1. Director Generals meeting in Maastricht
Public Sector Performance & Governance in the Context of the Lisbon strategy
Director Generals meeting in Maastricht

2. PUBLIC ADMINISTRATION
PUBLIC SECTOR PERFORMANCE
SOCIO-ECONOMIC FACTORS
INDIVIDUAL PUBLIC SERVICES
Education
Healthcare
CULTURE
SYSTEMS
COLLECTIVE PUBLIC SERVICES
Law & Order
PUBLIC ADMINISTRATION
Legislation
Policymaking
Public management
DEMOGRAPHIC FACTORS

3. PUBLIC SECTOR PERFORMANCE
SOCIO-ECONOMIC FACTORS
POLICY & SERVICE DELIVERY
CULTURE
SYSTEMS
Other policy & service areas
Education
Healthcare
Law & Order
PUBLIC ADMINISTRATION
Legislation
Policymaking
Public management
DEMOGRAPHIC FACTORS

4. BASIC ASSUMPTION
…the performance of welfare states is linked to their institutions and their key characteristics (demographic, socio-economic, cultural and system characteristics)
OBS! The performance is also linked to the people, processes and technology within and between the institutions.

5. Policymaking & Regulation
PUBLIC GOVERNANCE & PERFORMANCE
SOCIO-ECONOMIC FACTORS
CAPACITY TO INNOVATE
CULTURE
SYSTEMS
PEOPLE
Service Delivery
Policymaking & Regulation
TECHNOLOGY
PROCESSES
DEMOGRAPHIC FACTORS

6. The Lisbon strategy and the Public Sector
Sustainable
Economic Growth
The quality of the European, national and regional policymaking in various Lisbon policy areas
Defining and implementing strategic changes by combining people, processes and technology
Public sector as a policy-maker and regulator
Public sector as the biggest single industry
The EU as the world’s most competitive and dynamic knowledge-based economy capable of sustainable economic growth with more and better jobs and greater social cohesion.
Employment
Social Cohesion
Public sector as a key service provider
Public-private partnerships in public service delivery: principles, practices and experiences

7. Public Sector Performance & Governance in the Context of the Lisbon strategy
How the role and the contribution of the public administration (policymaking, legislation, management) is defined and positioned in the contexts of public sector performance and the delivery of the national and Lisbon strategies?
How to deepen and broaden our understanding about the performance mystery hidden in the “black box” (people, processes and technology within and between organizations)?

8. Open Method of Coordination – stages of evolvement; EPAN ?
...XXX
Integrating the European and national goals
Joint actions
Shared goal setting
Performance reporting & joint monitoring
Ambitions
Analysed case studies & best practices
Peer reviews & Benchmarking
Information sharing
Commitment