Towards a(n) (even) more decisive government of Flanders

Transcription

1 Measuring public sector performance & innovation Brussels, February, Towards a(n) (even) more decisive government of Flanders Josée Lemaître & Dries Verlet Research Centre of the Government of Flanders Overview 1. Institutional context 2. Efficiency and effectiveness: the magical twin? 3. Measuring performance in the public sector 4. The way towards a more decisive government Conclusion 2 1

2 1. Institutional context A major administrative reform: Better Administrative Policy ( ) Based on the NPM principles Focus on autonomy, transparency, managerial responsibility New structures and processes 2007: OECD-recommendations on personnel policy, human resources, cooperation between different political levels in the Flemish region 2007: Executive Board defining basic principles for good governance 3 Institutional context 2007: a new launching of the Flemish region on social, economic level: Flanders-in-Action and Pact : Commission for Efficient and Effective Government 2009: General political agreement and program at the administrational level: the multi-annual program 4 2

3 Overview Recommendations OECD Flanders in Action (FiA) / Pact > Chpt decisive governance Committee of wise persons Board of Senior Officials Basic principles on Good governance CEEG Final report on Decisive Governance Flemish Government Flemish Political Agreement (FPA) Ministerial multiannual policy document Ministerial annual policy document Flemish administration Program on monitoring FPA and FiA - Goal n 7: decisive governance Multiannual program on decisive governance': Project 'Internal constitutional reform Implementing good governance in the Flemish administration The Flemish government political agreement (2009) A beacon for a more efficient and effective working government (including administration), based on the commission s final report, stakeholders at different level Reaching the top: economical, social and ecological Supported by an efficient, goal focused and good functioning administration To become one of the leading regions in Europe, in

4 Multi-annual program on decisive governance Based on 4 strategic goals: Internal constitutional reform and partnership Doing more with less More quality in output by means of innovation of processes and instruments More client trust by means of increased output, solutions and responsiveness Elaboration into 13 crucial organization wide key projects (including organization specific subprojects) towards a more decisive government Monitoring results by key indicators: combination of administrative data and data based on the perception of target groups 2. Efficiency and effectiveness: the magical twin? Difficult to define good governance, reason: a social construction Focus on efficiency and effectiveness? Tendency of increased responsibility Financial and economic crisis: value for money Good governance: more than just efficiency and effectiveness alone Rising attention for government governance 4

5 The measurement of efficiency: a try-out As an initiative of the Board of Senior Officials: a voluntarily pilot study in all policy fields Our approach: Measurability of the proposed indicators Policy relevance of the topics Comparability of the data Diversity of policy areas 9 The measurement of efficiency: a try-out Experience with the first results : Too strong emphasis on the tools to realize efficiency gains Difficult to measure input and output of specific units Fear of losing budget Ad hoc selection of indicators: availability versus relevance Difficulties to define meaningful targets 10 5

6 The measurement of efficiency: a try-out Some critical success factors for the further measurement: Ownership of the measurement at the level of the policy domains More systematic approach is absolutely needed Fine-tuning/consensus needed about definitions and methods of measurement Clear communication on the gains and measurement of efficiency To be continued: per entity (business plan and annual report) 11 The measurement of effectiveness Survey: citizens, local governments & organisations/companies Because of the special attention for the perception of the services provided by the Flemish administration Focus on the perceived quality and added value of the service of the Flemish administration in respect of the target groups (effectiveness) Not an evaluation of the political policy as such Not an evaluation of the service of specific organizations within the Flemish government Global appreciation at the strategic level 12 6

7 3. Measuring performance in the public sector Measuring performance in order to guarantee efficiency and effectiveness Performance as a multifaceted concept Persistent problems: On which level do we measure performances? Do we measure perception or reality? Which value indicators can be used for the measurement of public service? The need for quality guidelines Availability of necessary data Added value of Government at a Glance Apples versus oranges: comparing the regional level with the state level Shared competence across several policy levels Difficult to find comparable actors Nevertheless, a valuable reference, source of inspiration for the development of regional indicators Some reflections on the available indicators of the data: The use of perceptual data, taking into account the vision of several stakeholders Open data More and more focus on the meso level, cf. policy fields Stronger focus on the quality dimension 14 7

8 Added value of Government at a Glance A fruitful benchmark for indicators on the performance of the Flemish government, e.g. Public sector employment The use of internet to interact with public authorities Trust of government (Eurostat, not Gallup) Structure of general government expenditures by COFOG-function Performance budgeting The way towards a more decisive government Based on the recommendations of several societal actors: Flanders Social and Economic Council, the Commission on efficient and effective government, Policy Research Centre - Governmental organization - Decisive Governance, Flemish Advisory Council for Administrative Affairs, Administration of Flanders, A broad diversity of recommendations, however with a lot of common ideas 16 8

9 Main challenges towards an even more decisive government Focus on effectiveness towards the main target groups From processes towards performance Further rationalisation of the inputs (efficiency) Strategic planning and integration of policy, governance and financial cycle A more integrated approach Stimulation of innovation Openness and transparency, taking into account the meaning of developments in the external environment and the expectations of the main stakeholders 17 To what extent do we meet these challenges? General satisfaction surveys for the main target groups: local governments, citizens and organizations/companies Integrated approach : new program on decisive government Measurement of efficiency: integrated in the governance and management agreements Further implementation of the performance budgeting Stimulation of innovation: cf. ambitions in the Programs of Flanders in Action and Pact 2020 Transparency: open data, cf. the website of the department of public governance Flanders,

10 Conclusion A clear option about the kind of government that we want is needed, before discussion about the selections of indicators Need of political and administrative top level support for a genuine measurement of our performance What about the measurement of impact and outcome? More meso level studies are needed Not easy, although important for the legitimacy of government 19 Contact information: Dries Verlet Research Centre of the Flemish Government Boudewijnlaan 30 bus 23 B1000 BRUSSELS Dries.Verlet@dar.vlaanderen.be 20 10