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Rijksbrede Benchmarkgroep (RBB-Groep) Learn to Achieve Dutch Benchmark Group Learning Network in the Public Sector The Nederlands June 2005.

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Presentation on theme: "Rijksbrede Benchmarkgroep (RBB-Groep) Learn to Achieve Dutch Benchmark Group Learning Network in the Public Sector The Nederlands June 2005."— Presentation transcript:

1 Rijksbrede Benchmarkgroep (RBB-Groep) Learn to Achieve Dutch Benchmark Group Learning Network in the Public Sector The Nederlands June 2005

2 2 Group1 (2002/2003) participants 1. ABP (pension fund for public employees) 2. Dienst Regelingen (national service for the implementation of regulations) 3. Cfi (Central Funding of Institutions Agency, i.e. schools) 4. COA (central agency for the reception of asylum seekers) 5. IB-Groep (student grants and information management) 6. IBS (rental grants) 7. Kadaster (national cadastre, landregistry and mapping agency) 8. Politie Amsterdam (police unit city of Amsterdam) 9. RDW (centre for vehicle technology, approval and information) 10.SVB (administration of pensions, child benefit and social insurance ) Group 2 (2003/2004) participants 11. UWV (unemployment benefits) 12. CWI (Centre for Work and Income) 13. Belastingdienst (Tax and Customs Administration 14. DJI (correctional institutions) 15. City ofRotterdam (department of social affairs and employment) 16. City of Zwolle (department of social affairs and employment) 17. LBIO (central agency for maintenance enforcement) 18. CBR (driving test organisation) Group 3 (2004/2005) participants 19. RGD (government Building Agency 20. CJIB (centre for collecting penalties 21. Staatsbosbeheer (forest commission) 22. Rijkswaterstaat (infrastructure, roads and watermanagement) 23. Octrooicentrum Nederland (patent office)

3 Goals RBB-Groep Learning from each other: best practices By learning better performance and innovation Network with exchange of knowledge and experiences Development of employees (Better) account for commissioners and society 3

4 The RBB-Groep is a learning network with the benchmark as an cohesive factor Motto RBB-Groep: Keep it simple As much as possible under direct management Low costs From building up to consolidation and improvement Step by step further development of interorganisational learning 4

5 Results RBB-Groep More insight in each others functions Exhange and co-operation Own initiative, voluntariness and openess Professional auditpool Training under direct (own) management Data (database) and methods: own management Research with Universities of Groningen / Nyenrode Enjoying a good reputation 5 05

6 Developments RBB-Groep Improvement and professionalizing instruments Focusgroups: focus in comparison Coupling to strategic issues & learning questions of participants Measuring of the learning curve: who grows fast (learning potential) Thematical questions: e.g. integrity, compliance Urgency of participation line-management by DOING Enlarge network and co-operation with third parties 6

7 Resultancy-groups 1. Maintenance of regulations, compliance (Belastingdienst, CJIB, IB-Groep, LBIO, Dienst Regelingen) 2. Change of behaviour and communication (RDW, COA, LBIO, Kadaster) 3. Good contacts with clients (LBIO, IB-Groep, RDW) 4. Implementation Plan Do Check Act (IB-Groep, Dienst Regelingen) 5. From planning to executing (RDW, Kadaster, IB- Groep,Dienst Regelingen, Rijkswaterstaat) 6. Public affairs (Kadaster, RDW en IB-Groep) 7

8 Relevant networks RBB-Groep Universitiy of Groningen Business University Nyenrode Institute of Quality and friends of INK Ministry of Interior, Finance Department, Program Other Government VNO-NCW, organisation of employers Gartner (ICT) Chartter Public Accounting IMAC (Academy for Information-management) 8 05

9 Challenges / possibilities (1) Making best practices effective in our organisations, congruent with our ambitions Together looking for good practices that not exist yet, e.g. leadership, policy for careermaking, recruitment and selection, satisfaction of employees, appreciation by society Book of Change (governmental organisations and agencies in the Netherlands) Processes of participation: citizen / client is actor 9

10 Challenges / possibilities (2) Exchange and organisation-development on a thematical way, where we experience bottle-necks: by resultancy-teams (results and consultancy) Further co-operation between governmental organisations, cross-relations Shared services for development and training of human capital, shared HR-pool Shift of borders, also borders of organisations 10

11 Challenges / possibilities (3) Differences between organisations are a source for innovation in the RBB-Groep Learning organisations are able to handle different questions in the context for operation Co-operating with other companies makes that we find out new applications and new ways of working RBB-Groep creates a platform for definitions of working realities 11

12 Position RBB-Groep in Dutch society Every year all dutch people older than 18 have contacts with one or more of our organisations Number of clients Number of employees RBB I,II and III together 70 miljard, 60% of the expenses of the state in 2005 (132 miljard) Governmental costs and cashflows RBB I,II and III

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