Public Reform in Portugal Structural Reform of the Central Administration – the PRACE Building a New Model of Public Service Delivery – The e-Government Strategy and the Simplex Program

Structural Reform of the Central Administration – the Objectives Rationalize the Central Administration by adapting it to the presents missions and Government Program Reinforcement of strategic functions – Studies, Evaluation and Control Reinforcement of regulatory and supervision functions Rationalization or outsourcing of productive functions

Structural Reform of the Central Administration – the Objectives More flexibility and better communication – shorter chains of command, assignment of project teams, reinforcement of TIC Clarification and settlement of de- concentrated services (NUTs II) Enhance the proximity with citizens - call centres, internet, one-stop agencies or multiskill services at sub-regional and local level Simplification and reengineering of administrative procedures

Structural Reform of the Central Administration – Main concepts Operational Missions Regulatory and Supervision Functions Productive functions and services delivery

Structural Reform of the Central Administration – Main concepts Support Functions Strategy, Planning and Control Resources Management

Structural Reform of the Central Administration – Guide lines Strategy, Planning, Evaluation, plus International Affairs Control and Audit One body per Ministry - GPEARI Empowerment of the existing Inspective bodies

Structural Reform of the Central Administration – Guide lines Management Resources (budget, financial and cost accounting, HR, legal aid, car fleet, acquisition goods and services, archives, information and communication systems, etc…) Empowerment of the existing common structure in each Ministry – SG Organization of partnership services Outsourcing

Structural Reform of the Central Administration- de centralised Services Before 30 different models of territorial organization Actually 2 models 5 NUTs II, planning and social, economical and environmental coordination 18 Districts, security issues, civil protection taxes and social security

Structural Reform of the Central Administration - RESULTS less Public Bodies ,2% less Departments/Divisions ,9% less top/middle Managers ,7%

And also In terms of partnership service: Several pilot projects within Ministries and The National Agency for Public Procurement In terms of simplification and reengineering of citizens related process: Several initiatives in the frame work of the Simplex Programme

Building a new model of Public Services delivery- The main objectives More trust in public departments and civil servants on the part of the Portuguese people More competitive business More rationalisation and efficiency in the Public Administration More public service culture – because and for the citizens

The SIMPLEX Programme An ongoing process, supported by information and communication technologies A responsibility of all Public Administration Bodies, coordinate by the Agency for Administrative Modernization

The SIMPLEX Programme Some examples Social Security direct On-line civil service retirement Health 24 Electronic doctors appointments

The SIMPLEX Programme Some examples Net Jobs Public Jobs Exchange Higher Education Application Professional Insertion of Graduates

The SIMPLEX Programme Some examples On the Spot Firm On the Spot Trademark Search and electronic submission of Industrial Property acts

The SIMPLEX Programme Some examples The Business Portal (Business Online, Simplified Business Information, Permanent Certificate,….) The Public e-Procurement Programme The electronic Invoice

The SIMPLEX Programme Some examples 9 Citizen Shops (in the main cities) 77 Contact Points The Citizen Portal Electronic Tax Returns The Citizen Card The Portuguese Electronic Passport The Single Vehicle Document

But, as we said, its an ongoing process One of the main challenge is to assure the interoperability of the various institutions services Therefore providing a set of standards, rules and procedures into the different Public Information Systems So that they are able to communicate with each other

So was created The Common Framework of Services - A platform for the interoperability of the different public departments The Common Knowledge Network - A starting point for Public Administration bodies to share and exchange experiences

But, as we said, its an ongoing process For initiatives were defined Addressed to improve the relation between P A and citizens Aimed to eliminate bureaucracy for business companies Addressed to better efficiency and reduction of cost in P A

The actual challenge After a multitude and variety of initiatives The need to build a comprehensive framework, a global view for citizens

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