Public Administration
Sector Issues
The environment in which activities of Public Administrations are developed is more and more uncertain: more services are demanded, more personalized and with lower budget.
The heterogeneity of citizens’ needs and expectations has increased considerably (higher number of sectors of citizens – users with diversification of needs / expectations) and personalized services.
Public Administration needs to identify and give answer to different needs/expectations. With this aim, it is necessary to improve communication channels and analyze the “citizen’s voice” and the rest of the stakeholders to define the services, according to the particular needs and expectation of each sector = active beneficiaries.
Change – Improvement Management: Public Administration must assume that stakeholders’ needs and expectations, which are the base to define the services, change quickly. For this reason it must establish tools to analyze them and manage the improvement.
Organization by processes and Strategic Vision: Public Administration must undertake the services with a global vision (systemic). In addition it must adapt itself to the flexibility demands, heterogeneity and uncertainty. With this aim it must be organized by processes.
The role of Managers of Public Administration must be modified: problems are not “procedure problems” anymore, but problems to set objectives and strategies: the Manager must not merely “do properly what it is known that is must be done”, but establish and prioritize objectives and plan how to achieve them. The Manager must have innovation ability: to develop proposals and to be able to mobilize the necessary resources for their effective implantation.
Managers’ role must be proactive: they are responsible for designing the strategy of the Management Centre: to set objectives and establish the way to make them true.
In many cases Public Administration has to coordinate itself with other organizations to provide services (some clear examples are the basic services: health / education / social services – on the one hand there are other private organizations which provide some of these services and on the other hand Public Administration has to count on some private organizations or NGO’s “in partnership regime” to provide the complete service in optimal conditions and being efficient). We get back to the need to be organized by processes to provide the service in a coordinated and controlled way and without loosing the global responsibility for itself despite its execution by different organizations.
Managers need to articulate these relationships with “ally organizations” to provide public services. To do so, it must be very clear which the process is (where it starts and where it ends), which the activities executed by the organization ally of the Management Centre are, how the quality of work will be measured (indicators of the process)… by always considering that the Management Centre has always global responsibility for the process.
What we offer
Diagnosis using the EFQM model – Strategy (CMI) – Process management (Management Systems about ISO 9001 – ISO 14001 …) – Identifications of needs, expectations and measuring results in Stakeholder management – improved redesign / process reengineering and management improving tools included Management Systems about ISO 9001 – ISO 14001…).
This leaning on a Management and Leadership.
