Public managers and public sector reform: How does Sweden compare? Steven Van de Walle 22 April, Statskontoret, Förvaltningspolitisk dag, Stockholm
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1 Public managers and public sector reform: How does compare? Steven Van de Walle 22 April, Statskontoret, Förvaltningspolitisk dag, Stockholm
2 COCOPS Top Public Executive Survey COCOPS - Coordinating for Cohesion in the Public Sector of the Future (EU 7th Framework Programme) Full census of top executives central government ministries and agencies/ subordinate bodies This presentation based on first 16 countries (excl. FI, PL, IS) 523 respondents in, 40,4% response rate : Statskontoret & Uppsala Universitet 2
3 Reform trends Transparency and open government Internal bureaucracy reduction / cutting red tape Collaboration and cooperation among different public sector actors Focusing on outcomes and results Digital or e government Treatment of service users as customers Public sector downsizing External partnerships and strategic alliances Flexible employment Citizen participation methods/initiatives Extending state provision into new areas Contracting out Mergers of government organisations Privatisation Creation of autonomous agencies or corporatization COCOPS average 3
4 Perceived reform dynamics Too demanding (vs. Not demanding enough) Bottom up (vs. Top down) 9 5, ,2 5, Comprehensive (vs. Partial) Successful (vs. Unsuccessful) 6,0 5,0 5,1 About service improvement (vs. About cost-cutting) High public involvement (vs. No public involvement) COCOPS average 4
5 Management instrument adoption Staff appraisal talks / performance appraisal Performance related pay Cost accounting systems Management by objectives and results Business/strategic planning Risk management Decentralisation of financial decisions Decentralisation of staffing decisions Customer/ user surveys Codes of conduct Quality management systems Benchmarking Internal steering by contract Service points for customers (e.g. one stop shops) COCOPS average 5
6 Have things improved? (top officials) Q: Compared with 5 years ago, how would you say things have developed when it comes to the way public administration runs in your country (1 worse; 10 better)
7 5-year performance changes - Cost and efficiency Service quality Fair treatment of citizens Ethical behaviour among public officials External transparency and openness Policy effectiveness Staff motivation and attitudes towards work Attractiveness of public sector as employer Innovation Equal access to services Citizen trust in government Citizen participation and involvement Internal bureaucracy reduction Social cohesion Policy coherence and coordination 7
8 Management autonomy Budget allocation, hiring & firing, promotion, contracting out, structural changes 8
9 Politisation Low respect technical expertise; senior appointments; interference routine activities 9
10 Policy autonomy Policy choice and design; policy implementation 10
11 Cutback approach 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Proportional cuts Efficiency savings Targeted cuts None 11
12 Cutback measures - Postponing/cancelling new programmes Hiring freezes Downsizing back office functions Cuts to existing programmes Staff layoffs Reducing front line presence Increased fees and charges for users Pay cuts Pay freezes 12
13 Impartial implementation of laws and rules Achieving results 13
14 Top officials value trade-offs Total Finland Netherlands Following rules Achieving results 14
15 Developing policy agendas Finding joint solution to solve problems of public concern 15
16 Further Information and Results COCOPS - Coordinating for Cohesion in the Public Sector of the Future ( ) Contact Steven Van de Walle Professor of Public Administration Erasmus University Rotterdam PO Box 1738, room T DR Rotterdam T: vandewalle@fsw.eur.nl 16
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