New Public Management in Latvia

September 19, 2013

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Agenda

Introduction

Public service system in Latvia, 2011

Results - public service system improvement in Latvia

Lessons learned

Public service catalog (www.latvija.lv)

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Introduction

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The main objective of the project was to institutionalize public service delivery model as part of the new public management in Latvia

Develop public service delivery model

• Start with the initial Model description (concept document)

• Update the Model at the end of the project

Reengineer five public services to test the Model

• Apply for Sickness benefit, Child registration, Obtain construction license, Obtain open-air advertisement license, Obtain cadaster information for heritage

Evaluate all public services according to the Model

Train public management people to apply the Model

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Anathonomy of the project

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2010 2011 2012 2013

State Chancellery contracted CPM Consulting (subcontractors – PwC, IS Consulting, Metrika)

Change of the Project owner: State Chancellery -> Ministry of Regional Affairs

Initial Model description validated (concept document)

1. Five public service reorganisation plans validated

2. One-Stop-Shop concept approved by the Cabinet of Ministers

1. All public services evaluated (1050 planned, 1987 evaluated)

2. The Model updated 3. Public Service Law under development

1. Piloting of the One-Stop-Shop started

2. Training started

Change of the Government

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Public service system in Latvia, 2011

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There were good practices of the public service delivery in 2011, however there were many challanges as well

Best practices

• Social Insurance Agency - service oriented business processes, cooperation with local authorities

• State Revenue Service – implementation of client contact center, move to Internet as service delivery channel

• Cities – one-stop-shops, e-services

Challenges

• Administrative burden (LV -6.8% of GDP, EU average – 3.5%, Denmark – 1.9%)

• Client – postmen (18% of services)

• Unavailability of services in rural regions

• Underutilised potential of e-services (10% used)

• Service oriented budgeting (state level, organisation level)

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Public service delivery was ineffective – there were ~900 locations to receive the services and the availability of the services were low

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Most of public services are suitable for remote request and/or delivery of the result

9

0 0,1 0,2 0,3 0,4 0,5 0,6 0,7

KA nodalīšana (pieprasīšana)

KA nodalīšana (piegāde)

Pasts (pieprasīšana)

Pasts piegāde)

Telefons (pieprasīšana)

Telefons (piegāde)

Elektroniski (pieprasīšana)

Elektroniski (piegāde)

Perfekti piemērots Labi piemērots Nedaudz piemērots

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Results - public service system improvement in Latvia

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2013

Legislation

2014

Development of the Public Service Law (31.10.2013)

Service oriented ICT architecture (30.11.2013)

E-services

Development of reusable ICT components (www.latvija.lv)

One-Stop-Shop (pilot)

Financing model

Public service model approved by the Cabinet of Ministers

Work streams

Development of related normatives (31.07.2014)

Public Service Law accepted

Pilot model development (premisses, budget, operational procedures, responsibilities etc.) (30.12.2013)

Piloting (02.01.2014 - 30.06.2014)

Evaluation of the results, updated One-Stop-Shop concept approved by MK (01.11.2014)

Methodology of service costing developed and approved by the MK (30.11.2014)

New public management system implementation

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Public Service Law should regulate relationships among institutions

Definition of the public service

Definition of the One-Stop-Shop principle

Public service provision timing

Responsibilities for public service model maintenance, service provision

Cooperation principle

Multi-channel principle

Public service register (www.latvija.lv)

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The public service definition was one of the most time consuming activities (unexpected)

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State functions

Realisation of the functions

Institutions

Power Services Business

Management functions

Other

Punishment etc.

Public services

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Lessons Learned

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Lessons Learned (1)

The definition of the public service, the objectives of the classification and attributes of the services (identification) should be clear to all institutions before the classification process

• Only 5% of public services were identified as redundant

• Only 7% of public services were considered to be provided by private companies

ICT plays the key role in the optimisation of the service delivery

• 36% of the services were suitable for one-stop-shop, while 45% highlighted the good potential for e-services

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Lessons Learned (2)

The best practices of the public service delivery, classification etc. should be identified early and key people should be included in the project team

• Social Insurance Agency, Riga city etc.

Only initiatives with clear concept behind were successful, they are progressing quickly

• Public service law

• One-Stop-Shop

• Public Service Catalog (www.latvija.lv)

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Lessons Learned (3)

The classification criteria should be defined with the clear objectives in mind and in line with the overall public service model

• It is not possible to define the ‘importance’ of the service, however numeric information helps a lot (number of services provided etc.)

The public service model should be in line with the overall maturity of the service delivery

• The average maturity was 1 – 2 (scale 0 – 5)

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Public service catalog (www.latvija.lv)

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Too bad all the people who know how to run the country are busy driving taxi cabs and cutting

hair --George F. Burns

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