How Do I Open Moped Seat

Three strategic lines to streamline the administration

Jordi Sevilla few weeks ago on his blog wrote an excellent article entitled State Entropy I encourage you to read. Sevilla is an authoritative opinion on these issues, not only because it was one of the ministers most widely held in bringing the public agenda initiatives deployed in the field of Administration but she knows well the "average" from different positions in his career.

Basically the idea is that at times government deficit occupy almost the whole scene less about size - it is not the problem, and more about how we can get the most juice every dollar spent improving public efficiency and effectiveness . And it proposes three strategic lines to dump the efforts:

1. ICT in the administration.


2. The evaluation of public policies. Management

people agree with him and who read this blog often you will have it checked. In addition there are already leading the State authorities are working on that line (I encourage you to throw a glance at Public Innovation Plan Euskadi).

ICT Administration

Mount eGovernment is not easy and has great merit human effort and budget that has been deployed in recent years. But there are several derived in the framework of this concept provides powerful and irreversible technology.

• Scanning services: I often wonder if we are reinventing the circle by an Administration sometimes even more complicated than the face. I dare not even think that we are creating another monster and the enormous amount of energy in the effort to digitize is wasting


• Changes in public action in relation to citizenship and inter-administrative: to occur are vital political (obstacle is much higher). Thus is scanned much but little opens.

Evaluation of public policies

A key concept in public management that distinguishes social impact (outcomes) of activity ("outputs"). Administrations generate activity but that activity does not always translate into social change. Something similar happens with the evaluation of public policy at the state level. The AEVAL was created and works with a team of about few hundred civil servants, basically the same as when I was a general direction of the MAP. Produce evaluation reports, recommendations, officials work hard and well, the Council of Ministers assigned jobs every year. Produce activity, but no impact. His work is not really change course if a policy is not going well, it achieves its effects (ineffective) and is not doing well at a reasonable cost (inefficient). Assessment is necessary to rethink the policy on top of the agenda and more with which it is falling. Management

Many people say (including I) that EBEP development of ambitious and appropriate for the challenges facing our authorities need money and political courage to take it forward . So either the development is in the drawer or laws are drawn almost do not change anything. Yesterday the vice president launched a boat -soon the idea that part of the salaries of public employees is connected with productivity. This is confusing so: public employees from a charge-off level and a level called "productivity" (monthly / quarterly) although this was not linked to any assessment. In addition, some public organizations such amounts (which in practice are fixed) joined them (good times) an amount of "incentives" that ended up becoming part of the salary fixed by the involvement of an objective measure of an outcome. And is that here is the crux of the matter: how to set goals and measure the performance of a public employee as the levels . The very nature of public value created by the Administrations (diffuse and intangible in many cases) makes it difficult and may eventually become dependent on a subjective assessment of affinity groups. "Universal" see it complicated for certain positions (especially those relating to management) possible and desirable.