THE TALE OF THE DATA What can we learn from benchmarking exercises?

(1)

T

HE

TALE

OF

THE

DATA

–

What can we learn from

benchmarking exercises?

Conny Hoffmann

Wouter Van Dooren

Universiteit Antwerpen

Study Day Measuring public sector

performance & innovation

(2)

Context

2 Lessons from benchmarking exercises -

Conny Hoffmann, Wouter Van Dooren 13/02/2014

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5 areas of consideration

1. From policy silos to policy integration

2. E-government

3. Performance budgeting

4. Open government

5. HRM

(4)

1. From policy silos to policy

integration (I)

Flanders:

• 190 agencies in the Flemish government

• silos

(source:

)

• Multilayered structure



How to cope with this matrix?



: more horizontal policy coordination

(5)

Sourc

e:

O

ECD

, G

@

G

20

13 Distribution of general government employment across levels of government (2011)

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1. From policy silos to policy

integration (III)

Learning from benchmarks?

• OECD (G@G 2013):

“Good performance

information can contribute to better decisions”

(7)

1. From policy silos to policy

integration (IV)

OECD - Observatory of Public Sector Innovation

(8)

2. E-Government (I)

• &

: one stop shop for citizens



digital front office



_{integration of back office}

(9)

4. E-Government (II)

Firms using the Internet to interact with public authorities by type of

activity (2011)

Source: OECD, G@G 2013.

Lessons from benchmarking exercises - 9 Conny Hoffmann, Wouter Van Dooren

(10)

2. E-Government (III)

Citizens using the Internet to interact with public authorities by type of

activity (2012)

(11)

3. Performance budgeting (I)

P

hot

o

credit:

ww

w

.le

nding

m

em

o.

com

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3. Performance budgeting (II)

BY

BW

FL

SC

AT

NL

DK

FI

no

no*

yes

no

yes

Source: Hoffmann, Van Dooren (2013).

Inclusion of non-financial performance information in the

budget documents

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3. Performance budgeting (III)

Use of performance budgeting practices at the central level of government (2011)

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3. Performance budgeting (IV)

Learning

forums

Stake-holders

Results

From

having

a PM

system to

doing

PM:

• Performance

dialogue

• Flexibility of the

system

See study day dpt. Bestuurszaken: 'Naar een meer resultaatgerichte

Vlaamse overheid‘ – 10 Jan 2014 (“Towards a more result-oriented

Flemish government”)

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4. Open government (I)

Source: http://www.webnotwar.ca/universal-constant-open-government-open-data/

15 13/02/2014

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4. Open government (II)

• : “central challenge”

• : “programme management”

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4. Open government (II)

Participation in online citizen consultation or voting

0 5 10 15 20 25 30 35 Sh ar e o f citizens

Source: OECD, G@G 2013.

17

(18)

5. HRM (I)

• : Personnel is

important factor for

decisive government

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5. HRM (II)

Source: Hoffmann, Van Dooren (2013).

Question

Year

AT

FI

FL

NL

SC

My pay

adequately

reflects my

performance.

2006

2.7

3.4 2008

2.7

3.3 2009

2.8

3.3 2010

2.8

3.7

3.3 2011

3.4

2.8

2.8 2012

3.5

2.7 My

performance

is evaluated

fairly.

2006

3.1

4.1 2008

3.2

4.0 2009

3.3

3.7 2010

3.3

4.2

3.8 2011

3.0

3.4

3.8 2012

4.1

3.8

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5. HRM (III)

Average annual compensation of central government senior managers (2011)

Source: OECD, G@G 2013.

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Conclusion



Importance of dialogue



“Evidence” of what?



the tale of the data

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References

• SERV: Advies slagkrachtige overheid: prioriteiten voor de

volgende regeerperiode

http://www.serv.be/serv/publicatie/advies-slagkrachtige-overheid-prioriteiten-voor-de-volgende-regeerperiode

• VLABEST: Advies “Naar een bestuurlijke renovatie”

http://www.vlabest.be/advies/de-bestuurlijke-organisatie-van-de-vlaamse-administratie