Download - BACKGROUND KEY ELEMENTS OF THE FINNISH SYSTEM CRITICAL SUCCESS FACTORS DEVELOPMENT STRATEGY –2012
19.04.23Ari Holopainen 1MINISTRY OF FINANCE
TOWARDS PROFESSIONAL MANAGEMENT IN CENTRAL GOVERNMENT IN FINLAND
Expert 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
19.04.23Ari Holopainen 2MINISTRY OF FINANCE
BACKGROUND
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
19.04.23Ari Holopainen 3MINISTRY OF FINANCE
BACKGROUND
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
19.04.23Ari Holopainen 4MINISTRY OF FINANCE
KEY ELEMENTS OF THE FINNISH SYSTEM
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
19.04.23Ari Holopainen 5MINISTRY OF FINANCE
CRITICAL SUCCESS FACTORS
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
19.04.23Ari Holopainen 6MINISTRY OF FINANCE
DEVELOPMENT STRATEGY – 2012
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
1. Professional and systematic development of managers.
2. Effective, versatile use of management resources.
3. Managers are management professionals. 4. Managers who retain their working
capacity throughout their careers.5. Development of common management
competences and culture for central government.
6. Management duties in central government that are attractive and make the State a competitive employer.
19.04.23Ari Holopainen 7MINISTRY OF FINANCE
DEVELOPMENT STRATEGY – 2012
STRATECIG PROPOSALS
1. SCS duties should be for a fixed term. 2. Personal management contracts should be
drawn up for all top managers in central government.
3. Management should be developed on the basis of a common model.
4. The efficiency and leadership of managers should be assessed on the basis of a common framework.
5. The development, use and mobility of common managers resources should be improved.
6. Management in central government should be enhanced with joint development services.
19.04.23Ari Holopainen 8MINISTRY OF FINANCE
LESSONS LEARNED/DISCUSSION
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?
19.04.23Ari Holopainen 9MINISTRY OF FINANCE
BASIC ROLES AND KEY COMPETENCIES OF SENIOR CIVIL SERVANTS (draft)