The public sector

Over 8,000 respondents in the public sector have already participated in a study through the HPO Insight™ improvement tool. These organizations know that improvement and innovation are required to improve performance. The public sector faces major challenges and is in a transition phase.

The five HPO pillars are made up of 35 validated HPO characteristics. Below, you can find the average scores in the public sector:

Quality of Management

Openness & Action Orientation

Long-Term Orientation

Continuous Improvement & Renewal

Quality of Employees

The public sector is in a turbulent transition phase. Tasks change, the demand from the society changes – partly because of megatrends – and budgets are cut. How can organizations provide optimum social added value if the environment in which they operate is changing so much?

‘Agile’ public institutions

A complex and rapidly changing world requires an agile society with resilient and compact public organizations. In a participation society that makes greater demands on citizens, businesses, and civil society organizations, the public sector must meet a number of conditions. This way, agile organizations will naturally be well aware of developments in order to be able to adjust quickly. Digitalization is a major boost for the government.

Transparency, accessibility, and collaboration

Governments and other public institutions must be transparent, accessible, and responsive to the citizen’s needs. To this end, they are working closely with other public and private organizations in functional networks with varying leadership. The balance between cost reduction and quality enhancement, coupled with the desired social effects topping the agenda.

Accountable on societal effects

Organizations shift the focus from input and output to outcome: Social effects beyond organizational boundaries. One takes responsibility for this and one is accountable for the social return to the extent of one’s role in the chain.

Source: PwC

What is required to perform better with fewer resources?

The HPO Insight™ improvement tool helps the public sector to work on performance improvement and innovation in a focused way. New Benchmark Public Sectorways of working require first insight into the qualities and challenges of the internal organization. Without motivated employees and progressive leaders, the introduction of a new IT system, optimization of processes or cost reduction, for example, will not be successful.

Benchmark Public Sector

Over 8,000 managers and employees from the public sector have given the scores for the 35 HPO characteristics. The average results for, among other things, the five HPO factors have been filtered from this. Using HPO Insight™, you can find out how your internal organization is performing regarding these HPO characteristics and HPO factors, and you will receive the Key Improvement Areas (KIAs) for your (part of the) organization. You will also immediately gain insight into your performance compared with the public-sector data in our HPO database.
In our database, a distinction can be made between the following sub-sectors of the public sector: Municipalities, provinces, state, implementing agencies, independent administrative bodies, and water authorities.

With HPO Insight™, you know where you stand

Benchmark Public SectorUse HPO Insight™ to figure out how your organization is truly performing and what your KIAs are. How do you think your organization will score? Top of the sector? What are your strengths and what can you improve regarding the five HPO factors and the 35 underlying HPO characteristics?

Follow the footsteps of Tax authorities, Zambia Environmental Management Agency, BKWI, municipal Veere, Patents And Companies Registration Agency (PACRA), Forestry Commission, The Social Insurance Bank and Competition and Consumer Protection Commission (CCPC) start working with HPO Insight™.

References: Public sector

“The results of HPO Insight held up a mirror to us. Of course, there is the immediate tendency to think: What do we find important? Nonetheless, we have taken the opportunity to look at the signals of the employees primarily. What do they find important and what do they expect from their leaders? Consequently, the results colored our change agenda. The input shows up at various levels.”
Ruud van Es, Member of the Board of The Social Insurance Bank

“To organize the municipality of Veere properly, there was a need to map the relationship between the improvement actions better. The HPO body of thought gives us direction and we can now explain the interrelationship of the improvement actions we take to employees and the College better. In addition, with HPO Insight, we can now measure whether we are actually improving towards an excellent municipality.”
Ruud Heintjes, municipal clerk