Performance Improvement in Public Service Delivery | Citizen Involvement | New Forms of Partnership Working | Leadership and Management for Change
The top management of public organisations has to balance the interests of all stakeholders, such as politicians, citizens and enterprises, and their employees. They have a role as policy maker and as employer. Each top manager has his or her own qualities, but in order to face the challenges, they also need the input of other members of their management team; thus using the qualities of others in the organisation in an effective and motivational way.
They should perform as leaders instead of only as managers, whilst being able to bring movement and change to the organisation in a way that encourages most of the employees to want to be part of the movement. For the management this will mean:
Managers have a permanent need to develop their competences, both as individuals and as a team. Due to their very limited time availability and mostly a long period of experience within the organisation, the development of this group demands a special approach; both in terms of content and the methods used.
The composition of the management team also requires special attention, since in many public organisations there is no balance in the teams between women and men, young and old, cultural or national backgrounds. To face these challenges with an increasingly European and even international dimension, a good diversity balance in the top management of public sector organisations is needed. This requires the renewal of labour conditions for a better work/life balance (e.g. working time arrangements) or better communication (more languages or multicultural tools/trainings), which will be of beneft to all in the organisation, as well as to society in general; thus increasing the attractiveness of public organisations on the labour market.
The projects under THEME 4 demonstrate:
| Projects | Country | Organisation | Level of government | Sector | Short english description |
|---|---|---|---|---|---|
| Management in Sant Cugat city hall budgeting the strategy: A new deal between political management and politic leadership | Spain | Sant Cugat City Council | Local level | Public administration, modernisation, institutional affairs, reform | This project was launched to build an innovative city council on the back of an efficient, motivated and well-managed public administration that is fit to meet the challenges of the future |
| Projects | Country | Organisation | Level of government | Sector | Short english description |
|---|---|---|---|---|---|
| From bureaucracy to service provider | Denmark | Danish Immigration Service | National level | Justice, police, human rights and security | The project aimed to facilitate the Immigration Service’s transformation into a modern public service provider with value-based management style and a focus on public service, effectiveness and flexibility |
| Training for sustainable change - managing human capital at the municipality of porto | Portugal | Municipality of Porto | Local level | Public administration, modernisation, institutional affairs, reform | The project includes: the possibility to engage in higher education; internships in European organisations, which can foster new skills and develop selfesteem; evaluation of individual performance to align the Municipality and the individual’s goals; and discussing and sharing knowledge so that all participants may learn from each other. |
| Cultural and organisational change in the mainstream of a meta-ethics approach | Switzerland | Lausanne Municipal Police | Local level | Justice, police, human rights and security | In order to improve the corporate culture the initiative focused on limiting the code of silence (omertà) and questioning traditional modes of management and hierarchical leadership |
| Transforming christie services for cancer patients | United Kingdom | Christie NHS Foundation Trust | National level | Public health and social welfare/affairs | The strategic objectives are: to improve clinical outcomes, to develop a network of services and an ambitious programme of cancer research, to ensure the best possible patient experience, to demonstrate excellent clinical quality and financial and operational management, to develop a nationally recognised programme of cancer education, to be an excellent employer and to recruit excellent employees |
| Projects | Country | Organisation | Level of government | Sector | Short english description |
|---|---|---|---|---|---|
| Gender mainstreaming happens in a town | Austria | City of Graz | Local level | Public administration, modernisation, institutional affairs, reform | The City of Graz is aware of its responsibility in implementing equal opportunities for women and men at all levels and in all socio-political areas |
| LILA - Change management: New leadership principles and implementation approaches | Austria | Versicherungsanstalt Österreichischer Eisenbahnen und Bergbau (VAEB) | National level | Public health and social welfare/affairs | Thus, the ‘figure of eight’ (∞) as a symbol of change management has been adapted and called ‘The LILA Management Principle’ (LILA= Lernen in der Liegenden Acht), in the sense of lifelong learning and change, with the ‘spiral development’ in the sense of ‘bringing life and viability into change management |
| Inspired by bussiness | Czech Republic | Regional Council of the Moravia Silesia Cohesion Region | Regional level | Public administration, modernisation, institutional affairs, reform | Since the world of business uses corporate planning as a basic tool for an organisation’s guidance and management, the Regional Council’s team decided to incorporate planning methods from the business sector in their public administration |
| Strategic planning sytem at statistics Lithunia | Lithuania | Statistics Lithuania | National level | Public administration, modernisation, institutional affairs, reform | The mission of Statistics Lithuania is ‘to provide society, business, science and institutions with high quality statistical information, necessary for substantiated analysis of phenomena, decision-making and also stimulating discussions on issues pertinent to the country, to participate actively in the development of international statistics’. |
| Epractice.eu | Pan-European | European Commission/IDABC | Economic affairs, competition, SME | The e-Practice scheme aims to increase efficiency and effectiveness of leadership by organising workshops where leaders can meet, share and learn from each other |
| Projects | Country | Organisation | Level of government | Sector | Short english description |
|---|---|---|---|---|---|
| We know you too! | Austria | Austrian Federal Ministry of Finance | National level | Taxation, customs, finances | The aim of making line managers aware of their additional responsibilities as chief knowledge managers, and to give the necessary guidance was achieved |
| Best organisation (BEST) | Austria | Austrian Federal Ministry of Finance, Dep. V/2 | National level | Taxation, customs, finances | Consequently, in October 2005 a project was launched with the aim to realise a vision of increased efficiency through organisational optimisation and improvements in both managers’ and staff’s quality of life |
| A.U.G.E | Austria | Fonds Soziales Wien | Regional level | Public health and social welfare/affairs | The project’s objective is to be sustainable, imitable, understandable (fairness and transparency for the employees) and self-financing or even cost-reducing |
| Making strategy tangible | Belgium | Federal Public Service for Social Integration (FPS SI / POD MI) | National level | Public health and social welfare/affairs | The participative approach to a management plan that is owned and shared by all employees has led to an increase in service delivery, client satisfaction and employee motivation. |
| A new deal for administrative leadership in the renewed flemish government administration | Belgium | Flemish Government | Regional level | Economic affairs, competition, SME | The project serves the broader BBB-goal, the vision of contributing in a convincing and powerful way to sustainable wealth and well-being for the entire Flemish population by implementing a proactive and effective policy for citizens, companies and organisations |
| Zero plus | Belgium | Fundacion Comunidad Valenciana - Region Europea | Regional level | Environment, climate change, agriculture (incl. food safety) and fishery | It approaches zero discharge from the production chain and promotes compliance with the most stringent requirements of Directives on Industrial Pollution. Consequently, ZERO PLUS defines a management model for liquid waste (wastewater) generated in the galvanic industry |
| IEC-SME | Belgium | Fundacion Comunidad Valenciana - Region Europea | Economic affairs, competition, SME | The project aims to enable business support organisations to provide energy related support to their regional SME-base through trained staff, and to implement a targeted (benchmarking) process supporting in order to understand their energy performance and to draw recommendations for how to better meet their needs | |
| Brabo: Management by objectives | Belgium | Province of Antwerp | Regional level | Public administration, modernisation, institutional affairs, reform | In sum, the province of Antwerp has taken important steps towards an objective-oriented organisation due to the Brabo programme which is now fully integrated in the province’s regular operations |
| Organisation-wide implementation of competence management in the provincial administration of antwerp on the basis of a self-service E-HR system | Belgium | Province of Antwerp | Regional level | Education (higher and lower), training and learning | Thus, this project was launched, setting up a user-friendly software package whereby managers and employees could smoothly retrieve the required information to take control of their own development |
| Gent 2020 | Belgium | Stad Gent | Local level | Public administration, modernisation, institutional affairs, reform | The project Gent 2020 examines in a structured way various planning systems and planning mechanisms (strategic planning, financial planning, staff planning, technical planning, ICT planning) |
| Training programmes in the Bulgarian public administration in the context of competencies framework 2006-2008 | Bulgaria | Ministry of State Administration and Administrative Reform | National level | Public administration, modernisation, institutional affairs, reform | The training focuses on their preparedness for joint work with the EU administrations and on adequate capacity building, which is necessary for the implementation |
| Lappeenranta contract | Finland | City of Lappeenranta | Local level | Public administration, modernisation, institutional affairs, reform | The aim of the Lappeenranta contract is to develop the city as a service organisation and to ensure the security of employment of its personnel in situations of change by implementing the joint operative measures described in it |
| Training programmes for top and middle managers | France | Institute for Public Management and Economic Development (IGPDE) | National level | Education (higher and lower), training and learning | The Institute for Public Management and Economic Development (French acronym: IGPDE) is responsible for the conception, the implementation and the evaluation of leadership and management for change training programmes |
| Junior personnel promotion in BMSA | Germany | German Federal Ministry of Labour and Social Affairs | Local level | Employment, labour related affairs and gender equality | The focus is placed on new personnel, who will be the executives of tomorrow and already have to be recruited today, re-trained and promoted in the long run. |
| Electronic employee survey | Germany | Ministry of Finance Baden-Württemberg | Regional level | Taxation, customs, finances | Three key areas are the main focus of the continuous process: administration as a service provider; cooperative management and working together in an environment based on trust; and shaping operational functions |
| The 'Stair' model: A self-reflection approach for managing change & modernisation within the Greek public sector | Greece | National Centre of Public Administration (NCPA) | National level | Public administration, modernisation, institutional affairs, reform | As a response to this challenge NCPA devised the STAIR (Strategy, Targets, Assignment, Implementation, Results) model, as a change management tool, that can be utilised to effectively modernise Greek governmental organisations |
| Sisval | Italy | Comune di Napoli | Local level | Public administration, modernisation, institutional affairs, reform | The Evaluation Board has been founded with the duty to evaluate management performances and to exert strategic control |
| Plan of improvement for participation in Urban quality | Italy | Municipality of Lecce | Local level | Public administration, modernisation, institutional affairs, reform | Thus, a ‘plan of improvement for participated urban quality’ has been conceived in order to improve performance and strengthen the capacity of local authorities to prepare and implement an integrated and shared strategy for urban and territorial development and to raise the administration’s capacity building |
| The cadastral echographical system of the Umbria region | Italy | Umbria Region, Direzione Ambiente Territorio e Infrastrutture Servizio Informatico/Informativo: Geografico, Ambientale e Territoriale | Regional level | Regional policy and development, decentralisation | The project intends to decompose and also reassemble on a regional scale the echographic data held by the Umbrian Councils, through Applicatory Cooperation Process of the PA |
| Effective management of Panevezys county police headquarters | Lithuania | Panevezys County Police Headquarters | Regional level | Justice, police, human rights and security | Through this project the management of police forces in Panevezys will be much more effective as the police will be better able to deal with new threats posed by consequences of world’s economic crisis. |
| A process - oriented organisational chart: A new path, reflecting our daily business | Luxembourg | Cellule d’Evaluation et d’Orientation de l’Assurance Dépendance | National level | Public health and social welfare/affairs | The CAF action plan identified that CEO needs to draw up a mew organisational chart with a better overview of its functions and responsibilities |
| Eureforme - bottom - up leadership for reform and change management in the European commission over the last ten years | Pan-European | EuReforme | Public administration, modernisation, institutional affairs, reform | It modified its Articles of Association and objective, becoming a ‘bottom-up network to improve the management in the Commission’. | |
| Innovation management office - im office | Pan-European | European Parliament, DG ITEC | Public administration, modernisation, institutional affairs, reform | Its main mission is to contribute to the efficient functioning of the European Parliament through the introduction of high-performance IT tools, services and processes aiming to achieve competitive advantages for the institution, maintain its political position and capacity in the EU’s legislative triangle and to reinforce its democratic legitimacy vis-à-vis the European citizens | |
| From (RE) - organisation to the virtual secretariat | Portugal | Instituto Politécnico de Leiria | Regional level | Education (higher and lower), training and learning | The effects of this reorganisation were to move from autonomous services to a single decentralised joint service in the different schools or campus |
| Improving performance of civil servants | Romania | Institution of Prefect Bihor County | Local level | Public administration, modernisation, institutional affairs, reform | The main objective of the project was mentioned in the Multi-annual Plan for Modernisation of Bihor County, Prefect Institution: Better Management of Human Resources |
| Performance management in the competition council | Romania | Romanian Competition Council | National level | Public administration, modernisation, institutional affairs, reform | The project identified the links between performance and career development, organisation’s strategy, prioritisation of the tasks, and last but not least, team-building |
| The management of career in public administration | Romania | The Prefect Institution of Harghita County | Regional level | Public administration, modernisation, institutional affairs, reform | During the project 40 students, from the eight high schools in Miercurea Ciuc, participated in two training sessions which allowed them first of all, to change their attitude regarding the active implication in preparing for a professional career in a public function |
| The impact of implementing quality management in higher education | Romania | Univerisity Ovidius of Constanta, Faculty of Law and Public Administration | Local level | Education (higher and lower), training and learning | This project intends to assist public managers from the education system to approach some principles called Strategic Quality Management in Education (SQME) |
| Pilot project for personalised development of management competencies | Spain | Andalusian Institute of Public Administration - Junta de Andalucía | Regional level | Public administration, modernisation, institutional affairs, reform | The programme concluded with an evaluation to assess the results of the work and enable each person to produce a longer term personal development plan |
| Knowledge management experience and communities of practice network | Spain | Centre for Legal Studies and Specialised Training of Catalonia | Regional level | Public administration, modernisation, institutional affairs, reform | In the last three years, a Knowledge Management project has been put into practice in the area of Justice administration under the Catalan government, the Generalitat of Catalonia |
| Observatory of local government | Spain | Fundació Carles Pi i Sunyer | Local level | Public administration, modernisation, institutional affairs, reform | Its main objectives are to supply information to other levels of government to facilitate the design and evaluation of regulations and public policies, to provide data in order to improve the management of local bodies, and to promote research into local government and administration via empirical methodology based on comparative data |
| The management strategy of fundación comunidad Valenciana - región Europea | Spain | Fundación Comunidad Valenciana - Región Europea (FCVRE) | Regional level | FCVRE was created to help this transition, in order to inform the stakeholders about how to follow European legislation and obtain new funds for direct participation | |
| Continuous learning - leadership route | Spain | Servicio Publico De Empleo Estatal (State Public Employment Service) | Regional level | Employment, labour related affairs and gender equality | The project is part of a new culture in the organisation, which focuses on quality and understands this to be continuing improvement |