PA News : 23/12/2015

Local Public Services

ISS_TL-personalization_of_public_service_headerUK: Personalisation of public service delivery

As a result of demographic changes, growing customer expectations and technological development, there is a growing tension between the standardisation and personalisation of public service delivery towards 2020. But how can FM providers and services industry experts complement the demand for differentiation without correspondingly increasing the public service costs? According to a 2012 IPSOS MORI market research study conducted in nine countries, surveyed citizens responded that two of the top three priorities for governments should be “to better understand the needs of citizens and communities” and to “ make sure that services are tailored to the needs of people who are using them”. While there’s always been a certain degree of personalisation in the public services, it has largely been limited to a superficial level. The reason for this? Costs. When public service institutions and governments are asked to cut costs, standardisation is the right approach to increase efficiency and improve the bottom line. In order to overcome this obstacle, it is critical for public sector organisations to work closely with private sector partners that can introduce scale, provide long term stability, and bring forth the necessary technical capabilities to employ a system of mass customization. Mass customization: Doing […]


Democratic Republic of the Congo: Navigating the economic and governance challenges of the DRC: A conversation with former Central Bank Governor Jean-Claude Masangu Mulongo | Brookings Institution

Former Central Bank Governor of the Democratic Republic of the Congo (DRC), Jean-Claude Masangu Mulongo, was recently in Washington for a private visit. Masangu Mulongo served as governor of the Central Bank of the Democratic Republic of the Congo (DRC) from 1997 to 2013 and previously was managing director of Citibank in the country. During his tenure, he led the central bank’s fight against hyperinflation, high exchange rate volatility, and financial disintermediation.

Governor Masungu Mulongo stopped by Brookings, and I had the opportunity to speak with him about the successful fiscal policies the DRC enacted under his guidance as well as his recommendations for handling the looming economic challenges the DRC will soon be facing.

Government at a Glance 2015OECD: Government at a Glance 2015

Government at a Glance provides readers with a dashboard of key indicators assembled with the goal of contributing to the analysis and international comparison of public sector performance. Indicators on government revenues, expenditures, and employment are provided alongside key output and outcome data in the sectors of education, health and justice. Government at a Glance also includes indicators on key governance and public management issues, such as transparency in governance, regulatory governance, public procurement and the implementation of employment and remuneration reforms since 2008. While measuring government performance has long been recognized as playing an important role in increasing the effectiveness and efficiency of the public administration, following the economic crisis and fiscal tightening in many member countries, good indicators are needed more than ever to help governments make informed decisions regarding tough choices and help restore confidence in government institutions.

Shielding design of public infrastructure in Central America continues good progress – Central American Institute of Public Administration

On Thursday December 10 at the Real Intercontinental Hotel in San Jose, ICAP Director Dr. Alexander López and the working group headed by Dr. Olman Segura Bonilla and Luis Diego Segura presented the midterm report of project to the authorities of the IDB, which funds the project.

South Africa: Department of Public Service and Administration Annual Report 2014/15

The National Development Plan asserts that an effective and professional public service is key if we are to deliver on our development objectives to improve the socio-economic conditions of our people. To this end, the public service has had to reposition itself to assume this momentous responsibility. During the 2014/15 review period we committed ourselves to re-invent how we work as public service in order to realise Vision 2030; that which seeks to achieve a capable, efficient, effective, responsive and accountable public service.
Last year, we placed specific emphasis on re-inventing how we work as a government and the public service. This called upon this portfolio, as well as on each and every public servant across the various spheres of government to assume innovative ways of achieving productivity and effectiveness when dealing with our citizens.


FranceConnect_1FranceConnect: the new administration portal will open on 1 January 2016

As of January 1 2016, the French looking to learn about administrative procedures online will have access to a brand new portal, called

As part of the plan to simplify administrative procedures, the state offers a facelift to its online services and brings together in a single space all services previously offered on multiple sites. The aim is to simplify procedures for users, to always offer more information and easier access with a single sign-on.


Human Ressources

Personalisation of public service deliveryFrance: Major HR and managerial changes in the local government service

To deliver a quality public service, local government service needs all its agents. Their commitment and skills are its main assets. Employers make sure of it as they are  particularly better suited to understand their expectations, and more in a context of fiscal restraint.

Three points of vigilance emerge and  are to be considered: a confidence crisis of agents in their leaders, an ever more marked porosity between  private and professional life and the feeling of not having the opportunity to express their ideas. These signals are all alerts for the DGs. The public service  and its agents are even more under pressure as the economic context is sluggish. To account for these alerts, managerial changes are needed in the local government service.