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 Europe and North America Poland 2011 Category 2 — 1st Place Winner Initiative: 879 – The Partnership and the Participation of Entrepreneurs, Artisans, Merchants in the Establishment Institution: Tax Office in Sierpc Description The head of the Tax office in Sierpc began an initiative to combat tax evasion and help citizens better understand taxes and the processes involved in tax collection. His plan started with irregular meetings with the Tax office staff and eventually involved a larger part of the community that eventually convened on a regular and structured basis. The Tax office developed a model of public management based on cooperation and openness which aimed at different groups of taxpayers: craftsmen, traders and large businesses. The Tax office involved customers in the creation of the friendly and optimal task of tax collection, allowed for active involvement of citizens in providing feedback on the quality of service, and eventually acquired and improved public confidence in government institutions and the public service providers. 34
2011 Category 2: Netherlands Europe and North America Netherlands 2011 Category 2 — 2nd Place Winner Initiative: 1100 – Informal Pro-Active Approach Model Institution: Ministry of the Interior and Kingdom Relations Description Before the initiative, in 2007/2008, both the private sector (citizens and businesses) and government spent millions in hours and euros every year on complaint, objection and appeal procedures against government decisions. The costs of these complaint handling and conflict resolution procedures and the dissatisfaction with them have only increased over the last couple of years. The creation of Informal Pro-active Approach-Model (IPAM) has provided fundamental and innovative changes for complaint handling and conflict resolution procedures in public administration. From a traditional, formal, judicial, procedural and written approach, IPAM initiates, stimulates and supports a pro-active, personal, open and solution driven approach for all government organizations. 35
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<strong>2011</strong> Category 2: Netherl<strong>and</strong>s<br />
Europe <strong>and</strong> North America<br />
Netherl<strong>and</strong>s<br />
<strong>2011</strong> Category 2 — 2nd Place W<strong>in</strong>ner<br />
Initiative:<br />
1100 – Informal Pro-Active Approach Model<br />
Institution:<br />
M<strong>in</strong>istry of the Interior <strong>and</strong> K<strong>in</strong>gdom Relations<br />
Description<br />
Before the <strong>in</strong>itiative, <strong>in</strong> 2007/2008, both the private sector (citizens <strong>and</strong> bus<strong>in</strong>esses)<br />
<strong>and</strong> government spent millions <strong>in</strong> hours <strong>and</strong> euros every year on compla<strong>in</strong>t, objection<br />
<strong>and</strong> appeal procedures aga<strong>in</strong>st government decisions. The costs of these compla<strong>in</strong>t<br />
h<strong>and</strong>l<strong>in</strong>g <strong>and</strong> conflict resolution procedures <strong>and</strong> the dissatisfaction with them have<br />
only <strong>in</strong>creased over the last couple of years. The creation of Informal Pro-active<br />
Approach-Model (IPAM) has provided fundamental <strong>and</strong> <strong>in</strong>novative changes for<br />
compla<strong>in</strong>t h<strong>and</strong>l<strong>in</strong>g <strong>and</strong> conflict resolution procedures <strong>in</strong> public adm<strong>in</strong>istration. From<br />
a traditional, formal, judicial, procedural <strong>and</strong> written approach, IPAM <strong>in</strong>itiates, stimulates<br />
<strong>and</strong> supports a pro-active, personal, open <strong>and</strong> solution driven approach for all<br />
government organizations.<br />
35
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