The changes that will be made in the Public Sector by 2016

View in detail what will change from month to month

The project will be developed gradually until March 2015, according to the "Kefalaio", and it is worth noting that changes have already been agreed with lenders.

The political leadership of the ministry stated that the aim of all this is the upgrading of the public services, to better serve citizens and enterprises, and there are changes in the way of recruitment and evaluation of public officials.

Let's have a look at some of these changes:

• The connection of the evaluation of performance with the wages or even dismissal. According to the document of the Ministry of Administrative Reform, (which presents the "National Strategy for Public Administration Reform 2014 -16"), "will be designed and developed a mechanism to support, training and motivation for employees who repeatedly exhibit poor performance. They will have the opportunity to retrain and / or repositioning or even expulsion in cases of extreme underperformance".
• The maximum staffing of each public body
• The permanent mechanism of mobility
• New organization chart of public sector
• Strengthening the supervisory role of the Ministry of Administrative Reform
• Simplifying transactions of citizen and businessman to the state, strengthening the training of officials
  • Inventory of all employees serving in the public sector (excluding SOEs capital B) in register payroll of Greek public sector.
• Completion of staffing plans for all operators of public sector.
• Report on employment levels and the structure of remuneration in the public sector in relation to ensuring provision of high quality services and fiscal sustainability.
• Introduction of a new institutional framework for selecting heads according to the efficiency.
• Completion of the assessment of individual performance of each employee based on the current transitional system.
• Selection of new president of the National Center for Public Administration and Local Government with open procedures.
• Conducting of pilot projects focusing on the development of basic skills.

Administrative structures, administrative operations, human resources and procedures to ensure transparency and accountability will be streamlined through the implementation of a specific and time-bound project as it has been shaped by the minister, Mr. Kyriakos Mitsotakis.

These changes will be made in the following time series:

2014

April

May

June

• Processing and submission of targeted interventions in the form of a bill in Greek Parliament to reduce administrative burdens.
• Improvement of the monitoring system and publication of the results on the website of YDMID.
• Finalize communication strategy and its approval by the Governing Reform Council
• Evaluation, review and rationalization of the public sector payroll with a budget neutral manner.
• Mapping of fixed-term staff in terms of full employment.
• Completion of the evaluation of non-wage benefits and submission of relevant legislative proposals to harmonize with EU best practices.
• Implementation of the new projects for staffing, three months after their adoption by the Governing Council Reform.
• Adopt legislation for new single payroll in public.
• Integration of all public servants in the Single Payment Authority.
• Finalize and promotion throughout the administration of the code of conduct
• Implementation of projects for staffing the OTA in first and second grade and the Local Administrations
• Complete evaluation of all the ministries which has began in September 2013
• Development of tools for the operation of the "institution" of the internal labor market
• Adoption of a new and permanent system of individual performance appraisal of civil servants.
• Finalization of the evaluation of the curriculum.
• Redefining the role of the National Centre for Public Administration and Local Government.
• Study of the reorganization and strengthening of the supervisory bodies.
• Implement information of public employees on their rights and obligations.
• Review order for conversion of temporary contracts into indefinite.
• Involvement of senior management of the central government in early education programs.
• Under the new institutional framework, recruitment of heads for DGs (December 2014) and for sections and addresses (June 2015).
• Validity of the new single payroll in the public sector
• The evaluation of all state agencies is ongoing as planned and agreed with all ministries in September 2013. It is expected to be completed in December 2014.
• The determination to all ministries of the maximum staffing along with the expected number of excess personnel that should be identified.
• Examination of the cost- benefit ratio for each individual public service offered and exploration of possible alternatives for economical and efficient provision of these services, either from the field of the social economy or from the free market.
• It will introduce a system for collecting and managing information, a network of reform centers to all ministries and a network of supervisors of reform in each ministry.
• will strengthen the joint coordination of YDMID with the General Secretariat Coordination and GAO.
• Removal of supporting documents and replacing them with affirmation of Law 1599/86.
• Presentation of copies of certificates in place of the originals or certified copies.
• Automatic search of certificates for completing a process.
• Setting of specific deadlines for processing cases, shortening of deadlines and tacit approval of an administrative act, if the deadline elapses without action.
• Use of standardized forms for all procedures that have joined the KEP and EKE, which include the necessary documentation, processing times, any costs and remedies against the Administration in case of negative answer.
• Electronic processing of requests of citizen / business through public HERMES portal or through other applications on relevant departments and the expansion of the availability of public services to 24 hours per day.
• Existence of alternative ways of handling requests beyond the physical presence of the person concerned, in the service: Fulfillment of the administrative processes through the Citizen Service Centres (KEP) and Uniform Service Centres (EKE).
• The accountability of the official who handles the case of a concerned, in the event of inadequate or non-compliance with the provisions relating to simplify procedures. Application of modeling of the requirements for authorized firms (certain categories KYE) of low risk and small public gathering with the permission to operate by a simple notice and the submission of solemn Statement.
• Review of regulatory material
• Communication and activation of key stakeholders
• "Guillotine": This action concerns the application of the regulatory guillotine tool with express repeal of laws and regulations that have been approved and justified especially as such during the evaluation phase (eg arrangements prior to 1974 which are still active, although the conditions imposed by the adoption have elapsed).
• The active shortening of the service time of the KEP and the improvement of the level of services aimed at further recognition of KEP as a 'one stop shop' which provides a multitude of services with a single application and a single visit. The aim is the creation of a single portal for citizens on all transactions with the state, whether it is the natural gateway to the KEP, or its digital equivalent "Hermes".
• Training staffing plans for each sector, which will describe their needs in jobs that are necessary for the implementation of the administrative work, which would be in line with government priorities and available budget.
• Review of financial management of staff to ensure that the funds allocated for staff salaries are used exclusively for this purpose.
• Development of accounting tools by introducing the concept of equivalent full-time, which will allow the determination of economic frameworks for the management of staff.
• Training of recruitment plans that will facilitate the planning of recruitment in each ministry.
• An ongoing comprehensive evaluation and rationalization of non-wage benefits which are provided to public employees.
• Identify and review of the regulatory and administrative framework to identify and institutionalize incentives for stimulating the mobility of staff (horizontal and vertical).
• Creation of an "internal labor market" that would allow public agencies to publicize open positions and making easy the access to information and the submission form by the officials concerned.
• Developing the use of interviews for the selection of staff at all levels.
• This will involve:
• Edit and revision of the regulatory and organizational framework to allow a regulatory background to contours jobs.
• Identifying and activating a central control mechanism in YDMID to ensure that any allocation or reallocation will take place within this framework.
• Overview of the current situation and identification of the major problems faced by executives and senior management of the administrative pyramid.
• Validation from the Governmental Council of Reform of the revised missions, job profiles and acceptance of the proposed regulatory changes.
• Reduce of the number of Secretaries General and General Managers along with the reorganization of ministries. The number of directors in office politics has already been reduced by 20% and can be further reduced depending on their role in the office and their actual value.
• Identification of needs not covered by existing training programs and updating them on the basis of new needs.
• Defining a process of periodic evaluation both of the content and of effects of training. The evaluation should include mapping the content to the needs of the administration.
• Pilot strengthening introductory training regarding newly hired employees.
• Provide training and development opportunities a) for new recruits, b) officials subordinate in status of mobility and c) employees performing managerial responsibilities or who may be called upon to perform.
• Design of specific training programs which directed exclusively to corporate executives and the organization of the EKKDA
• Design of implementation mechanism and procedures for identifying individuals with high potential within the administration, able to staff the positions of general managers.
• Encourage the development of talents and skills through coaching by experienced and senior executives as well as through specialized career management programs.
• Technological upgrading, improving internal search engine, accessibility for the disabled.
• Enhancing the quality of "diavgeia" with additional features (eg comments from citizens, further enriching data through entry of new public service program "diavgeia").
• To the monitoring system of affairs which allows the clear identification of outstanding issues and potential problems and delays.
• In the wide information and awareness about the consequences of committing disciplinary offenses. Will be developed and strengthened training programs on the rights and obligations of public servants.
• It will begin a new round of simplification of procedures and review disciplinary sanctions. The cases of committing errors or irregularities in the course of their duties will be separated clearly from fraud.
• Inspection schedules will continue throughout this year in a more targeted manner and will engage the services of human resources of all ministries.
• Will be drawn up and promoted within the administration, a code of conduct to inform all public employees of their rights and their duties.
• Will be defined specific actions to ensure broad dissemination, particularly through induction training and penalties for abuse.
• Within the public administration should also build a new culture based on common values ​​context in which structured the two-year plan of action, ie the efficiency, effectiveness, innovation and openness, which must also be balanced against the principle of legality and equality.
• For this purpose it will be explored, among other things, the possibility of using the introductory training, the printing of a mission statement of each body and the development of specific training programs for employees.
• In order to identify and mitigate conflicts of interest at the highest state level, each consultant of a minister should sign a declaration stating with all possible interests related to his professional activities. In case he have not done so fully, will be subject to disciplinary sanctions.
• The administrative reform.
• The fight against corruption and bureaucracy.
• The reforms of Health.

July

August

September

October

December

2015

January

The four pillars of administrative reform in the public sector

In detail the changes in the public sector will rely on four pillars:

1st pillar: Administrative Structures

A. Completion of the initial evaluation of all state institutions and key reforms

B. Strengthening the organizational and coordination role of the Ministry of Administrative Reform on the administrative reforms

The YDMID:

2nd pillar: Administrative Operating

A. Paperwork Reduction - reducing administrative burdens

Completed (March 2014) by the Organisation for Economic Cooperation & Development (OECD) the supply of thirteen evaluation reports regarding all administrative burdens arising from the regulatory environment in thirteen policy areas (agriculture and agricultural subsidies, Balance / Corporate Law, Energy, Environment, Fisheries, Food Safety, Pharmaceutical legislation, Procurement, Statistics, Tax law (VAT), Telecommunications, Tourism, Working Environment / Employment Relations). Through the use of internationally recognized Standard Cost Model, is expected the submission of proposals and of regulatory changes required in texts and individual provisions, which will contribute to a drastic reduction of red tape and reduce the administrative burden by 20%.

B. Simplification of procedures

C. Reduction of overregulation and bad-regulation - Application of pilot program for the active clearance of the regulatory environment

Specifically, it provides a host of activities, as suggested:

3rd pillar: Human Resources

A. New single Payroll - Linking human resources and budget

The project will target the following key interventions:

B. Creation of a permanent mechanism of mobility

Purpose of the project will be:

D. Redefinition of choice and role of senior managers

The approach of the Ministry of Administrative Reform is as follows:

E. Application of a modern system of performance appraisal

Will be designed and developed a mechanism for aid, training and motivation for employees who repeatedly exhibit poor performance. They will have the opportunity to retrain and / or repositioning or even expulsion in cases of extreme underperformance.

It will also be investigated the possibility of creating a system of additional financial incentives to reward the best employees, while promoting the revision of existing single wage.

Will identified specific career paths for employees with higher performance; in order them to be promoted to key positions in the administration.

G. Improving staff training

To achieve the above objectives will be undertaken the following actions:

This process will involve all ministries and coordination will jointly undertake the YDMID and the National Centre for Public Administration and Local Government (EKKDA).

The objectives of the National School of Public Administration will be reviewed.

H. Strengthening the conditions for the further development of senior managers in the public sector

This project will include the following actions:

4th pillar: Strengthening of Transparency and Accountability

A. Institutional and operational strengthening of internal audit units

In reorganizing the structures of the Central Services of the Ministries, is institutionalized the Internal Control Service which is directly subjected to the relative competent Minister.

Its mission as the central authority responsible for internal control, lies primarily in strengthening the management and control systems, as well as providing an advisory role to the departments, so they can become more productive and to ensure the smooth operation aimed defending the public interest, good governance and the provision of high quality services while minimizing costs.

B. Reorganization of audit bodies

The goal is to acquire the benefit from the permanent and expanded regulatory bodies’ ability to make an assessment and analysis of structures and processes that can be used to identify and monitor new reforms. Such carriers will be able to suggest constantly improvements depending on the directions of the political leadership. The bodies will also be entitled to choose some of their own studies to ensure the objectivity and objectives of the evaluation program.

C. Open linked data of YDMID (diavgeia, Registry Payroll, Data.gov.gr)

The YDMID promotes:

D. Improving of the efficiency of the disciplinary process

In order to continue the effort to accelerate the process of disciplinary proceedings, the proposed project will focus in particular:

E. Promotion of fundamental principles of administrative action

G. Design of educational programs to combat corruption

The Training Institute of EKKDA promotes actions of consultative and educational nature under the theme "Improving skills for combating corruption." These actions aim to support:

Also, training courses have already been implemented within the scope of the roadmap for providing technical assistance in the area of money laundering and combating tax evasion.

Further, IN.EP. studies the integration seminars on combating corruption in the introductory training program of the newly appointed civil servants, while developing all educational activities, where possible, on three levels, which relate to technical support from foreign experts on the job training and methods and best practices for cooperation among potential stakeholders .

With information from "Kefalaio"