Tides of Change Reform of Dutch national government since 1971

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1 Tides of Change Reform of Dutch national government since 97 Prof. dr. M.J.W. van Twist Dr. P.M.Karré Netherlands School of Public Administration History A never-ending story (first major reform in 88) Since 97 twelve major reform efforts (one every years) Success or failure of reform heavily debated Incremental change No revolution but evolution Adapting government to the needs of society as a perpetual process

2 Analyzed reports Commission on interdepartmental coordination and division of tasks (CITACO), 97 Report by Scientific Council for Government Policy (WRR), 97 Ministerial Commission on Interdepartmental Coordination and Division of Tasks (MITACO), 977 Commissie on Restructuring National Public Administration (CHR), 98 Government Commissioner on Government Reorganization (RC/PR RD), Task force on Improving Government s Internal Management (Heroverwegingswerkgroepen), 98 External Commission on the Organization and Functioning of Public Administration (Vraagpuntencies), 99 Report by the Secretaries-General on the Organization and Functioning of Public Administration (SG Beraad), 99 Programme Different Government (PAO), Programme Innovation of Public Administration (SGO VRD), 7- Major themes Legitimation in society Effective political management Strategy and policy Legality Steering philosophy, leadership and culture Structure and personnel Operational processes Supporting processes HRM Analyses of how important these themes were during each reform effort and how the attention for each theme has developed over time.

3 Structure and personnel Structuur & Formatie interdepartementale taakverdeling en coördinatie 'efficiencyw insten' 'departementale taakanalyses' 'kerndepartementen en blokkendoosmodel' 'departementale herindeling per flexibilisering kabinetsperiode' 'dubbel-slot' - Structure and personnel Searching for the best organizational structure to achieve government s goals while downscaling. Coordination and integration, achieve more with less, autonomize / hybridize where possible, reshape the ministerial landscape. A recurring topic Continuously addressed and reframed

4 Steering philosophy, leadership and culture Besturingsfilosofie 'Departementsraad' 'doorbreken ambtelijke cultuur' 'sterke aansturing door kerndepartementen' 'één concern' 'spilpositie van de SG' - Steering philosophy, leadership and culture From strong leadership towards joined-up and whole of government Address regulatory, administrative and policy pressure A recurring topic Continuously addressed and reframed

5 HRM Menselijk Kapitaal 6 'In Dienst van het Rijk' Civil Service 'medezeggenschap' 'flexibele rechtspositie ambtenaren' ABD 'personele voorw aarden voor mobilisering' HRM Personnel development becomes increasingly important, especially as civil servants take over the lead in reform processes. Development of Senior Executive Service (ABD) From flexibility and mobility to a new focus on expertise and skills

6 Supporting processes Ondersteunende processen 6 w ordt als vanzelfsprekend beschouw d 'Zelfbeheer en integraal management' Vergroting doelmatigheid Programmalijn: 'Betere bedrijfsvoering' o.a. SSC's, OG OBR Supporting processes Increased focus on processes supporting core functions Again instigated by civil servants From decentralisation ( integral management ) to centralisation (clusters of SSCs) A technical exercise with political repercussions 6

7 Effective political management Effectieve Politieke Besturing Overbelasting van bew indslieden 'politiek-ambtelijk samenspel' 'steekhoudend ministerschap' 'kerndepartementen' 'contractmanagement' 'programmatische sturing' - Effective political management Effective management by (junior) ministers Ease work pressure Steering, not rowing No attention for role of parliament Becomes less and less important as civil servants play bigger role in government reform 7

8 Land st wave nd wave rd wave th wave Focus of change (7-8) (8-9) (9-) (-) CHR/WRR Heroverw. Wiegel c.s. VRD e.d. Structure Culture Culture Structure Policy Beheer Beleid Beheer Politics Civil service Politics Civil service Reasons for change Steering Quality Legitimacy Operation Quantity Efficiency Steering Quantity Efficiency Operation Quantity Efficiency Drivers of change Society Outsiders Consultants Government Insiders Consultants Government Government Outsiders Insiders Consultants Decisionmakers Approach Commission Project Task force Project Commission Programme Minister/SG Programme Consult Consult Consult Action Develop Develop Design Develop 8