Categorie archief: English

Pathways to Positive Public Administration

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An International Perspective

Edited by Patrick Lucas, Tina Nabatchi, Janine O’Flynn, and Paul ’t Hart | 2024

In an era of low trust in government and a pervasive negativity bias, this volume goes against the grain. It examines the foundations, practices and tools of a distinctly positive strand of public administration (PPA).

This book asserts that there is a perennial need for social, evidence-based learning on what to aspire to and what works in public administration. Responding to this need, scholars from five continents present research designed to do just that. Employing an array of frameworks and methods, they present studies of high-performing policies and programs, exploring what makes them tick and what can be learned from their design and delivery. Taken together, the 27 contributions make a powerful case for the added value of PPA as an intellectual and practical endeavour.

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JPMorganChase Letter to Shareholders

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Jamie Dimon, Chairman and Chief Executive Officer | April 2026

“Dear Fellow Shareholders, In 2026, America is celebrating its 250th anniversary. Also, this year we are celebrating the 227th anniversary of JPMorgan Chase, which was founded in April 1799. This is the perfect time to rededicate ourselves to the values that made this great nation of ours — freedom, liberty, and opportunity — and to recognize that we all stand on our country’s shoulders.

The challenges we all face are significant. The list is long but at the top are the terrible ongoing war and violence in Ukraine, the current war in Iran and the broader hostilities in the Middle East, terrorist activity and growing geopolitical tensions, importantly with China. Our hearts go out to those whose lives are profoundly affected by these crises. We sincerely hope these global conflicts are properly resolved and that one day all of Europe and the Middle East will attain long-term stability and prosperity. Even in troubled times, we have confidence that America will do what it has always done — look to the values that have defined our singular nation and sustained our leadership of the free world…”

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Portfolio en

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In 2024, the PRIMO Europe board confirmed its portfolio. The portfolio was considered complete and promising for further development. The focus is that products and services should refocus more than ever on establishing public values and helping members become better equipped to be more effective in decision-making. It is the conviction that, based on experiences over the last few years with our roundtables, think tanks, and education, the perspective on risk has shifted towards true delivery, effectiveness, success, and performance.

Our members need models, tools, and techniques that provide genuine insight into matters, challenges, and issues related to public values and deliver effective solutions. The more general path of promoting frameworks or focusing on generic culture change is less favored. For effective navigation in times of high dynamics, a greater focus on systems thinking and resilience is needed. In view of the current positioning and development of risk management within the public domain, the conclusion is drawn that the needs of organisations working in or for the public domain have broadened considerably to include offering quality, safety, security, performance, precaution, continuity and reliability.

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The Public Design Evidence Review: Public Value

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UK Cabinet Office | July 2025

The Public Design Evidence Review (PDER) explores the role and value of design in the public sector. An overview of the report package can be found below.

“This document is the second of three literature reviews commissioned by the cross-government Policy Design Community and written by an interdisciplinary team of academics. It discusses the concept of public value, its origins, measurement, and application in public administration, emphasising the need for professionalisation to enhance public value delivery. The wider project was commissioned as a non-exhaustive exploration of the relationship between public design and public value. It was conducted within rapid timeframes and prioritised cross-disciplinary working.

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Public Value in Public Service Transformation

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Working with change

OECD | December 2019

Since its founding in 2005, PRIMO Europe has focused on putting public value at the center, with good governance at its core (including effectiveness, design thinking, high-reliability organisation principles, scenario analysis, SWOT, the precautionary principle, premortem, and the FORTE Framework). Delivery of projects, programs, and policies is key to our network.

Public risk as a ‘possible harm to public value’ is considered a metaphor for the result of bad, not that, or not-so-good governance, and its attached leadership. Mark Moore’s definition of public value is the starting point for our products and services. This report addresses the key developments affecting our network of governors, managers, and their teams. An inspirational report.

Summary

“The rise of platform economies, new consumption patterns and innovative technologies are transforming both service delivery and people’s lives in general. Smart solutions are entering our everyday lives and digitalisation and datafication of everything is the norm. In political economy, short-term considerations seem to prevail, while long-term challenges with cascading effects (like climate change and demographic shifts) are already being felt. Governments around the world are facing an unprecedented transformation process, where systems that have worked and delivered results in prior decades are being questioned.

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Developing a Risk Maturity Model

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A comprehensive risk maturity model for Dutch municipalities

Ignacio Jose Cienfuegos Spikin | 2013

Risk management is a trend in almost every sector. Public organisations such as local authorities are lagging behind in this area, but they now have a new support model at their disposal. Ignacio Cienfuegos Spikin, originally from Chile and a PhD graduate of the University of Twente in 2013, investigated the state of risk management within local authorities. He tested a ‘Risk maturity model’ he had developed across 72 local authorities. “The model provides valuable information to decision-makers”.

Ignacio Jose Cienfuegos Spikin: “Following the trend of organizations from almost every sector now, public entities such as municipalities have also started to develop risk management awareness in the last decades. Related to the pressure of a more demanding environment and the incidents that these organizations have experienced, this process has led to the development of special standards and the design of risk management policies by central governments.

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Leadership in Risk Management

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Marie-Gemma Dequae (ed.) with HBR Analytics Services for FERMA, Zurich and PRIMO | 2013

THE C-SUITE IS taking a stronger role in leading the risk management effort at major primarily European companies, underscoring the higher priority risk has assumed in the wake of several years of financial and economic turmoil. Congruently, companies are underscoring the need for strong board involvement to facilitate decision-making regarding strategic and enterprise-wide risks and to encourage acceptance of a culture of risk management further down in the organization. Companies are struggling, however, to create a wider role for the risk function as a participant in strategic planning and transformational initiatives. And European executives express concern about the robustness of their risk management processes and channels of communication.

Vast changes in how business is done, sparked by the technology revolution and globalization, are meanwhile raising concerns about company and brand risk. These and other challenges are prompting companies to devote more resources to defining their risk appetite and to tracking, measuring, and analyzing risk through such tools as “heat maps,” key risk indicator scorecards, scenario analysis, and loss forecasting. The challenge, however, some executives said, is still to make sure that risk is “owned” at appropriate levels of the organization and that risks are communicated efficiently, such that top management and the board can make timely, fact-based decisions about how to address them.

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