Colombia Workshop 2 Dft 4

8/12/2019 Colombia Workshop 2 Dft 4

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David Osbo rneThe Public Strategies Grou p

[email protected] www.psg.us

Gestin Pblica EfectivaMdulo II

Gustavo Mutis Ru izCenter for Leadership and Governance

Bogota, [email protected]
mailto:[email protected]:[email protected]:[email protected]:[email protected]


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Agenda

Modulo II: Review Homework Report La Estrategia de las Consecuencias La Estrategia del Cliente

Modulo III: La Estrategia de Control La Estrategia de Cultura

Modulo IV: Liderando y Gestionando la Transformacin


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Liderazgo vs. administracin

Este taller tiene que ver ms con el liderazgo quecon la administracin.

It is about how to lead a transition from 20 th century bureaucracy to 21 st centurygovernance how to create a post-bureaucraticorganization.

Ustedes pueden ser lderes en cualquier nivel dela organizacin!


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Principios of 21st CenturyGovernance

Gobierno descentralizado

Gobierno cataltico

Gobierno propiedad de la comunidad

Gobierno competitivo

Gobierno manejado por misiones (Desregulado)

Gobierno orientado a los resultados

Gobierno dirigido por el clienteGobierno empresarial

Gobierno anticipatorio

Gobierno orientado al mercado


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How Do We Make the

Change? Not by commanding people to change.

We have to find levers that change the system

sinternal incentives and dynamics.

The Goal: Create a system in which every employeewants to improve performance and is empowered todo so.

That requires tremendous leverage!


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El ADN de lasOrganizaciones y Systemas

Publicas Propsito Incentivos Rendicin de cuentas Poder Cultura


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Cinco estrategias paracambiar el gobierno

burocrtico Claridad Consecuencias Cliente

Control Cultura


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The First Rule ofReinvention

No New DNA;No Transformation


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I: THE CLARITY STRATEGY:

Clarity of Direction, Purpose, & Role

Approaches:

Clarity of direction : Improving your aim Clarity of purpose : Clearing the decks

Clarity of role : Uncoupling steering and rowing


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Preguntas y comentarios

Reprogramando el ADN


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LA ESTRATEGIA DE LAS

CONSECUENCIAS:Using Incentives to CreateConsecuencias

Gestin empresarial

Competencia administrada Gestin por resultados

Procedimientos:


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EntrepreneurialManagement: A Definition

Entrepreneurial Management forces some publicorganizations to function as business enterprises,

with financial bottom lines. They remain publiclyowned, but they must earn their budgets byselling services to their customers. Theirsuccess depends on how well they meet those

customers

needs, often in competition withprivate providers.


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Entrepreneurial Management:The Most Powerful Approach

in the Toolkit

Corporatization

Enterprise or revolving funds Internal entrepreneurial management

Tools:


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Nueva Zelandia

Incluy actividades comerciales enempresas propiedad del gobierno

Elimin monopolios y forz lacompetencia

Aisl a las empresas estatales delcontrol poltico


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Nueva Zelandia (2)

Otorg a las empresas de gobierno lalibertad de las reglas del servicio civil

Otorg a las empresas de gobierno lalibertad del presupuesto pblico,sistemas de procuradura

Luego, privatiz muchas empresas degobierno


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Nueva Zelandia: Resultados

Aumentaron sus recursos el 15% Aumentaron sus ganancias el 400%

Redujeron empleos en ms del 50% Vendieron $13 mil millones en activos pblicos

En los primeros cinco aos, las empresasestatales:


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Gestin Empresarial por losServicios Internos

1. Separa las funciones de la poltica, elcumplimiento y el servicio

2. Leave policy and compliance functions, whichserve collective interests, as leadership services, with general fund appropriations

3. Organiza la mayora de los servicios comoempresas publicas

4. Deregulate empresas: give them managerialflexibility


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Gestin Empresarial por losServicios Internas (2)

5. For those that do not need monopolies losservicios del mercado --elimina el monopolio

6. Organize services that should remainmonopolies as enterprises ( utilities ), but donot open up competition

7. Deja de otorgar fondos a los servicios y losobliga a obtener sus ingresos de sus clientes

8. Give customers a role in setting utility prices


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History of Gestin Empresarial por los Servicios Internas

Early adopters, in the 1980s:

Minnesota Department of Administration (USA): 5%de aumento en productividad anual en los primeros5 aos

Edmonton, Alberta, School System (Canada)

Australia: 30% de mejora en productividad en 5aos en 13 empresas inter

Since then: Steady increase in adoption, including U.S.federal government, Canada, U.K., New Zealand


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Advantages of Gestin Empresarial por los Servicios Internas

Highly competitive: competition is constant

More customer-oriented: marketplace

enterprises must respond to customers

needs Makes buyers sensitive to costs and drives

prices down; hence saves money

Makes enterprises truly accountable forperformance; forces continuous improvement


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Advantages of Gestin Empresarial por los Servicios Internas (2)

More business-like: enterprises can makelong-term financial decisions

Administratively simpler than contracting out:no bidding process

Politically simpler than contracting out: novote to eliminate or downsize organizations


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Leadership Functions:Examples

Policy and Compliance functions

Legal services

Measurement and evaluation

Negotiating performance agreements

Information technology policy

Personnel and procurement compliance functions


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Utility Services: Examples

Telecommunications services

Records Center

Transportation


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Utility Services

Monopolies, due to higher efficiency with oneprovider or need for standardization or privacy

Earn their revenues from their customers

Customers have choice of volume they want topurchase, but not source

Customer councils help negotiate rates Utilities make profits, return some to general

fund


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Marketplace Services:Examples

Building maintenance Custodial services

Food services

Personnel service functions Printing

Purchasing Vehicle fleets

Training and professional development


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Marketplace Services Earn their revenues from their customers

Face competition

Customers have choice of volume and source

Market pricing, set by providers, who aredisciplined by competition

Make profit, return some to general fund


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When Not To Create an InternalEnterprise: Rules of Thumb

When services serve a broad public purposedistinct from the interests of their customers;eg. compliance with purchasing laws.

When legal requirements such as laws, courtorders, or privacy issues give agencies nochoice but to use them.

When there is no practical way to measure theservice in finite units, making it impossible tocharge specific users.


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Creating Financial Integrity forInternal enterprises

Normally, no general fund subsidies

Full allocation of direct & indirect costs;activity based costing

Accrual accounting

Profit and loss statements


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Integrity of Entrepreneurial Funds(2)

Business plans & quarterly financial statements

Managers have personnel, budget, &

procurement flexibility Enterprises can borrow; they pay interest and

earn interest

Enterprises can carry over funds from one yearto the next


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Steps to EntrepreneurialManagement

1. Separate policy, compliance, and servicefunctions

2. Organize marketplace services and utilities as

enterprises and give them a timetable for loss ofappropriations & monopolies

3. Free those enterprises from restrictive rules(personnel, purchasing, etc.)

4. Help managers develop business skills: Providethe support (consulting, training, etc.) they need


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Steps to EntrepreneurialManagement (2)

5. Create customer councils for utility services, tonegotiate rates and provide feedback

6. Withdraw appropriations from enterprises;gives the funds to their customers

7. Provide initial capital for enterprises

8. Withdraw the monopoly from marketplaceservices


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Help Entrepreneurial ManagersPrepare for Competition

Help them learn to listen to their customers.

Help them create business plans with measurable

objectives. Help them use the tools of process redesign: Lean,

Total Quality Management, Business ProcessReengineering, Customer-Oriented Restructuring.

Fund the consulting help they need.

Fund the training they and their employees need.


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Internal EntrepreneurialManagement: Lessons Learned

Give enterprises the flexibility to manage in abusinesslike way.

Give enterprises full control over theirbusinesses.

Dont expect overnight success.

Make sure the elected officials commit to theidea.

Keep the elected officials informed.


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Lessons Learned (2)

Dont let elected officials set the prices.

Be prepared to close down internal enterprises

that cant compete. In deciding which units should be leadership,

marketplace, and utilities, be pragmatic.

Reexamine these decisions over time.


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What Happened?

A single train track runs through a tunnel,

which goes from east to west. One afternoontwo trains run along the track at the samespeed and enter the tunnel, one going eastand the other going west. Neither stops orchanges speed, yet they do not crash. Whynot?


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How can you apply these conceptsin your organizations?



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Action Planning: Creating InternalService Enterprises (2)

5. Share your lists with your table-mates; add anytheir lists bring to mind.

6. Together, pick the first internal service you want

to make a marketplace enterprise.

7. List the management flexibilities you need togive the enterprise, so it can succeed.

8. Develop a timetable for implementation steps(see Workbook, p. X), and write it up on aflipchart so you can share it with the largergroup.


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What Are They?

Two common objects carry out the same

function. One of the objects has manythousands of moving parts while the otherobject has no moving parts. What are theobjects?


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Competencia administrada

Licitaciones competitivas Competencia privada contra privada (contratacin

externa)

Competencia pblica contra privada

Competencia pblica contra pblica Comparaciones en materia de competencia

Herramientas:


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The UKs Market TestingInitiative in 1990s

Compulsory public vs. private bidding for manylocal government services

Annual targets for volume of competitive biddingfor national government services

Average savings per contract: 21 percent Public sector won two thirds of contracts


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Indianpolis, USA

Licitacin competitiva de servicios totales:Ms de 30

Ahorro promedio: 25% por contrato Ahorro total: Ms de $200 millones en 7 aos Keys to success:

No lay-off deal with union (downsized throughattrition and other methods)

Gainsharing


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San Diego: Bid to Goal

Process Independent consultant established a benchmarkprivate bid price.

Labor-Management Partnership Committee

Union had to offer greater savings without riskingstandards, safety, or service levels.

Memorandum of Agreement: If union failed todeliver, city manager could issue RFP the nextday. (

The shark in the tank.

) Union got flexibilities, plus gainsharing


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San Diego Bid to GoalProcess: Results

Results in first effort (wastewater treatment): $109million savings over 6 years

Grievances down by 75 percent

Absenteeism and overtime down

Employees earned gainsharing checks


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P f M


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Performance Management:Doing Things Right

Set Goals for Departments& Work Units

Distribute Rewards

Based on Data

Include Data in PerformanceAppraisals

Review Performance Data& Plan Improvements

Negotiate PerformanceAgreements

Measure Performance


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The Architecture ofPerformance Measurement

Inputs

Activities

Processes Outputs

Program Outcomes

Intermediate (Strategy) Outcomes

Long-term Policy Outcomes


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Outcomes and Outputs

Theres a big difference between outcomes and outputs,between what matters to citizens and what you do everyday.

Outcomes are results that make a difference to the public,

such as:

The crime rate

Mobility

Outputs are measures of the work people do, such as:

Arrest rates

Miles of streets paved


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You Need to Measure Both

If you only focus on outputs, you wont knowwhether you are achieving what the publicwants.

If you only focus on outcomes, you wont knowwhy you are succeeding or failing. Youmeasure outputs because you believe they willcontribute to improving outcomes.


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Avoid Arbitrary Targets

Be careful about setting arbitrary targets, likereduce violent crime by 30%.

Since theyre pulled out of thin air, employees

get cynical about them real quick. A better way: Develop a baseline (where you

are this year on the measure), then set a goalof improvement.

Only set stretch goals when you want dramaticimprovement and you have the resources andcapacity to deliver it.


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You Can Build PerformanceMeasures At All Levels

Policy Outcomes:

Program Outcomes

Outputs

Processes/Activities

Inputs

Clean streets

Cleanliness after sweeping

Miles swept/week

Streets swept

Money spent; full-timeemployees; vehicles


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A Balanced Scorecard Mission Perspective:

Effectiveness: Percent of desired outputs or outcomesachieved

Cost-Effectiveness: Cost per unit of outcome

Business Perspective : Quantity produced

Efficiency/Productivity: Cost per unit of work or output

Customer Perspective: quality, timeliness, accuracy,customer satisfaction, error rate, accessibility

Employee Perspective: learning, skills, attitude,engagement, innovation

f


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A Matrix of Possible IndicatorsMeasuresof

BusinessPerspective:Quantity

BusinessPerspective--Efficiency

MissionPerspective--Effective-ness

MissionPerspective:Cost-Effectivenes

CustomerPerspective

EmployeePerspective

OutcomeGoal:ImprovePublicSafety

NA NA

Crime rates Crimerate/cost

Publicperceptions ofsafety incommunity

Nivel decompromisode los oficialesde policacomunitaria,en la encuesta

Program/StrategyOutcomeGoal:Community Policing

NA NAPerceptionsof safety incommunity

Perception ofsafety/cost ofcommunitypolicing

Publicsatisfactionwithcommunitypolicing effort

Nivel decompromisode los oficialesde policacomunitaria,en la encuesta

Outputs:Arrests

Number ofarrests

Cost perarrest

% ofconvictions NA

% of casesprosecuted

Actitudes delos oficial

sobre lacalidad de lasdetenciones

Processes:Investigations

Number ofinvestigations

Cost perinvestigation

% of casescleared NA

Number ofcomplaintsabout process

das deformacin paralosinvestigadores

Inputs:equipment Number ofactive police % of autodowntime Ratio ofautos to Cost pervehicle mile Employeeratings of


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Using This Matrix

Consider the audience: is it the public, thecommission, the mayor or governor, theagency director, or your supervisor?

Create a Balanced Scorecard relevant to thataudience.

But dont try to measure everything. Keep itmanageable.

Measure at your level those elements you willuse to make decisions.

Create a dashboard , not an airplane cockpit.

P f G l L l Diff


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Performance Goal Levels: DifferentInformation for Different Audiences

Ideally they are intentionally aligned

highest level outcomes affecting the entire community bigger than the City governmentCommunity

the major outcomes the City seeks to deliver for the communityCity or Department

Government

the major outputs & outcomes an agency commits to deliver insupport of City or Department goals Agency

the major outputs & outcomes a program is designed to deliverin support of agency outcomesProgram orService

the specific outputs an individual (usually a manager) or a workunit intends to produce to support organizational goals

Individual or WorkUnit


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The Key: Use PerformanceData to IMPROVE

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Data should be reported at least quarterly.

If you measure at each level, you will have datathat tells you whether you are achieving youroutcome goals--and if not, where your logic modelis breaking down.

Hold regular sessions to review data (Statsessions); discuss what it means and how toimprove it.


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Preguntas y Commentarios




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Qu Pas ?

Al final de una larga y dura pelea, un

boxeador fue noqueado por el otro. Los jueces estuvieron de acuerdo en que era unavictoria totalmente adecuada. Sin embargo,durante el transcurso de la pelea, ningnhombre se lanz un puetazo. Qu pas?

Gestin del Rendimiento? Hacer a sus


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empleados responsables de la entregaen los Objetivos Especficos

Sabemos que la rendicin de cuentases importante, pero qu es?

Nuestra definicin: Ser responsables deldesempeo, y experimentar las

consecuencias de su actuacin.


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Ejemplos de Consecuencias

Gain or loss of business Gain or loss of income Gain or loss of a contract

A requirement to provide redress to customers Performance awards Performance bonuses

Loss of privileges Loss of autonomy Loss of a job


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Who Should Be Accountablefor What?

Dr. Michael Quinn Patton:

Demand to produce outcome- control over outcome

+ high stakes

_______________________= corruption of measures

A R l f Th b


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A Rule of Thumb:

The higher the level, the more you should focus onoutcomes, because outcomes are what citizens expect.

But hold people accountable primarily for what they controlor have significant influence over:

Elected officials -- Long-term outcomes Department heads Strategy and program outcomes

Division managers Program/service outputs andoutcomes

Units below divisions Unit outputs

Work teams -- Processes and outputs

f


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Performance Management:Keys to Success

Written performance agreements that lay outresults expected

Direct, immediate, personal feedback onperformance

Forums in which key managers can discussperformance data and decide on improvement

strategies

Meaningful rewards and consequences, basedlargely on objective measures of performance, notsubjective evaluations


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Gestin por Resultados

Employee evaluations

Performance scorecards

Premios por buen desempeo Celebraciones y reconocimientos Bonos Gratificacin psicolgica Ganancias y ahorros compartidos Ahorros compartidos con la organizacin Acuerdos y contratos de desempeo

Herramientas:


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Performance Management:

Lessons Learned Tie consequences primarily to objective measures

of performance, not subjective evaluations

Dont attach consequences too soon; wait until theperformance measurement system is mature andaccepted

Use both financial and non-financial rewards Make bonuses big enough to get people

s attention

P f M


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Performance ManagementLessons (2)

Reward groups more than individuals

Reward collaborative, cross-agency efforts to

improve key outcomes

Don

t make reward formulas too complex

Watch out for perverse incentives

Dont limit the number of winners

Create a culture of learning, not fear


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Tarea:

This evening, think and talk with yourcolleagues about your plan. Thinkalso about entrepreneurialmanagement and managedcompetition. Try to refine your ideas,flesh out your plans. Tomorrowmorning, report back to us on yourprogress.


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Lo positivo y deseable

Dnos el regalo de suretroalimentacin!


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LA ESTRATEGIA DEL

CLIENTE In traditional public bureaucracies, no one

even knows who their customers are. Theconcept is foreign. Employees are accountable only up a chain

of command. No one is accountable to thecustomers.


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Sus Clientes: una Definicin

Los principales beneficiarios de su trabajo.

Ejemplos: Escuelas: estudiantes y sus padres Hospitales: pacientes

HR training office: city or departmental agencies Polica: la comunidad en general


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Competitive Customer Choice

Sistema de eleccin Pblico Competitivo Vouchers y programas de rembolso

Sistema de informacin

Herramientas :

Un Ejemplo: Public School


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Un Ejemplo: Public SchoolChoice in Many U.S. States

Students can leave their school and take their publicdollars to a new school and/or district.

High school juniors and seniors can take their public

dollars to any college in the state and earn dual credit. Organizations can create new charter schools, to

create more choices for different kinds of students

Many states also have alternative schools for drop -outs and other at -risk students

The competition for students and money forceseveryone to continuously improve.

Customer Quality Assurance


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Customer Quality AssuranceTools

Customer surveys

311complaint systems

Estndares de servicio al cliente

Customer Service


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Customer ServiceStandards: Examples

Bromley (London borough): Will repair paving problemswithin 2 hours of notice.

Minneapolis Public Schools: Any order of supplies willbe delivered within 48 hours (down from 6 weeks)

Social Security Administration: 90% of calls to 800number will be answered on the first call; 95% will be

answered within 5 minutes. Chiles Tax Collection Agency: You will be helped within

30 minutes.

Consequences and Publicity


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Consequences and Publicity Are Critical

Garantas de calidad

Compensacin al cliente

Consejos y juntas de clientes

Quality ratings by clients

Acuerdos de servicio al cliente

Mas Herramientas:

Redress to Customers:


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Examples Development permits in some cities and states: If deadline

is not met, the permit fee is waived.

Some commuter rail systems issue vouchers for freeround-trips or cash when trains arrive 30 minutes late ormore.

Minneapolis Public Schools: If a school bus was late, theschool received a credit of $100 toward school buses for a

field trip. Chiles Tax Collection Agency: If you are not seen within

30 minutes, the agency will collect your documents,process them, and mail them back free.

Client Ratings: Examples


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Client Ratings: Examples

In El Salvadors Procuraduria (legal assistance for thepoor), each customer signs a contract defining qualityservice. Afterward, auditors ask them to rate the qualityof service they received.

India: In six cities, NGOs do customer surveys andpublish

report cards

on local services, comparing thecities.

In New York City, customers volunteer to rate the qualityof city streets & other services.

In the UK, the national government publishes qualitycomparisons of schools, local services, and healthservices.

El Estatuto del Ciudadano


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del Reino Unido

Estndares de servicio al cliente

Reparacin al cliente

Sistema de quejas del cliente

Tablas comparativas de desempeo paraservicios, hospitales y escuelas locales

Premios Charter Mark (otorgados por cumplir lasnormas de calidad en el servicio al pblico)

Fragmentos del Estatuto


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del Pasajero (1) Si sufre una demora de ms de una hora, los trenes

britnicos le darn un comprobante por un valor del20% o ms del precio de su boleto.

Si su servicio de tren no cumpli con sus metas depuntualidad o de confiabilidad, los trenes britnicos leharn un descuento del 5 al 10% cuando renueve suabono.

Metas tpicas de puntualidad y confiabilidad: El 90% de los trenes debe llegar a ms tardar diez minutos

despus de la hora programada.

El 99 por ciento de los trenes programados debe operar.

El Estatuto del Ciudadano


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El Estatuto del Ciudadanodel Reino Unido: Resultados

Servicio Nacional de Salud: el tiempo de espera seredujo de hasta 2 horas a menos de 30 minutos.

Correo Real: el porcentaje de correo de primera claseentregado al da hbil siguiente aument del 85% (1991)al 92% (1995).

Oficina de Pasaportes: el tiempo para tramitar un

pasaporte se redujo de hasta 95 das a menos de 15. La satisfaccin del cliente con los servicios locales de

gobierno aument del 51% (1991) al 61% (1995)

Customer Quality Assurance:


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Customer Quality Assurance: A Few Pointers

Involve customers in the creation of standards,guarantees, and redress policies.

Make sure you publicize your service standards.

Use guarantees & redress to create consequences

Make service standards part of organizations

balanced scorecards

of performance goals.


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Ejercicio: Dar Poder a Sus


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Ejercicio: Dar Poder a SusClientes

Pasen a la pgina 58

Auto servicio para el cliente


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Auto servicio para el cliente

The internet opens up the opportunity to offer trulydramatic improvements in customer service

In the U.S., people can renew drivers licenses andauto registrations online, apply for health insurance,apply for permits, pay their taxes, and perform manyother services.

By 1999, Chile already had 88% of businesses and25% of citizens using the internet to report, process,correct, and settle their tax obligations.

In Boston, you can take a photo of a pothole andemail it to the city, which will repair it and report back

C S lf S i (2)


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Customer Self-Service (2)

You can also use the Internet to give customersinformation about the quality of service providers, sothey can make informed choices (between schools,training providers, and other service providers, aswell as between communities)

Some cities in the US use the Internet to ask familiesto rank their preferred schools, then match familiesto schools

All of this is not only more convenient for thecustomer, it saves money for the government.


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Wh I It?


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Who Is It?

A man stands looking at a portrait and says,Sons and brothers have I none, but thispersons father is my fathers son. Who is inthe portrait?

Ej i i


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Ejercicio

Negotiating a Customer Service Agreement

Pasen a la pgina 59

Negociaciones Posibles


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Negociaciones Posibles

1. Personnel office and management team in an agency: re.hiring

2. Personnel office training group and management team inagency that uses training

3. ESAP and a city or department

4. The print shop and a management team in an agency

5. A road construction contractor and a transportation agency

6. The vehicle pool and a management team in an agency

7. Parents of high school students and principal & staff of highschool

Negotiating


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g ga Performance Agreement

Resultsexpected bycustomers

Measures ofsuccess(Indicators)

Supplierneeds

Rewards formeeting/exceedingexpectations

Penalties orredress fornot meetingexpectations

Negotiating


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g g A Customer Service Agreement

1. List what you think are the 3 most important results that thiscustomer expects from this supplier.

2. Develop 1-2 indicators/measures you could use to frequentlyassess how the supplier is doing in producing results for this

customer.3. List needs that you think this supplier may have of this

customer flexibilities, performance expectations, etc.

4. Brainstorm ways to make the suppliers performance

consequential: Rewards for meeting or exceeding expectations penalties;

Penalties or redress for not meeting expectations.

5. Prepare a flipchart page for each row of the chart.

Negociacin de Acuerdos Basadosl D Li i t


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en el Desempeo: Lineamientos

Su facilitador es la persona cuyo cumpleaos sea elsiguiente

Su grabador/reportero es el participante en esteseminario que ha viajado a los lugares ms lejanos

Trabajen en una fila a la vez y preparen una hoja derotafolios por cada fila

Tomen en serio su papel Las necesidades del proveedor pueden significar

flexibilidades, recursos o compromisos por parte delcliente

Lineamientos para sus


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pnegociaciones

1. Now get together with your opposite (customer or supplier)group and negotiate a customer service agreement, using thetemplate you have developed.

2. Su facilitador es la persona cuyo cumpleaos es el ms lejano.

3. Su grabador/reportero es la persona que menos kilmetros haviajado para llegar aqu.

4. Start with the top row and work across. Then move to thesecond row and work across. Then the third row, and so on.

5. Write your agreement up, so you can share it with the largegroup.

6. Appoint someone as your spokesperson, to explain it to thegroup.

Cumplimiento y servicio


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Funciones de servicio Funciones dedirecto cumplimiento

Sirve a individuos Sirve a intereses o grupos colectivos

Presta un servicio Cumple una obligacin

Los individuos, grupos La sociedad es ely organizaciones son clienteclientes

Cumplimiento y serviciodirecto

Enfoque Burocrtico del


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qCumplimento

Dictar una regla

Inspeccionar Aplicar sanciones

Prosecution and punishment

Limitations of the Command-


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Limitations of the Commandand-Control Model

Its adversarial

Its expensive

It moves slowly & creates legal challengesthat go on for years

It doesnt change the underlying economic

incentives Its penalties cannot always be assessed, for

political reasons

Enfoque Postburocrtico delC li i


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Cumplimiento(Ganar Cumplimiento)

1. Hacer sentir a la gente que la regla es suya

2. Usar regulaciones basadas en el desempeo

3. Educar a los cumplidores

4. Facilitar el cumplimiento

5. Crear consecuencias para la calidad delservicio a los cumplidores

Ganar Cumplimiento (2)


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Ganar Cumplimiento (2)

6. Informar sobre el cumplimiento

7. Tratar de forma diferente a cumplidores diferentes

8. Crear un continuo de consecuencias yrecompensas pblicas por el cumplimiento

9. Crear incentivos de mercado para fomentar elcumplimiento

Build Support for Compliance by


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Involving Compliers Let them help modify the rules, standards, and compliance

process to produce better results.

For example, at the U.S. Environmental Protection Agency, inthe 1990s:

The Common Sense Initiative

Project XL

The ground has shifted. We are ready for a new approach,

finding common ground to achieve shared goals. Project XL proves EPA is ready to move from command and control tocooperation and accomplishment.

--Christine Todd WhitmanEPA Administrator


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Ed C li


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Educate Compliers

Minnesota discovered that 50 percent ofnoncompliance with taxes was either simple

errors or lack of understanding of the rules.

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Make Compliance Easy

So change the rules!

Minnesota cut its income tax form from 50 lines to 9and rewrote each one in plain language.

Compliance shot up. Other examples:

One-stop permitting

Consolidating forms

Waiving rules for high performers

Make Service to Compliers


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ConsequentialService standards

Permits will be processed within 60 days. Appointments will take place within 15

minutes of their scheduled time.Guarantees

If we miss the deadline, you get your permit

fee back.Redress

If your appointment is more than 15 minuteslate, we will refund 10% of your permit fee

Give Compliers Feedback


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pand Report to the Public

When told they have failed to comply, most peopleand businesses (but not all) will rectify theproblem.

When given regular feedback on theirperformance, most compliers (but not all) willimprove it.

It given information, the public can sometimes helpyou bring pressure to bear on noncompliers.

Treat Different Compliers


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pDifferently

If Grandma made a mistake on her taxes,

should we treat her like Enron?

Create a Continuum ofR d d C q


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Rewards and Consequences

for Performance

Have a series of carrots and sticks at yourdisposal.

Eg.: Oregon s Green EnvironmentalManagement Permit Program has three tiers.

Create Economic Incentives


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to Comply

Examples already in wide use:

Bottle bills

--five cent fees on bottles and cans,which are recaptured when they are turned in afteruse.

Green taxes (eg. gasoline taxes)

Emissions trading

ReprogramandoelADN


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Tarea


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Tarea

Pick any tool we have discussed in the first twoworkshops, and begin to implement it in yourgovernment.

Do something even if its only a pilot project ora test.

Report back to us next time on your experience.

E VA LUA CIN DEL TALLER


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Su retroalimentacin es importantepara nosotros!

Por favor diligencie la encuesta dela pgina 63.


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Documents

Colombia Workshop 2 Dft 4