Opening up the Public Sector through Collaborative Governance
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Transcript of Opening up the Public Sector through Collaborative Governance
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Opening up the Public Sector through Collaborative Governance
Smart Public Service Delivery in a Cold Economic Climate
Michael Burnett, EPSA Final Conference, Maastricht, 16 November 2011
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Introduction – Self
Chartered Accountant with more than 20 years working in and with public sector
Public sector expert Deloitte and Touche/KPMG (14 years)
EIPA expert PPP/public services (6 years) Done business in 20+ European countries EPSA Co-theme leader “Smart public service delivery
in a cold economic climate”
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Where we are – The cold climate
Banking crisis Economic crisis Public finance crisis Currency crisis
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The importance of where we are
The sustainability of Europe’s social model is at stake eg sustaining employment, promoting employability, maintaining diversity etc
The questions are profound – What is the state for? There’s an emotional dimension... - What will be our legacy to our children and
grandchildren? - It’s never easy to move from expansion to
contraction The essential need for change to face the future
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Smart public service delivery matters more than ever
Europe’s public finances are in a grave crisis The problem can’t be fixed in one or two years The problem can’t be fixed with painless solutions There are limits to the scope for tax increases,
better tax collection and continuing to borrow Future economic growth can’t be relied on to fix the
problem Public administrations are not totally in control of
their future Lack of trust and moral authority in public
authorities
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Smart public service delivery – Key issues
Who should provide services? How should they be provided? What should be provided? Who decides the who, how and what? How are decisions made?
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Challenges
Stabilising public finances Effective financial sector regulation Continuing to address the climate change agenda Protecting competitiveness Protecting employment/employability Protecting diversity
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Theme 1 – Smart public service delivery
Directly related to one key aspect of Europe’s economic crisis ie stabilising public finances
Innovative and successful changes in how services are delivered leading to:
- Improved service at the same or lower cost - Maintaining diversity in service objectives while
reducing costs and maintaining quality - Redefined service at significantly lower cost - Significantly improved service relative to cost increase
Imaginative and improved performance measurement linked to service objectives
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General evaluation criteria
General award criteria relevant to all three themes were: Innovation Public concern Sustainability Impact Learning capacity and transferability
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Theme 1 – Specific evaluation criteria
In Theme 1 we were looking for initiatives which: Balanced cost change with change in service
standards Linked service objectives and measurement indicators Showed evidence of attention to diverse service
objectives
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Theme 1 – Statistical overview
103 applications 8 evaluators 22 countries plus EU institutions 3 evaluators per application
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Theme 1 – Applications by country
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Theme 1 – Applications by administrative
level
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Theme 1 – Applications by size of
organisation
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Theme 1 – Applications by sector
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Theme 1 – Final Nominees
EPSA2011261 Change² - City of Mannheim: Achieving More Together (Mannheim, Germany)
EPSA2011108 Political Management based on Economic Stringency and Strategic Budgets (Bilbao, Spain)
EPSA2011253 NDLA: Innovation in Acquisition, Development and Distribution of Digital Learning Resources (Norway)
EPSA2011152 High Technology at Low Cost in the Management of CAP Subsidies in Catalonia (Spain)
EPSA2011258 Effectiveness in Healthcare. Computer System to Manage the Surgical Process (Forli, Italy)
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Theme 1 – Key messages
Importance of strategic framework for budget and service reform
- Clear budgetary targets
- Prioritisation of service objectives Importance of commitment at all levels in organisation
- Political engagement
- Staff commitment
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Theme 1 – Key messages (continued)
Relevance of size and level of administration
- Particular challenges for small administrations
- Implications for administrative reform? Relevance of technological innovation
- Often necessary but not in itself sufficient
- Importance of “adopt, adapt, improve”
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Contact details
Mr Michael Burnett Expert, European Public Management European Institute of Public Administration Maastricht, the Netherlands Tel. +31-43-32 96 286 E-mail: [email protected]