Funded by the European Union

1. Funded by the European Union welcome Implementedby a Consortium led by GFA Consulting Group GmbH

2. Funded by the European Union Ukraine???? Implementedby a Consortium led by GFA Consulting Group GmbH

3. Funded by the European Union Roles of the State Change Guarantor of Rule of Law STATE is only an actor for policy making it operates between society/market/ and international actors Market Orientation Orientation to Society Implementedby a Consortium led by GFA Consulting Group GmbH

4. WHY PAR ? Funded by the European Union • Based on WEF/OECD/EU data: EU has a strong presence in top 20 of most competitive economies. But not all European economies are EU member (Switzerland/Norway). • All most competetive countries have strong institutions with good citizens approvals (trust) • Leadership and values are crucial for high performance CS and not linked to geographical area • Public sector and private development and value based public CS are contingent: there is not one trajectory. • EU best practices can be valuable to increase CS and public sector performance. Implementedby a Consortium led by GFA Consulting Group GmbH

5. Context: Current developments in PAR in Ukraine and Netherlands

6. Comparing: Reform Agenda for the Civil Service: Ukraine Key Objectives Planning and Pol. Dev. • Improving Strategic Capacity CoM • Improving a system of Strategic Planning • Public Policy Development • Introduction electronic document management system Public service and HRM • Scope of PS is adequate and defined • Enabling institutional consistent and effective HRM • Direct or indirect on senior managerial positions presented • Job classification fair and transparent • Professional development is ensured • Promoting integrity and disciple Role NACS and NAPA “NACS – NAPA the only government agency that contracts training and in service training of civil servants and local self-government officials as a central government agency that development and implements public policy in CS” “NAPA should steer and control NAPA activity” “NAPA to improve quality of professional training align training programmes” Strategyof Public Administration Reform in Ukraine for 2016-2020

7. Comparing: Reform PAR Agenda for the Civil Service: NED (2013) The central government needs to adapt to new social trends, digitization and internationalization: • National issues now European (EU) or international affairs. Environment, immigration, subsidies, business (procurement and tender) • Digitization leads to another government organization – tasks can be performed remotely/ or sourced in. EVERY ORGANISATION of Central Government can be used/ should be able/ to perform tasks and duties for other central bodies (Tax authorities- Social Insurance Bank) • The government need to constantly (re) adapt –its organization and personnel to the dynamics in society-business. • Hence there are new ways of governance (rather than government) to be found with the right mixture between hierarchy, market and network management. • Quality; deliverability and cost effectiveness `Hervormingsagenda Rijksdienst, dienstverlenend, slagvaardig, kostenbewust 22-05-2013

8. Some case studies and examples (Shared Services- Common and Competence Frame introduction)

9. Hard DATA Budget cuts (goods and personnel) Credit Crunch Reform program's since 2000 Other Governance and State 2003-2009 New CS for Central Government 2009-2011 Compact Central Government 2011-2014 Reform Agenda Central Government 2014-2017 Source: Hervormingsagenda Rijksdienst pp 24 and STAD 201

10. Reform Agenda Central Government I. Re-organisation into primary processes –– from silo’s to horizontal approach • Key Issues Addressed • Difficulties coordination and implementation- between ministries • Same work done in various ministries- • Delivery and implementation to stakeholders fragmented – no a single entry point- no one stop shop- no delivery at all • Measures • Decrease of ministries and smaller cabinet- nucleus of policy units • Infrastructure and Environment • Economic Affairs and Agriculture • Police and Justice • EVERY ORGANISATION with semi independent status (ZBOs) Central Government can be used/ should be able/ to perform tasks and duties for other central bodies (Tax authorities- Social Insurance Bank-Student Loan)

12. Key issue’s-(S) HRM, Development and cost-effectiveness • Selection, recruitment , pay and grading outsourced and up scaled from ministries to “ shared service system” • Organization of HRM function centralized from 24.000 profiles to about 26 competence based profiles

13. Up-scaling and alignment by competence based HRM • facilitates the selection, training and development of highly competent civil servants by shifting the HR practices further towards a merit-based system; • secondly, the competency framework supports the professionalism of the HR departments • thirdly, competence based allows the government to manage overall civil service development centrally to ensure that the government has the capable, competent civil servants now and as well as in the future.

14. Strategic role for Learning and Development • Civil Servant has own responsibility for employability • Central Administration will need to compete on Labor Market – War on Talent • Civil Servants will be required to regularly update competencies – training and learning part of organizational development! • Training and development organized within government when possible –externally when needed

15. Alignment I.: Selection, recruitment , pay and grading outsourced from ministries to one “ shared service system”

16. Alignment II: Organization of HRM function from 26.000 profiles to about 26 competence based profiles

18. Developing a competence frame

19. Marc van den Muyzenberg 2015

20. Competencies and skills for the public sector: an example Marc van den Muijzenberg September 2015

23. What do Dutch CivilServants do?

24. Funded by the European Union ROLE OF THE MODERN CIVIL SERVANT Implementedby a Consortium led by GFA Consulting Group GmbH

25. Building Block II. Organisation-Institutions Funded by the European Union Implementedby a Consortium led by GFA Consulting Group GmbH

26. Building Block III. Professionalism HRM Funded by the European Union Implementedby a Consortium led by GFA Consulting Group GmbH

27. Building Block IV. Coordination Funded by the European Union Implementedby a Consortium led by GFA Consulting Group GmbH

28. Building Block V. Policy Making Funded by the European Union Implementedby a Consortium led by GFA Consulting Group GmbH

29. Building Block Service Delivery VI – quality improvement Funded by the European Union Implementedby a Consortium led by GFA Consulting Group GmbH

30. Building Block VII Accountability Funded by the European Union Implementedby a Consortium led by GFA Consulting Group GmbH

31. Building Block I. Evidence Based PPM Funded by the European Union • Rather than attempt a comprehensive definition, ( PAR ) toolboxfocuses instead on the characteristics: 5Ds • “ Every policy should be a clear statement of • 1.) direction. It should be the product of a robust assessment and hence • 2.) deliberation over the pros and cons of prospective solutions, to enable • 3.) decision on the best way forward. Policy sets out a course of action, so must lead to • 4.) delivery, otherwise statements of intent are just warm words. Policy-making should also be • 5.) dynamic, taking account of changing circumstances, and flexible enough to adapt to experience and eventshttp://ec.europa.eu/social/main.jsp?catId=738&langId=en&pubId=8055&furtherPubs=yes. Implementedby a Consortium led by GFA Consulting Group GmbH

32. Reform Agenda Central Government