Nick THIJS Patrick STAES

Transcription

1 Nick THIJS Patrick STAES

2 Outline 1. A changing public sector and the need for innovation, continuous improvement 2. Innovation, continuous improvement and organisational development 1 Innovation (management) 2 Continuous improvement 3 Organisational development (CAF, ISO, BSC, EFQM) 1. Examples from PES 1 Detecting and identifying the need for improvement. 2 The nature of improvements and innovations 3 Implementing improvements 4 Staff involvement & rewarding 2. Some conclusions

3 1. A changing public sector Changing expectations changing needs New Public Management - introducing new principles : Transparency and accountability Performance oriented Citizen / Customer oriented A growing pressure to be more efficient facing the economic climat Attention for innovation, improvement & organisational development

4 2. Innovation, continuous improvement & results

5 2.1. Innovation (management) Doing things different OR / AND doing different things

6 2.2. Continuous Improvement PDCA cycle (Deming)

7 Q Filosofie van de continue verbetering excellence continuous improvement Assurance of the level of quality(quality systeem) e.g. ISO t

8 2.3. Organinsational development with the Common Assessment Framework

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10 3. Innovation continuous improvement and development in Public Employment Services 1 Detecting and identifying the need for improvement 2 The nature of improvements and innovations 3 Implementing improvements 4 Staff involvement & rewarding

11 3.1. Detecting and identifying the need for improvement. The drivers of the impetus for innovations or improvements can be fourfold: a) Policy-driven (central government, policy-makers), these innovations are per definition top-down ; b) Organisation-driven (meeting needs, expectations and aspirations of staff, users and citizens), these are to be considered as rather bottom-up and initiated by the organisation itself; c) Professional-driven (comparison with other organisations and sharing good practice), in this partners and other stakeholder come into the picture therefore sideways-in ; d) User-provided, and directly resulting from the contacts with users.

12 Internal and external assessments E.g. AMS (Austria) The use of performance information via performance dialogues and benchmarking E.g. JobCenterPlus (UK) & Denmark Involving stakeholders and customers Eg. VDAB (Belgium) & Hungary

13 2.2. The nature of improvements and innovations Product innovation / Service innovation VDAB (Belgium) from classical segmentation (age, gender, educational background, employment duration ) to segmentation based on needs and personal characteristics of job seekers. => tailormade approach, also translated in work organisation Process innovation Denmark : randomised controlled trials (since 2005) in Denmark. Position innovation / Strategic innovation Jobcentre Plus (JCP) outsourcing of services on the basis of competitive tendering and payment by results. Governance innovation Denmark (Since 2007) 93 jobcentres are organised locally and under the authority of the municipality. The jobcentres responsible for the direct contact with clients. The local jobcentres receive ministerial targets (the general lines, general objectives), but are responsible and accountable for implementation on the field.

14 2.3. Implementing improvements Bottom up, Prototyping, Testing, Scaling up: e.g. Austria, Germany, Denmark

15 2.4. Involving staff in improvement and rewarding innovation People work in the organisation know their organisation quite well use their knowledge! e.g. - LEAN thinking and projects with staff in the UK - Digital forum to launch improvement ideas in UK - CAF self assessment team in Austria and Germany Crucial role for Leadership e.g. - Quality Awards in Hungary - C-MOL Leadership framework in VDAB. M stands for Managerial aspects and skills of steering and controlling the organisation. O stands for Ondernemen - these are the entrepreneurial aspects and skills. L are the leadership components of vision and value development. In all these aspects the element of the C oaching is crucial

16 Present culture Our present culture: defensive culture oppositional culture less people-oriented little client-oriented Task oriented Risk-avoiding 16

17 Desired culture Focus on: people orientation self-development more attention on the team taking up responsibilities result orientation Client-oriented Problem solving Pro-active Good leadership 17

18 18 Changing our culture Bridging the gap

19 Conclusions 1. From performance measurement to performance management - A mature use of performance information. - Not only for controlling and accountability, but learning and managing - Internally: from heavy and to more limited, benchmarked targets and indicators. - Externally: performance dialogues, benchmarking, visits, etc. 2. Involvement of external stakeholders & staff - User / customer focus - Employees consulted, involved (trained) - CAF self assessment and Lean exercises

20 3. Networking is the future and the challenge - performance does not stop at organisational boundaries, and innovations and improvements need to be spread and developed (in different directions) shared throughout the network of labour market actors and partners. 4. No innovation, organisational development without Leadership - A pro-active attitude = structured approach to improvement and innovation - From risk avoiding to risk taking - Piloting, controlled testing and experimenting, but also the freedom of being creative

21 Contact Nick THIJS Patrick STAES European Institute of Public Administration (EIPA) European Public Management Unit O.L. Vrouweplein 22 NL BE Maastricht Tel.: n.thijs@eipa.eu