Context
This project emerged from a recognition of the challenges faced by public administrations in the digital age. Rapid technological change necessitates organisational adaptations to maintain effectiveness and meet social needs. The project is aligned with Measure 10 of the ‘13 proposals for State Administration Reform’, proposed by the Public Administration Analysis and Reform Proposal Group (National Institute of Public Administration: Instituto Nacional de Administración Pública – INAP) in 2021. This measure focuses on creating a new public employment model for efficient and responsible management.
Objectives
The New Generation Job Pilot Project aimed to achieve a comprehensive transformation of public service jobs. This involved designing a new job model (PTNG) that would equip administrations with the agility, efficiency and competence needed to respond effectively to evolving social needs. The PTNG model sought to move beyond traditional, rigid job structures towards a more fluid and adaptable approach. This shift was intended to empower employees and enable them to leverage their full potential in a rapidly changing environment. Additionally, the project aimed to pilot the PTNG model using AGILE methodologies, which emphasise flexibility and iterative development. This approach was crucial for ensuring the model’s adaptability and responsiveness to real-world challenges and feedback. By combining the design of a future-proof job model with an agile implementation approach, the project aimed to lay the groundwork for a more effective and responsive public service.
Implementation
The project was piloted in the Subdirectorate-General for Innovation, Quality and Inspection of Services (Subdirección General de Innovación, Calidad e Inspección de Servicios – SGICIS) within the Ministry of the Interior. It was implemented using existing departmental resources without additional budget allocation. The implementation of the project involved collaboration between SGICIS, the Public Innovation Laboratory (Laboratorio de Innovación Pública – LIP) of INAP, and an Inter-administrative Working Group with representatives from various levels of government.
The project’s initial focus on telework adaptation shifted due to changes in government regulations and the need for energy-saving measures. Despite these challenges, the project team successfully adapted and completed the pilot. The project’s evaluation used an open-ended questionnaire approach, forums and stakeholder feedback. Insights from these methods informed project decisions and dissemination efforts.