Quality of public administration in europe
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Quality of public administration in europe
- 1. Quality of public administration in Europe Future governance workshop Leuven University, 17 April 2018 Mina.Shoylekova@ec.europa.eu Structural Reform Support Service, EC
- 2. Quality of PA and European Union From a "club of countries" to a Single Market • Increased level of integration • PA emerging as an issue from every policy policy area • EU has no competence, but we do a lot 2
- 3. PA as a factor for growth 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 SEUK 3.5 4.0 4.5 5.0 5.5 6.0 50 55 60 65 70 75 80 85 90 95 100 Globalcompetitivenessindex2015 Government effectiveness 2015 3
- 4. PA quality gaps across Europe remain Sustainable Governance Indicators: 14 EU Member States show a downward trend Only three countries show a more substantial improvement in their executive capacity over the last 4 years 4
- 6. PA and societal challenges 6
- 7. Better management vs. quality of results 7
- 8. 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 … 8
- 9. … but higher expectations 9
- 10. … but higher expectations 10
- 11. … but higher expectations 11
- 12. Who should take action? Accountability ? Subsidiarity, policy efficiency and accountability 12
- 13. Public, private and accountability 13
- 14. Aging 14
- 18. PA and EC engagement European Semester Investment: e.g. ESIF, CEF, ISA + Technical support: SRSP, TAIEX P2P Funded research: COCOPS, LIPSE, ANTICORRP, FUTURGOV Funded initiatives: OPSI (OECD), EPSA (EIPA) Studies & Analysis: e.g., eGov, Justice Scoreboard, Single Market Thematic guidance: Quality Public Administration Toolbox Networks of practitioners: e.g., EUPAN, ESF TNC, PES Soft standards: e.g. e-government action plan Directives: e.g. e-procurement 18
- 20. SK IT EL BG Results? EUR 4.7 billion for PAR 2014-2020 EU Financial framework 20
- 21. Typical priorities… (some examples) Efficiency & effectiveness Better health management Planning & analytical capacity 21
- 23. A look inside … 23
- 24. A look inside … Green Boxes Blue Boxes Orange Boxes Darker Green Commission policy and initiatives Key studies and speeches Case studies Lighter Green "Cited" from existing studies and guides Checked with "original sources" Compendium style (many sources, underlying messages, lessons, not a roadmap – context may limit transferability) + 24
- 25. Soft standards • Digitalisation and eGovernment • Human capital, skills and competency frameworks • Quality of PA in environment • Professionalization of procurement 25
- 26. 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 26
- 27. Research, innovation and FuturGov • COCOPS • LIPSE • ANTICORRP • FUTURE OF GOV / PS • CITADEL • ENLIGHTEN • Co-VAL • WeGovNow 27
- 28. OPSI online platform Network of National Contact Points 40+ countries 28
- 29. Next steps • Thematic and financial support • Country and thematic knowledge • Better internal collaboration • Boost mutual learning and stimulate policy dialogue 29
Notas del editor
- An illustration of the link between government effectiveness and competitiveness Some further evidence on the need of reforms: – public sector in Europe spends half of the GDP, yet services do not reach all that need them. Social justice is perceived to be in decline corruption deprives the public with 9,000 bln euro It is clear that reforms need to continue and we see this as a two-step process: 1/ ensure a similar level of quality across Europe 2/ long in the longer term and agree where we want to be in 20 years' time. There are many teams and initiatives, including the Commission, looking at the opportunities and dimensions of government transformation in the future.
- There has been a lot of reform effort and serious investments in across Europe, but it is important to say that the gap still remains: Member States who joined the EU after 2004 carried out substantial administrative reforms as part of their preparation for EU membership. Several years after accession, however, in many of these countries the momentum was lost. The overall Sustainable Governance Indicators published by Bertelsmann Foundation, shows that 14 EU Member States show a downward trend in (Estonia, Croatia, Latvia, Lithuania, Luxemburg, Hungary, Netherlands, Poland. Portugal, Slovenia, Slovakia, Finland, Sweden). Only three countries (Italy, Cyprus and Malta) show a more substantial improvement in their executive capacity (above 0,5 p.p.) over the last 4 years.
- In the past decades, we all defined better public administration as more effective, efficient, accountable and transparent. And indeed, as latest research shows we, civil servants, have made progress in "doing things right”. We have adopted various methods and approaches to formulate clear objectives, to measure and monitor implementation, to manage organisational and personal performance, to ensure sound financial management, to train and retrain our staff, to report and disseminate results from our work.
- The pressure to "do the right things" is increasing with unprecedented low levels of trust in government … Left – US generational survey published by Pew Research Center in March Right - Eurostat trust in institutions since 1999
- .. but also increasing expectations of the younger generations that public institutions will protect public interest, ensure social justice, rule of law, protect the weaker, create equal opportunities, enable innovation and foster fair completion of businesses. Table – US generational survey published by Pew Research Center in March
- Telefónica Global Millennial Survey, 2013 European youth most pessimistic about future economy
- Telefónica Global Millennial Survey, 2013 … yet, expecting some more government intervention than US peers
- All these expectations couple with a very challenging environment for the public administration itself: - Globalisation, increasing interrelatedness and complexity in society, constant disruptions put to a test our "modern" management and organisational practices. Policy issues go beyond local, regional, national boundaries and require new ways of networking and collaboration across different levels of government.
- - The boundaries of the public sector are getting blurred as a result of privatisation, outsourcing, public private partnerships, and other modern methods of service delivery and policy-making. This has implications for public accountability in the delivery of policies and services.
- Aging is one of the key societal issues we need to address with our policy proposals, yet aging is one of the main management problems we need to deal with in public administration. Some countries (Belgium, Spain, Italy) will see up to 45% of their civil servants retire in the next 15 years. This raises serious concerns about long-term capacity, institutional stability and quality of services. We need to find new ways to attract new employees from the decreasing numbers of young people entering the labour market.
- - The pursuit of optimisation and efficiency reduces the resilience of public organisations and systems. Our effort for strategic planning and long-term vision is confronted by the need to be agile and flexible.
- - Technological change does not only require new skills and competences. It will force us to rethink the overall functioning and role of public institutions – from digitalising an important part of the current administrative jobs, to further shift of services from the public to the private domain, to the arrival of totally new ways of interaction like blockchain and holochain, and other technologies that we are still to learn about. https://blogs.opentext.com/danger-confusing-digital-transformation-digitization/ https://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/public-sector-digitization-the-trillion-dollar-challenge
- Many studies detect reform fatigue in European public administration but it seems that major reforms – indeed, structural reforms - are still ahead of us. We need to find smarter ways to carry them out. Find results from COCOPS study and source on structural reforms
- Since 2012 public administration challenges have been a key part of the structural reforms needed across Europe. In 2012-2015 up to 20 countries had specific recommendations to work on. While the approach of the Semester has been adapted to focus on a smaller list of key priorities, the topic of public administration transformation has stayed high on the agenda.
- So, what link do we make between quality and structural reforms? In response to the needs and in the absence of the "policy" on public administration, the Commission services have engaged in drafting a Toolbox for Practitioners on "Quality of Public Administration". The first edition was published in 2015.
- The screening takes into account several criteria (in accordance with the SRSP Regulation), such as the urgency, breadth and depth of the problems identified, support needs, analysis of socioeconomic indicators and general administrative capacity of the Member State. Secondly, the SRSS checks whether the projects will generate significant added-value on the ground. In particular, all requests considered non-mature, not operational or not fitting into a wider Member State strategy are simply not prioritised. Thirdly, the SRSS also verifies, in coordination with the Member States, that there is no overlap with funding from other EU programmes, including from the operational programmes under the shared management.
- CITADEL: Empowering Citizens to TrAnsform European PubLic Administrations. Will create an ecosystem of best practices, tools and recommendations to transform Public Administrations (PAs) via co-creation of services. ENLIGHTEN is part of the EURO-4 call on “The future of European integration - 'More Europe – less Europe?'”. How European modes of governance respond to ‘fast-burning’ and ‘slow-burning’ crises. These types of crises differ in how they affect the legitimacy of European input, output, and throughput processes in established and emergent modes of governance. CoVal - Understanding value co-creation in public services for transforming European public administrations. To discover, analyse, and provide policy recommendations for transformative strategies that integrate the co-creation of value in public administrations. WeGovNow - Towards We-Government: Collective and participative approaches for addressing local policy challenges - emerging technologies for effectively supporting coproduction by civic society stakeholders and collective proposition development, whereby citizens are partners as opposed to customers in the delivery of public services.
- The Observatory studies how governments innovate, how they chnage their ways of working facing today's complex public policy challenges Online platform + Network of Government Contact Points: meeting 2x / year 4 main threads / work packages: System thinking and systems approaches: how governments redefine problems, reframes working with stakeholders (involves stakeholders and co-creates new solutions with them (beyond consultations) and - as a result – changes the system or elements of the system to implement the new solution City level innovation: how cities co-create urban environments with citizens; partnerships with urban ecosystem players; create new realities for inhabitants Citizens are more prone to collaborate with city gov because what is happening in the city impacts their lives directly. Innovation life cycle (skills and tools): what tools are being used in the various phases of an innovation project (concept, development, prototyping, testing, etc.) and what skills are needed to bring about changes in the way we apporach things in our work