Good Practices and Innovations in Public Governance 2003-2011
Good Practices and Innovations in Public Governance 2003-2011 Good Practices and Innovations in Public Governance 2003-2011
Good Practices and InnovATIONS in Public Governance • A clear and structured approach: When developing large projects, it is easy for organisations to set targets that are too ambitious and timelines that are unrealistic, thus running the risk of not achieving the desired results or staying within the budget. The use of a clear and structured approach was the secret to avoiding these complications. The basic project plan was simple, with well-defined stages and achievable goals at every stage. The plan evolved gradually and was periodically evaluated. • Investment in modern technologies: Modern technologies have allowed major advances in processing and storing data. Adequate data storage proved to be the most powerful tool to help this project fight effectively against tax evasion and undeclared work. • Constant review of methods: In large enterprises, methods of work often change. Project developers should not hesitate to question existing methods and suggest approaches that may be radically different. However, it is important to manage change and make the benefits clear to affected employees. In the case of the Ensuring Fiscal Equity project, training and support staff were essential. Contact Information Mr. Paul Grenier Bureau de la sous-ministre et Secrétariat général Revenu Québec 3800, rue de Marly, secteur 6-2-7 Québec, Canada G1X 4A5 Tel: 418-652-5083 E-mail: paul.grenier@mrq.gouv.qc.ca 122
2010 Category 2: Italy Europe and North America Italy 2010 Category 2 — 2nd Place Winner INPS Mobile Counter for Disabled and Elderly People Instituto Nazionale della Previdenza Sociale (INPS) Description 2010 Category 2 – 2nd Place Winner Description This is an initiative to make the services of the National Institute for Social Security more accessible to Romans who face serious difficulties visiting the agency’s offices. Summary Italy’s National Social Security Institute (INPS) serves 35 million constituents, issuing pensions, unemployment benefits and many other types of social insurance. However, gaining access to these important public services is often challenging for the disabled and the elderly. To better serve these customers, the INPS launched an initiative entitled the Mobile Counter, which allows them to obtain services via telephone and other forms of information and communication technology. People over the age of 80 and those with disabilities are entitled to the Mobile Counter benefits. A PIN code is provided to them in a letter. After receiving the PIN code, they can contact the Mobile Counter and submit their service request. The Mobile Counter significantly reduces expenses for the management of public services and speeds problem solving. The Problem The city of Rome is charming. The buildings of its ancient civilization are well preserved and attract millions of tourists from all over the world. It is difficult, however, to harmonize the precious ancient structures with up-to-date ways of providing services to all people, including those with limited mobility. Narrow roads and a large number of cars hold up the traffic; sidewalks are architectural barriers for people in wheelchairs; and it’s almost impossible to move in the streets without being jostled. For these reasons, it is difficult for disabled and elderly people to reach INPS agencies to address administrative issues. In the past, to take care of INPS business, all customers had to come in person to the agency. Even a simple action such as signing a pension dossier meant personally visiting an INPS office. This often caused great inconvenience and hardship for anyone who was elderly, disabled, in a nursing home or hospital or otherwise limited in mobility. 123
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<strong>Good</strong> <strong>Practices</strong> <strong>and</strong> InnovATIONS <strong>in</strong> <strong>Public</strong> <strong>Governance</strong><br />
• A clear <strong>and</strong> structured approach: When develop<strong>in</strong>g large projects, it is easy for<br />
organisations to set targets that are too ambitious <strong>and</strong> timel<strong>in</strong>es that are unrealistic,<br />
thus runn<strong>in</strong>g the risk of not achiev<strong>in</strong>g the desired results or stay<strong>in</strong>g with<strong>in</strong><br />
the budget. The use of a clear <strong>and</strong> structured approach was the secret to avoid<strong>in</strong>g<br />
these complications. The basic project plan was simple, with well-def<strong>in</strong>ed<br />
stages <strong>and</strong> achievable goals at every stage. The plan evolved gradually <strong>and</strong> was<br />
periodically evaluated.<br />
• Investment <strong>in</strong> modern technologies: Modern technologies have allowed major<br />
advances <strong>in</strong> process<strong>in</strong>g <strong>and</strong> stor<strong>in</strong>g data. Adequate data storage proved to be<br />
the most powerful tool to help this project fight effectively aga<strong>in</strong>st tax evasion<br />
<strong>and</strong> undeclared work.<br />
• Constant review of methods: In large enterprises, methods of work often change.<br />
Project developers should not hesitate to question exist<strong>in</strong>g methods <strong>and</strong> suggest<br />
approaches that may be radically different. However, it is important to manage<br />
change <strong>and</strong> make the benefits clear to affected employees. In the case of the<br />
Ensur<strong>in</strong>g Fiscal Equity project, tra<strong>in</strong><strong>in</strong>g <strong>and</strong> support staff were essential.<br />
Contact Information<br />
Mr. Paul Grenier<br />
Bureau de la sous-m<strong>in</strong>istre et Secrétariat général<br />
Revenu Québec<br />
3800, rue de Marly, secteur 6-2-7<br />
Québec, Canada G1X 4A5<br />
Tel: 418-652-5083<br />
E-mail: paul.grenier@mrq.gouv.qc.ca<br />
122
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