1. Leadership and Management
Change management and structural changes
Portuguese case study
EUPAN HR Meeting – 11/12 September 2006
Helsinki

2. Public Administration
Change management
Public Administration
New form of management
Larger accountability
Larger autonomy
Leadership skills

3. THE NEW MANAGEMENT STAFF STATUS
Law n.º 2/2004, 15th January
changed by Law n.º 51/2005, 30th August

4. Previous status of senior directing staff
Acknowledged difficulties
Definition of competences according to actions, disregarding productivity
Inefficient and bureaucratic recruitment procedures
Lack of specific professional training
Inappropriate instruments to carry out new management competences

5. Status of senior directing staff
Innovative aspects
Ethical and managerial principles
Outputs achievement
Autonomy of resolution
Redefinition of competences
Reinforcement of accountability in leading plans of action and activities
Assessment
Charter of mission
Specific professional training

6. Assessment
Holders of higher managerial positions are assessed according to the level of accomplishment of objectives set in the Charter of Mission
An essential factor in the performance and quality of services
Accountability of top managers
Managers are held responsible for the rigorous development and performance assessment of civil servants according to specific objectives
Por último, nesta fase da nossa apresentação, deve salientar-se a consagração avaliação como factor fundamental para o funcionamento e para a qualidade dos serviço.
clic
Para além de se estabelecer que os dirigentes intermédios serão eles próprios avaliados, tendo como objectivo a apreciação do desempenho nos respectivos domínios de responsabilidade, (artigo 14.º), o PD será responsabilizado pela aplicação rigorosa e criteriosa do sistema de avaliação do desempenho dos seus trabalhadores, em função dos objectivos estabelecidos.
Também válido para administração local – alínea h do n.º 2 do artigo 4.º do Decreto-Lei 93/2004.
Artigo 17.º da Lei n.º 10/2004, de 22 de Março.

7. Assessment Charter of mission
Top managers are evaluated according to the outputs achieved during their tenure and established in
the
Charter of Mission
Commitment of management between top managers and the Government where, in an explicit way, are established the objectives to be achieved in the course of the performance of functions, duly quantified and scheduled
The Charter of Mission may predict the attribution of awards for the service or organization and for the office holder according to the progressive accomplishment of objectives defined

8. Competences
Permanent capacity of the service to execute tasks and optimize resources towards new demanding
New competences for restructuring the service
Setting up
Changing
Abolish
organic units

9. RESTRUCTURING PROGRAMME OF STATE CENTRAL ADMINISTRATION
(PRACE)

10. Structure of public service
Central Administration (from the State)
Direct Administration, made up of central or outlying services, subject to the power of direction of a member of the Government and structured in ministry (e.g. Directorate General)
Indirect Administration, made up of organizations endowed with legal personality and of bodies with own property, subject to superintendence and supervision from the Government (e.g. public institutes)
Autonomous Regional Administration (Azores and Madeira)
Local Administration (Local Authorities)
Government is the supreme organ of Public Administration

11. 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)

12. PRACE guidelines Means of action
Assessment of current activities developed by central administration
Reduction of administrative structures that pursue
complementary, overlapped or parallel objectives
Simplification, rationalization and reengineering of
administrative procedures
Organization of partnership services for functions and
common activities
De-concentration and decentralization of functions to
regional and local levels .

13. PRACE development
Strategic framework - planning the Programme for the restructuring of each ministry
Assessment and organizational redefinition of structures, and resources of central administration – several working groups reporting to a technical commission
Implementation – new legislation followed by the restructuring of each ministry and the reassignment of resources

14. Comparative data - number of structures

15. Comparative data - number of structures

16. Comparative data - number of top managers

17. ORGANIZATIONAL DEVELOPMENT AND STRATEGIC HR MANAGEMENT

18. Organizational development and strategic HR management
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

19. Organizational development
All decisions and procedures within the development of the restructuring processes
New and former
top managers
are responsible for
All decisions related to the HR measurement processes
Disciplinary accountability for those who disregard
legal deadlines

20. Strategic HR management
New mobility system
HR development
Management efficiency enhancement
Flexibility

21. Strategic HR management
Mobility mechanisms
General mobility mechanisms
Transference
Requisition
Swap
Detachment
Special ceding
Special mobility mechanisms (SME)

22. Enlargement of situations in which the workers’ agreement
Strategic HR management
Mobility mechanisms
Workers
Mobility
mechanisms
Administration
Enlargement of situations in which the workers’ agreement
can be exempt
To an organisation located in the same municipality as the former organisation or the workers’ residence
To a bordering municipality, if the workers’ former organisation or residence is located in Lisbon or Porto
To any other municipality, if certain accessibility conditions are verified

23. Redefinition of structures Human Resources measurement
Strategic HR management
Mobility mechanisms
Redefinition of structures
Human Resources measurement
Special mobility procedures
Transition stage
Re-qualification stage
Compensation stage
The group of workers who have been placed in SME operates as a pool where every public organisation in need of new HR must access before starting a new recruitment procedure

24. Assessment
Top managers are accountable for the outputs achieved in the executive tenure
The non-accomplishment of the aims established in the Charter of Mission will determine the non-renewal of the executive tenure or its conclusion in advance
Organisational assessment procedures that shall include the following steps: self-appraisal, monitoring and auditing services by public or private entities

25. Thank you for your attention