Policies for Innovation in Public Administration: Design for results February 20th, 2012 Vice Minister Uriel Marquez Carrazco June 26th, 2012
Government challenges External factors Global financial crisis Natural disasters Health threats and a greater service demand Security issues Population aging Inside government An organization culture based on compliance of law Over regulation Isolated efforts and lack of cross linkage Variant degrees of management and technological maturity Public Valor Value Público and towards y a los the Usuarios users Valor Público y a los Usuarios Value and maturity on Federal Public Administration Valor Informal Value Valor Informal Madurez Madurez y y Valor Valor APF APF BANJERCITO BANJERCITO SEMAR SEMAR INR INR CENAM SRA SGM CONAFOR LOTENAL CIOCENAM SRA SGM CONAFOR LOTENAL INFONACOT CONEVAL PROFEPA API-Coatzacoalcos IMPI CIO LICONSA IMPI INFONACOT CONEVAL PROFEPA API-Coatzacoalcos FONATUR LICONSA SAE CONSAR FONATUR CAPUFE API-Veracruz CIDE CONAPRED CONDUSEF SAE PROFECO CONSAR CAPUFE API-Veracruz CIDE CONAPRED SEMARNAT TELECOMM CONDUSEF SENASICA AFSEDF PROFECO FOVISSSTE SEMARNAT TELECOMM COFECOM SENASICA AFSEDF ISSFAM INEA SEDESOL CONOCER FOVISSSTEBANCOMEXT CORETT CONALITEG SECTUR COFECOM ASERCA SEP ISSFAM BANCOMEXT CORETT INEA SEDESOL CONOCER SE IMSS HGM CONALITEG INFOTEC CIATEC SECTUR ASERCA PGR SEP SAT INAH SE IMSS HGM CONALEP INFOTEC PRONOSTICOS CIATEC CONACYT SHF PGR SAT SAGARPA SSP FIDENA SHCP CNBV INAH CONAFE CONALEP PRONOSTICOS SEPOMEX CONACYT SEDENA SHF SAGARPA SSP CNBV FIDENA API-Tuxpan CINVESTAV INCARD CNSF SHCP NAFIN INER SEDENA CONAFE HJM SEPOMEX INCARD API-Tuxpan CINVESTAV INBAL FONAES SCT INCA RURAL CNSF CONACULTA SALUD NAFIN INER COLMICH INNN INIFAP HJM SCT INCAN INCA RURAL INBAL FONAES CONACULTA STPS MORA PROMEXICO CONAGUA CFE SALUD INCAN COLMICH SRE INNN FCE DIF CONADE INIFAP IPN STPS MORA PROMEXICO CONAGUA CFE DIF CONADE SRE SENER FCE IMP INPSIQ BANOBRAS IPN BANSEFI CDI SENER SACM IMP INPSIQ BANOBRAS BANSEFI CIATEQ CDI SACM SEGOB ISSSTE DICONSA CIATEQ SEGOB ISSSTE INM FINANCIERA COFETEL DICONSA ASA COLBACH INM ECHASA FINANCIERA COFETEL INCMNSZ ASA COLBACH INCMNSZ ECHASA CIATEJ III-S CIATEJ III-S SFP CIMAT SFP INDAABIN CIMAT INDAABIN INPI INPI PEMEX CNSNS PEMEX CNSNS Bajo Low Soporte Support Low Bajo Valor Value Bajo Soporte Bajo Valor Gestión Gestión y y Desempeño Desempeño de de TIC TIC ICT Management and Performance HighAlto Performance Desempeño Alto Desempeño
9,639 citizens recommendations to improve public services Most useless procedure contest To identify the most useless procedure in public administration Government challenges To propose solutions to improve 2,603 public services delivery in 79 Federal Agencies
Citizens demand more and better public information Public information petitions Government challenges 800,000 petitions via web (2007-2012). The response rate 88.83% 89.40% improves every year. We need to provide 86.90% 87.23% accessible and quality information to citizens. 2009 - III - 2009 -IV 2010 I - - 2010 - II - Source: IFAI, 2011
Administrative development for good governance Whole government approach
Whole government approach Integrate the government processes around the citizens demands Inputs Processes Outputs Outcomes Budget 1. Culture Satisfaction Health Human Resources 2. Streamline regulation 3. Analysis 4. Projects Effectiveness Costs reduction Education Culture Security Material Resources 5. Information Technologies Efficiency Economic development
Discovery (innovation) + delivery (management) skills Whole government approach Generate value for the customer at the lowest possible cost Discovery Skills (percentile score) 0 25 50 75 100 Discovery-Driven L o w B a l a nc e d Hi g h B a l a nc e d Delivery-Driven Founder CEOs at innovative companies Nonfounder CEOs at average companies Business unit managers Functional Managers 0 25 50 75 100 Delivery Skills (percentile score) Source: Dyer, Jeff; Gregersen, Hal; Christensen, Clayton M. (2011). The innovator s DNA model for generating innovative ideas. Dyer, Jeff; Gregersen, Hal; Christensen, Clayton M. The Innovators DNA: Mastering the Five Skills of Disruptive Innovators. EUA: Editorial Harvard Business Review.
Whole government approach Mandatory Management Improvement Program for all agencies Focus on: High Impact Processes (management) High Impact Projects (innovation) Regulatory Reform 1,540 diagnoses on processes, procedures and critical services 1,905 improvement projects Transfer of knowledge and online integration of public entities experiences on improving their processes, procedures and services Further e-government Develop Human Resources
Results improving public services 1,905 Improvement Projects 199 Inter institutional 36 Reengineering Tuempresa.gob.mx One stop-shop for foreign trade Nation-wide project to improve service quality of the Post 62 100% online Processes Website for conflict resolution between consumers and suppliers of goods and services 60 Processes and services integration Mexico is culture. Integral multi-channel content distribution 612 Use of technological tools Public Works Electronic Journal 122 Standards and best practices incorporation 450 Processes and regulations improvement 364 Guillotine of Administrative Regulation Zero Base Regulatory Reform Remote publication request procedure National Equality Program
Results improving public services Web site with information of 2,908 federal public services or procedures Frequency and response time Requirements Complaints Suggestions
Web site to evaluate federal procedures On progress www.gob.mx : Enhanced Information Open government tool (<0.1%) with a search engine to find procedures on: Simplification Best practices Citizen surveys Citizen opinion Results improving public services
Results opening public information Web page: www.gob.mx optimizes queries based on citizen's searches Search engine for 193 portals. Fewer clicks to reach what you are looking for. 350,000 searches per day. Appointments for the Tax Administration Service (SAT) account for 40% of the search results.
Results opening public information Users customize their profile according to their needs Selects governmental gadgets: Housing loan balances Professional license Gas prices Weather forecast Uses electronic signature to log in. No additional information request for procedures.
Public information on a map: Your government on maps Single access site to geospatial governmental information. Access data from 600 layers on: Infrastructure Governmental programs Culture Natural resources Public services Export tool of information of cross referenced layers. Results opening public information
Results opening public information Online interaction spaces for citizens with top level officials Federal Cabinet and 19 main agencies on Twitter and Facebook Over 450 000 Cabinet followers 750 000 main agencies followers Average of 5.2 daily tweets Average of 15 daily tweets 398 000 Likes Real reach: 40 785 831 users Over 90 000 interactions between citizens and Ministries Facebook pages
Conclusions Main success factors for strategy implementation 1. Strong leadership of President Felipe Calderon 2. Balance between Innovation and Management 3. Whole government approach, integrate high impact projects into transversal policies 4. Integrate citizen s opinion on open government information 5. Public servants participation on projects and quarterly training programs 6. Evaluation of projects on outcomes: health, safety, economy, education, development
New Control and Auditing Model in Public Service First place Preventing and Combating Corruption in the Public Service National System of Public Contracting Second place - Preventing and Combating Corruption in the Public Service umarquez@funcionpublica.gob.mx www.funcionpublica.gob.mx