Development of Public Administration in the Slovak Republic ..from government to governance, from politics to policy..

Transcription

1 Rut Erdélyiová, Ministry of Interior of the Slovak Republic Development of Public Administration in the Slovak Republic..from government to governance, from politics to policy..

2 Dosiahnutá úroveň podľa WGI, max=100 ROMANIA BULGARIA GREECE ITALY LITHUANIA HUNGARY SLOVAK REPUBLIC POLAND SLOVENIA SPAIN PORTUGAL CZECH REPUBLIC CYPRUS ESTONIA FRANCE UNITED KINGDOM BELGIUM GERMANY IRELAND ICELAND AUSTRIA LIECHTENSTEIN NETHERLANDS SWITZERLAND NORWAY LUXEMBOURG DENMARK SWEDEN FINLAND Dosiahnutá úroveň podľa WGI, max=600 Public administration in Slovakia Index úrovne verejnej správy v roku Kontrola korupcie Kvalita regulácie Otvorenosť VS Vymožiteľnosť práva Poli cká stabilita Efek vita VS zdroj: World Government Indicators (WGI) database, World Bank, Vývoj indexu úrovne verejnej správy SR R² = 0, zdroj: World Government Indicators (WGI) database, World Bank, 2012 Based on the World Bank analysis of indicators of the quality of PA, the Slovak republic is among the least developed in the MS of the EU. Efekivita verejnej správy Sloboda Poli cká stabilita Kvalita regulácie Vymožiteľnosť práva Kontrola korupcie Polynomiálna transformácia (Efek vita VS)

3 A few facts Slovakia is home to 5,5 million people, all of whom tend to claim public services. We use 37,1 % of the national GDP (in 2013) to ensure the functioning of our PA and over 17,000 public buildings to house an extensive public administration network, staffed by public servants. We rank on the 78 th place in The Global Competitiveness Report Slovakia was thus labeled the second least competitive country in the EU. An average Slovak citizens spends 51 days and over 1,500 Euro to gain access to public services.

4 Public administration in Slovakia Public organisations and their processes are controlled by individual units and built vertically PA policies and agendas are managed in isolation, without interoperability between sectoral organisations and services; safety and sustainability of data/services to be more systematically addressed There is an absence of an unified human resources management system of PA, starting with hiring, training, evaluating performance and quality remuneration; linkages to the political cycle Most sources of public finances are currently being used to finance current operating expenses, which cover annual recurring needs. Their growing share is draining resources needed to finance long-term development needs and improvement of the quality and scope of services.

5 CHALLENGES for Slovakia, identified by the EC Overall profile of public administration in Slovakia SK EU average G-Civil justice F-Tax compliance & tax administration A-Government Effectiveness B-Tools for administrative modernisation C-Corruption and fraud E-Public Procurement D-Business Start & Licenses Source: WIFO

6 PA VISION PA as a client-oriented, knowledge-based public service prepared to provide high quality services and assistance even in times of crises developed in line with European standards and global best practices able to provide services at local, regional and national level adapted to the needs of users, stimulating active participation and inclusive growth

7 At national level Slovakia is currently addressing areas including: The current and envisaged PA s cost-benefit ratio and budgetary planning, determining the actual cost of services, monitoring capacity and demand, enhancing future benefits by restructuring PA to foster sustainable growth and social cohesion, Building national analytical capacity in key segments of PA enabling effective corrections and focused, strategic and evidence based policy-making Re-modeling the PA service portfolios and delivery structures, measuring their current size and scope, and optimizing their future availability and effectiveness from a user friendly perspective, Mainstreaming of future oriented, sustainable development strategies at national level as well as in the EU context, Supporting stakeholder involvement, fostering engagement, ownership and shared responsibility, aiming to turn necessary measures into accepted solutions.

8 PA REFORM PHILOSOPHY in the SR Systems Services Recipients Integrated strategic approach concentrating limited resources on key priorities with added value, identified and addressed based on the partnership principle

9 BALANCING OF NEEDS

10 Best practices for a strategy-focused governance Balanced Score Card BSC (1) strategy performance management tool to keep track of the execution of activities by the employee within their control and to monitor the consequences arising from these actions the most widely adopted performance management framework reported (2), Barcelona (3), UK and French Ministry of Defense in Hall of Fame (4, 5) Introducing performance monitoring and measurement today, to enable democratic, result-oriented governance tomorrow (1) (2) (3) (4) (5)

11 Our service-focused goals Increase efficiency and quality of public administration proceedings, Increase transparency and accessibility of services, reduce red tape in terms of time, Reduce the administrative, bureaucratic and financial burdens in handling entrepreneurial issues, Introduce new philosophy & methods of managing public administration Simplify, integrate and establish more transparent structures of regional state administration through Single Points of Contact (SPC) Reduce the cost of public service provision Changing the structure and effectivity of public service performance.

12 Optimization based on life situations Introducing life-cycle centered service planning. Situation Birth Death Relocation Marriages

13 Optimization based on life situations Citizen Reduction in interaction and contact time With clients and within the PA systems Government and third subjects Doctor RFO IFO City Civil registry agenda Public insurance agenda Health insurance agenda Central office of labour,social affairs and family RA Cadastre Sharing information personally Automatic flow of information

14 Optimization based on life situations Detailed process of offered services according to the principle of life situations Subject Citizen Doctor Civil registry agenda RFO City HIA SIA COoLSAaF Task Give data for registration of a Child Announce Child birth Registration a Child Registration to the registry Registration residence Registration to the Health insurance agenda Registration to the Social insurance agenda Registration to the System for allowance Actions ID parents Child name Health IA Perm. residence Registry data: Mother, Father Healt IA Perm. residence Registry data: Data about child Relations M&F Give Registry data Data about child Registration child s residence Give Insurance card Process Birth 1.1 Actions of citizen 1.2 Actions of doctor 1.3 Actions of Civil registry agenda 1.4 Actions of 1.5 Actions of City 1.6 Actions of HIA 1.7 Actions of SIA 1.8 Actions of Central office of labour,social affairs and Family SLA Before birth ASAP EOD EOD Online Mondays Mondays Mondays Mondays IS IS IS IS IS IS IS IS

15 Process Mapping (S-BPM)

16 Setting services and capacity 66 The average time of execution in transport and roads agenda car ID 30 6

17 First results New perspective on policies and procedures Pro-business and pro-client PA environment Elimination of space for corruption in PA decisionmaking Optimizing service delivery and cost provider & user level Changing the culture of public acquisition and human resources management

18 Calendar / Plan /01/ /10/2013 Abolition of Specialised Regional Offices Abolition and Integration of Specialized Offices New model 72 integrated District Offices OECD analysis Further Abolition and Integration of Specialized Offices Local State Administration Optimizing KAMO (one stop shops) Audit Central State Administration maliza Providing e-services within state administration Optimization processes and structures Central State Administration Optimizing Audit Selfgovernment Self-government modernizing Self-government Optimizing

19 exploring new dimensions of connectedness, interdependency, complexity, uncertainty, and collaborative public management within and outside of government agencies, and even across international boundaries, to ensure a sustainable future and inclusive opportunities for all.. Thank you for your attention. Ministry of Interior of Slovakia 2020@minv.sk