Brief presentation of the Portuguese reforms

Slides:



Advertisements
Similar presentations
Ministry of Public Sector Development Public Sector Development Program Better Government Delivering Better Result.
Advertisements

April 29, 2008 OECD Fourth Regional Meeting of GDF Working Group, Amman Regional Capacity Building Seminar on Drafting Legislation and Oversight Bodies.
EPAN - Workshop eGovernment : People and Skills Introduction – Luxembourg Presidency NL – Maastricht, 24 June 2005.
TEN-T Info Day for AP and MAP Calls 2012 EVALUATION PROCESS AND AWARD CRITERIA Anna Livieratou-Toll TEN-T Executive Agency Senior Policy & Programme Coordinator.
Pursuing Effective Governance in Canada’s National Sport Community June 2011.
© OECD A joint initiative of the OECD and the European Union, principally financed by the EU. Civil Service Performance Assessment in Lithuania: Current.
© OECD A joint initiative of the OECD and the European Union, principally financed by the EU Workshop on “Building a Professional Civil Service in Kosovo”
September 2010, Bucharest The 4 th European CAF Users’ Event Progressing Towards Excellence - The Challenge for European Public Administrations.
1 Bulgaria Delegation. 2 Societary evaluation context Globalization Increasing complexity of governance Better governance Global competition Budget deficits.
Central management of training Program development Local implementation of programs Government orientations, policies and structures Components of the.
Human Resource Management, 4th Edition © Pearson Education Limited 2004 OHT 16.1 Employee Participation and Involvement Weaknesses The ETUC has pointed.
DEFINITION OF MANAGEMENT
December To share best practices from the experience of 100 NSDS implemented over the last years. To take into account international community.
Henry Soelistyo, SH., LL.M December 2008 BUREAUCRATIC REFORM OF STATE SECRETARIAT STATE SECRETARIAT OF THE REPUBLIC OF INDONESIA.
Adult Training in Romania by Felicia Zarojanu – National Adult Training Board.
SIGMA © OECD Building professional and merit-based civil service.
P AY DELIVERY ADMINISTRATION Jayendra Rimal. I NTRODUCTION Employees develop an unique view of the relationship between pay and assigned job, pay and.
Administrative Review & Restructuring. 1 The President’s Charge Review administrative organization and delivery of administrative services at all levels.
THE PRIORITIES OF PUBLIC ADMINISTRATION REFORM IN THE MIDDLE EAST THE PRIORITIES OF PUBLIC ADMINISTRATION REFORM IN THE MIDDLE EAST 1. Decentralization.
Aaron Zazueta Chief Evaluation Officer 2013 EVALUATION IN THE GEF.
Regional Policy EU Cohesion Policy 2014 – 2020 Proposals from the European Commission.
Reforming civil service in the Baltic States: the Case of Lithuania Jurgita Siugzdiniene, PhD Department of Public Administration, Kaunas University of.
PAR Meeting Bratislava 19 – 22 April 2004 Comparative experience within UNDP PROGRAMMING PAR IN FRANCOPHONE TRADITION Presented by Delphine OUANDAOGO PROGRAMME.
BOSNIA AND HERZEGOVINA MINISTRY OF FINANCE AND TREASURY Aid Coordination and Effectiveness activities in DCF Meeting Sarajevo, 24 February 2009.
TEN-T Executive Agency and Project Management Anna LIVIERATOU-TOLL TEN-T Executive Agency Senior Programme and Policy Coordinator European Economic and.
Ministry of State Administration and Administrative Reform, Republic of Bulgaria 18 February 2008 Brdo, Slovenia 18 February 2008 Brdo, Slovenia Contribution.
Waisea Vosa Climate Change Unit Division of Political and Treaties Ministry of Foreign Affairs and International Cooperation.
REPUBLIC OF BULGARIA MINISTRY OF FINANCE CURRENT CHALLENGES IN BUDGET REFORM SOFIAMR. LYUBOMIR DATZOV 03 DECEMBER 2004DEPUTY MINISTER
I. ROMANIAN LEGISLATION CONCERNING ACKNOWLEDGEMENT OF JOINT DEGREE STUDY PROGRAMMES.
The International Society for Quality in Health Care (ISQua) – Guidelines.
Ministry of Finance The Czech Republic PIC – Experience of the Czech Republic.
Cross-Cultural Approaches in HRM
Inese Vilcane Social inclusion department Senior expert
Development of mid-level managers: joining forces and promoting common values (introductory session) Estonia Anna Laido.
Country Level Programs
CIAT Technical Conference
Eligibility and evaluation
Impact-Oriented Project Planning
VAIBHAV VYAS.
Feedback/Performance Review and Compensation Process
Meeting with Hospeem delegation
Performance Management -Uttam Acharya
Razvojni center za zaposlitveno rehabilitacijo
Human Resource Management
Strategic Planning for Learning Organizations
CIVIL SERVICE REFORM IN EU INTEGRATION PROCESSES
Competency Based Learning and Development
Chapter 12 Implementing strategy through organization
The Nature of Strategy Implementation
First meeting of Human resources working group
Mechanisms under the Human Capital OP counteracting economic slowdown
Leadership and Management
Competition Commission Strategic Plan
Human Resource Management
Rahandusministeerium
MINISTRY OF FINANCE TOWARDS PROFESSIONAL MANAGEMENT IN CENTRAL GOVERNMENT IN FINLAND Expert meeting October 6, 2003 PUMA/OECD Ministerial Adviser Ari.
Portuguese Presidency
Portuguese Presidency
Chapter 12 Implementing strategy through organization
THE ETF – HELPING countries develop through learning
A Personnel Psychological Perspective
Troika of Directors General – Meeting 24 March 2006 Activities of the Human Resources WG Karin Thienel.
THE INSPECTION SYSTEM AND THE SCHOOL EXTERNAL EVALUATION
Dr. Christoph Demmke, Professor of Comparative Public Administration
The Appraisal and Promotion System of the European Commission
Resource Directors Group Introduction
Special Features of the Swedish Government Sector
Some Background Long-established tradition of a non-political, career Public Service Recent Public Service Reform The Top Management structure Appointments.
Ad hoc Group of Experts on Better Regulation
E-GOVERNMENT WG MEETING
Presentation transcript:

Brief presentation of the Portuguese reforms First HRWG Meeting – 17th -18th September 2007 Noble Room of the Ministry of Finance and Public Administration-Lisbon

Main measures restructuring program of state central administration (PRACE) HR mobility system (SME) new system of careers, legal status of employees and managers, remuneration (VCR) integrated system of performance assessment in Public Administration (SIADAP)

PRACE guidelines To rationalize structures in order to promote economies of expenses and gains of efficiency To improve management and coordination To reduce consultative and coordination committees To reinforce the Governments’ technical support, specially in areas like legislative process, juridical information and new technologies (ICT’s) GPEARI – strategic planning, evaluation and international relations To concentrate resources management: Organization of partnership services for functions and common activities Certain types of common procedures are concentrated and managed on an entrepreneurial basis (public corporations)

Comparative data - number of structures

Comparative data - number of top managers

Redefinition of structures New mobility framework New mobility instruments Flexible mobility procedures Abolishing, merging or restructuring processes HR measurement Top managers are given new management instruments to evaluate and adjust the organizational structure and the existing HR

VCR – diagnosed problems Career number: 1179 General careers 653 Special careers 119 Special corps Single categories 407

VCR – diagnosed problems General careers/ Special careers 1 scale Several remuneration positions based on a single indicator Special Corps: one scale each; each scale has its own indicator for determining remuneration positions More than 522 different remuneration positions

VCR – diagnosed problems multiple kinds of legal status; excessive number of careers; opacity of remuneration system, not related to: Service output and managing options; Budget options. very rigid, not allowing for managing options; automatic raises in many cases; excessive relevancy of seniority.

New VCR: Legal status Only two types: Labor contract for Public functions (CTFAP) Special status (nomination) for functions related to sovereignty (Foreign affairs, Armed Forces, Security, Justice, Inspection) It can end: by mutual agreement and compensation Two inadequate assessments – previous disciplinary procedure required

New VCR: Careers and remuneration reduced number of careers only 2 career types: general and special one remuneration scale flexibility: recruitment salary managing options relevant impact of assessment (SIADAP)

integrated system of performance assessment SIADAP (current model) Middle managers Employees Incomplete Complex Bureaucratic

integrated system of performance assessment SIADAP (new model) Subsystem of Performance Assessment Services SIADAP 1 Subsystem of Performance Assessment Managers SIADAP 2 Subsystem of Performance Assessment Employees SIADAP 3

SIADAP General principles Coherence and integration Accountability and development Universality and adaptability Transparency and impartiality Effectiveness and efficiency Quality oriented; Comparability: use of performance indicators for comparison with national and international standards; Publicity of assessment (services); confidentiality of assessment (managers and employees) Participation of managers and employees in the process

SIADAP: main issues SIADAP 1, 2 and 3 work in a integrated way, based on coherence of goals fixed on planning level, goals fixed in the service’s managing cycle, goals fixed in the mission charter and goals fixed to middle managers and employees Performance Indicators Self appraisal and external appraisal GPEARI and SCI role

SIADAP 1 Goal type Concrete Goals Assessment Effectiveness goals Proposed by the service and approved by GM Surpassed Reached Not reached Efficiency goals Quality goals It operates in the context of a Reference Frame, using performance indicators, and monitored by GPEARI

SIADAP 1 final assessment Good Reached all goals, surpassed some Satisfactory Reached all goals, or more relevant goals Insufficient Did not reach the relevant goals In each ministry a Merit distinction can be awarded among services assessed with “Good”, recognizing Excellent Performance (meaning it surpassed all goals)

SIADAP 1 assessment impact It must be taken in account for Budget options Options and priorities for next year’s managing cycle Appraisal of top managers “Excellent” determines, for 1 year Larger quota for excellent and relevant assessments (HR). Larger endowment for raises or performance bonus Larger endowment for new projects

Quota for excellent (in each Ministry) Impact of assessment SIADAP 2– top managers Parameters Mission charter Leadership competencies Service appraisal Quota for excellent (in each Ministry) 5% Impact of assessment Tenure Bonus

SIADAP 2 – middle level managers Parameters Outcome in view of goals previously fixed to the unit (75%) Competencies (25%) 3 assessment levels Relevant performance Adequate performance Inadequate performance Quota for: relevant (25%) and excellent (5% of relevant) Impact of assessment Tenure Bonus

SIADAP 3 Parameters 3 assessment levels Quota for: Outcome in view of goals previously fixed (aligned with the unit and the service) Competencies 3 assessment levels Relevant performance Adequate performance Inadequate performance Quota for: relevant (25%) and excellent (5% of relevant) Impact of assessment Pay (it depends also on budget) Change in salary position or bonus: 1*monthly wage (for excellent and relevant) Vocational training Extra holidays

Thank you for your attention