Update on the project: STRENGTHENING THE RESILIENCE OF PUBLIC ADMINISTRATION AFTER THE COVID-19 CRISIS WITH CAF 2020 CAF NATIONAL CORRESPONDENTS MEETING 3 Novembre 2021 Daniel Gerson: daniel.gerson@oecd.org
The COVID-19 crisis has called for immediate responses from public institutions and tested their capabilities • Public administrations and organisations have swiftly responded to the COVID-19 crisis and its effects on economies, societies and citizens, including but not limited to: – Institutions: new institutional structures and committees have been created to coordinate and execute decisions and measures – Spending: Additional spending was needed to support citizens and vulnerable populations
– Emergency regulations: new regulations were adopted under fast track procedures – Health and sanitary measures: new protocols were put in place to protect users, workers and civil servants… while maintaining productivity – Digitalisation: Many organisations moved to hybrid delivery modes and digitalised services – Teleworking: more than 60% of civil servants worked remotely in most OECD countries early 2020 – Communications: new communication protocols and channels have been widely used Public administrations will need to respond to future crises at speed and scale while safeguarding trust and transparency Source: OECD (2021), Government at a Glance
Public administrations and organisations need to be fit for the future and strengthen their resilience Initial lessons drawn from the crisis on how public organisations can become more resilient:
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PREPAREDNESS
AGILITY
CAPACITY
FORESIGHT
Building buffers and investing in agility and preparedness.
Ability to move rapidly to digital, large-scale remote working and service delivery.
Cultivating skills and capabilities.
Developing innovation and foresight capabilities.
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COORDINATION
CONSULTATION
Drawing on partnerships and external resources.
Designing effective and fair mechanisms to engage citizens.
COMMUNICATION S Building crisis communication practices, including to respond to mis/disinformation.
CROSS-CUTTING CHALLENGES • • • •
Environment Inclusiveness Digitalisation Integrity
The EU-OECD CAF project aims to strengthen the resilience of public sector organisations in European Member States REMINDER
Key objectives: • Supporting more resilient public sector administrations and organisations in European Member States by: – Taking stock of the public sector organisations’ responses in managing the COVID-19 crisis and sharing case studies and practices; – Promoting innovative and key public governance themes to make public administrations more resilient to future shocks and challenges; – Helping the CAF network strengthen the use of the CAF model in the postCOVID-19 period.
The CAF model is a resourceful key public management tool
that EU public administrations have at their disposal • The CAF model can help assess the preparedness and the adaptation of public organisations to the crisis and prepare them to be more resilient by looking at measures needed across its various criteria (enablers and results). • The project will help public organisations: – Assess how the use of the CAF model can be used to ensure the effectiveness, flexibility and relevance of policy responses during crises; – Determine how the CAF model can help users share and find new solutions and measures to be more resilient and inclusive; – Reflect upon the CAF model and consider its role in supporting a resilient recovery for public sector organisations in EU Member States.
The project has started and includes four main activities spanned across 18 months Indicative timeline Ongoing Q3-Q4 2021
Q4 2021-Q1 2022
Survey
Case studies
• Recent and existing CAF users • Identify key themes and challenges
• Based on CAF model • Lessons from one organisation (including different levels of maturity) on resilience during COVID
Q2-Q3 2021
Deep-dive workshops and papers • e.g. leadership and people, digital, innovation, coordination with centre, etc.
End 2022
Synthesis report • Lessons learned • Recommendations for CAF, organisations, nationallevel administrations, etc.
The survey aims to collect CAF users’ experience of the crisis and how the CAF model contributed to their resilience
Key objectives 1 – Identify trends in public administrations’ responses to the COVID-19 crisis (impact, adaptation, resilience measures);
– Assess the use of the CAF and its role in preparedness and adaptation to 2 the crisis and in strengthening the resilience; and consider new developments to the framework;
3 – Identify innovative practices implemented in response to the COVID19 crisis that could be disseminated.
The survey is designed along the criteria of the CAF model to structure the analysis • The online survey is structured around the following categories: Examples of questions
❑ Introduction on your organisation ❑ Overall impact of the COVID-19 crisis on your organisation ❑ Use of CAF model and methodologies during the crisis ❑ CAF criterion 1: Leadership
❑ CAF criterion 2: Strategy and planning ❑ CAF criterion 3: People ❑ CAF criterion 4: Partnerships and Resources
❑ CAF criterion 5: Processes ❑ CAF criteria 6-9: results
On a scale from 1 to 4, to which extent has your organisation adapted its operational model to the crisis? (1: no adaptation required; 2: limited adaption; 3: moderate adaption; 4: major adaptation) Since the beginning of the crisis, have you had the opportunity to apply the CAF fully, or on some criteria of the framework? How has your organisation adapted its HRM priorities and strategy to the crisis? Of these initiatives, which are expected to remain in place?
The survey was launched last week to all recent CAF users and will last until mid-November Sept-October
25 October - 12 November
Mid November -early December
Slovenia DG EUPAN meeting December 2021
Analysis of key findings and results
Presentation and discussions of final results
January 2022
Ongoing Preparations, Administration of testing and launch the survey of the survey
Dissemination of final results
• Survey tested with pilots (Austria, Belgium, Finland, Italy) • Administered in cooperation with EIPA
The survey was launched on 25 October with an end date planned for 12 November
Preliminary ideas and directions have emerged from discussions with pilots and other CAF users PRELIMINARY
Strategy planning / processes
Processes (consultations)
• The CAF model has helped organisations reflect on their model and map their processes, helping them to adapt. • The CAF model has supported continuous improvement in organisations.
• CAF users have found it difficult to reach stakeholders and citizens during the COVID-19 crisis, which is no different from most public sector organisations.
People
Innovation (not a CAF dimension)
• Some CAF users felt better positioned in the transition towards hybrid working arrangements and in operating remotely HR processes such as training and hiring. • Some of them had started different initiatives before the crisis (digital skills).
• Digitalisation has been reported as the key transformation experienced by public organisations. • The CAF model has contributed to help them prepare for going full digital during the crisis.
The survey could help collect innovative practices and responses
Your support is critical to the success of the survey • The survey was sent electronically by EIPA to their CAF user database and to National CAF correspondents. • To maximize the response rate, we would encourage you to further disseminate the survey to your local network and encourage CAF users to respond. • A large range of CAF users can respond (preferably users over the past 10 years; or planning to use CAF). • We are available with EIPA for questions and support for you or CAF users on the survey!
The survey results will be used in the next steps of the project to help identify case studies and key themes for deep dive workshops