Introduction 5 Background Information 5 Preliminary Findings 7


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Romania
Since 2007 NACS oriented more its activity in raising the awareness of public institutions upon different QM tools in a very smooth cooperation with SIGMA OECD.


  • Organizing a quality seminar on 2007 and 2008 in partnership with SIGMA-OECD and CUPAR.

  • Initiating 2 opinion polls for assessing the citizens opinion towards their satisfaction on public services and quality of performances of civil servants

  • Implementing a project for applying an innovative tool promoted by the Council of Europe – CLEAR, which is a diagnostic tool: one which helps public bodies to identify particular strengths and problems with participation in their localities and, subsequently, to consider more comprehensive strategies for enhancing public participation.



Spain
RECOGNITION OF EXCELLENCE

The Spanish Agency for the Evaluation of Public Policies and Quality of Services certificates the level of excellence proved by the public organisation, once they have completed their assessment with an Excellence Model, provided they assure to be in the way to the continual improvement


INCENTIVES

The yearly public budget for Central Government Administration provides with funds to allocate a plus incentive payment for employees from up to 10 of those public organisation whose excellence level has been certified by the Spanish Agency for the Evaluation of Public Policies and Quality of Services. (Total amount each year is 800,000 €)



Emphases from the National Approaches / National Development Stories




CYPRUS / Development

The starting year for deliberate efforts in the quality management area in the public administration in Cyprus was in 1993 when the decision for development and implementation of specific reform measures in the Public Service was taken. The main objective of this initiative was the increase in productivity and the reduction of operation costs of the Cyprus Public Service.

It should be mentioned that a milestone towards quality management was the establishment of the “Office of the Commissioner for Administration (Ombudsman)”, in 1991, an independent Officer of the Republic who exercises control over the actions or inaction of public administrative authorities. In addition, another important milestone was the establishment of the Cyprus Academy of Public Administration (CAPA), again in 1991, which has the responsibility of contributing through training activities to the management development and modernisation of the Cyprus Public Service and, as a result, to the enhancement of quality in the Public Service. In the first five years of its operation, CAPA provided training on European Union issues in order to assist public officers in understanding the EU functions, policies and practices as well as to develop awareness of the effects of participation to the EU. In addition, CAPA designed and developed Induction courses for the newly recruited public officers as well as training programmes on skills development.
Furthermore, in 1993, a decision was taken to enhance the employee performance management system in order make it more transparent, fair and objective.

Since then following reform measures towards quality management have been introduced:




  1. Citizens’ Charter or Citizens’ Guides: The introduction of a Citizens’ Charter adopts a customer-driven approach aiming at assisting citizens in exercising their rights and improving the department’s performance, thus providing better quality of service.
  2. One-stop-shops: In an effort to improve the quality of services provided to the public and provide better access to a series of government information and services 5 One-stop-shops have been established.


  3. Common Assessment Framework: The Council of Ministers approved the adoption of CAF on a pilot basis in 2004 in an effort to improve the performance and the service provided to the public and to the internal customers. In 2007, an approval was given for its further dissemination.

  4. Amendment of Recruitment and Selection procedures: It was decided that a change should be made to the relevant legislation in an effort to recruit high calibre staff and enhance meritocracy in the Public Service.

  5. Office Automation System: A project was undertaken to implement an electronic records management system in the Public Service with the scope of increasing efficiency and reducing bureaucracy. The objectives of the project were to automate the paper information kept by departments, provide the right information to the authorised personnel at the right time and automate the existing procedures and rules, thus enhancing organisations’ efficiency.

  6. Development of Government Web Portal: where you have access to information related to all Ministries/Departments/Services of the Public Service.

  7. E–Government: Websites have been developed for all Public Service Ministries/ Departments/Services. Certain services are provided to the public through internet e.g. Renewal of road licence, Payment/Contribution of Social Insurance, Submission of Income Tax forms (called TaxisNet) etc.

  8. Better Regulation: An initiative was undertaken within the framework of Lisbon strategy to improve the regulation framework aiming at increasing productivity, increasing of economy and business competitiveness, improving the standard of living, promoting transparency and meritocracy etc


CZECH REPUBLIC / STRATEGY

The National Reform Programme of the Czech Republic 2005 – 2008 (approved under Government Resolution No 1200 of 14 September 2005), offers an integrated and cohesive approach between macroeconomic policies, microeconomic policies and the employment policy. In the context of the business climate, it places fundamental significance on an optimally configured legislative framework. The programme states that one of the key instruments in enhancing the quality of regulation is regulatory impact assessment, which encompasses a system of methods for the systematic evaluation of negative and positive impacts of proposed and existing regulations. Due to its implementation, as of November 2007, there is be an obligation in place to assess the impacts of all draft laws, primary as well the secondary ones (by-laws, decrees etc.). In the future the obligation is planned to be expanded to non-legislative materials as well, but no earlier then after the evaluation the system planned by the end of 2008..
The Concept of Public Administration Reform (approved under Government Resolution No 258 of 29 March 1999) was conceived as a continual process, with the definition of individual procedural steps and a specific determination of their content, terms and responsibility. The concept of public administration reform was divided into three basic processes; which have not been implemented consecutively, but cohesively:

a) The first one was the reform of territorial public administration which was completed by the abolition of the District Authorities (used to perform state administration in territory as the deconcentrated state administration bodies) by 31 December 2002 when their competences were transferred to the regions and municipalities (please see above - “the joint model of public administration”);

b) The second process was focused on the reform of the central state administration, the issue was addressed in detail by the document ‘Procedure and Guidelines for Reform and the Modernization of Central State Administration, including coordination and the organizational structure’, which was approved under Government Resolution No 237 of 17 March 2004;

c) Last, but not least, the reform of the quality within the public administration which includes the implementation of IT tools in PA, training, an increase of the effectiveness of public spending, openness to the public, the availability and quality of public services, and the management of the public sector. This group is regulated by a number of concepts and strategic materials (e.g. the Concept for the preparation of Public Administration Staff, Public Service Analysis, Strategy for the Promotion and Availability of Public Services, Procedure for the Optimization of the Legislative and Economic Environment for the Performance of Public Administration by Authorities of Self-Governing

Units, the Possibilities and Limits of the Division of Competences between the State and Territorial Self-Government, the Concept of the Public Administration Information Systems, the Concept of Comprehensive IT Implementation at Regional Authorities, etc.)

The objective of the Public Service Availability and Quality Support Strategy (acknowledged under Government Resolution No 824 on 1 September 2004) was to help to create a scheme for the provision of public services in which a greater emphasis would be placed on the quality of the services provided, the requirements of customers will be reflected on a case-by-case basis, and the transparency of the whole system and effectiveness of the financial expenditure will be guaranteed. Based on a questionnaire survey and background documentation prepared by individual ministries, the following set of measures was proposed to achieve the above-mentioned objective:


  • to design and create a system of information about local public services which would provide in mutual comparisons of the quality and effectiveness of local public services information about their availability (territorial distribution) and quality and which would also be used in the strategic decision-making of the government as well as territorial public administration authorities,;

  • to review and update regularly the list of public services appropriate for standardization with regard to developments and changes which have been continuously occurring in certain areas of public services;

  • to prepare a legislative proposal which would cultivate the corresponding legislative and financial conditions for the provision of local public services by regional governments;

  • to provide financial support to continue implementation of benchmarking in public services in 2005 – 2008, following up a pilot project involving 48 towns - the system would also be used for the rationalization and economization of local public service provision.

Strategy Effective Public Administration and Friendly Public Services (Implementation of Smart Administration Strategy in 2007 – 2015). The aim of the Strategy adopted in July 2007 was to provide coordinated and effective procedure for mid-term public administration and services improvement exploiting the means from the Structural funds in the programme period 2007 – 2013. Strategy also provides the frame for the coordination of all processes towards the effective public administration and friendly public services financed both through the Structural funds and the national budget.
Czech National Quality Policy (2000)

A legal support for implementation of instruments and methods of quality management in public administration exists since May 2000, when The Czech National Quality Policy was adopted by the Government of the CR under the Resolution No. 458. The Policy is an aggregation of intentions, goals, methods and tools for influencing the quality of products, services and activities within the national economy and public administration adopted and declared by the Czech Republic Government. The goal was to create beneficial conditions for the entry of Czech subjects into the unified European market and to achieve their competitiveness on European and world markets including participation in common armament programmes of NATO member countries and participation in international armament orders. This policy also leaded to the creation of conditions for perfect satisfaction of citizens' and institutions' needs as well as for maximum preservation of sources and protection of the environment.

This policy established the Czech Republic Quality Council affiliated to the Ministry of Industry and Trade. Activity of the Quality Council consists apart from other things in the annual announcement of individual programmes of the National Quality Policy, which are approved by the Government in the form of the Resolution. In addition to the intentions of the individual Ministries in the area of quality, plans and activities of nonprofit non-government organizations are mentioned here. The executive body of the Council is the National Information Centre for Quality Promotion, which was established by the Government Resolution No. 458 as well. One of the main goals is to provide qualified information from the area of quality to the public. There was constructed an information system for this purpose, which is accessible to the public free of charge on the Internet website.

In 2008 the Czech National Quality Policy will be updated.
HUNGARY
The Hungarian quality management strategy is part of the basic national strategic documents. The chapters of Governmental Programme, the modern public administration- service-oriented state and the smaller, service delivery public administration as well as the chapters of the New Hungary Development Plan, state reform and rethink of state’s role give the framework of the quality renewal of the national public administration.
According to the New Hungary Development Plan the following interventions are implemented:

• renewal of governance and thus improvement of the social outcome of policy making − especially legislation – and implementation;

• strengthening civil society’s participation in public affairs;

• giving a demand and service orientation to public administration, spreading electronic case handling;

• higher organizational performance and more cost-effective operation of institutions;

• improvement of the human resources skills;

• strengthening decision-making on micro-regional and regional level to revitalize the subsidiarity principle.
Link:

http://www.miniszterelnok.hu/domain2/files/modules/module25/fileok/Kormanyprogram.pdf

http://www.nfu.hu/uj_magyarorszag_fejlesztesi_terv_2

E-government Strategy and Action Plan

Results of Hungarian e-government strategy and action plan significantly contribute to the renewal of quality in public administration. Directions of the strategy are based on the principles of Governmental Programme and New Hungary Development Plan. According to this, Hungary’s central electronic government joined the infrastructure networks of the EU successfully; important components of the Central Electronic Service System forming the basis of the integration of e-administration, namely the Electronic Government Backbone, the Government Portal, the client portal required for electronic administration, the Government Customer Information Service, as well as the totality of services available through these platforms have been instituted.


Quality law preparation programme

According to the better regulation strategies of the European Commission and the EU member states, the integration of better regulation tools into law preparation processes is taken into account with high importance. With regard on this, the set goals in the Ministry of Justice and Law Enforcement are twofold. First, on the one hand a systematic review and reduction of the administrative burdens on 11 priority areas in accordance with the priority of the European Commission started in 2007.

On the other hand, a so-called “deregulation sheet” has also been prepared, which acts as a “regulatory filter”, avoiding to put unnecessary administrative burdens onto the affected business and non-business players with the regulatory products being created. The sheet is to be attached to all initiatives.

Secondly, a so-called RIA checklist is being prepared, aiming to help increase the number of the acceptable quality RIAs in the state administration.


Link:

http://www.irm.hu/?katid=100&id=134&lang=hu

Programme for the transformation of institutional systems of budgetary organisations and supervising of the public activities.

According to the decision of the government (2118/2006. (VI. 30.) Government resolution) the transformation of institutional systems of budgetary organisations has been started. There has been no widespread restructuring in the Hungarian public administration in the last decade. This organisational restructuring is regarding to hundreds of public administration agencies on state , regional and local level also, and to the foundations, public foundations, public companies, economic companies controlled under the mentioned public administration agencies.

The fulfilment of the organisational measures contributes to:


  • the development of the optimal size of organisation and institutes

  • the reduction of the decision level’s number

  • the abolition of the unnecessary parallelism regarding to the function and capacity

  • the integration of the connecting functions and competencies

  • the renewal of the operating and management forms

  • the improvement of the quality standards of the services.

Efficient fulfilment can promote the principle of the performance and make the operation of the organisations transparent and controllable. Furthermore, it contributes to the development of the professional management, the flexible operation of the institutes and the reduction of the disfunctional operating.
Link:

http://www.allamreform.hu/letoltes_kozigazgatas_hazai.htmlű
Line ministers are responsible for implementing these strategies. Among the sectors, the Prime Minister’s Office is responsible for the alignment of implementing the strategies in order to validate of the government’s interests in a complex way.

LATVIA
National Development Plan 2007-2013 (NDP)

A medium-term strategic planning document approved by the Cabinet of Ministers of the Republic of Latvia on 4 July 2006. The logic of this document can bee seen in the picture. (for larger picture- follow the link below)



(http://www.nap.lv/eng/nacionalais_attistibas_plans/jauna_mape/ )

NDP sets the strategic objective and priorities:


  • Education and knowledge for economic growth and technological excellence
  • Educated and creative personality


  • Technological excellence and flexibility of industries

  • Development of science and research


Strategy of Public Administration Reform for 2001-2006 and the plan for its implementation set out goals:

1 Unified, purposeful and future-oriented public administration – improvement of the policy-making process of public administration, institutional reform of public administration, introduction of strategic planning in institutions;

2 Stable and efficient financial and budget management – introduction of medium-term budget planning;

3 Increasing the trust of people in public administration and public involvement in the process of public administration – ensuring public involvement in the making of public policy;

4 Improvement of the quality of public services – reduction of administrative obstacles, development and implementation of quality management systems;

5 Personnel policy of public administration and development of human resources – improvement of salary system, promotion of quality of education and professional development of people working in public administration, introduction of the competence model in personnel management.


The State Chancellery is now working on the new reform program called Public administration policy development guidelines 2008. – 2013 (Better regulation: Qualitative and effective government). The main directions of the development are:

1. Policy planning and finance management. Improvement of financial, policy and strategic planning systems, linking policy planning to legislation, cooperation between national and local level administrations, as well as managing the challenges of European Union and development cooperation in order to share our experience with others.

2. The quality of public services and institutional system within the administration. Institutional and functional revision, enhancing public service quality, e-government, e-services and service accessibility, quality management, measuring and reduction of administrative burden, cooperation between public and private sectors.

3. The rule of law in the public administration. Improvement of administrative processes, effectiveness of administrative courts, internal control and corruption prevention systems, strengthening the ombudsman institution.

4. Human resource development. Strengthening the capacity of officials, developing ethical norms, improvement of educational and training system.

5. Public involvement and cooperation in public administration. Involving the society in decision making process, strengthening the societal knowledge and awareness concerning the legal rights and responsibilities, as well as embedding the interests of society as the primary goal of every officials effort.

The Concept paper on E-Government


  • The overall aims of this document are:

  • Better Administration – improving the public service quality

  • Cheaper Administration – efficiency and cost reduction

  • Democratic Administration – public involvement

These principles are followed also in The E-government development program 2005-2009. that sets the policy in more detail


The procedure of reporting and monitoring of the implementation of these documents is defined the time of their approval – the informative reports shoul be elaborated each year or at least each third year depending on the document.

LITHUANIA

Strategy for Public Administration Development until 2010, approved by the Government in 2004

The adoption of this strategic document for public administration development was conditioned by these needs: first of all, to implement one of the key priorities of the Long-term Development Strategy of the State as well as one of the strategic goals approved by the Government. And secondly, there was a need to increase the efficiency of public administration, improve quality of public services and ensure the possibility for the people to more effectively solve their problems via state and municipal institutions and agencies.

The Strategy is based on the following vision: “Creation of the public administration system that provides improved public services and takes account of the needs of the public and that gains institutional, administrative and political process experience of the EU.”
The Strategy also defines strategic goal of the public administration: to create a transparent, efficient and IT based system of public administration that is oriented towards results and proper serving of the public.
2007-2010 Action Plan for the Implementation of the Strategy for the Public Administration Development Up to 2010

This action plan defines particular actions how to develop public administration system, objectives of the action, dates of implementation and institutions responsible for implementation of actions. The measures for the promotion of QM are defined in this plan and successfully implementing. The implementation of the measures of Action Plan 2005-2006 is finished.




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