Good Practices and Innovations in Public Governance 2003-2011

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Good Practices and InnovATIONS in Public Governance that the performance information collected from agencies for the State of the Service Report would be information that agencies themselves would find useful (Public Service Bill 1999 – Explanatory Memorandum). Since the introduction of the State of the Service employee survey in 2003 and the provision of agency-specific results to large agencies, this purpose of the Report has been enhanced, with agencies increasingly using their individual reports to benchmark their own performance, identify areas for improvement and develop appropriate responses. After eight iterations, the Report has become an integral part of the public service employment and accountability framework. Similar reports have been adopted, or are being considered by some of the Australian State and Territory jurisdictions and considerable international interest has been expressed in the report. The lessons learned through the experience of preparing the State of the Service Report include the following: • A State of the Service Report can form an effective part of the overall accountability framework in a devolved civil service; • A strategic approach needs to be taken in determining the issues to be covered in each year’s report; • Data needs to be collected from a variety of sources, not just from agency management; • Engagement with agencies themselves needs to be a priority; and • Focus should be on continuous improvement. The State of the Service Report has allowed the government to monitor the effectiveness of the APS as a whole in an environment where most employment powers are devolved to the agency level. There has been a continuous focus on improving the Report, which now utilizes an online agency survey, a representative employee survey, which includes questions that allow performance to be benchmarked against State jurisdictions, specific-issue evaluations, and factor analysis of employee survey results. Large agencies are provided with individual agency-specific employee survey results that are used in benchmarking performance and identifying areas for improvement. Smaller agencies are provided with benchmarking reports for their size bracket. Mechanisms for disseminating results to APS employees have also been improved over the life of the Report. 290
2007 Category 1: India Asia and the Pacific India 2007 Category 1 Winner e-Procurement Project Information Technology and Communications Department, Government of Andhra Pradesh Sitapur District of Uttar Pradesh (UP), India Description Making public procurement processes more efficient and transparent by creating an online portal accessible to everybody. Summary The e-procurement initiative of the Government of Andhra Pradesh in India has increased transparency and reduced corruption in public procurement by automating procurement processes and work flows. The Problem In Andhra Pradesh the cycle time of the tendering process was long, often not highly transparent and cumbersome. The traditional system of procurement in the government departments of Andhra Pradesh was based on manual requests, approvals and purchases of good and services. This system suffered from various problems, including inordinate delays (approximately four to six months) in tender processing, heavy paperwork, multilevel scrutiny that consumed a significant amount of time, physical threats to bidders from contractors who wanted to suppress competition, human interface at every stage, and inadequate transparency. This situation prompted the need for wide ranging reforms in public procurement procedures so as to encourage simplification of procedures, greater transparency, better quality of work, and fair competition. The Solution In order to solve the above-mentioned problems, in 2003 an Internet-based platform for government procurement was launched and implemented by the Information Technology and Communications Department of the Government of Andhra Pradesh (AP). The transformation of the procurement system using ICT meant that government departments as well suppliers would conduct their procurement related transactions beginning-to-end, from invitation of tenders to the issuing of supply orders, remotely in a new environment facilitated by emerging internet technology. All processes related to public procurement as well as work flows in government departments were automated through the use of ICT. This improved internal efficiency 291
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2009 United Nations Public Service
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The Impact of the UNPSA on InnovATI
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The Impact of the UNPSA on InnovATI
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Lessons Learned on InnovATION in Go
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This publication provides an overvi
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