(by Davide D'Amico, member of the AIDR Governing Council and Director of the Ministry of Education) The recovery plan represents, as we all know, a great opportunity for our country, 210 billion euros to relaunch development and the economy. As said and pointed out several times not only by myself, but also by many of my executive colleagues, there are risks associated with the grounding and implementation of the final plan that will be launched.
It is already, because however things go, whether or not the recovery plan changes, the most complex question is always how the administrations will put it into practice. For this purpose it is necessary to share two tips. The first concerns the creation of a digital system for project management, with a management dashboard that allows the relative state of implementation to be monitored, even by the citizen and therefore by everyone, including the EU, at any time.
In practice, use digital management tools that increase productivity and reduce times and costs for businesses and citizens and promote transparency.
Transparency is also an important factor and to be safeguarded because it also enables "healthy competition" between the public administrations involved and constitutes a tool that could be highly appreciated by the EU Commission.
Therefore, a dashboard with graphs and indicators should be implemented, in order to constantly report, not only on expenditure, but also on the relative results and the impact of the adopted reforms.
It is important that it is a simple system, constantly updated and above all inclusive of references relating to project managers. The second issue, not to be underestimated, concerns the fact that the recovery plan can represent an important moment in the cultural change of management and public administrations.
In fact, with a careful analysis this tool can be effectively correlated to the performance plan, in which strategic, operational objectives, results, targets and milestones must be very challenging, realistic and above all measurable. Therefore, we have the great opportunity to take advantage of this opportunity to change the culture and the logic underlying the definition of the performance plan, a system that still too often turns out to be formal and with objectives "sometimes" in the comfort zone for the management.
Not only that, but the recovery plan is a moment in which it is possible to spread the concept of the project in public administrations, still little applied effectively, in the activities of public offices and limited only to that functional part that has always dealt with European projects and of ICT projects.
In this new scenario, the transversal nature of the recovery plan means that most of the functions of the public administrations are involved and this means extensive involvement of the staff on not only process but also project logics.
The recovery plan can encourage particular attention to the performance system of public administrations.
Beyond the final drafting of the recovery plan, I therefore imagine a recovery plan that represents a great plan of the performance of our country, with digital management tools that increase productivity and reduce costs and time for citizens and businesses, which favor monitoring in real time of the actions taken, and that respect the rules of transparency, all with conductors and professional capital adequate for the challenge of the next three years. Good luck to all of us for the implementation!