Embed Size (px)
Citation preview
1
Simplification in France:A remodelled approach
Brussels, 6th February 2009Denis Besnainou, Direction générale de la modernisation de l’État
2
Summary
I. A shift in the approach to simplification
II. Example of inputs: major preoccupations of companies
3
I. A shift in the approachto simplification
4
Shifting emphasis (1/3):Towards a more “client oriented approach”
The priority of simplification efforts: the users’ primary concerns regarding life-events (of companies, citizens, foundations or regional bodies)
Reengineering priorities and action plans are chosen on the basis of inquiries and consultation of users
The national database of IO is still used, but no longer as a single reference; the companies’ concerns are decisive for the choice of action plans
5
Shifting emphasis (2/3): DGME, a simplification body organised to respond to users' expectations
Three departments to turn the expectations of users into the engine of simplification:
— Dept. of Innovation: Organises inquiries and consultation of users about their expectations; analyses them and chooses the reengineering priorities
— Dept. of Projects: Prepares concrete action plans for the reengineering priorities identified by Innovation; follows the implementation of the action plans up to the completion
— Dept. of Counselling/Consulting: Accompanies the ministries in implementation of action plans, provides methodological support
6
Shifting emphasis (3/3):The place of measurement in the new settings
Since are priorities determined more by users’ expectations, measuring exercise is now only an indicative, not prevailing phase of reengineering
In some specific cases, measurement is still used to determine the direction of reengineering efforts (i.e.: when data on users’ expectations is not sufficient or not clear enough)
The 25% reduction target remains intact and we are going to evaluate the actual impact of the reengineering process
7
II. “Life-events” approach:Major preoccupations of French companies
8
Life-events of companies:Above average complexity
44%
45%
47%
53%
54%
55%
58%
59%
61%
77%
Label, innovation or designprotection
Judiciary procedure
Product sales in France
Setting up a business
Complying with environmentalnorms and measures
Obtainning public funds
Dismissing an employee
Closing a business
Construction of premises
Import - Export
Average expressed complexity: 43%
9
Life-events of companies:Below average complexity
18%
21%
24%
30%
31%
32%
34%
36%
37%
37%
Annual accounts closure
Purchase of goods or realestate
Recruitment of personnel
Declaration and payment oftaxes
Declaration and payment ofsocial taxes and contributions
Training of personnel
Remuneration of personnel
Improving working conditionsof personnel
La cessation de paiement
Setting up a new entity orsubsidiary
10
Priority concerns among companies+
-%
of
es
tim
ate
d c
om
ple
xit
y
Taxes
Social security contributions
Recruitment
Staff trainingRemuneration
Company creationEnvironmental standards and
measures
Purchase of property or real estate
Staff working conditions
RedundancySale of
productsCompany transfer
Import / Export
Construction
Suspension of payments
Legal proceedings
Brand protection
Public finances
New subsidiary
Frequent procedures considered to be simpler
Infrequent procedures
considered to be complicated
Infrequent procedures considered to be simpler
Closing of accounts
Frequent procedures considered to be
complicated
Line of prioritization
% of participating companies* +-
11
Priority improvements to be madeaccording to companies (across all the procedures)
84%
79%
67%
64%
Complexity of the procedureand lack of counselling
Uselessness or weight of theprocedure
Difficulty to identify the rightinterlocutor
Time needed to complete theprocedure
