1 / 19

Opening up the Public Sector through Collaborative Governance

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. Introduction – Self. Chartered Accountant with more than 20 years working in and with public sector

slade-mclean
Télécharger la présentation

Opening up the Public Sector through Collaborative Governance

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. 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

  2. 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”

  3. Where we are – The cold climate • Banking crisis • Economic crisis • Public finance crisis • Currency crisis

  4. 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

  5. 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

  6. 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?

  7. Challenges • Stabilising public finances • Effective financial sector regulation • Continuing to address the climate change agenda • Protecting competitiveness • Protecting employment/employability • Protecting diversity

  8. 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

  9. General evaluation criteria General award criteria relevant to all three themes were: • Innovation • Public concern • Sustainability • Impact • Learning capacity and transferability

  10. 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

  11. Theme 1 – Statistical overview • 103 applications • 8 evaluators • 22 countries plus EU institutions • 3 evaluators per application

  12. Theme 1 – Applications by country

  13. Theme 1 – Applications by administrative level

  14. Theme 1 – Applications by size of organisation

  15. Theme 1 – Applications by sector

  16. 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)

  17. 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

  18. 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”

  19. 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: m.burnett@eipa.eu

More Related