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Professor Geert Bouckaert Current Trends in European Public Adminstration Upper House Hungarian Parl

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Title: Professor Geert Bouckaert Current Trends in European Public Adminstration Upper House Hungarian Parl


1
Professor Geert BouckaertCurrent Trends in
European Public AdminstrationUpper House
Hungarian ParliamentApril 24th, 2009
  • Changing World,
  • Changing Public Administration New European
    Trends

2
  • 1.Taking stock of a changed public
    administration Trajectories of reform
  • 2.Evidence of a changing world
  • 3.Implications for a further changing public
    administration
  • 4.Some conclusions

3
1.Taking stock Trajectories
  • End of 1970s Shared initial problems budget and
    economy, and trust
  • Public Management Reform Shared objectives
  • Re-allocation of resources
  • Performance of performance
  • Responsibility and accountability
  • Initial approaches Negative and Positive
  • Triggering Trajectories of Reform

4
1.Taking Stock Trajectories
5
1.Taking Stock Trajectories
6
1.Takting Stock Trajectories
7
1.Taking Stock Trajectories
8
1.Taking Stock Trajectories
9
Taking Stock
  • OECD (2005) Modernising Government (Moderniser
    lEtat) The Way Forward (La route à suivre)
  • 1.Open government
  • 2.Enhancing public sector performance
  • 3.Modernising accountability and control
  • 4.Reallocation and restructuring
  • 5.Using Market-type-mechanisms
  • 6.Organising and motivating public servants
    modernising public employment

10
Taking Stock
  • What did not work (very well)
  • -Some Market Type Mechanisms
  • -Pure Self-regulation
  • -The Hollow State
  • -Permanent Re-dis-organisation
  • -Massive substitution of civil servants by
    consultants

11
2.Evidence of a changing world
  • The economic and financial crises
  • Global policy issues (warming, migration, energy,
    )
  • Europe in the world a shifting balance of power
  • Emerging shift in demography (pressure on the
    labour market)

12
3.New or Renewed European Trends
  • 1.Multi Level Governance with performance
  • 2.Trust in the public sector, but also within the
    public sector
  • 3.Specialisation and coordination
  • 4.Participation of stakeholders
  • 5.Cities as driving forces
  • 6.Quality and Satisfaction for Citizens

13
Multi Level Governance (MLG) with performance
14
MLG with performance
  • Performance administration
  • Managements of performances
  • Performance management
  • Performance governance

15
Trust as cause and effect
16
Trust Assumptions and contingencies
  • 1.Trust not maximise but optimise Some distrust
    in government is healthy and may be functional
  • 2.Trust levels are culturally contingent
  • 3.Governments trust in citizens versus citizens
    trust in governments
  • 4.No suitable time series of data to confirm a
    decline in trust however, there are serious
    fluctuations
  • 5.Public institutions are not the least trusted
    in society

17
  • 6.No evidence of a direct causal link between
    performance and trust Improving service delivery
    is necessary but not sufficient
  • 7.Trust should be part of objectives and
    strategies
  • 8.Corrosion of public trust may follow
    ill-designed reforms
  • 9.Trust is a permanent concern sustained
    political and administrative interest is required
  • 10.Nurturing the trust capital is cheaper and
    more effective than attempting to restore trust

18
Specialisation and coordination
19
Specialisation and coordination
  • Hierarchy Type Mechanisms (HTM)
  • Smart Hierarchies Holdings, Consolidated
    Portfolios
  • Market Type Mechanisms (MTM)
  • Selective Markets Benchlearning, vouchers,
    co-production with empowered customers
  • Network Type Mechanisms (NTM)
  • Strong Networks Negotiated objectives, shared
    indicators, participatory audits and evaluations

20
Participation of stakeholders
  • Co-Quality Model (CQM)
  • Co-design
  • Co-decide
  • Co-implement
  • Co-evaluatie
  • Drivers for participation
  • -Technology
  • -Legitimacy
  • -Economy

21
Cities as Driving Forces
  • Cities as integrators of societal actors
  • Cities as bottom up renovators of local economies
  • City investments legitimate and sustainable
    increase in quality of life
  • Local government leverage for sustainable reform

22
Quality and Satisfaction for Citizens
  • Transparency on results and risks
  • Citizen (State) versus customer (Market)
  • CAF (10 Years), QCs (1-5QC)
  • Learning from platforms

23
4. Some Conclusions
  • 1.Different positions in trajectories
  • 2.Neo-Weberianism is emerging
  • 3.Reform is technical and political
  • 4.Qui forme lElite? (Competences required)
  • 5.What can we know? What should we do? What may
    we hope?

24
References
  • Bouckaert Geert, Juraj Nemec, Vitalis Nakrosis,
    Gyorgy Hajnal, Kristiina Tonnisson (2009, in
    print) Public management reforms in Central and
    Eastern Europe. NISPAcee, Bratislava
  • Bouckaert Geert, Peters B. Guy, Verhoest Koen
    (2009, forthcoming) Co-ordination a seven
    country comparison. Palgrave.
  • Bouckaert Geert, Halligan John (2008) Managing
    performance, International comparisons.
    Routledge, London, 440p.
  • Bouckaert Geert (2007) Cultural Characteristics
    from Public Management Reforms Worldwide. In
    Schedler Kuno, Pröller Isabella (eds.) Cultural
    Aspects of Public Management Reforms. Elsevier,
    Amsterdam, p. 29-64.
  • Vandewalle Steven, Van Roosbroek Steven,
    Bouckaert Geert (2005) Trust in the Public
    Sector. OECD, November 2005.
  • Pollitt Christopher, Bouckaert Geert (2004, 2d
    expanded ed.) Public Management Reform A
    Comparative Analysis. Oxford University Press,
    Oxford, pp. 345.

25
Further information
  • K.U.LeuvenPublic Management Institute
  • Parkstraat 45 bus 3609B-3000 Leuven
  • Belgium
  • 0032 16 32 32 70
  • io_at_soc.kuleuven.be
  • www.publicmanagement.be
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