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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

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Opening up the Public Sector through Collaborative Governance

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  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

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