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Reforming civil service in the Baltic States: the Case of Lithuania

Jurgita Siugzdiniene, PhD Department of Public Administration, Kaunas University of technology. Reforming civil service in the Baltic States: the Case of Lithuania. Civil service in the Baltics. ESTONIA: 22 286 civil servants Central level, limited to public administration function

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Reforming civil service in the Baltic States: the Case of Lithuania

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  1. Jurgita Siugzdiniene, PhD Department of Public Administration, Kaunas University of technology Reforming civil service in the Baltic States: the Case of Lithuania

  2. Civil service in the Baltics ESTONIA: 22 286 civil servants Central level, limited to public administration function Open, position based system LATVIA: 11 722 civil servants Central level, limited to public administration function Open, mixed model - some elements of career based system LITHUANIA: 28 600 civil servants Central and local government levels, limited to public administration function Open, mixed model - some elements of career based system

  3. Civil Service reform trends

  4. Case of Lithuania

  5. ContextContext • Financial crisis: urgent need for budget consolidation, necessity to carry out significant structural reforms • Government machinery and the managerial system too slow to respond to new policy priorities • Civil service too rigid to adjust to changing situation and respond to challenges

  6. Main goals Evidence based monitoring system Annual Government Priorities Policy implementation process PERFORMANCE Senior Civil Service Performance agreements COORDINATION Performance based budgeting

  7. Key components of PA reform Strategic management and budgeting Coordination Civil service Institutional framework Performance Efficiency

  8. Strategic management and budgeting Performance based budgeting cycle

  9. Performance chain Annual Government priorities Agreement between PM, MoF and a Minister Strategic priorities of aMinister Performance agreements Department Department Department Agency

  10. Functional reviews of ministries, government agencies, and their subordinate institutions • Optimization of organisational structures Optimal organizational structure Optimal framework Accountability • Optimization of the system of government agencies (from 21 to 12) • Reduction of the number of appropriation managers, legal persons • Minister is fully responsible/ accountable for administration areas within his/her remit Institutional framework

  11. Civil service reform What we are aiming at? • Better accountability for performance results, stronger motivation to perform • Improved coordination, whole-of-governance approach • Enhanced policy implementation • More flexibility, freedom to manage • Focus on Senior Civil Service as a main lever of changes

  12. 1. Semi-centralized selection Centralized stage (Civil Service Department) Decentralized stage (recruiting institution) Institutional commission consisting of at least 3 members Observers – representative of Trade Unions and Civil Service Department Assessment of competency to carry out specific tasks/functions Practical exercises and interview • Assessment of general competencies (removing “memory tests”, focus on logic based exercises) • Assessment of managerial competencies (interview carries out by professionals) • Language proficiency (language centers) • Assessment results are valid for 24 months

  13. 2. Performance based assessment system • Moving from “function” to “result”, from “qualification” to “competency” • Closely linked with strategic goals of the institution • Discussion and agreement between supervisor and civil servant (twice per year) on: key tasks and results to be achieved during the budget year and specific indicators (quantitative, qualitative) Assessment of competencies and agreement on competency development plan

  14. 3. Senior Civil Service (pending approval) • Approx. 200 positions • Personnel Management Commission • Term in the Office (4 + 4) • Senior civil servant – more generalist than specialist • Internal or external competition • Different performance assessment procedure • Remuneration linked to performance results • Special training programme

  15. 4. Transparent performance based salary system • Introduction of performance-based payment • Removal of all types of bonuses, supplements • Removal of supplement for tenure Salary = basic salary + yearly bonus for performance (from 10 % to 20 %) No actions so far!

  16. Issues, lessons learned (1) • It was planned as a big bank reform • However, little political support (Parliament), resistance on the side of civil servants • Therefore, small steps instead of big bang • For performance system to work you need all key elements in place (main element is still missing ........)

  17. Issues, lessons learned (2) • Intensive communication and discussions with civil servants, members of Parliament, political parties • Active communication with Media • Establishment of critical mass within civil service to facilitate change, attention to Senior Civil Service

  18. Thank you, let’s discuss..

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