TABLE OF CONTENTS The Italy “Brunetta” Reform

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Modernisation of the Public Administration Innovation and digitalisation within the PA and the Country Relathionship between the PA, citizens and businesses

TABLE OF CONTENTS The Italy “Brunetta” Reform

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The Delegated Law n. 15 of 4 March 2009 and the implementing Legislative Decree of October 9, 2009, have paved the way for a comprehensive revision of all aspects related to the civil service model, with a view to improving labour productivity as well PA as efficiency and transparency. The Decree involves five areas: Merit: a reinforced selection mechanisms for economic and career incentives, with a view to rewarding the most worthy and skilled employees, encouraging commitment and deterring malpractices. Assessment: a performance assessment system that will help Public Administrations to reorganize their activities according to set targets and to an overall enhancement requirement. “Customer satisfaction”, transparency and merit-rewarding will be the milestones of such a system. Collective bargaining: Collective bargaining provisions will be aligned with those regulating the private sector. More specifically, supplementary bargaining and, as a consequence, additional remuneration, will be conditional on the real attainment of planned results and management savings. Management: increased importance will be given to managers, who are now entrusted with concrete tools and who will be subject to, inter alia, economic sanctions in case of failure to comply with their obligations. Also, a set of new procedures governing the access to top echelon managerial positions has been introduced. Discipline: disciplinary proceedings have been simplified and a catalogue of particularly severe infractions leading to dismissal has been put in place.

TABLE OF CONTENTS The Italy “Brunetta” Reform

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OBJECTIVES OF THE REFORM 1. To improve the services of the Public Administrations according to the citizens’ perspective of their needs and expectations 2. To improve the efficiency and value of the human resources of the PA REFORM STRATEGY The reform strategy 2010-2013 rests on three pillars: 1. Modernization of the public administration : The reform, entered into force on the 15th of November 2009, encompasses a revision of all aspects related to the civil service, improves labor productivity as well as the PA efficiency and transparency 2. Innovation and digitalization within PA and the Country : The “e-Gov 2012” Plan rests on 80 projects in 4 priority areas (School & Universities – Health – Justice – Dematerialization), for the implementation of online services, improving accessibility and transparency of the public administration with a view to bringing it closer to citizens and businesses. The government’s financial commitment for “e-Gov 2012” will account for € 1,380 bl. 3. Relationship between PA, citizens and business: The aim is to design a new digital administration - a PA 2.0 –capable of helping its "clients" by involving them in decision making processes. Such a new idea of democratic participation will put citizens "at the heart" of the reform process, to design a new digital administration - a PA 2.0 – capable of helping its "clients" by involving them in decision making processes. Such a new idea of democratic participation will put citizens "at the heart" of the reform process.

TABLE OF CONTENTS The Italy “Brunetta” Reform

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PRINCIPLES OF THE REFORM Transparency and integrity • The transparency operation has brought to a full disclosure of the information regarding the organization,

salaries & curricula of high level officers, administration of resources and performance of the PA • The newly established Anti-corruption and Transparency Service (SAeT) responds to an internationally

identified need to create a specialized technical body capable of promoting the fight against corruption, with particular emphasis on its prevention within the public administration

Performance evaluation • Assessment and evaluation, both of individual performance and of the organization of the structure • The new system drastically changes the current system by defining an outcome based approach and

independent evaluation bodies within administrations • A Commission for the evaluation, transparency and integrity has been established with the purpose of defining

and disseminating performance-based quantitative and qualitative methodologies, as well as of monitoring their

Implementation meritocracy and rewards • a new reinforced selection mechanism for economic and career incentives, with a view to rewarding the most

worthy and skilled employees, encouraging commitment and deterring malpractices

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PRINCIPLES OF THE REFORM managerial responsibility • increased importance will be given to managers, who are now entrusted with concrete tools and who will be

subject to, inter alia, economic sanctions in case of failure to comply with their obligations, especially with regard to human resources

• The high level officers will be held responsible for the lack of control over the effective productivity of human resources as they must now evaluate and reward their employees

Disciplinary sanctions • disciplinary proceedings have been simplified and a catalogue of particularly severe infractions leading to

dismissal have been put in place, such as: ü o in case of false declarations or false medical certificates ü o unjustified refusal to be transferred ü o persistent poor performance

Collective bargaining • provisions will be aligned with those regulating the private sector. Additional remuneration will be conditional on

the real attainment of planned results and management savings • National contracts now have a three-year duration, instead of 4 ,and collective bargaining can no longer change

the rule of law

TABLE OF CONTENTS Modernisation of the Public

Administration

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INSTRUMENTS OF THE REFORM Transparency and integrity 1. Total accessibility to all the information concerning PA: proceedings, salaries, curricula, leaves of absence, tenders, evaluation. 2. Every administration has to adopt a three-year program for performance transparency and for integrity. 3. Every administration has to provide a specific web page on the transparency and integrity program. Performance evaluation 1. Definition of objectives based on the “SMART” methodology. 2. Assessment and evaluation, both of individual performance and of structure organization. 3. Performance report, to enable internal auditing and customer satisfaction. 4. The new system drastically changes the current system by defining an outcome based approach and independent evaluation bodies within administrations.

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INSTRUMENTS OF THE REFORM Meritocracy and rewards 1. Selective distribution of incentives through certified assessment systems to reward individual and office performance. 2. Merit-based brackets for the allocation of incentives: not more than 25% of civil servants get half of the available incentives; not more than 50% the remaining half of incentives; the other 25% of civil servants gets no incentives. 3. Not more than 5% of the civil servants who are in the highest bracket can obtain an additional annual bonus for excellence. 4. Annual award for innovation. 5. Wage increase based on merit. 6. Access to high level training, professional growth, higher assignments. Managerial responsibility 1. The manager is a “public employer”, he must be autonomous and responsible for managing human resources. 2. He must evaluate and reward his employees. 3. He must be held responsible for lack of control over the effective productivity of human resources.

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INSTRUMENTS OF THE REFORM Personnel mobility 1. Personnel mobility procedures have to be based on employee’s proficiency and on objective criteria ensuring transparency of the decisions. 2. The procedure can be activated only upon Manager’s approval.

Disciplinary sanctions Objectives: Optimize the level of efficiency in Public Offices and Fight low productivity and absenteeism in the Public Sector In case of false declarations or false medical certificates: 1. the civil servant will be dismissed and will have to refund the administration 2. the doctor will be struck off the medical register and if he is employed by the National Sanitary Service will be dismissed. Other misconduct leading to dismissal: 1. reiteration of absence without leave behaviour; 2. Unjustified refusal to be transferred ; 3. False documentation or declarations when applying for a job or for a promotion; 4. Aggressive or offensive conduct; 5. Conviction of offense against public administration or other serious offense; 6. Perduring poor performance.

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The reform is in line with an international trend to enhance public administration performance and reinforce service delivery. The analysis of the reforms in other countries provided a benchmark.

TABLE OF CONTENTS Modernisation of the Public

Administration

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The Italian Public Administration has “shadows” and “lights”. The so called “Transparency Operation” is meant to highlight both aspects so as to thwart inefficiency and reward merit. 1. It aims at guaranteeing citizens and enterprises a more efficient public service, better quality of services and strengthen citizens trust in public institutions. 2. It represents one of the lines of intervention upon which the upgrading of the Public Administration is based. 3. Actions such as, inter alia, monitoring civil servants’ absenteeism or disclosing the salaries of public managers and consultants, are aimed at ensuring visibility to provide citizens with control and protection tools making them more aware of the mechanisms underlying Public Administration functioning and its administrative costs. The so called “Not only idlers” (“Non solo Fannulloni”) Initiative aims at identifying and publicizing Public Administration success stories to increase citizens’ trust in Public Administration as well as making a first step towards a recognition of merit and Administration, performance‐based bonuses and incentives. A series of measures, namely: 1. the disclosure of public administrations good practices on the Ministry for Public Administration and Innovation website; 2. a “competition” to identify and reward the best achievements that public administrations have accomplished; 3. a thorough diffusion of the best results achieved to the benefit of other administrations.

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The “Transparency Operation” has been launched as a first step towards a more transparent administration. The publishing of data concerns: 1. Leaves of absence; 2. Consultants and freelancers; 3. Contracts awarded to civil servants; 4. Union secondments; 5. Time off work for unions activities or for elected public office; 6. Salaries, curricula, assignment, phone numbers, and e‐mails of public managers; 7. Public Administration success stories.

Absence monitoring Absenteeism is a scourge that affects Public Administration because it: worsens service quality; reduces productivity; rises costs; damages the image of public administration and of all the civil servants who work hard. Aware of such criticality, the Government has acted decisively on this issue through an awareness raising campaign undertaken alongside a series of regulatory initiatives (Law 133/2008 art.71) aimed at deterring the recurrent resort to periods of fake sick leaves. The outcome of these provisions has been monitored through a monthly statistical surveys. The increase of civil servants’ presence in public offices has entailed more and better services as well as fewer queues, more employees on call, less offices having to close because of staff shortage, etc.

TABLE OF CONTENTS Innovation and digitalisation within the

PA and the Country

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The i-Economy/i-Society Plan will disseminate and encourage innovation, enhance public-private cross-fertilization, remove obstacles to technological transfer and increase technological scouting. The priority areas of intervention will be energy efficiency, ICT, media and digital content, infomobility, design and biomedical. Ad hoc initiatives have been already put in place. More specifically, the "Premio Nazionale per l'Innovazione ("National Award for Innovation") aims at rewarding innovation best practices in the areas of industry and services, design, Public Administration, Universities and the tertiary sector; the "Italia degli Innovatori" ("Italy of Innovators") Initiative , on the other hand, will bring Italian technological excellence concerning citizens and cities The Government has introduced a Multiannual Plan (“i2012 – Innovation Strategies”) resting on Public Administration (e-Government), on the one hand, and economic and social sector (i-Economy/i-Society), on the other hand.

TABLE OF CONTENTS Innovation and digitalisation within the

PA and the Country

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As far as the e-government plan ("e-Gov 2012") is concerned, the following priorities have been set out: 1. Schools and Universities: innovate the educational and teaching architecture of Italian schools, improve communication between schools and families (digital blackboard, electronic reports and class e-register); 2. Health: the Plan will increase service quality and reduce public expenditure associated with the delivery of health services (ehealth records, digital prescriptions and medical certificates); 3. Justice: the digitalization of proceedings will lead to a simplification of notifications and access to procedural documents for citizens and lawyers (electronic notifications of communications and procedural documents, online certificates of criminal records, electronic transmission of notitiae criminis); 4. Dematerialization and reduction of red tape within PA, thanks to the digitalization of management and filing process and to the implementation of the Public Connectivity System on the International Stage at the 2010 Expo in Shanghai. The government is also promoting training, new professional profiles and talents while widespreading participatory democracy and ITC literacy, promoting the open source software and the reuse of ITC facilities. Against this backdrop, particular emphasis will be given to measures carried out by the Italian Agency for Technological Innovation (Agenzia per la diffusione delle tecnologie per l'innovazione), the institutional body for the promotion and dissemination of innovation nationwide.

TABLE OF CONTENTS Relathionship between the PA, citizens

and businesses

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A set of to-be-adopted legislative initiatives, alongside a series of existing, fully-functioning projects, will improve the relation between PA, on the one hand, and citizens and business, on the other hand. Such projects will streamline dialogue between citizens and PA to overcome – on a regular basis – administrative malpractices and red tape for the benefit of the most disadvantaged social groups (the disabled and their family). The aim is to design a new digital administration - a PA 2.0 – capable of helping its "clients" by involving them in decision making processes. Such a new idea of democratic participation will put citizens "at the heart" of the reform process. The main legislative initiative regards the introduction of the "Charter of duties of Public Administration" (Carta dei doveri della pubblica amministrazione), that is now approved by Parliament in the last Mr. Berlusconi Government meeting. The Charter will help to enforce citizen's rights and duties of public administrations vis-à-vis citizens and business. This, in turn, will boost cooperation and mutual understanding. The initiative follows a process of renewal of the PA-citizens relations which is already consolidated within the framework of two legislative milestones: the Italian Constitution and the EU law.

TABLE OF CONTENTS Relathionship between the PA, citizens

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Thanks to the certified e‐mail (PEC from the Italian acronym of Posta Elettronica Certificata) the interaction between citizens, Public Administrations (PAs), Professionals and Companies is simplified because any user, from any online computer, can comfortably send letters and documents that previously could only be processed by Post Offices. The Certified e‐mail accounts allow for: 1. The electronic management of communications and documents that are now certified and traceable, therefore enjoying full legal validity, from your own computer; 2. A reduction of time for transactions that previously required physically accessing a Post Office; 3. A reduction of costs for both citizens and end users and important savings for the Pas; 4. A “read return receipt” option that will not only confirm delivery but also the actual “reading” of the e‐mail from the addressee.

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Through “Friendly Networks” the relationship between citizens and Public Administration becomes more friendly and efficient because: 1. the number of access points to the services increases, thus eliminating queues and creating competition; 2. services provided by different administrations are offered; 3. everyone is able to access PA services through modern infrastructures; 4. public off ices are rel ieved of users congestion, allowing more time and resources for new services.

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A PA closer to citizens is ready to answer, inform, help. With “Friendly Line” you can call just one number to: 1. be rapidly forwarded to the toll free number of the appropriate administration; 2. be guided through all the portals and services offered by central administrations; 3. obtain information or be recalled if the problem cannot be solved immediately; 4. complain for bad service and express your evaluation for every specific relationship with PA; 5. rece ive ass is tance in the case of disadvantaged situations (blind, deaf).

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Assessing citizen‐customer satisfaction is the most important standard to improve the quality and efficacy of PA action. Through the “Show Your Face” initiative you can: 1. assert YOUR central role in the relationship with PA; 2. help us assess our offices functioning; 3. contribute to identify YOUR priorities and weak points of administrative processes; 4. make the relationship with the PA more transparent and participatory.

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TABLE OF CONTENTS The Italy “Brunetta” Reform

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