Public Administration and Personnel Department Ministry of Finance

Public Administration and Personnel Department, Ministry of Finance CYPRUS PRESIDENCY – EUPAN Current MTP Evaluation Joint HRWG/ IPSG meeting 15 -16 October 2012, Limassol

Current MTP - Evaluation Cyprus Presidency of the Council of the EU Medium-Term Priorities (1 Jul 2011 – 31 Dec 2012) Horizontal Theme “An Open, Adaptable and Performing Public Administration”

Current MTP – Themes & Context Cyprus Presidency of the Council of the EU In the wake of the crisis Top Executives Governing a Performing Organization Changing circumstances Maintaining effectiveness Austerity measures and Need & demands quality and trust in PA for reforms Delivering services of (Adaptability, Enhancement of efficiency high quality performance, service and flexibility Need for new competencies delivery, quality and New frames for recruitment & management of trust) development Performance orientation

Current MTP - Work methods & Outcomes Cyprus Presidency of the Council of the EU Present national cases Take active part in WG work Share experiences and knowledge Be effecient Keep expenses low Cooperate with experts Identify best practices Make reports and tools Make surveys (reasonably) Disseminate results Inspire national public administrations

Current MTP - Evaluation Cyprus Presidency of the Council of the EU In the wake of crisis

Current MTP - Evaluation Polish Presidency Cyprus Presidency of the Council of the EU In the wake of crisis Subtheme & Work level HRWG The future of employment status HRWG Flexicurity and motivational instruments Activity/ Product Main objectives Main Developments/ Lessons Learned The Polish Presidency Paper - Employment Status developments in the national public services and the role of EU Law – a subject of growing importance for EUPAN to discuss current developments in this field in selected MS to inspire further discussion on important aspects of this issue showing the main questions and dilemmas a distinction between civil servants and other public employees applied by most Member States a distinction not longer decisive for deciding which tasks are carried out by whom possible further blurring of the distinction due to the case law on the interpretation of Directive 1999/70/EC national complexities as regards public employment and the employment of civil servants developed and brought by different national models a special status of the civil servant based on public law in “new democracies” serving as a kind of a guarantee strengthening the implementation of the civil service core principles Introductory lecture on flexicurity; presenting, sharing and discussing best practises to analise flexicurity concept as a great help in finding new ways of balancing flexibility and security in public administration to analyse the flexible working time arrangements in civil service flexicurity concept as a mean of supporting public administrations to modernise and stay up to date with the wider society and the citizens’ demands and needs significant impact of flexible work time arrangements/systems on attractiveness of public administration as an employer

Current MTP - Evaluation Danish Presidency Cyprus Presidency of the Council of the EU In the wake of crisis Subtheme & Work level HRWG The future of employment status Activity/ Product Survey conducted by Mr. Demmke and Mr. Moilanen based upon the Polish Presidency Paper on Employment Status developments. Presentation of results and discussion at 2 nd HRWG meeting HRWG The Crisis’ impact on human resources Presentation of national cases at WG-, DG- and DG-TUNED meeting. Discussion of key questions Adoption of thematic paper Main objectives to take stock of the current situation in MS concerning employment status development to discuss the background for current developments and future trends and options to exchange experiences on austerity measures being introduced in MS to discuss how expedient processes for cutbacks in pay and downsizing in workforces To discuss aspects such as public service motivation and managers role Main Developments/ Lessons Learned Clear trend towards a decrease in civil service employment (strongest trends found in countries subject to austerity measures) Further flexibilisation of pay, pensions and recruitment systems. Alignment of employment conditions for civil servants and private sector employees Q: Will civil service employment only be seen in core government functions in the future? Will there still be a need for having specific employment feature in certain sectors? Discussion to be continued…. Differences in administrative and legal framework apply, but all MS are in urgent need for implementing downsizing measures Cutbacks in pay are effective measures, but may also lead to a drop in performance and affect traditional social dialogue mechanisms; Important to carefully consider how initiatives are designed and implemented Downsizing public workforce, in particular through involuntary redundancy programmes have a major effect on organisation and employees – a carefully thought out process is vital Crisis’ is also a burning platform to introduce changes!

Current MTP - Evaluation Danish Presidency Cyprus Presidency of the Council of the EU In the wake of crisis / Governing a performing organisation Subtheme & Work level HRWG Need for new types of HR units? Activity/ Product Presentation of national cases at WGand DG-meeting. Discussion of key questions Adoption of thematic paper IPSG Reforms in Public Administration Presentation of national cases at WGand DG-meeting. Discussion of key questions Adoption of thematic paper Main objectives Main Developments/ Lessons Learned Exchange experiences on: how to design and implement efficient HR organisations How to make work processes more efficient and to reduce expenses and time spent How to improve quality with tighter budgets Strong tendency towards centralisation of HR units (obtain efficiency, specialisation of HR skills) When delegation more HR-responsibilities to line managers, there is a challenge in securing a clear task split between managers and HR Introduction of ‘partnering models’ in order to ensure that HR consultants have sufficient knowledge of the business Find the right balance between centralisation and decentralisation of tasks! To exchange experiences from 3 focus areas for reforms: Performance management and austerity measures Citizen focus and involvement to enhance prioritisation Digitalisation and egovernment to reduce costs Three perspectives often in focus when reforming: Digitalisation, Value creation and Involvement To maintain and support an effective organisation, performance management should not only address productivity but also outcome Senior management support is crucial when trying to implement citizen focused innovations in PA – show solid business cases and establish systematically measured outcome of services Implementing shared service centres can be challenging – set aside enough time to define standards and processes, so they encompass the needs of the institutions

Current MTP - Evaluation Cyprus Presidency of the Council of the EU In the wake of crisis Subtheme & Work level HRWG/ IPSG The role of Top Executives in times of crisis Activity/ Product Thematic paper “Role of Top Executives in times of crisis” Consolidated document with information / input provided by EUPAN members on two key questions and summary of the key themes and issues Presentation of EUPAN work Presentations/ Sharing of experiences Group work Discussion of questions Findings & conclusions to be presented to the DGs Main objectives To explore the changes in the role of Top Executives stipulated by the crisis and identify the new expectations To identify the challenges faced by the Top Executives To consider possible limitations encountered by the Top Executives in dealing with challenges and implementing crisis-related reform initiatives To exchange views and share knowledge and practices amongst MS To discuss how EUPAN members can practically contribute in implementation/ taking things forward Initial conclusions based on EUPAN input to thematic papers Continuous communication with the staff , stakeholders and policy makers is needed to ensure cooperation and involvement Setting of strategic objectives/ targets and defining strategic priorities is fundamental - Establishment of culture focusing on results Dynamic Leadership is essential (no longer expected to only be experts on administrative and regulatory rules) – “Words into actions”, Promotion of the values of their organization by being a role model Enhancement of responsibility and accountability of employees at all levels Investment in knowledge management and sharing is crucial Strengthening of human relations within the organisation through teamwork and motivation Conducting performance appraisals in a fair, objective and consistent manner (enhancement of competencies) Provision of training and development opportunities Promotion of innovation and creativity Development of inter-institutional cooperation Redesigni of processes and utilisation of new technology for ensuring efficiency , effectiveness and better quality of service to the customers/ citizens

Current MTP - Evaluation Cyprus Presidency of the Council of the EU Top Executives

Current MTP - Evaluation Polish Presidency Cyprus Presidency of the Council of the EU Top executives Subtheme & Work level HRWG Coordination, cooperation and collaboration at Top Executives level IPSG/HRWG The role of thinktanks in supporting decision making processes IPSG Top executives as enablers of change and innovation Activity/ Product Main objectives Main Developments/ Lessons Learned to enhance the exchange of experience among EUPAN Members, associate countries and institutions, by means of a peer-topeer approach different methods used in MS to ensure the collaboration at top executives level different range of such a collaboration across Europe, but comparable aim of application significant effectiveness of such methods leading to facilitating the process of sharing good practises supporting implementation of joint initiatives supporting the dismantling silo structures of public administration Debate on findings from the Polish project assessing the role of think tanks in the process of modernization of public administration to asses the role of think tanks and other international centres of competence to exchange views and experience of MS regarding rules of cooperation, statuses of think tanks increasing role and added value of „think-tanks” substantial contribution of „think-tanks” to a permanent enhancement of the pa’s competence by being focused on improving the quality of public policy, support in making policy process more rational (‘evidenced based’) while acting as bridges between academia and government providing policy advice to governments many challenges identified that may endanger the functionality of the centres Discussion on selected national cases on capacity to innovate to identify good practices; to share experience and publish the cases for wider public on the EUPAN web site; to open ground for further discussion during DK and CY presidencies leadership is the key to face and manage adaptive challenge leadership is essential for radical innovation; different tools are available to encourage and support TEs in their innovative journeys; Discussion on national cases, regarding coordination, cooperation and collaboration of PA Top Executives

Current MTP - Evaluation Danish Presidency Cyprus Presidency of the Council of the EU Top executives Subtheme & Work level IPSG (and HRWG) A frame for recruitment, selection and development of TE Activity/ Product Presentation of national cases at WGand DG-meetings. Discussion of key questions Adoption of thematic paper IPSG Performance Management Contracts Presentation at WGmeetings of perspectives of a top manager and of a researcher Discussion of key questions Adoption of thematic paper Main objectives Main Developments/ Lessons Learned To further qualify recruitment, selection and development of TE by sharing knowledge and good practises To provide inspiration for the DGs at national level To bridge fruitfully to the agenda of the Cyprus Presidency Important to: focus on supporting legitimacy, transparency and objectivity in recruitment processes to make TE able to match the increasing complexity, demands for efficiency, change innovation and cross governmental orientation and global perspectives to increase talent pool To support a long term development strategy for the leadership pipeline and the development of TE To discuss how performance based management can be an effective tool for improvement and documentation of public sector institutions’ results Contracts do not in themselves create results They can help improving accountability, efficiency and effectiveness They can help management to focus the attention of the institution But drawbacks of the systems can also be detected; Need for renewal and simplification of the system? Need for stronger link between performance and pay?

Current MTP - Evaluation Cyprus Presidency of the Council of the EU Top executives Subtheme & Work level HRWG/ IPSG Development of Top Executives Activity/ Product Thematic paper “Top Executives Development” Consolidated document with information / input provided by EUPAN members on two key questions and summary of the key themes and issues Presenting EUPAN work and discussion on key issues Sharing experiences of country presentations on TE Development Group work and discussion of Key questions Findings & conclusions to be presented to the DGs Main objectives To explore the current state of play on TE Development in public administrations , trends and challenges faced by public administrations to share views regarding the way forward on TE development , especially in light of the financial challenges To share knowledge and ideas on good practices in leadership /management development and other opportunities offered to TPMs in public administration s To discuss how EUPAN members can practically contribute to implementation/taking things forward Initial conclusions based on EUPAN input to thematic papers Top Management is key for an efficient and resultoriented public administration Increasing attention /focus is given to TPM development, strategies are becoming more explicit, new initiatives in TPM development New competencies emphasized and targeted in training programs Empowering TPMs and providing support is very important There is need for increased flexibility of TPMs to act on their own New and innovative methods in T&D should be further promoted In light of financial challenges, adopt cost-efficient development opportunities to TPMs Individual development activities can be effective tools Mobility, job rotation, coaching, networking can be effective tools for continuous and effective development

Current MTP - Evaluation Cyprus Presidency of the Council of the EU Governing a performing organisation

Current MTP - Evaluation Polish Presidency Cyprus Presidency of the Council of the EU Governing a performing organisation (1) Subtheme & Work level HRWG Effectiveness of ethics and trust measures IPSG/ HRWG Building a positive image of the civil service Activity/ Product Main objectives Main Developments/ Lessons Learned Joint survey followed by report on Effectiveness of Good Governance and Ethics in Central Administration: Evaluating Reform Outcomes in the Context of Financial Crisis. to assess the effectiveness of ethics policies and instruments to analyse the link between financial crisis and ethics to analyse the impact of public management reforms on workplace behaviour to raise awareness for the importance of issues which have been neglected so far (costs, unintended effects, impact on trust) to focus on effective institutionalisation of ethics policies definition of more issues as being unethical trend towards more and stricter regulations continues more codes of conduct and codes of ethics more disclosure requirements more ethics committees and controls – slow institutionalisation more media attention but discussions focus on corruption and conflicts of interest Building a Positive Image of Public Administration. The EUPAN Members’ Experience Service Overview Paper to discuss the topic in the following aspects: broad differences across MS in public perception of public administration; most countries do not have a central system of monitoring public attitudes toward public administration but a systematic approach is present; prevailing improving-by-doing attitude instead of launching image campaigns; importance of the image of public sector as an employer image of public administration among the public; government efforts to monitor and public attitudes towards public administration; government initiatives aimed at improving negative image of public administration

Current MTP - Evaluation Polish Presidency Cyprus Presidency of the Council of the EU Governing a performing organisation (2) Subtheme & Work level IPSG Quality Conference Activity/ Product 6 th European Quality Conference, Warsaw 28 -29. 09. 2011; Presentations and video available on www. eupan. eu Main objectives to disseminate good practices regarding strategic topics discussed and presented during conference; to increase knowledge among participants (EUPAN MS, Eastern Partnership countries, others) Main Developments/ Lessons Learned trust building via public management; involving the stakeholders in decisionmaking and service delivery processes; creating a customer-focused culture within the public administration; outcome & result-oriented thinking in public management organisational: 262 participants from 30 countries and organisations; 41 cases presented from 25 countries; on-line broadcast – 357 unique users from 23 countries; overall evaluation 4, 31 (0 -5) IPSG Quality Conference – new framework Research and debate on the findings, conclusions presented to the DGs to explore possible ways to provide sustainability of QCs in terms of: organisation of subsequent events; dissemination of knowledge presented during QC’s QC still present on the agenda of EUPAN; format and concept: subject to future organisers and IPSG – a lot of possibilities available; role of participants and EUPAN in promoting and delivering the key findings and results of QCs for use in each particular administration – crucial for the outcomes; Lithuania’s note on possible hosting the 7 th QC in 2013

Current MTP - Evaluation Polish Presidency Cyprus Presidency of the Council of the EU Governing a performing organisation (3) Subtheme & Work level IPSG Common Assesment Framework (CAF) Activity/ Product Five Years of CAF 2006: From Adolescence to Maturity – What Next? Main objectives to evaluate and update the CAF; to align the CAF expert group intentions with the overall EUPAN goals and perspectives; TQM culture remains attractive for public sector in Europe, regardless the crisis; sustainability, transparency, ethics, principles of excellence in corporate social responsibility, partnerships and innovation, and creativity – more focus on these; guidelines on improvement planning and implementation further developed and a new attempt to stimulate benchlearning to be taken; real involvement of the citizens/customers and the employees needs a lot of work to develop a guidebook on how to transform results of measurement into reforms; to evaluate the works of the CSM LT and discussion on the future of the CSM topic thanks to LT: common ground for discussion, better understanding of CSM and its importance, activities/initiatives in MS inspired by European examples (part of public governance policy agenda, new tools, new projects to build capacity for CSM), networking, professional development; further development of the CSM topic in the framework of IPSG meetings; ; promotion and dissemination of the results of the LT work in national administrations Study on the use, the support and the future of the Common Assessment Framework IPSG Customer Satisfaction Management (CSM) Measure to Improve. Improving public sector performance by using citizen - user satisfaction information Main Developments/ Lessons Learned

Current MTP - Evaluation Danish Presidency Cyprus Presidency of the Council of the EU Governing a performing organisation Subtheme & Work level HRWG The European Year 2012 for Active Ageing Activity/ Product Main objectives Presentation of national cases at WGmeetings. To discuss the European Year perspectives in a PA context Discussion of key questions To exchange experiences on how to meet the future challenges of a decreasing working age population Adoption of thematic paper IPSG CAF group meetings Common Assessment Framework Presentation of state of play at WGmeetings To make further progress on the new CAF-model To prepare for the launching event in second half of 2012 Main Developments/ Lessons Learned Dilemma currently between the need to introduce austerity measures (including downsizing workforce) and to prepare for the challenges ahead Motivational factors to keep older employees on the labour market (Danish national centre for social research), e. g. management attention, early focus, agreements on retirement age German approach; Life-phased oriented personnel development (five phases of professional life) CAF model – with its focus on quality development based on results – is highly appreciated in MS CAF as driver for innovation is a welcomed theme

Current MTP - Evaluation Cyprus Presidency of the Council of the EU Governing a performing organisation Subtheme & Work level HRWG The European Year 2012 for Active Ageing IPSG Common Assessment Framework Activity/ Product Main objectives Continuing the discussion which started during the Danish Presidency by presenting and discussing national cases dealing with active ageing themes at the WG-meeting To enrich previous discussion and sharing of good practices, new initiatives, tools and experiences in managing an ageing workforce Presentation of “CAF model 2013” and approval by the IPSG members and DGs To present and discuss the new CAF model within IPSG for approval Feedback on the 5 th European CAF Users Event To provide feedback on the 5 th CAF Users Event Main Developments/ Lessons Learned Awareness and proactiveness of pas in identifying risks and opportunities is critical Tools can be used to sensitize and help organisations to implement strategy, processes and tools for optimal talent management in the organization, taking into account the changes and the needs of the organization and the employees Professional development /diversification of career paths of empolyees can be a motivating factor for staying on the job Importance of knowledge transfer , improving working conditions, preventing health related risks Focus on: Citizens customers involvement as co-designers, codecision makers, co-producers and co-evaluators Processes: focus on core-processes , management processes and supporting processes Performance orientation, strengthening perception and performance measurements in the results criteria Innovation supported by leadership Social Responsibility

General Conclusions & Added value to EUPAN Cyprus Presidency of the Council of the EU q q q q q Bridging the works of previous and subsequent Presidencies (eg. TE) – Continuity of EUPAN work Sustainability of QC Enhancing the exchange of experience among EUPAN Members, associate countries and institutions, by means of a peer-to-peer approach Involvement of external partners (EGPA, OECD, EIPA) into EUPAN works Effective and result-oriented cooperation among TRIO members – consistent and interesting MTP and inspiration for subsequent presidencies Cross-TRIO initiatives – “Employments status”: PL: initial debate, DK: study, CY: final report financed by PL Evaluation of the cooperation between EUPAN and TUNED Handbook update www. eupan. eu fully operational Elaboration of guidelines for EUPAN inquiries