Creation And Development Of A «Factory Of Ideas» Public Administration

Original Language Title: Criação e desenvolvimento de uma «Fábrica de Ideias» na Administração Pública

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Read the untranslated law here: http://app.parlamento.pt/webutils/docs/doc.pdf?path=6148523063446f764c3246795a5868774d546f334e7a67774c336470626d6c7561574e7059585270646d467a4c316776644756346447397a4c334271636a51784e4331594c6d527659773d3d&fich=pjr414-X.doc&Inline=false

1 PARLIAMENT motion for a resolution paragraph 414/X creation and development of a factory of ideas in public administration i. aim of the draft resolution the XVII constitutional Government in your Program assumed the aim of "achieving an effective administration, to serve citizens and businesses", and acknowledges that "the key to the competitiveness of the Portuguese economy is called innovation. Innovation of process, product and service innovation, technological innovation and innovation in organization and management. "

In carrying out this program, the Government has developed a series of initiatives "aimed at promoting citizenship, economic development and the quality of public services, improve the efficiency of services provided."

Therefore, in the context of the modernization of public administration, the Government has adopted measures which are essential for the promotion of economic development based on the improvement of public services and in efficiency gains. These measures include the Restructuring program of the Central Administration of the State (PRACE), with a view to the reorganization of the Central Administration of the State services, the Administrative and legislative simplification programme (SIMPLEX) that integrates a set of initiatives aimed at facilitating the life of citizens and businesses, and the creation of the Agency for the administrative modernization, another clear sign of the imperative of achieving in practice the modernization of public administration. Although this set of initiatives, a recent study on "the role of Government in society and the economy" 1 concluded that: "there is a growing culture of service and customer attention in Portugal, disseminated by fundamental sectors of economic, social and cultural activity, that insists on not being adopted, a visible, 1 Roberto Castro, Carlos Liz, Elsa Games (2008) the role of Public Administration in society and in the Portuguese Economy – an empirical study , INA, 37.
2 by the public administration. It follows a very clear dissonance, involving two worlds of equivalent importance to the everyday life of the citizen, that matter correct. This is a diagnosis that, significantly and essentially is shared by leaders of the Administration, a supplier of services, and by citizens, their customers. For citizens, the Public Administration has evolved little over the last few years and still has many problems, being the least entities contributes to increasing the competitiveness of the country. Public sectors of other countries in the European Union and the private sector are evaluated in a much more positive, with the primary responsibility for the maintenance of the status quo in our country is attributed to the Government and the top leadership of public administration ".

Experience shows that successful modernization of any administration depends on a lot of his protagonists and actors. It is they who directly feel the impact of structural changes. They have to be conquered in the modernization process. It is therefore necessary to establish a transparent reform process in which the civil servants themselves can invest. It is a way to make use of your experience and creativity as well as achieve your commitment despite the restructuring of the public administration also respect every civil servant, the reorganisation of services presented projects typically have unique intervention of top administration or frames of external consultants, not favoring the inclusion and participation of employees in the first line, have daily direct and immediate contact with the problems the citizens, local communities and businesses within the contact with the services of the Public Administration.

Given this situationalism, this project has the aim to constitute as a single call to innovation in public administration. Is based on deep belief that there is talent and creativity about 550,000 Portuguese civil servants and that an investment in their individual and collective capacities of innovation will be significantly value generator for Portugal. In this context, motivating employees to cooperate systematically in a team effort of generation of ideas of radical improvement, building an innovation system that is able to support with financial and human resources projects with impact, is very important.
3 taking into account the difficulties of ad hoc and unstructured approaches, we believe that a proven way to create the energy needed to bring innovation to the first line of civil service is through a system of innovation. This recommendation aims to contribute to the discussion of how to bring innovation to the mind of every civil servant, what are the best world practices at the level of Governments and big business and what are the major barriers to innovation.

Thus, the draft resolution seeks to recommend the Government the development of a factory of ideas, encourage the innovation of an independently, and that involve and motivate public servants to improve the services they provide, providing a methodology and the necessary financial resources so that those can create and take up the citizens innovative ideas of public service. So, the factory will be as a stand-alone system to the evaluation and employee performance, is distinct from the "prize of best practice in the public sector", and aims to encourage, assess and promote practical, innovative ideas, leading to the improvement of services rendered, constituting itself as a tool in order to motivate, compromise and reward each employee to contribute to the improvement of the service it provides. On the other hand, the factory is also intended to remove barriers to innovation, ensuring that the ideas have merit, feasibility and financial and human resources in order to be implemented, and later generalized to other areas of the public administration.

II. International experiences as we all know, the movements for reform and modernization of public administration is not exclusive of our country. Before you insert a global phenomenon started about two decades ago, in the United Kingdom and in New Zelândia2.

Spent almost two decades since the beginning of Government and public administration reforms, it is important to look at them, learn from their experiences and welcome the unanimous has been presented as best practices.

As the Portuguese case, many of the reforms undertaken were the result of State budgetary system crises. Therefore, it was necessary to organize its administration, in order to 2 many of the concepts related to innovation in the public sector have their origin in the reform movement known as "new public management" (new public management) or "Reinventing Government" initiated in the United Kingdom and in New Zealand in the 80.
4 get a Public Administration with less cost, a quality public administration, professional and competitive public administration in the context of economic globalization. Comparative studies also reveal that the budget cuts required and led to the development of human resources management tools each time closer to the private sector, based on promotion of merit and in the commitment of each employee with the public service it provides.

Increasingly the international community has been taking initiatives that demonstrate the usefulness of sharing information and of "learning from others". Example of this in the context of the modernization of public administration was the initiative of the European Public Sector Award (EPSA), the first pan-European Public Administration platform that aims to make transparent and public initiatives carried out at the level of modernization of public administration.

In New Zealand, one of the fundamental aspects of Reform considered the end of the Decade of 90, it was precisely the "people" factor. In a first stage of the reform the attention focused on the structures and systems, but quickly demonstrated that in any reform excellence could only be done if I did with people who directly provide public service, being thus essential that the employees were motivated and truly commit themselves to the process of change. Without a staff motivated not to reach the excellence in the provision of the service. Why not just a structural reform, the reform has to be done at different levels, involving people, expertise, funds, technologies and other resources such as organizational culture and humanas3 relations.

The stakes in human resources is also one of the elements of the modernization of the Central Administration of the State in Germany – Regierungsprogramm Zukunftsorientiert Verwaltung durch innovationnen, September 2006 – and the modernization of administrations of the Länder, as is the case of the State of Bavaria and North Rhine that have already put into practice the method of innovation in public administration – "Innovative Moderne Verwaltung" – making reference to "express in public services there are enough women and men , committed to your work and for which can be critical and make new proposals "


In the cited document on innovation in public administration, the German Government observes that despite the budgetary consolidation efforts, the success of the modernization of public administration will not be 3 Government Reform: of roles and functions of Government and public Administration New Zealand-country paper 5 achieved with the imposition of costs to their workers. On the contrary, what is needed are innovative solutions in order to increase the efficiency and flexibility of the administration. Innovation increases productivity and creates new opportunities for employees, and constitutes a strategic form of, on the one hand, make use of your experience and creativity, and on the other to achieve your commitment.

The Government of one of the largest European economies recognize that the modern requirements for a Public Administration more efficient and led to better serve citizens, requires new processes result-oriented and able to engage the people who work with him. And for this new communication processes must be implemented.

Another important factor is the involvement of citizens in the design of future public services, as well as the establishment of an ecosystem of partners to the public service and social entrepreneurship (social entrepreneurship), which works in conjunction with State organizations to find innovative solutions and disseminate them by the public administration in General. A successful experience in establishing this ecosystem is the United Kingdom. Since 2002 there is an innovation initiative led by the National School of Government4, which has presented success stories in the most diverse areas, from education projects between the school and the community to the saúde5 care.

Is universally recognized that the objectives of the modernization of public administration will only be achieved with qualified professionals, motivated and efficient. This places a high demand on staff training and management of human resources. The Public Administration requires professionals who know how to look to the future, a human resource management that knows how to motivate a management culture that knows how to involve staff in decision-making decisive and important in determining the objectives and measures to achieve them.

Because the State and the Society imposed increasing challenges and demands the commitment of every civil servant is indispensable if we want public services quality and efficient, able to contribute to the development of the economy of the country, which should gain in efficiency and effectiveness to compete in a globalized economy.
4 http://www.nationalschool.gov.uk/innovation/5 Creating the Conditions for Public Innovation, by Prof. Su Maddock, Innovation Advisor, National School of Government 6 III. The factory of Ideas in the national framework the Government approved by law No. 66-B/2007, of 28 December, the integrated management system and performance evaluation in public administration (the STORY). Although this also "contribute to improving performance and service quality of public administration, for the coherence and harmony of action of services, managers and other employees and to promote your professional motivation and skills development", the STORY is as its name implies a subjective evaluation system (the official), within the hierarchy of services.

The proposed system which we call Ideas Factory aims to precisely evaluate the employee's performance, but the stimulus to the contribution of employees with new ideas, assessment and allocation of resources for your implementation on the ground. It is an autonomous system that integrates an objective assessment process of the idea itself and not the employee, which brings added value to employee motivation, and above all for the innovation and improvement of services.

We consider that the aspiration of the public function of Portugal should be to build one of the best public services in the world. So, being in the early stage of reform of the public administration, it is necessary to go one step further, with a view to the provision of public services guided by excellence. The experience gained under the Public administration reform movements demonstrates that a continuous process with a view to the provision of a public service excellence depends on:  establish a formal innovation process  Think public services from the perspective of the citizen, staring at him with a view of the wearer, facing their problems  Ensure that innovation is an activity that happens continuously  Involved many collaborators in innovation effort (powering your participation to the context of your work)  look for incremental improvements, but also innovations that change the game rules 7  Strengthen the importance of innovation  Use metrics to monitor the results of innovation  Compensate employees who contribute with ideas and the personal investment of learning of concepts, tools and innovative practices.

With regard to the financing of the system called Factory of Ideas, we would like to remind you that the National strategic reference framework takes as a great strategic plan the qualification of the Portuguese, valuing innovation and increased efficiency and quality of public institutions. In the context of the Agenda for competitiveness factors one of the key priorities is reflected in increased efficiency and quality of public administration, reducing public costs.

The factory of Ideas based on a system that acts on specific themes and create new internal skills, should be a project to be financed by the operational programme Competitiveness factors, defines the development of different innovative ideas, since promoting efficiency and flexibility of the Administration, and as desideratum to improve the services provided by the public administration, bringing greater efficiency to the service and improving the satisfaction of citizens. So, and considering that the year 2009 is the European year of creativity and innovation, the Parliament recommends to the Government the creation of a system called Factory of ideas: 1. Is based best practices based on five principles of universally accepted innovation: the quest for innovation) the concept of service to be provided to citizens taking into account in particular:  who are the groups of citizens to serve?  What products or services will be offered?  How will be offered those products or services (partnerships; the citizen contact channels, etc.)?  What value will be delivered to the citizen (in convenience, trust and time savings)?  what cost will the State incur to deliver these benefits to the citizen?
8 b) Importation of innovation for the front line, involving public servants and citizens. Since the reorganization of services have systematically demonstrated use of exclusive top frame intervention of administration and sometimes external consultants, systematically employees, who have a daily contact with the problems of citizens. c) definition of the future framework to which they aspire and work to Improve incrementally what exists is a pragmatic and defensible action but is also essential to encourage a forward-looking approach on which the future that each organization intends to herself and with this starting point, develop a migration plan for that future. d) adoption of a structured approach for accelerating implementation and generation in the field of innovative ideas the innovation process should be structured and complete, based on the following stages: (i) think the future of the public service in question; (ii) stimulate the generation of ideas; (iii) incubate and try the ideas/projects; (iv) increase the projects, spreading to your implementation in multiple areas of public administration. and innovation learn only) making the path for an individual to develop individual capabilities of innovation doesn't pass through a long theoretical training. The only way to learn to innovate is doing innovation, working on concrete and actual themes.

2. Based on:  innovation processes: definition of a systematic process to build a vision for the future, generate ideas, accelerate your implementation in the field and disseminate your scope;  Governance model: definition of the players in the innovation system (internal and external to the Government), what are your responsibilities and decision-making power. At this point included the definition of the competences of the Innovation Center/Factory of ideas;  resources and funding: clarification of the funding sources of the innovation system, as well as the launch and implementation of ideas generated;  organizational culture and change management: new organizational paradigm is needed in public administration, based on a new attitude of openness the citizens and civil society,

9 encouraging initiative and entrepreneurship for civil servants, rewarding merit and eliminating the stigma of the error;  Metrics of Innovation: defining performance indicators of innovation system, as well as the value of the contributions of its stakeholders, in particular. Clarification of the mechanism of reporting of results to the guardianship  partner ecosystem for innovation: definition of the partners involved, namely (IPSS, Universities, Companies, NGOs, investors, etc.)  technological support Tools: specification of necessary collaboration tools to a fruitful interaction between officials, top managers of public administration, citizens and partners for innovation.

3. Assign premiums, the allocation of necessary resources and ensure an independent assessment; For that:  the proposed establishment of a prize for all the selected ideas and implemented, whose formula for calculating integrates, in particular the following factors) proposed utility b) achievement factor (degree of difficulty of the problems and the development of the course of resolution) and c) application factor (degree of improvement of services);  the system of evaluation of tenders, in order to be effective and able to gain the trust of each civil servant, must be independent of the particular services and provide for the possibility of each civil servant to your proposal to the system, regardless of your superior knowledge.  Constitution in each Ministry of a core group of Innovation with the responsibility to review and make each filtering proposal made with regard to services that are in your dependency;  the establishment of an Innovation Center responsible for (i) (re) analyze and appreciate the proposals (re) forwarded by each core of Innovation, (ii) developing pilot projects for viable proposals, and (iii) to evaluate and assign premiums (iv) Allocate financial resources for the incubation of innovative ideas.

Palácio de s. Bento, 7 January 2009 The Members