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Presentation - “Challenges for CoG in Latvia: A Story of Change”, Mr. Martins Krievins

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Presentation - “Challenges for CoG in Latvia: A Story of Change”, Martins Krievins, Public Management Consultant, Former Director of the State Chancellery of the Republic of Latvia, International Expert for SIGMA, Regional conference on the functioning of centres of government in the Western Balkans, 22-23 June 2017, Danilovgrad, Montenegro.

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Presentation - “Challenges for CoG in Latvia: A Story of Change”, Mr. Martins Krievins

  1. 1. © OECD AjointinitiativeoftheOECDandtheEuropeanUnion, principallyfinancedbytheEU Challenges for Centres of Government in Latvia: A Story of Change Martins Krievins Public Management Consultant Former Director of the State Chancellery of the Republic of Latvia Danilovgrad, Montenegro 22 June 2017
  2. 2. AjointinitiativeoftheOECDandtheEuropeanUnion, principallyfinancedbytheEU A normal day in the CoG... http://www.publicdomainpictures.net/ 1
  3. 3. AjointinitiativeoftheOECDandtheEuropeanUnion, principallyfinancedbytheEU Are there ideal conditions for CoG? http://www.publicdomainpictures.net/ 2
  4. 4. AjointinitiativeoftheOECDandtheEuropeanUnion, principallyfinancedbytheEU http://edgeeffects.net/starwars/ 3
  5. 5. AjointinitiativeoftheOECDandtheEuropeanUnion, principallyfinancedbytheEU Starting point: CoG in Latvia 4
  6. 6. AjointinitiativeoftheOECDandtheEuropeanUnion, principallyfinancedbytheEU Brief overview of functions Latvia Estonia Preparation of Government meetings ✔ ✔ Government communications / ✔ HR management in public administration / / Public administration reform ✔ - Strategic planning - (CCC) ✔ Risk management / Foresight - (CCC) / Preparation of Government Program / Annual Plan - (CCC) ✔ Policy analysis / ✔ Policy co-ordination - (CCC) ✔ Regulatory quality oversight / / Relationship with international organisations - - Relationship with Parliament / ✔ ✔ - full responsibility / - partial responsibility - no responsibility 5
  7. 7. AjointinitiativeoftheOECDandtheEuropeanUnion, principallyfinancedbytheEU Starting point • People: - 134 staff - Loyalty issues - Motivation problems - Turnover around 15% • Functions: - Government “post office” - Lack of responsibility for policy co-ordination - Expectations for reform • External factors: - Shaking political situation - Stagnation within public administration - Low trust in government and public administration in general • Key tasks: - Implement centralised recruitment of senior civil servants - Develop new PAR proposal to respond to public criticism - Solve remuneration policy in public administration http://www.publicdomainpictures.net/ 6
  8. 8. AjointinitiativeoftheOECDandtheEuropeanUnion, principallyfinancedbytheEU Energetic start... (c) Ieva Čīka, LETA 7
  9. 9. AjointinitiativeoftheOECDandtheEuropeanUnion, principallyfinancedbytheEU When you face the issues in reality they tend to be bigger than from outside. Especially in terms of people. And then you are left with hard choices and decisions which no-one else will make – just you. And the support group is quite limited... http://chconsultinggroup.com/2016/01/what-to-do-what-to-dooo/ 8
  10. 10. AjointinitiativeoftheOECDandtheEuropeanUnion, principallyfinancedbytheEU Quote from the PAST “Nothing is so difficult working at, nothing is so hazardous to lead, nothing is as risky as trying to implement a new order of things. If you change things you will have eager opponents in all those who were successful with the old order – and just half-hearted supporters in those, who just will have a chance to be successful with the new.” Nicollo Machiavelli The Prince, 1469 https://en.wikipedia.org/wiki/Niccol%C3%B2_Machiav elli 9
  11. 11. AjointinitiativeoftheOECDandtheEuropeanUnion, principallyfinancedbytheEU There are many books and articles on change management written by Prof. Kotter that you can find and read. Most of the steps are applicable both for the public and private sectors, alike. Change in 8 steps: KOTTER https://www.delphix.com/blog/delphix-culture/8-steps-successful-change-management 10
  12. 12. AjointinitiativeoftheOECDandtheEuropeanUnion, principallyfinancedbytheEU Sense of urgency http://fresnostate.edu/studentaffairs/health/psychological/lets-talk.html 11 Inside the organisation • Talk with the Prime Minister and Private Office • Talk with existing management team • Talk with staff members Outside the organisation • Talk with the Ministers • Talk with the State Secretaries of Ministries • Talk with key NGO’s and the opinion leaders • Talk with the journalists • Talk with international organisations (EU, OECD, WB, IMF, embassies)
  13. 13. AjointinitiativeoftheOECDandtheEuropeanUnion, principallyfinancedbytheEU Form a coalition • Full support from the Prime Minister and Private Office • Cautious support from a few of the management team members and staff members • Interest from a couple of the State Secretaries and Members of the Parliament • Cautious interest from the media and opinion leadershttp://www.publicdomainpictures.net/ 12
  14. 14. AjointinitiativeoftheOECDandtheEuropeanUnion, principallyfinancedbytheEU Develop vision for change Management Audit Report with proposed changes finalised within 3 months Report proposed change in structure, number of staff (-10%) and functions: ✚International Arbitration ✚Major Projects Oversight ✚Strategic Communication Suggested merging with the Cross Sectoral Co-ordination Centre to bring back policy co-ordination and planning functions to full capacity Becoming an example for other public institutions thus proving that positive change can lead to improvements 13
  15. 15. AjointinitiativeoftheOECDandtheEuropeanUnion, principallyfinancedbytheEU Communicate vision • Provide explanation of proposed changes and benefits that they will bring to organisation and staff • Honestly acknowledge the losses and downsides of change • Make sure to communicate both collectively and individually. Identify resistance silos and think on how to overcome these • Harmonise the communication with the Boss and speak in one language with him/her http://www.publicdomainpictures.net/ 14
  16. 16. AjointinitiativeoftheOECDandtheEuropeanUnion, principallyfinancedbytheEU Just when you think everything is getting on the right track... http://www.publicdomainpictures.net/ 15
  17. 17. AjointinitiativeoftheOECDandtheEuropeanUnion, principallyfinancedbytheEU You get a new government and a new Prime Minister ... © LETA 16
  18. 18. AjointinitiativeoftheOECDandtheEuropeanUnion, principallyfinancedbytheEU Empower people Building teams across the most important tasks Providing the necessary resources and most importantly – your time Investing in development of people through learning and seeing other countries Regularly checking on progress and providing feedback Publicly praising success http://www.publicdomainpictures.net/ 17
  19. 19. AjointinitiativeoftheOECDandtheEuropeanUnion, principallyfinancedbytheEU Generate short term wins • Reducing staff by 10% • Using all savings to increase salaries for remaining staff • Streamlining structure and getting rid of unnecessary “historic” tasks • Getting positive praise from the Prime Minister and the media • Building belief that change is possible and can be positive http://www.publicdomainpictures.net/ 18
  20. 20. AjointinitiativeoftheOECDandtheEuropeanUnion, principallyfinancedbytheEU Consolidate gains • Internal • Strategy of the State Chancellery 2017-2019 based on 3E • Personnel Development Strategy • Communications Strategy • External • Public Administration Reform Plan 2017-2019 based on 3E https://accountsiq.com/multi-company-consolidation-ensuring-efficiency- accuracy-and-timeliness/ 19
  21. 21. AjointinitiativeoftheOECDandtheEuropeanUnion, principallyfinancedbytheEU Anchor change in culture “Culture eats strategy for breakfast” Peter Drucker • Changing culture requires a lot of time and effort • The new principles need to be clearly defined and followed • The manager has to lead by example to staff by following the principles • Dilemma on how to motivate staff if politicians eat your principles for dinner? http://www.publicdomainpictures.net/ 20
  22. 22. AjointinitiativeoftheOECDandtheEuropeanUnion, principallyfinancedbytheEU Conclusions What did we achieve? • Partially improved structure to better align it for functions • Started creating team spirit with a clear vision on where we want to be in 2020 • Added a couple of new functions thus strengthening the role and getting away from “post office” label • Prepared a whole-of-government reform proposal based on ideas gained from Chancellery reform What we did not achieve? • Merge of all support units into one big administrative department • Breaking down of walls between departments to indirectly encourage mutual co-operation • Failed in persuading Prime Minister to merge the Cross-Sectoral Co-ordination Cente with the Chancellery • Did not see it being adopted yet, because of other reforms gaining more importance 21
  23. 23. AjointinitiativeoftheOECDandtheEuropeanUnion, principallyfinancedbytheEU What GREAT CEO’s do differently? ① Deciding with speed and conviction ② Engaging for impact ③ Adapting proactively ④ Delivering reliably https://hbr.org/archive-toc/BR1703 22
  24. 24. AjointinitiativeoftheOECDandtheEuropeanUnion, principallyfinancedbytheEU Key lessons • Keep analysing how your organisation can become better by (a) asking your staff and “clients”; (b) looking at similar organisations abroad; (c) reading the latest OECD studies • Make sure you build your team as soon as you can, as you will need to have a lot of support during the introduction of change (also to tell you true but unpleasant things about your ideas) • Invest in relationship building with all different target audiences as communication nowadays counts for 75% of success • Choose your battles wisely as you cannot win them all, especially when your boss does not share your approach  23
  25. 25. AjointinitiativeoftheOECDandtheEuropeanUnion, principallyfinancedbytheEU 24 Best of success! • Keep digging – this should probably be one of the key mottos for each civil servant in any country. Despite how demotivating the situation can be at times – one should always keep a positive attitude and try to build up ideas for improvement. Sometimes it takes longer than you would like to, but the more you try, the more you learn and more you achieve. And there is always possibility to talk to your counterparts from other countries that face the same problems...

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