International Relations Department DISPA meeting Athens, June 2014

1. Resilience as a challengeforthePublic Sector: theSchools´ and InstitutescontributionTheneedforan innovative transformation International RelationsDepartment DISPA meeting Athens, June 2014

2. Index: • SpanishPublicAdministrationReform: theCommissionfortheReform of thePublicAdministration (CORA) • INAPs´ contribution: theneedforaninnovative transformation

3. SpanishPublic Administration Reform: the Commission for the Reform of the Public Administration (CORA) • Created in October 2012 by the Council of Ministers • Implemented by OPERA: Office for the Execution of Administrative Reform • Mandate: make proposals for a more rational, useful and effective Public Administration, eliminating inefficiencies and administrative duplicities

4. 217 proposals made by civil servants (a top-down audit of administration) with suggestions from citizens (electronic box) and an advisory council (unions, private sector and academia) • One of the most ambitious processes of governance reform in OECD countries (strategic objectives of the country in a short, medium and long-term perspective) • Background: high level of decentralization (Autonomous Communities), administrative duplicities, trust deficit in public institutions, institutional fragmentation

5. Fourcoreprinciples : • Budget discipline and publictransparency: • Law on Budgetary Stability and Financial Sustainability: establishes the structural deficit for the entire Public Administration maximunof 0,4% of GDP (for long-term structural reforms) • LawforTransparency, Access to Information and GoodGovernance • Public sector rationalization: • “OneAdministration, onecompetence”: 118 proposalsforeliminatingoverlaps and duplicationbetweenthe general stateadministration and regional governments • Rationalization and sustainability of the Local Administration

6. IncreasePublicAdministrationefficiency • Civil servants as a strategic asset and partners of change: the need to prioritize training and engage staff channels to ensure their commitment to the changes: • developing a sustainable and flexible human resources management • improving mobility and career paths • developing performance assessment, competency-based HR system; • better matching of resources to demand and better coordination of training opportunities. • Other measures: • Improving e-government (100% of administrative procedures in 2015) • Electronic Invoicing, electronic ID card • State Centralized Purchasing System, a unique central purchasing body

7. Greateralignment of serviceprovisionswiththeneeds of citizens and businesses: Somemeasures: • Improvingbetterregulation • normativereview and codification of Laws, • a uniqueaccesspointforcitizens, • ICTsand digital governmentenhancement

8. SpanishPublicAdministrationReformexpectedresults: • 37.620 M € saved in thepublic sector in 4 years • Bettermanagement, betterquality in thedelivery of publicservices • A more rationalizedPublicAdministration, more transparent, accountable and closer to citizens • Fosteringthe “GoodGovernance”: enhancing trust in government, itsinstitutions, thequality of itsservices and decisions and the general publicinterest

9. INAP´scontribution: theneedforan innovative transformation: • INAP Strategic Plan 2012-2015 • INAP´s main innovations: • Centre for Innovative Studies • INAP Innova • Social and Knowledge Ecosystem • Other INAP projects

10. INAP STRATEGIC PLAN 2012 - 2015 Mission: “create transformative knowledge in the public sector for the benefit of society as a way to promote social cohesion and a high quality democracy”. SecondObjective: “Createhigh-qualityknowledge and reflectionforthedecision-making and designing of publicpolicies.” FifthObjective: “Alignthe INAP managementwithstrategicchallenges” FourthObjective: “Turn INAP into a center of excellence in the training of public managers” ThirdObjective: “Link training and recruitment to PublicAdministration real needs, to professionalskills and competences of civil servants and to professionalcareers” FirstObjective: “Strengthenthe INAP institutional role at national and international level” Strategy: Knowledge Management Development

11. INAP innovation: public sector environment Fewerresources More competitiveness Increasing of citizens´ demands Performance enhancement Greaterefforts Greaterexpertise Manychanges in short time Universality and immediacy of information Primacy of Technology Globalizedworld Needfor a differentiation

12. Centre for Innovative Studies: • Objective: support investigation and high quality knowledge for the decision-making and for the design of public policies • Practitioners, academics and researchers • Current research groups: • New administrative career patterns • Inter-regional researching and inter-administrative collaboration for public employees training and for a better public service • Administration 2032 • Territorial decentralization

13. INNAP Innova: • Objective: tocreate social value • enhancingorganizationallearning and transformativeknowledgeamongpublicservants • raisinginnovativeawareness in the Public Administration to promotegoodgovernance • Tools: events, training, publications (Innap Innova Library)

14. Social and KnowledgeEcosystem: the Professional Network, theKnowledge Bank and theInnovation Bank • Directed at publicemployees of allPublicAdministrationlevels and citizens • 3 axies: people, knowledge and communities • Objectives: • Create and disseminatetransformativelearning and highqualityknowledge • Promotetransparency and open government • BoosttheinnovationwithinthePublicAdministration • Foster exemplarity, legitimacy, autonomy, efficiency and responsibility in thePublicAdministration

15. Design… Social and knowledgeEcosystem SOCIAL PROFESSIONAL NETWORK CORTEZA INNOVATION BANK CORE KNOWLEDGE BANK

16. INAP Professional Network: To generate expert knowledge through informal learning (daily activities related to work) to enhance the professionalization of the civil service and improvement in the delivering of public services delivering Social Profile User Roles Calendar of Events Communities Messaging Knowledge Bank (BCI) Others Contact Management

17. Knowledge Bank: • Objective: use and share INAP knowledge (documents, studies, research, investigations, reports) withcitizens and national and internationalorganizations and institutesconnectedto INAP • INAP has designed a “Map of existingKnowledge” in ordertoidentifytheneed-to-knowrequirements and sources of knowledge in thedifferentareas of PublicAdministration

18. Knowledge Bank ARCHITECTURE

19. PublicAdministrationInnovation Bank: • Conceivedtobecome a referee of goodgovernance and innovation in PublicAdministrationissues • A repository of goodpracticesthatwillallowtoknowwhich are the leader institutions in differentpublicpoliciesorpublicactivities • Connectedto INAP Bank of knowledge: open tocitizens and institutions

20. Social and KnowledgeEcosystemBenefits

21. Other INAP projects: some samples • Official Master degree in Leadership and Public Management: blended (Spanish officials) and face-to-face (foreign public employees) • Guide for the design of training activities • Dictionary of competences and skills for executives and junior executives public employees • Training aligned with professional career and professional competences • Creation of the Latin American Knowledge Community in Public Administration

22. THANK YOU FOR YOUR KIND ATTENTION www.inap.es internacional@inap.es