How can judges, prosecutors, court administrators and other legal professionals keep up-to-date with the latest legislative developments and changes in the operating environment? § § § Training needs analysis Curricula and training plans Training methodologies Training tools to apply EU law Assessment of participants´ performance
Outline content Chapter 7: effectively Managing public (chapter 7) funds Ways and tools to strengthen capacity How do public administrations ensure that they fulfil the principles of fiscal governance when managing spending? Given public procurement’s share of government expenditure, how can public administrations make it more efficient and accessible, especially to SMEs and across borders, and use its leverage to boost innovation? Given the principle of sound financial management, how do public administrations achieve the triple goals of maximising spend, minimising irregularities, and maximising impact of ESIF? § § § Budget preparation Budget execution Internal controls & audit External audit Public Procurement of Innovative solutions (PPI) § Pre-Commercial Procurement (PCP) § Simplified procedures § e-Procurement & e-Invoicing § § Roles, responsibilities & coordination Managing human resources Tools for project selection, monitoring, etc. ESIF governance
Example – breaking ‘silos’ • Example: e-Government as a recurring topic • e-Participation in policy-making and law-making (theme 1) • Automating processes to reduce scope for corruption (theme 2) • e-Government for more efficient back offices, virtual one-stop shops, and better, faster, cheaper service delivery (theme 4) • Interoperability & ‘key enablers’ (e-ID, single sign on, etc. ) • ‘Once only’ principle of data registration • ‘Digital by default’ & ‘open by default’ • e-Services to improve service delivery & reduce the administrative burden on business, e. g. e-Customs (theme 5) • e-Justice for a more efficient, quality judicial system with better access to justice (theme 6) • e-Procurement to open up tendering and speed up the process (theme 7)
Next steps & timing 1. Full draft toolbox prepared and circulated: end October 2. Contacting cases (update / approval): September -> November 3. Finalising all chapters: end November 4. Lay-out and publication: December 5. Dissemination: January onwards
Questions for you 1. Do you see this as a useful initiative? Does it present new information, or just repeat existing knowledge? Is the format user-friendly? 2. How best to publish? Two options: E-book (navigate with links to other themes, topics, case studies) Hard copy (extended summary / link to e-book, or publication per chapter) 3. What would you like to see in terms of follow-up / dissemination? Would you like to see more of the ‘toolbox' – if so, what, how and in which format? (e. g. focus on case studies, topical seminars)?
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