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Enhancing Public Administration: Strategies and Best Practices

Explore key workshop topics such as service delivery, recruitment, competencies, and shared service centers to optimize public administration. Learn lessons from successful cases and factors critical for success.

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Enhancing Public Administration: Strategies and Best Practices

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  1. Quality of Public Administration – A Toolbox for Practitioners 25 – 26 February 2016 - Sofia Workshop

  2. Workshop topics • Service delivery (One-stop-shops / Complex Service Delivery Centres • Hungarian experience on OSS • Shared Service Centres • Estonian Shared Service Centre • HR: Recruitment & selection • Irish Public Appointment Service & EPSO • Managing the funds: competency management • => DGREGIO

  3. Workshop questions Key points / “problems” in the Bulgarian case ? Main lessons learnt from the case ? Key factors for success ?

  4. Reporting Session1: Service improvement – One stop shops Aleko Djildjov Administration of Council of Ministers

  5. 1. Key points/problems – Bulgarian state of affairs • Managing the process: top-down v bottom-up? • Option 1 (specialised OSS) vs option 2 (using intermediate players, e.g. post offices, libraries). Which model? Assess costs & benefits of each. • Working with intermediate players (e.g. post offices, libraries) – get their ownership?Cannot be delivers of services, only signpost • Need integrated & interoperable IT system • Social issues – impact of job losses within PA

  6. 2. Main lessons learned – Hungarian case • Clear vision & objectives from top-down • Very important to standardise (systems, competences, etc) • Step-by-step approach=> Pilot testing – bear in mind differences between regions / localities during testing • Communication & explanation of reform from outset and at every stage, to avoid dissatisfaction among staff (social impact) & among users • Long-term political will (takes many years), and needed to adjust legal framework

  7. 3. Key factors for success • Users have different & specific needs, need to understand & analyse • Good analysis at sector level re. processes, major registries • Redesign systems so can speak to each other (interoperability); some administrations use manual extraction to provide to other administration • Need investment to get these desired results – secure funding for whole reform • Long-term political will

  8. Understanding users’ needs and expectations - Direct contact with citizens/businesses - Indirect feedback and representation - Mystery shopping - Life events, customer journey mapping Key elements for improving service delivery Improving processes • - Process re-engineering • - Administrative simplification Easy access to services - The one-stop shop (OSS) - Multi-channel service delivery Using e-government - Interoperability and ‘once only’ - Moving towards digital by default Committing to service standards and measuring satisfaction - Service charters - Measuring and managing satisfaction

  9. Reporting Session 2: Shared Service Centres Radoslav Milanov Administration of Council of Ministers

  10. 1. Key points – Bulgarian state of affairs • Lack of standardised processes & IT systems (and competent IT experts, low salaries) • Regulations seem to be recommendations only - should be clear, but in practice, general administration within specialised administration (hidden) • Can expect resistance from both staff and decision-makers, cutting staff will be big issue, hard to find jobs in private sector (but could also see as opportunity, well-trained staff e.g. in accountancy, will be more attractive to private sector employers) • Room for efficiency gains (savings)

  11. 2. Main lessons learned – Estonian case • Very clear goals - reduction of cost AND improvement of service quality (2nd became more important over time) • Lengthy process - developed 4 models, thorough analysis before decision (pros and cons of each) • Clear decision about choice of services to be shared (accounting, payroll, etc.), as common across administrations • Discretion given to ministries to decide to come together and set up shared service centres (skip the 1st phase)– and willingness to do so (in effect, became a pilot for SSC model) • Continuous communication with clients (mindset)

  12. 3. Key factors for success • Most important, have in-depth systematic analysis of processes to inform decision … • Then perform re-engineering of services and IT to be used … • Then lead to training of personnel … • And communication of step-by-step approach (roll-out)

  13. Reporting Session 3: Recruitment & selection Vania Novakova Administration of Council of Ministers

  14. 1. Key points – Bulgarian state of affairs • Organisational: Requires management decision. Do we need special body / centre? Separate body to hold competitions and develop methodology? • Test-related: • Item bank - how develop database? Outsourcing / tendering of tests. • Include Numb Reasoning test? Analytical Reasoning test for everyone? What about specialist competencies (IT, engineers, etc) – screened out by general test? • Context of HRM system: link to HR in general

  15. 2. Main lessons learned – Irish & EPSO case • We know there will be centralised system from 2018, it’s do-able – borrow from 2 success stories (combination of outsourcing & in-house experience); will take 2 years to develop & verify tests • Based on ‘HR science’ – methodologies, terminology • Need for manuals (‘how to apply’) and sample tests on Internet, so that candidates don’t fear the test • Specific test elements (less focus on CBT or not): AR to test for analytical competencies, not just managers; SJT very appropriate for results- and client-orientation profile; Irish experience from unsupervised to supervised online tests very good (diminish workload, drop-out rate from less committed)

  16. 3. Key factors for success • Clear structure (should be dedicated unit) - establish who will develop methodology, frameworks, responsibility for different stages (develop in-house or outsource) – and monitoring of structures and standards (measure), assess validity • Well and clearly-regulated: process to be short as possible; transparent procedures; data security – no leakage; establish difficulty levels, whether NR or not • Good information materials for self-training in BG language and online, assess possibility to sit in tests

  17. Reporting Session4: Competency framework Pavel Ivanov Director of Institute for Public Administration

  18. 1. Key points/problems – Bulgarian state of affairs • Staff with necessary competences is limited • Lack of time for training • Lack of financial resources for training for some organisations • Quite often, training not perceived as important by managers • Subjective assessment of training needs

  19. 2. Main lessons to take away from the model • More objective criteria for assessment – common definitions of competence levels • Stronger commitment of mangers to training with engaging them in assessment and link between tasks and training needs • Peer2peer – involving practitioners to share experience can also create common standards and quality of processes

  20. 3. Key factors for success • Create motivation for professional development • Objectivity of assessment – come to agreement with supervisor • Commitment for implementation of personal development plans, incl. needed finance • Adequacy of training content

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