Logo IGPDE

Institut de la gestion publique et du développement économique
Opérateur de formation permanente du ministère de l'Économie et des Finances et du ministère de l'Action et des Comptes publics

Espace éditions et publications de l'IGPDE

Responsive Public Management

La veille internationale en breves
International monitoring in public management is one of the constituent activities of the IGPDE since its creation. Several publications have been produced by a dedicated unit, published on the website and accessible to everyone. They deal with subjects present in the current trends of the reforms in France and describe the European and foreign experiences, their effectiveness and / or the inflexions brought to the reforms.
 
The second part of the publication "Responsive Public Management", translation of "Note réactive", is a two-page insert presenting one on-going reform in a specific country. It is written by one of our research analysts and is sent to subscribers along with the "Monthly Notices on Public Management".
 
 

2017

 Responsive Public Management n° 96 - September 2017 - Belgium: reinventing the organization of the work of civil servants

Coming next

  •  Responsive Public Management n° 95 -  July / August 2017 - United Arab Emirates: a Ministry of Happiness to evolve society and guide public policy
     

    Estimated date of posting: September 29th.

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

    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° 92 -  April 2017 - Slovakia: the initiative "Value for Money".

    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.

    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. 
    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.
     
 

    2016

     
    •  Responsive Public Management n° 88 -  November 2016 - Slovenia: innovative public-sector experiments. 
      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° 86 -  September 2016 - Denmark: a digital strategy to foster inclusion
      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° 84 - June 2016 - Latvia: citizen participation in budget drafting
      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
      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
      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.
     
     
     

    2015

     
     
    •  Responsive Public Management n° 77 - October 2015 -  Italy: does the Madia Act herald the advent of an efficient and effective government?
      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
      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.
     
     
     
     
     
     
     

    2014

     
     
     
     
    •  Responsive Public Management n° 65 - July / August 2014 - United Kingdom: the pension scheme revolution continues
      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.
     
     
     
     
     

    2013

     
    •  Responsive Public Management n° 59 - November 2013 - United States: the government shutdown
      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.  
     
     
     
     
     
     
     
     
     

    2012

     
     
     
     
     
     
     
    •  Responsive Public Management n° 43 - March 2012 - Iceland: a new people's constitution
      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').
     
     

    Subscribe to the publication (free of charge) and follow us on Twitter

     

    International Public Management

     

    "Responsive Public Management" highlights reforms in the four main areas of public management, as shown by the few examples chosen from the latest issues:
     
     
    1 - Budget performance:
     
    2 - Governance:

     

    3 - User relations:
     
    4 - Civil service:
     
     
    We are at your service:

     

    Related IGPDE english publications

     
    Partagez cet article !