TOWARDS PROFESSIONAL MANAGEMENT IN CENTRAL GOVERNMENT IN FINLAND
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TOWARDS PROFESSIONAL MANAGEMENT IN CENTRAL GOVERNMENT IN FINLAND Expert meeting October 6, 2003 PUMA/OECD Ministerial Adviser Ari Holopainen. BACKGROUND KEY ELEMENTS OF THE FINNISH SYSTEM CRITICAL SUCCESS FACTORS DEVELOPMENT STRATEGY –2012 VISION TARGETS STRATEGIC PROPOSALS

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TOWARDS PROFESSIONAL MANAGEMENT IN CENTRAL GOVERNMENT IN FINLANDExpert meeting October 6, 2003PUMA/OECDMinisterial Adviser Ari Holopainen

  • BACKGROUND

  • KEY ELEMENTS OF THE FINNISH SYSTEM

  • CRITICAL SUCCESS FACTORS

  • DEVELOPMENT STRATEGY –2012

    • VISION

    • TARGETS

    • STRATEGIC PROPOSALS

  • KEY ROLES AND COMPETENCIES OF SCSs

  • LESSONS LEARNED/DISCUSSION

Ari Holopainen


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BACKGROUND FINLAND

FINNISH GOVERNMENT ADMINISTRATION

  • 13 ministries and a large network of relatively independent agencies

  • The Finnish civil service comprises of 100 000 civil servants + 20 000 employees (5 % at Ministry level)

  • Number of senior civil servants is approx. 200

  • Fundamental changes during 90’s:

    • results-based management system

    • new budgetary system

    • decentralised HRM

    • personnel reductions mainly through reorganisation

Ari Holopainen


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BACKGROUND FINLAND

EVALUATION

  • Deliberate, consensual and relatively unhurried approach to reform, high degree of continuity

  • Diversification, differences between state agencies

  • Managers have been developed systematically, but the impact has been uneven and insufficient

  • Need for performance targets for individual civil servants

    PERSONNEL POLICY LINE 2001-

  • The State Employer’s targets:

    • basis of clear values

    • competitiveness as an employer

    • new management climate

  • Proposal for a strategy for management development -2012

Ari Holopainen


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KEY ELEMENTS OF THE FINNISH SYSTEM FINLAND

  • No separate cadre of the senior civil service, only some special regulations:

    • establishing, transferring, abolishing public offices

    • termination of a civil service relationship

    • recruitment/dismissal

  • No cadre of political appointees (exc.)

  • Open/position system

    • permanent or fixed term appointments through open recruitment

    • formal appointments by the President of the Republic or the Council of State, otherwise selection is decentralised

    • no career system

  • State Employer’s Office/Ministry of Finance

    • the State’s general employer policy

    • the State’s joint personnel policy

    • training courses for senior civil servants, senior civil service pay determination

Ari Holopainen


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CRITICAL SUCCESS FACTORS FINLAND

  • Productivity: using the given resources as efficiently as possible

  • Recruitment of skilled managers and preparation of future managers

  • Adapting management to a networked information society

  • Leadership:

    “Management climate must have a clear emphasis on trust-based interaction, cooperation and skills in human relations”

  • The need for renewal

Ari Holopainen


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DEVELOPMENT STRATEGY – 2012 FINLAND

VISION

‘Professional management guarantees the productivity, well-being and constant renewal of government operating units. Systematic development of management ensures the availability of future leaders and their commitment to a common management culture.’

TARGETS

  • Professional and systematic development of managers.

  • Effective, versatile use of management resources.

  • Managers are management professionals.

  • Managers who retain their working capacity throughout their careers.

  • Development of common management competences and culture for central government.

  • Management duties in central government that are attractive and make the State a competitive employer.

Ari Holopainen


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DEVELOPMENT STRATEGY – 2012 FINLAND

STRATECIG PROPOSALS

  • SCS duties should be for a fixed term.

  • Personal management contracts should be drawn up for all top managers in central government.

  • Management should be developed on the basis of a common model.

  • The efficiency and leadership of managers should be assessed on the basis of a common framework.

  • The development, use and mobility of common managers resources should be improved.

  • Management in central government should be enhanced with joint development services.

Ari Holopainen


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LESSONS LEARNED/DISCUSSION FINLAND

  • Management development must be linked to Government’s programme

  • Need to increase political resources (e.g. idea of new political state secretaries) - clear distinction between political leaders and professional managers

  • Tensions between the new managerial and the old legal administrative culture

  • Need to attract all the best candidates vs. the principle of administrative transparency

  • How to bring career elements to an open system

  • The role of SCSs:

    • experts or professional managers

    • SCSs between politicians and citizens (role in media)

  • How to maintain the unity of the civil service?

  • Decentralisation or recentralisation?

  • Gradual change or a big bang?

Ari Holopainen



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