1. EUPAN – Riga, 19 & 20 March 2015 Florian HAUSER, DG EMPLOYMENT Quality of Public Administration – A Toolbox for Practitioners IPSG Workshop 2

2. Workshop Flow Recap – Toolbox Overview Short intro to: Theme 1 Better Policy Making Theme 3 Professional and well-performing Institutions Discussion: Toolbox content Toolbox evolution

3. Overview 1.Context 2.Themes 3.Process 4.Content & Style 5.Publication / Dissemination Quality of Public Administration – A Toolbox for Practitioners

4. Context Linking "Policy" to Funding 20 countries country specific recommendations from European Semester; EUR 5 Billion+ for 18 countries under ESF/ERDF 2014-20; ex-ante conditionalities; demand for guidance Learning & Managing Knowledge 12 commission directorates general involved; many (existing) initiatives (public sector innovation, Small Business Act, Digital Agenda, etc.); comprehensive overview; complement with intl. good practice (e.g. HR); break down silos No new policy! Guidance (non prescriptive); basis for discussion with practitioners and stakeholders; Commission as a facilitator

5. Themes Introduction Principles & values of good governance Seven thematic chapters: 1.Better policy-making 2.Embedding ethical & anti-corruption practices 3.Professional and well-performing institutions 4.Improving service delivery 5.Enhancing the business environment 6.Strengthening the judicial system 7.Managing public funds effectively (including PP and ESIF, TO11)

6. Process Commission Inter-service Group – agree structure and develop content on basis of CSR and TO11 relevance Presentation & discussion of drafts (EUPAN, ESF committee, TO11 practitioners, academia) Verification of case studies (170; mainly member states) May 2014 – Feb 2015

7. Content & Style Green Boxes Blue Boxes Orange Boxes Darker Green Commission policy and initiatives Key studies and speeches Case studies Lighter Green "Cited" from existing studies and guides Checked with "original sources" Compendium style (many sources, underlying messages, lessons, not a roadmap – context may limit transferability) +

8. Publication Hard copy Abridged Version (140 pages) (end March?) E-version  Abridged version  Full publication 7 chapters  Links/Cross-references (Europa website)

9. Dissemination Member States Practitioners (central – regional – local levels ); e.g. Committee of the Regions; Peer-2-Peer Different expertise (anti-corruption, administrative simplification, HR, justice,…) Managing Authorities (ESF/ERDF) Stakeholders (CSO, Associations) Academia (e.g. Hertie School of Governance, etc.) Inside Commission Different Services Geo Desks Your Ideas?

11. *A Practical Guide to Policy Making, Office of the First Minister and Deputy First Minister of Northern Ireland, 2003 “Policy-making is the process by which governments translate their political vision into programmes and actions to deliver 'outcomes' - desired change in the real world. [It] is about establishing what needs to be done - examining the underlying rationale for and effectiveness of policies - then working out how to do it and reviewing on an ongoing basis how well the desired outcomes are being delivered.”*

12. Key Questions for Better Policy Making 1)How is policy designed? What & who informs decision-making? Move from reactive and ad hoc policy decisions to more reflective, long-term planning? 2)What instruments available achieve their policy goals? Merits & implementation? 3)Have policy goals been achieved? Performance & creative solutions?

13. Designing Policy Policy design Evidence based Fresh thinking Forward planning Forecasting /Foresight units Futures research / scenarios Consultation & co-responsibility Co- responsibility Co- design Co- decision Co- producti on Co- evaluati on CPB Netherlands Bureau for Economic Policy Analysis; Australia’s Productivity Commission Denmark’s MindLab Finland’s futures report Consultation over the 2011-2020 Development Strategy for Malopolska Region in Poland Inspiring examples:

14. Policy Implementation Laws & regulation: – Impact assessment – Consultation (citizens & business) – ABR Structures & reforms – Multi level governance – Coordination / cooperation – Merging / restructuring – Pooling / shared services / outsourcing Co-production Instructions to officials on drafting laws in Finland; Estonia’s Guidelines for Development of Legislative Policy until 2018 Belgium’s ‘Kafka’ initiative; the Danish ‘Burden Hunter’ approach Portugal‘s Simplegis programme Merging the districts of Judenburg & Knittelfeld in Austria; merging 68 municipalities and corporations into three new municipalities in the Swiss Canton of Glarus Italy’s social cooperatives; children’s day care cooperatives in Sweden Inspiring examples:

15. Policy Evaluation – improvement/innovation

16. Evaluation – continued… External scrutiny: – Parliaments – Media – CSO Fostering innovation – Barriers – Organisational culture – Prototyping & testing – Dissemination & learning Italy’s pilot ‘Civil Evaluation’ Croatia’s Council for Civil Society Development Denmark’s MindLab (see topic 1.1.1); UK’s Behavioural Insights Team; the Smarter Network in the Netherlands Randomised controlled trials in Denmark Inspiring examples:

17. Key Messages Policy process inter-dependent elements (including feedback mechanisms) Organise active engagement from all actors in all stages Reinforce analytical capacity (robust evidence base, innovative and forward thinking) inside and outside PA Balance in deliverable capacity with focus on service delivery (simplify administration, reduce burden on businesses and citizens, and find efficiency savings) Sufficient critical capacity (expertise to scrutinise, including co-evaluation and healthy external audience of independent media and civil society)

19. Key Questions for Professional & Well-functioning Institutions ① Do we know what we do, why we are doing it, and how we do it? ② How do we assure good and strong public sector leadership? ③ How do we strengthen a modern human resources (HR) policy and management? ④ How do we integrate quality management and continuous improvement into the culture of public administration?

20. Managing for Results Mission, vision, strategy – Leadership – Forward looking & planning – Burden Monitoring, evaluation & learning – Link with chapter 1 on policy – Focus on: Learn Steer & control Accountability Accountability & Communication – Internal (dashboard, MIS, reporting) – External (audit, Political, media, users) Leadership in Lithuania’s ESF Agency Strategy development in Upper Austria Strategic planning and performance measurement at the Flemish Department of Public Governance in Belgium Management by objectives, and the balanced scorecard, in the Polish social security administration Everyone’s administration - the strategic plan for modernising Castilla y León’s public administration in Spain Inspiring examples:

21. Professional Leadership Senior civil service – Career based / position based / hybrid – Centralised? Recruitment, T&D – Recruitment & competency management – T&D – Fora Managing change – Roles & link to competences Formal SCS with centralised organisations and special conditions: The Netherlands and UK Hybrid SCS systems: Belgium and the Netherlands Danish code for chief executive excellence; Estonian SCS E-Competence Centre Finland’s Forum of the Senior Civil Servants & Future Leaders Programme The UK’s National School of Government, the Estonian Top Civil Service Excellence Centre The Change Project - city of Mannheim Inspiring examples:

22. Modern HR Policy & Management

23. Total Quality Management Using QM models – ISO – CAF (Link to process management/ lean chapter 4 improving service delivery) Stimulating a QM culture – Raising awareness – Supporting – Benchmarking – Recognising & rewarding ISO in the Irish Food Safety Authority Using CAF in Germany, Austria, Belgium & Norway Quality management in strategic policy documents & ESIF programmes in Poland Italy’s CAF strategy 2012-2015 in education & training Benchmarking local government performance in the UK & the Netherlands Estonian Public Sector Quality Award Inspiring examples:

24. Key Messages Ensure the institutional system as a whole is complete and coherent Enable each organisation to perform at the highest level – through: effective leadership, management, structures, staff and processes - fit for purpose, continuously evolving with the environment and expectations of citizens and businesses; Agree and share values with staff, and ingrain them in the administrative culture; assess performance and promote strength, correct weaknesses; Encourage and equip (invest in) each individual to optimise his or her contribution to achieving their objectives and aspirations; Build a quality culture, and use quality management techniques

25. Workshop Questions Toolbox Content? Toolbox Evolution?

26. Toolbox Content  Quality?  Useful?  Practical?  Relevant? What is missing? Some suggestions: … enhance process orientation? (practitioner notes) … include failure cases? Your ideas?

27. Toolbox Evolution?  Keeping it up-to-date?  Getting practitioners involved?  How to make it (more) interactive?  How to facilitate learning & exchange - Seminars? Peer- 2-Peer? Operational networking?  Common interest of CSR/TO11 and other countries – EU value added? Some suggestions: … Online platform? … Peer-2-Peer exchange? … Practitioners networks?