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Rijksbrede Benchmarkgroep (RBB-Groep) Learn to Achieve

Dutch Benchmark Group Learning Network in the Public Sector The Nederlands June 2005. Rijksbrede Benchmarkgroep (RBB-Groep) Learn to Achieve. Group1 (2002/2003) participants 1. ABP ( pension fund for public employees)

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Rijksbrede Benchmarkgroep (RBB-Groep) Learn to Achieve

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  1. Dutch Benchmark Group Learning Network in the Public Sector The Nederlands June 2005 Rijksbrede Benchmarkgroep(RBB-Groep) Learn to Achieve

  2. Group1 (2002/2003) participants 1. ABP (pension fund for public employees) 2. Dienst Regelingen (national service for the implementation of regulations) 3. Cfi (Central Funding of Institutions Agency, i.e. schools) 4. COA (central agency for the reception of asylum seekers) 5. IB-Groep (student grants andinformationmanagement) 6. IBS (rental grants) 7. Kadaster (national cadastre,landregistry and mapping agency) 8. Politie Amsterdam (police unit city of Amsterdam) 9. RDW (centre for vehicle technology, approval and information) 10.SVB (administration of pensions, child benefit and social insurance) Group 2 (2003/2004) participants 11.UWV (unemployment benefits) 12. CWI (Centre for Work and Income) 13. Belastingdienst (Tax and Customs Administration 14. DJI (correctional institutions) 15. City ofRotterdam (department of social affairs and employment) 16. City of Zwolle (department of social affairs and employment) 17. LBIO (central agency for maintenance enforcement) 18. CBR (driving test organisation) Group 3 (2004/2005) participants 19. RGD (government Building Agency 20. CJIB (centre for collecting penalties 21. Staatsbosbeheer (forest commission) 22. Rijkswaterstaat (infrastructure, roads and watermanagement) 23. Octrooicentrum Nederland (patent office) 2

  3. Goals RBB-Groep • Learning from each other: best practices • By learning better performance and innovation • Network with exchange of knowledge and experiences • Development of employees • (Better) account for commissioners and society 3

  4. ‘The RBB-Groep is a learning network with the benchmark as an cohesive factor’ • Motto RBB-Groep: ‘Keep it simple’ • As much as possible under direct management • Low costs • From building up to consolidation and improvement • Step by step further development of interorganisational learning 4

  5. 05 Results RBB-Groep • More insight in each others functions • Exhange and co-operation • Own initiative, voluntariness and openess • Professional auditpool • Training under direct (own) management • Data (database) and methods: own management • Research with Universities of Groningen / Nyenrode • Enjoying a good reputation 5

  6. Developments RBB-Groep • Improvement and professionalizing instruments • Focusgroups: focus in comparison • Coupling to strategic issues & learning questions of participants • Measuring of the learning curve: who grows fast (learning potential) • Thematical questions: e.g. integrity, compliance • Urgency of participation line-management by DOING • Enlarge network and co-operation with third parties 6

  7. Resultancy-groups • Maintenance of regulations, compliance (Belastingdienst, CJIB, IB-Groep, LBIO, Dienst Regelingen) • Change of behaviour and communication (RDW, COA, LBIO, Kadaster) • Good contacts with clients (LBIO, IB-Groep, RDW) • Implementation Plan Do Check Act (IB-Groep, Dienst Regelingen) • From planning to executing (RDW, Kadaster, IB- Groep,Dienst Regelingen, Rijkswaterstaat) • Public affairs (Kadaster, RDW en IB-Groep) 7

  8. 05 Relevant networks RBB-Groep • Universitiy of Groningen • Business University Nyenrode • Institute of Quality and ‘friends of INK’ • Ministry of Interior, Finance Department, Program ‘Other Government’ • VNO-NCW, organisation of employers • Gartner (ICT) • Chartter Public Accounting • IMAC (Academy for Information-management) 8

  9. Challenges / possibilities (1) • Making best practices effective in our organisations, congruent with our ambitions • Together looking for good practices that not exist yet, e.g. leadership, policy for careermaking, recruitment and selection, satisfaction of employees, appreciation by society • Book of Change (governmental organisations and agencies in the Netherlands) • Processes of participation: citizen / client is actor 9

  10. Challenges / possibilities (2) • Exchange and organisation-development on a thematical way, where we experience bottle-necks: by resultancy-teams (results and consultancy) • Further co-operation between governmental organisations, cross-relations • Shared services for development and training of human capital, shared HR-pool • Shift of borders, also borders of organisations 10

  11. Challenges / possibilities (3) • Differences between organisations are a source for innovation in the RBB-Groep • Learning organisations are able to handle different questions in the context for operation • Co-operating with other companies makes that we find out new applications and new ways of working • RBB-Groep creates a platform for definitions of working realities 11

  12. Governmental costs and cashflows RBB I,II and III 70 miljard, 60% of the expenses of the state in 2005 (€132 miljard) Number of employees RBB I,II and III together 125.000 Number of clients Every year all dutch people older than 18 have contacts with one or more of our organisations Position RBB-Groep in Dutch society

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