New Public Management in Latvia September 19, 2013

Size: px

Start display at page:

Download "New Public Management in Latvia September 19, 2013"

Horace Simmons
6 years ago
Views:

1 New Public Management in Latvia September 19, 2013

2 Agenda Introduction Public service system in Latvia, 2011 Results - public service system improvement in Latvia Lessons learned Public service catalog ( Slide 2

3 Introduction Slide 3

4 The main objective of the project was to institutionalize public service delivery model as part of the new public management in Latvia Develop public service delivery model Start with the initial Model description (concept document) Update the Model at the end of the project Reengineer five public services to test the Model Apply for Sickness benefit, Child registration, Obtain construction license, Obtain open-air advertisement license, Obtain cadaster information for heritage Evaluate all public services according to the Model Train public management people to apply the Model Slide 4

5 Anathonomy of the project State Chancellery contracted CPM Consulting (subcontractors PwC, IS Consulting, Metrika) 1. Five public service reorganisation plans validated 2. One-Stop-Shop concept approved by the Cabinet of Ministers 1. All public services evaluated (1050 planned, 1987 evaluated) 2. The Model updated 3. Public Service Law under development Initial Model description validated (concept document) 1. Piloting of the One-Stop-Shop started 2. Training started Change of the Project owner: State Chancellery -> Ministry of Regional Affairs Change of the Government Slide 5

6 Public service system in Latvia, 2011 Slide 6

7 There were good practices of the public service delivery in 2011, however there were many challanges as well Best practices Social Insurance Agency - service oriented business processes, cooperation with local authorities State Revenue Service implementation of client contact center, move to Internet as service delivery channel Cities one-stop-shops, e-services Challenges Administrative burden (LV - 6.8% of GDP, EU average 3.5%, Denmark 1.9%) Client postmen (18% of services) Unavailability of services in rural regions Underutilised potential of e- services (10% used) Service oriented budgeting (state level, organisation level) Slide 7

8 Public service delivery was ineffective there were ~900 locations to receive the services and the availability of the services were low Slide 8

9 Most of public services are suitable for remote request and/or delivery of the result Elektroniski (piegāde) Elektroniski (pieprasīšana) Telefons (piegāde) Telefons (pieprasīšana) Pasts piegāde) Pasts (pieprasīšana) KA nodalīšana (piegāde) KA nodalīšana (pieprasīšana) 0 0,1 0,2 0,3 0,4 0,5 0,6 0,7 Perfekti piemērots Labi piemērots Nedaudz piemērots 9

10 Results - public service system improvement in Latvia Slide 10

11 New public management system implementation Work streams Public service model approved by the Cabinet of Ministers Legislation Development of the Public Service Law ( ) Public Service Law accepted Development of related normatives ( ) E-services One-Stop-Shop (pilot) Financing model Service oriented ICT architecture ( ) Development of reusable ICT components ( Pilot model development (premisses, budget, operational procedures, responsibilities etc.) ( ) Piloting ( ) Evaluation of the results, updated One-Stop-Shop concept approved by MK ( ) Methodology of service costing developed and approved by the MK ( )

12 Public Service Law should regulate relationships among institutions Definition of the public service Definition of the One-Stop-Shop principle Public service provision timing Responsibilities for public service model maintenance, service provision Cooperation principle Multi-channel principle Public service register ( Slide 12

13 The public service definition was one of the most time consuming activities (unexpected) State functions Management functions Other Realisation of the functions Power Services Business Institutions Punishment etc. Public services Slide 13

14 Lessons Learned Slide 14

15 Lessons Learned (1) The definition of the public service, the objectives of the classification and attributes of the services (identification) should be clear to all institutions before the classification process Only 5% of public services were identified as redundant Only 7% of public services were considered to be provided by private companies ICT plays the key role in the optimisation of the service delivery 36% of the services were suitable for one-stop-shop, while 45% highlighted the good potential for e-services Slide 15

16 Lessons Learned (2) The best practices of the public service delivery, classification etc. should be identified early and key people should be included in the project team Social Insurance Agency, Riga city etc. Only initiatives with clear concept behind were successful, they are progressing quickly Public service law One-Stop-Shop Public Service Catalog ( Slide 16

17 Lessons Learned (3) The classification criteria should be defined with the clear objectives in mind and in line with the overall public service model It is not possible to define the importance of the service, however numeric information helps a lot (number of services provided etc.) The public service model should be in line with the overall maturity of the service delivery The average maturity was 1 2 (scale 0 5) Slide 17

18 Public service catalog ( Slide 18

21 Too bad all the people who know how to run the country are busy driving taxi cabs and cutting hair --George F. Burns This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law,, its members, employees and agents do not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it All rights reserved. In this document, PwC refers to which is a member firm of PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity.

Revenue revolution - Planning for the new revenue standard

Revenue revolution - Planning for the new revenue standard Capital Markets and Accounting Advisory Services August 2016 Change is coming! All entities will be impacted, but the extent of the impact will