THE PA REFORM: CHALLENGES AND OPPORTUNITIES OF PUBLIC SECTOR “REVOLUTION”

THE PA REFORM: CHALLENGES AND OPPORTUNITIES OF PUBLIC SECTOR “REVOLUTION”
Rome – At the end of April the premier Renzi and the Minister for Simplification and Public Administration Marianna Madia, have both signed a letter for the Reform of PA addressed to all the public employees. The letter, which inspired the subsequent D.L. 90/2014, clarifies how our Country revival opportunity is related to the fact of being able to “bring order to the game rules (from politics to bureaucracy, from IRS to justice)”.
 
“Get serious”, act differently “from the past, in method and in merit” starting from the public sector, impacts on three main guidelines:
1) The change starts from persons
2) Cuts on wastes and re-organization of Public Administration
3) Open Data as transparency tool. Services simplification and digitizing.
 
“Each of these guidelines requires concrete measures”. Measures that allow to foresee a real Revolution in the PA. This revolution, that starts from above, finds already activated triggers that look in the same direction inside numerous public administrations. Virtuous administrations where, for example, contracts with suppliers are monitored also thanks to external, independent and certified firms that verify the supplies progress, with particular care to prevent all deviations from the foreseen economical efforts, the supply volumes and its quality.
 
As Creasys itself had the chance to verify, thanks to the expertise acqired on the field at Administrations in which the firm operates, this type of activity is particularly valued by the head management.
The more a supplying contract is long and divided in several services, the higher is the possibility that it will be necessary to take important decisions about: a service that suffers from the occurring of non-foreseen / not predictable risks, unsatisfactory service supplying levels, contractual variations.
All decisions that need appropriate analysis and deepening.
 
The monitoring of high profile contracts, that today is mandatory only for contracts stipulated by the central PA, fits right in this operating environment by supplying not only a “control” service, but also an ensemble of activities to support the above mentioned decisional processes.
Contracts monitoring, even if it started in ICT environment, it can and should be used in other supplying contracts that belong to other areas and that are stipulated also by local PAs.
 
Furthermore, monitoring improves its potentialities along with other management tools as the cost management, which makes possible to analyze costs of the entire lifecycle of a complex project, by taking advantage from the possibility to make estimations in the initial stages of a program.
 
Monitoring and cost management go therefore totally well with the revolution of public sector proposed by Renzi-Madia tandem, in particular by looking the second guideline published in the letter. What instead is not put on paper and that we can testify thanks to Administrations that already benefit from services like monitoring and cost management, is that luckily there are already forward-looking people thanks to which the change is already begun.