Responsive Public Management

Responsive Management n°106 - january 2019 - Finland: a pioneer in sustainable development budgeting (pdf - )

With its population of 5.5 million and internationally-recognised education system,  Finland ranks in the top 20 for its standard of living (with per capita GDP of €39,065 in 2016) and was elected the “happiest country in the world” in the World Happiness Report 2018.  It enjoyed steady economic growth from 2001 to 2008, thanks to Nokia’s excellent economic performance. The Finnish economy was hit hard by the downturn in international trade. It began its recovery in 2015,  and growth in 2018 is expected in a range of 2.5-2.9%.

Responsive Management n°104 - September 2018 - China : Artificial Intelligence at the heart of the Chinese government (pdf - )

Already the world’s second-largest economy, China now wants to become the global No. 1 in the key sectors of the digital economy and technological innovation. It aims to be the world leader in artificial intelligence (AI) . As the largest investor in AI in 2017 , China also produces substantial scientific research on this topic. It is a country with immense potential: a population of 1.38 billion, including 800 million smartphone users, sizeable investments and very dynamic companies.

Responsive Management n°103 - June 2018 -South Korea: striving for good human resources management and training performance levels (pdf - )

Like both China and Japan, South Korea has a powerful bureaucracy that has had a major decision-making role in the country’s management since it became independent in 1948.  From the rollout of national development planning in the 1960s to the sweeping public sector reforms in the wake of the 1998 Asian economic crisis, the government has played a predominant role in controlling the country’s social and economic development. Concurrent with these changes, the civil service has expanded considerably, in particular in terms of training as witnessed by the 617 public administration programmes offered in 2010 by the Korean higher education system.  Human resources management and training in the public sector also stand out due to their performance levels. This is confirmed by the International Civil Service Effectiveness (InCiSE) Index,  that is published by the Blavatnik School of Government at the University of Oxford, and which ranks South Korea ninth out of 31 countries.

Responsive Management n°102 - May 2018 - Brazil: the digital revolution is underway (pdf - )

 With a population of 206 million people and the world’s ninth largest GDP, at $1.8 trillion, Brazil has considerable economic potential. The country has emerged from its recession and sustained growth is expected in 2018. According to the OECD, recent reforms have put Brazil on the right track but must be pursued, particularly when it comes to reining in public spending, to allow for optimisation of the country’s capabilities. Technology has already made impressive headway there: 58% of the population uses the internet and over 100 million Brazilians use smartphones. Brazil appears extremely well suited for e-government, as evidenced by the proliferation of IT projects and the launch of a brand new digital transformation strategy.

Responsive Management n°101 - April 2018 - Morocco: Improving public governance and service quality and focusing on citizens (pdf - )

Over the past 15 years, Morocco has enjoyed strong economic growth (3.3% p.a. between 2000 and 2015). Its social situation has also improved significantly, with an increase in the population’s average standard of living and the eradication of extreme poverty. Many public-sector reforms, praised by the IMF, have been carried out to provide better access to public services, to develop public infrastructures and substantially lift Morocco’s rankings in terms of its business climate (it currently ranks 69th worldwide, out of 190 countries). However, many projects remain incomplete, as noted by King Mohammed VI during his Throne Day address on 29 July 2017. This speech was an opportunity to usher in a far-reaching reform programme for the Moroccan government.

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Responsive Management n°100 - February 2018 - Ireland: "Our Public Service 2020", the public service of the future for everyone in Ireland (pdf - )

Ireland, which was nicknamed the “Celtic Tiger” from 1994 to 2008 (thanks to an average annual growth rate of 5.9%), is set to post growth of 3.5% in 2018.  Between 2008 and 2015, however, the country had to cope with a complicated economic situation. This period coincided with a strong determination within the administration that gave rise to two successive public service reform plans (2011-13 and 2014-16).  The second plan received a very positive assessment from the OECD.  The recommendations in the OECD’s report have laid the groundwork for launching “Our Public Service 2020”, a bold and innovative new project.

Responsive Management n°99 - December 2017 / January 2018 - Georgia: "Public Service Halls", placing innovation at the service of citizens (pdf - )

After the 2003 Rose Revolution, in order to shore up its authority, the new Georgian government launched major reforms. These reforms notably involved public administration, which suffered from numerous difficulties that had fuelled the political crisis: corruption, a bloated public sector, unmotivated and poorly paid civil servants, a lack of transparency, etc.  The measures implemented led to a considerable improvement in this small country of 3.7 million inhabitants, which now ranks No. 1 in the region for governance.  They also transformed the business climate, with Georgia ranking a very good 16th in the World Bank's 2017 Ease of Doing Business report (vs. a rank of 112th in 2005).  In addition to a fierce anti-corruption drive, these reforms included the creation of “Public Service Halls” (PSHs). In 2012, the United Nations Public Service Award (UNPSA) was given to the Public Service Halls of Georgia.

Responsive Public Management n° 98 - November 2017 - Bulgaria: vital choices for the country's future (pdf - )

On 1 January 2018 – six months earlier than initially planned, as the role has been shifted half a year ahead due to Brexit – the Balkan Republic will assume the rotating presidency of the Council of the European Union, which it joined together with Romania in 2007. With solid backing from Germany and France, Bulgaria is looking to use this occasion to take action at both European and domestic levels. The government is undertaking a number of reforms with an eye to restoring citizens’ trust in the administration and its institutions.

 Responsive Public Management n° 97 - October 2017 - Iceland: gender responsive budgeting to address the economic crisis (pdf - )

This island of 330,000 inhabitants experienced the full brunt of the 2008 economic and financial crisis. However, since then, it has witnessed a spectacular recovery with 6% GDP growth forecast for 2017, general government debt reined in at 35% of GDP, a slight fiscal surplus of 1.7% and almost full employment. One of the initiatives to address the crisis was the rollout of gender responsive budgeting (GRB).

 Responsive Public Management n° 96 - September 2017 - Belgium: recasting the work organisation of civil servants (pdf - )

The dawn of the 21^st century has brought about wide-reaching changes to the working environment. The modern public sector is driven by the expansion of digital technology and fiscal performance levels. The Belgian federal government is constantly innovating and rolling out new organisation methods which, whilst upending certain practices, are geared towards adjusting to society’s new requirements. To ensure optimum take-up, these changes are designed with a strong human element.

 Responsive Public Management n° 95 - July / August 2017 - United Arab Emirates: A Ministry of State for Happiness to move society forward and guide public policy (pdf - )

The United Arab Emirates (UAE) is the only federation in the Arab world, grouping together seven emirates for a population of 9.8 million, of which around 12% are UAE nationals. The country is dynamic (GDP growth of 2.7% in 2016) and prosperous (GDP per capita of US$ 38,032 in 2016). Among OPEC Member Countries, it ranks fourth in terms of oil production (2.8-3 million barrels per day) and seventh for oil reserves worldwide (98 billion barrels). The UAE boasts a multicultural society and a diversified economy (notably in the tourism, finance, services, real estate, air transport and international trade sectors), and has shown resilience in the wake of lower oil prices.

 Responsive Public Management n° 94 - June 2017 - Malta: matching public service with service to the public (pdf - )

Thirteen years after acceding to the EU, Malta – the smallest Member State – will assume the presidency of the Council of the EU for the first six months of the year. Since it gained independence in 1964, Malta, a crossroads of cultures and influences (including Arab, British, French and Italian), has built a robust civil service. The government is constantly changing and adapting to both the needs of its citizens and budget constraints.

 Responsive Public Management n° 93 - May 2017 - New Zealand: Better Public Services programme, an example of successful government modernisation (pdf - )

Among OECD countries, New Zealand (267,710 km² and 4,789,141 inhabitants) distinguishes itself by boasting a government budget surplus (0.7% of GDP), low government debt (29.8% of GDP) and growth which is set to reach 2.7% of GDP in 2017. Besides this economic prosperity, praise is being heaped on the New Zealand government for its wide-reaching public service reform programme called Better Public Services. This programme was initiated in 2012 and involves rollout of a detailed action plan providing for the achievement of 10 challenging results...

 Responsive Public Management n° 92 - April 2017 - Slovakia: the initiative "Value for Money". (pdf - )

One week after the Brexit vote, Slovakia assumed the presidency of the Council of the European Union for the first time since its accession in 2004. This was an additional challenge for Bratislava, which continues to rely on steady growth that is tightly linked to trade with other Member States. Recently, in order to streamline public spending in several sectors, it embarked on an innovative reform programme.

 Responsive Public Management n° 91 - March 2017 - United Kingdom: "What Works Centres" contributing to government action. (pdf - )

For many years, the UK has been pushing impact assessment and evidence-based policies. As early as 1999, the labour government published a report aimed at expanding the latter. Subsequently, the notion of setting up agencies for knowledge transfers began to make headway. What Works Centres (WWCs) were created with the support of David Halpern, Chief Executive of the Behavioural Insights Team and Geoff Mulgan, Chief Executive Officer of the Nesta innovation foundation. The goal of these structures is to inform government decision-making by highlighting “what works”.

 Responsive Public Management n° 90 - February 2017 - Netherlands: scientific research supporting the public sector.  (pdf - )
The National Research Programme presented by the Dutch government in September 2016 was prepared by a “knowledge coalition” consisting in representatives of all the stakeholder groups involved in, as well as affected by, research activities. This innovative process based on participation and collaboration gave rise to a roadmap for the next four years that reflects the interactions between the scientific community, the public sector, the corporate world and civil society.

  Responsive Public Management n° 89 - December 2016 / January 2017 - Australia: "Balancing the Future", the Public Service Gender Equality Strategy (pdf - )
As at 31 December 2015, women made up 58.7% of the Australian Public Service’s (APS) 155,771 employees, but only 41.8% of the Senior Executive Service (SES). A January 2016 report by Ernst & Young found that women accounted for a relatively high percentage of APS employees when compared with figures in other G20 countries. Although female representation in public office has improved markedly in recent years, the Australian government has published an ambitious gender equality strategy in an effort to do more on this front.

 Responsive Public Management n° 89 - December 2016 / January 2017 - Australia: "Balancing the Future", the Public Service Gender Equality Strategy. (pdf - )
As at 31 December 2015, women made up 58.7% of the Australian Public Service’s (APS) 155,771 employees, but only 41.8% of the Senior Executive Service (SES). A January 2016 report by Ernst & Young found that women accounted for a relatively high percentage of APS employees when compared with figures in other G20 countries. Although female representation in public office has improved markedly in recent years, the Australian government has published an ambitious gender equality strategy in an effort to do more on this front.

Responsive Public Management n° 88 - November 2016 - Slovenia: innovative public-sector experiments. (pdf - )
This year, the former Yugoslavian republic of Slovenia celebrated 25 years of independence. It joined the euro area in 2007 and, five years later, weathered a severe crisis in its banking sector. Refusing a bailout, the government stepped up reform efforts, particularly by curtailing the government involvement in the country's economy in order to not jeopardise public finances. The country's administration is resolutely turned towards the future, and offers new types of partnerships.

 Responsive Public Management n° 87 - October 2016 - India: forward-looking government with an agenda taking in Smart Cities, the digital shift, measures against corruption and tax reform. (pdf - )
In 2015, India’s GDP rose by 7.3% and the figure could be even higher in 2017 (forecast of 7.5%). This would make the Indian economy the fastest-growing in the world. Concurrently, the budget deficit was cut to under 4% of GDP. But these healthy macroeconomic indicators hide real poverty and a society riddled with inequality. Almost 25% of the population live below the poverty line, GDP per capita is still low and half of children under five suffer from malnutrition.

  Responsive Public Management n° 86 - September 2016 - Denmark: a digital strategy to foster inclusion. (pdf - )
In terms of digital public services, Denmark ranks second in the EU, right behind Estonia. For the past two decades, Denmark has had a very proactive – even interventionist – policy with respect to e-government. In May 2016, the Danish government presented its Digital Strategy 2016–2020, entitled "A Stronger and More Secure Digital Denmark". The goal is to create an inclusive society in which everyone can participate.

 Responsive Public Management n° 85 - July / August 2016 - United States: blockchain technology to streamline government processes. (pdf - )
In May 2016 at a conference in New York on new technologies, the governor of Delaware, Jack Markell, announced that he wanted to use blockchain technology to cut red tape for businesses operating in Delaware. Doing so would save money and time, keep exchanges secure and foster good relations between businesses and the state's tax authorities.

 Responsive Public Management n° 84 - June 2016 - Latvia: citizen participation in budget drafting. (pdf - )
On 16 June, after a three-year long accession process and following ratification by its Parliament, Latvia became the 35th Member of the OECD. Latvia has often been held up as an example within the EU for the manner in which it recovered from the economic and financial crisis. The OECD is strongly recommending that the country continues its ongoing reform programme by involving its citizens in public action.

  Responsive Public Management n° 83 - May 2016 - Cyprus: crisis exit and fresh hope for reunification. (pdf - )
As the fifth and final euro area country to receive a bailout package, the Mediterranean island Republic has followed in the footsteps of Ireland and Portugal by successfully exiting the three-year rescue programme that was agreed in March 2013. An ambitious reform agenda has been implemented, there is renewed growth and the island’s reunification is again taking centre stage, with the possibility of an agreement that would bring an end to 42 years of division.

  Responsive Public Management n° 82 - April 2016 - Sweden: a "Ministry of the Future" to think about tomorrow's public policy. (pdf - )
As early as 1973, Sweden, in a ground-breaking move for future planning, appointed a Minister of State to review the role of future studies. A Commission on the Future of Sweden, set up in 2011, which was tasked with identifying the challenges facing Sweden in the longer term, up to 2020 and 2050, submitted its report in March 2013. Created in November 2014, Sweden’s “Ministry of the Future” makes it, along with South Korea, one of the few countries to have such a body. Headed up by Kristina Persson, it has a mandate to think about public policy in the very long term.

 Responsive Public Management n° 81 - March 2016 - Romania leads the fight against corruption in Europe. (pdf - )
According to Hoyt Yee, Deputy Assistant Secretary for European and Eurasian Affairs in the US State Department, Romania is leading the way in the fight against corruption in Europe. For a long time, the country was riddled with corruption: some €70bn in public money stolen since the 1990s, a shadow economy that accounted for 31% of domestic GDP (2014 figures)...

 Responsive Public Management n° 80 - February 2016 - Singapore: a Civil service built on performance and quality. (pdf - )
In the fifty years since it gained independence in 1965, Singapore has by far recorded one of the most impressive economic performances of modern times. With the third highest GDP per capita in the world, Singapore has focused its efforts on education, combating pollution and personal safety, while its civil service model has gained an international reputation.

 Responsive Public Management n° 79 - December 2015 / January 2016 - Russia: from Glasnost to Open government, progress on the transparency front. (pdf - )
Despite its apparent lack of openness, Russia is fully committed to the Open Data revolution. According to Ivan Begtin, director of NGO Infoculture, “a significant and powerful widespread movement towards open data is underway”. The Open Data Barometer ranks Russia 26th out of 86 countries, ahead of Belgium, Portugal and Ireland. In addition, the first national Open Data conference was held in Moscow on 10-11 December 2015.

 Responsive Public Management n° 79 - December 2015 / January 2016 - Russia: from Glasnost to Open government, progress on the transparency front. (pdf - )
Despite its apparent lack of openness, Russia is fully committed to the Open Data revolution. According to Ivan Begtin, director of NGO Infoculture, “a significant and powerful widespread movement towards open data is underway”. The Open Data Barometer ranks Russia 26th out of 86 countries, ahead of Belgium, Portugal and Ireland. In addition, the first national Open Data conference was held in Moscow on 10-11 December 2015.

 Responsive Public Management n° 78 - November 2015 - Portugal: are more reforms on the way now that the financial assistance programme is complete? (pdf - )
The announcement made on 6 June 2015 by Maria Luís Albuquerque, Minister of Finance, that the Portuguese government would repay its IMF loan early did not go unnoticed as the Greek financial crisis was in full swing. An improvement in the country’s credit rating means that it is now able to borrow at lower interest rates on the financial markets and make savings on the interest rates charged as part of the IMF’s financial assistance programme.

 Responsive Public Management n° 77 - October 2015 - Italy: does the Madia Act herald the advent of an efficient and effective government? (pdf - )
The Italian civil service, which employs 3.2 million people, has a poor image, supposedly mired in red tape and susceptible to corruption. In the World Bank’s 2013 Worldwide Governance Indicators, it ranked 25 out of 28 EU member states for government effectiveness. The World Bank’s Doing Business 2015 survey ranked it 22nd for dealing with construction permits and registering property; liquidating a company takes eight years, while it takes eight months to obtain a construction permit. This is why EU institutions are strongly urging Italy to modernize its public administration.

 Responsive Public Management n° 76 - September 2015 - eGovernment in the European Union (pdf - )
The Ministerial Declaration on eGovernment approved in Malmo, Sweden on 18 November 2009 established the policy priorities for European eGovernment, with the goal of making European governments more open, flexible and collaborative. The subsequent 2011-2015 Action Plan, which has just expired, outlined four main political priorities: empowering citizens and businesses through the provision of eGovernment services, enhancing mobility in the Single Market, greater streamlining of administrative processes and improving organizational processes. As part of the strategy to create a Digital Single Market for Europe unveiled on 6 May 2015, the European Commission began drawing up a new 2016-2020 Action Plan in July 2015.

 Responsive Public Management n° 75 - July / August 2015 - United States: evidence-based policy leading the way (pdf - )
At the urging of the Office of Management and Budget, President Obama’s administration is taking an increasingly scientific approach to public policy with a view to directing government expenditure towards programmes with a tried and tested outcome. This evidence-based policy approach is revolutionising the federal government’s way of doing things. It is now encouraging states and local governments to fund pilot projects.

 Responsive Public Management n° 74 - June 2015 - Norway: what does the future hold for the world's largest pension fund? (pdf - )
Since it began production in the early 1970's, Norway has enjoyed a financial boon from oil, with related revenues accounting for up to 30% of the national budget. With oil wells expected to dry up, the state must now rethink the management of its sovereign pension fund.

 Responsive Public Management n° 73 - May 2015 - Japan: Fureai Kippu, a time bank for providing care to the elderly (pdf - )
Fureai Kippu or "ticket for a caring relationship" was created in 1994 by the former attorney general and minister of justice, Tsutomu Hotta, on his retirement. It is the largest and oldest voluntary sector organisation in Japan and is the largest time bank in the world.

 Responsive Public Management n° 72 - April 2015 - Croatia: structural reforms are crucial (pdf - )
In recession since 2009, Croatia is responding to pressure from Brussels and has promised to implement major structural reforms to reduce its public expenditure. It has announced savings of EUR 130 million in the first year of an ambitious programme that includes privatisation, streamlining of public agencies, and the removal of pay-related benefits.

 Responsive Public Management n° 71 - March 2015 - Chile: a model for e-government in Latin America (pdf - )
In July 2014, according to a report by the UN, Chile was ranked second in Latin America for progress in the area of e-government, and number thirty-three worldwide. As early as the 1990s, the country began to offer its citizens public services electronically, and very quickly become a pioneer in this domain.

 Responsive Public Management n° 70 - February 2015 - Canada: federal workforce adjustment (pdf - )
After steady growth until the end of 2010, when it reached a total headcount of 283,000, Canada's federal public service underwent several restructuring programmes entailing an almost 10% cut in jobs over four years. The government subsequently introduced a new system, notably to facilitate mobility within the core public administration.

 Responsive Public Management n° 69 - December 2014 / January 2015 - Poland: participatory budgeting and local democracy (pdf - )
Participation by citizens in public life is increasingly encouraged in Poland. One of the factors driving this trend is participatory budgeting (PB), described as a "mechanism or process in which ordinary people decide or help to decide how some or all public funds are allocated.

 Responsive Public Management n° 69 - December 2014 / January 2015 - Poland: participatory budgeting and local democracy (pdf - )
Participation by citizens in public life is increasingly encouraged in Poland. One of the factors driving this trend is participatory budgeting (PB), described as a "mechanism or process in which ordinary people decide or help to decide how some or all public funds are allocated.

Responsive Public Management n° 68 - November 2014 - Estonia: at the leading edge of digital technology and controlled public debt (pdf - )
At a time when many member states no longer fulfil the euro convergence criteria set out by the Maastricht Treaty, Estonia has had the lowest debt rate in the European Union for several years now. Its strategy hinges on the control of public finances, liberal measures, and the development of digital technology.

 Responsive Public Management n° 67 - October 2014 - Switzerland: open government data becomes a reality (pdf - )
The Confederation has embarked on a process to gradually provide free and uniform access to all official public data. For the federal government, the aim is to make its administration more efficient and transparent, as well as to promote certain segments of the economy.

 Responsive Public Management n° 66 - September 2014 - Czech Republic: a new boost for the Civil Service (pdf - )
The Czech Republic is the only Member State of the European Union where, in practice, the status of public servants is not governed by law, even though that was one of the pre-conditions for the country’s accession in 2004. However, since the country became independent in 1993, the Constitution has contained references to the legal protection of public servants.

 Responsive Public Management n° 65 - July / August 2014 - United Kingdom: the pension scheme revolution continues (pdf - )
After the introduction of Automatic Enrolment into Workplace Pensions in October 2012, which required employers to set up a pension scheme for all their employees, followed by the Public Service Pensions Act 2013 which reformed civil service pensions, the Pensions Act  2014 introduced on 14 May of this year has revolutionised the basic pension scheme. One of the most striking provisions of the Act is one which allows people to withdraw their entire pension in the form of a lump sum.

 Responsive Public Management n° 64 - June 2014 - Germany: model budgets for the former GDR Länder (pdf - )
This year, the country that introduced the ‘golden rule’ and also a ‘debt brake’ (Schuldenbremse) in 2011, has passed a milestone which is as important as it is symbolic: for the first time all the five ‘new Länder’ and the City of Berlin together ended the financial year with a budgetary surplus. That surplus will mainly be used for debt repayment.

 Responsive Public Management n° 63 - April / May 2014 - Belgium: "experts by experience" helping to combat social exclusion (pdf - )
Since 2004, Belgium's public service has recruited workers with first-hand knowledge of exclusion and poverty in order to improve the way it assists the destitute. This original initiative is starting to show results, but it also poses a real challenge for HR management in the different government administrations.

 Responsive Public Management n° 62 - March 2014 - Italy: an austerity cure for its public services (pdf - )
Italy's "Spending Review" is set to be maintained by the Renzi cabinet, after initiation by the Monti government, and its continuation and enhancement by the Letta government. According to various experts, this announcement signals a "normalisation" of Italian politics and favours renewed investment, but it also implies substantial budget cuts in government administration.

 Responsive Public Management n° 61 - February 2014 - Hungary: deep-reaching government administration reform (pdf - )
On 6 April next, Hungary's citizens will vote in the country's parliamentary elections. A more compact national assembly of 199 members instead of 386 at present will be formed after a redrawing of the constituencies. This trimming comes as part of a proactive political programme led by the coalition government in place since April 2010 and backed by the Prime Minister, Viktor Orbán.

 Responsive Public Management n° 60 - December 2013 / January 2014 - Spain: launch of a wide-ranging government reform programme (pdf - )
Seen as too bureaucratic, still insufficiently open to new technologies and fragmented between central and local government bodies (Autonomous Communities, municipalities), it was generally agreed that the Spanish government system was in need of radical reforms.

 Responsive Public Management n° 60 - December 2013 / January 2014 - Spain: launch of a wide-ranging government reform programme (pdf - )
Seen as too bureaucratic, still insufficiently open to new technologies and fragmented between central and local government bodies (Autonomous Communities, municipalities), it was generally agreed that the Spanish government system was in need of radical reforms.

 Responsive Public Management n° 59 - November 2013 - United States: the government shutdown (pdf - )
On October 16th 2013, a few hours before falling into default, the americain House (Democrat) and Senate (Republican) finally found a (temporary) agreement on the 2014 budget and the raising of the debt ceiling. These two factors are distinct from one another, but the fact that they occurred at the same time explains their considerable impact on public opinion.

 Responsive Public Management n° 58 - October 2013 - Lithuania: the 7th European Quality Conference (pdf - )
In charge of the Presidency of the European Union Council for the second half of 2013 (the first of the three Baltic States to do it), Lithuania took on the challenge of organizing the 7th European Quality Conference on public services which takes place every two years in the fall. A success for Vilnius which hosted, the 3rd and 4th of October, delegations from twenty-three countries. 

 Responsive Public Management n° 57 - September 2013 - Greece: an administration in turmoil (pdf - )
If Greece is no longer in the headlines, and if the threats of its leaving the euro seem to recede, the economic and social situation in the country remains a serious concern. To cope, the greek administration tries to engage profound changes.

 Responsive Public Management n° 56 - July / August 2013 - Finland: leads the way in e-government initiatives (pdf - )
Finland is already a world leader in terms of e-government, but the country wants to go further still. At the end of December 2012, the government unveiled an ambitious strategic plan for 2013-2020.

 Responsive Public Management n° 55 - June 2013 - Austria: International Anti-Corruption Academy (pdf - )
As the seat of a number of international organisations, Austria was interested in co-founding and hosting a one-of-a-kind research and training organisation focused exclusively on fighting corruption and improving governance.

 Responsive Public Management n° 54 - May 2013 - South Africa: National Development Plan for 2030 (pdf - )
Sixteen years after its first plan to improve public services ("Batho Pele" Plan), South Africa has now relaunched a "National Development Plan" for 2030. Presentation.

 Responsive Public Management n° 53 - April 2013 - United Kingdom: the public healthcare system : putting the focus back on users (pdf - )
The British public healthcare system is in deep crisis. The Stafford Hospital scandal offers an opportunity to take stock of past reforms and to examine the thorough overhaul of the healthcare sector that began on 1 April 2013

  Responsive Public Management n° 52 - March 2013 - Ireland: a new performance evaluation system for civil servants (pdf - )
As part of efforts to deal with the economic crisis, the Irish government has changed the way it appraises the performance of civil servants. The new system, which has been approved by the trade unions, is an attempt to be more objective and to rank public employees according to their performance level.

 Responsive Public Management n° 51 - February 2013 - Sweden: a new stage in sharing services (pdf - )
As part of a commitment to sharing support functions so that agencies can focus on their core activities, the Swedish government has opened a shared service centre.

 Responsive Public Management n° 50 - December 2013 / January 2013 - New Zealand: The changing face of the public sector, 1912-2012 (pdf - )
Last year marked the centenary of the Public Service Act, a piece of legislation that helped shape New Zealand's public service culture and organisation. After several decades of piecemeal reform, a significant shift took place in the 1980s as part of large-scale economic liberalisation efforts. The Act's 100th anniversary provides an occasion to look back on these changes.

  Responsive Public Management n° 50 - December 2013 / January 2013 - New Zealand: The changing face of the public sector, 1912-2012 (pdf - )
Last year marked the centenary of the Public Service Act, a piece of legislation that helped shape New Zealand's public service culture and organisation. After several decades of piecemeal reform, a significant shift took place in the 1980s as part of large-scale economic liberalisation efforts. The Act's 100th anniversary provides an occasion to look back on these changes.

 Responsive Public Management n° 49 - November 2012- United States: The US federal workforce and the challenges of recruitment (pdf - )
The process for recruiting federal employees is both complex and cumbersome. Over the last two years, a wide-ranging reform effort has begun to pay off. The primary goal is to attract qualified students, at a time when the crisis has led to the early departure of qualified staff that are difficult to replace.

 Responsive Public Management n° 48 - September / October 2012 - Canada: a restrained budget for a growing economy (pdf - )
In a speech given on 29 March, Canada's Finance Minister Jim Flaherty presented the 2012-2013 federal budget, in which the emphasis is squarely placed on reining in public spending and budgetary balance.

 Responsive Public Management n° 47 - July / August 2012 - United Kingdom: open government, information enhancing performance ? (pdf - )
The United Kingdom has launched two years ago a vast policy for government transparency (“open government”), aiming to improve the performance of public action according to the needs of users. The massive putting of public data online seems to partially replace vertical controls, criticized for their bureaucratic complexity.

 Responsive Public Management n° 46 - June 2012 - United States: North Dakota, the abundance paradox (pdf - )
In these times of economic crisis, it seemed worthwhile to look at what is happening in a State in the midst of an economic boom: North Dakota. Full employment and capital inflows, which naturally have their benefits, also have paradoxical effects on public management.

 Responsive Public Management n° 45 - May 2012 - Australia: The Indigenous communities of Australia and their role in public management (pdf - )
Inequalities between Aboriginal people (representing 2.5% of the Australian population) and other citizens are persistent. To reduce them, the authorities signed in November 2008 the National Indigenous Reform Agreement (NIRA), setting the strategy "Closing the Gap"which will provide for an increased involvement of Aboriginal communities in decision-making administration.

  Responsive Public Management n° 44 - April 2012 - Portugal: What future for the public administration? (pdf - )
Having launched a major reform of its administration in 2006, whose effects have been stymied by the magnitude of the crisis, Portugal is trying to cope with the deteriorating economy by launching a new "Plan for the reduction and the improvement of the central structures of the state "(PREMAC).

 Responsive Public Management n° 43 - March 2012 - Iceland: a new people's constitution (pdf - )
Hard hit by the crisis in 2008, Iceland has begun to revise its constitution, in order to restructure its legislative and executive powers as well as its administration. Unusually, citizens were invited to participate actively in this process, with a Citizens' Forum to ask upstream principles, election of candidates proposed by the people to draft the project and amendments via the internet ('crowdsourcing').

 Responsive Public Management n° 42 - February 2012 - Belgium: The Di Rupo Government: State and public management reforms (pdf - )
Since December 2011, Belgium has a new government. For the Civil Service, now attached to the Ministry of Finance, it means important changes.

 Responsive Public Management n° 41 - January 2012 - Germany: What is the "Golden Rule"? (pdf - )
The "golden rule" is much invoked by Paris and Berlin who wish it harmonised at European level. But what does it consist in exactly?