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

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Professor Geert BouckaertCurrent Trends in
European Public AdminstrationUpper House
Hungarian ParliamentApril 24th, 2009

• Changing World,
• Changing Public Administration New European
  Trends

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• 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

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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

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1.Taking Stock Trajectories
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1.Taking Stock Trajectories
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1.Takting Stock Trajectories
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1.Taking Stock Trajectories
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1.Taking Stock Trajectories
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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

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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

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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)

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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

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Multi Level Governance (MLG) with performance
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MLG with performance

• Performance administration
• Managements of performances
• Performance management
• Performance governance

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Trust as cause and effect
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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

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• 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

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Specialisation and coordination
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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

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Participation of stakeholders

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

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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

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Quality and Satisfaction for Citizens

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

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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?

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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.

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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