“Los franceses desean un servicio público que se reinvente, se adapte a las evoluciones de la sociedad y a las necesidades de los ciudadanos (…) Es necesario refundar el contrato social que vincula a nuestros empleados públicos con el servicio a su país y llevar a cabo una transformación ambiciosa de nuestra función pública”
(Exposición de motivos del “Proyecto de Transformación de la Función Pública”, febrero de 2019.
A smaller Civil Service highlights where there are weaknesses and strengthens the need to tackle them. Civil servants themselves want change: better performance management; more active development of careers; and stronger leadership of change.
At the same time, the economic and financial challenges, public service reform and rising consumer expectations mean the Civil Service needs to operate very differently. The Civil Service needs a culture which is pacier, more innovative, less hierarchical and focused on outcomes not process. We also need sharper accountability; more digital services; better data and management information – and policy and implementation linked seamlessly together.
The Civil Service is already seeing considerable change in departments, but the scale of the challenges requires a reform plan that applies right across the Civil Service. The Plan sets out the priorities for action now – it is not the last word on reform and should be seen as the first stage of a continuing programme of reform and improvement.
Despite the changes in pay and pensions which are happening across the public sector, the Civil Service will be a good, modern employer that offers interesting and varied work that makes a difference.
More rigorous performance management: Performance management will be strengthened by standardising competency frameworks across Government and implementing a tougher appraisal system which, for the SCS, identifies the top 25% and the bottom 10%. Good performance will be recognised and poor performance tackled. Civil servants have told us they are frustrated by a culture where exceptional performance is not sufficiently recognised and under-performance is not addressed.
Strengthening capability: By autumn we will have a cross-Civil Service capabilities plan that identifies what skills are missing and how gaps will be filled. This will mean that for the first time talent will be deployed corporately – so people with the right skills can be matched to need. With more services commissioned from outside, there is a serious lack ofcommissioning, contracting and digital skills.
Sharpening accountability: Management information will be improved and we will make the responsibilities of accounting officers on major projects and programmes more transparent. We will strengthen the role of Ministers in Departmental and Permanent Secretary appointments to reflect their accountability to Parliament for their department’s performance.
Policy linked to implementation: Policy advice will be improved by making open policy making the default and we will create a central fund to pilot contestable policy making. Too often policy making has drawn from a too narrow range of views and is not designed with implementation in mind.
New ways of delivering services. By autumn the Cabinet Office will have completed a review with departments to see what further examples of change in delivery models can be implemented this Parliament. The old binary choice between the monolithic in-house provision and full-scale privatisation has been replaced by a number of new ways of delivering services, including mutuals. Digital by default needs to become a reality.
Creating a modern employment offer for staff: The Civil Service will be a good, modern employer and continue to be among the best employers in the country. Departments will undertake a review of terms and conditions to identify those beyond what a good, modern employer would provide. We will also take actions to ensure staff get the IT and security they’ve been asking for so they can do their jobs properly.
Unified Civil Service: Shared services will become the norm to ensure that there is a high quality, flexible and resilient service available to every Department. The nature of the challenges we face mean we need to do more together, working more corporately.
Los empleados públicos tenemos mala fama en este país, como lo revelan desde los chistes de Forges hasta denigrantes comentarios recientes sobre renunciar al cafelito. ¿Está justificada esta imagen pública en cuanto al absentismo laboral? En tal caso, ¿tendrán efecto los planes recién anunciados del actual Gobierno para reducir ese absentismo? Tenemos alguna evidencia empírica, basada en otros países, para empezar a contestar a estas preguntas.
Para los que no es suene que esto, os comento que consiste en si sustituyes o no a las funcionarios que van saliendo de la administración. Estos día he estado en Portugal y a pesar de que mi portugués no era el que era hace 7 años, no he podido evitar leer en el periódico las noticias sobre las medidas que están adoptando por aquellas tierras. Entre articulo y articulo de Cristiano Ronaldo y su novia (que a mi me importan entre poco y nada), me leí este articulo (que en la edición impresa era mucho más largo) sobre la tasa de reposición de funcionarios. Allí va a ser del 20%. Aqui según la ley de presupuestos del estado es del 10%.