Administrative and Civil Service Reform: An Overview
description
Transcript of Administrative and Civil Service Reform: An Overview
Administrative and Civil Service Administrative and Civil Service Reform: An OverviewReform: An Overview
The World Bank
Core Course on Core Course on Governance and Governance and AnticorruptionAnticorruptionPRMPS & WBIGPPRMPS & WBIGP
Presented by:Presented by:
Gary Reid & Ranjana MukherjeeGary Reid & Ranjana MukherjeeACSR Thematic GroupACSR Thematic GroupPublic Sector GroupPublic Sector Group
February 14, 2005February 14, 2005Presented to:Presented to:
February 14, 2005 Gary Reid and Ranjana Mukherjee
Governance & Anticorruption Core Course 2
The Governance TriadPoliticians/Policymakers
Citizens Bureaucrats
Del
egat
ion
and
Voic
e
Del
egat
ion
and
Voic
e
Polit
ical
Acc
ount
abili
ty
Polit
ical
Acc
ount
abili
ty
Delegation of
Delegation of
Implem
entation
Implem
entation
Internal Accountability
Internal Accountability
Public Goods and ServicesPublic Goods and Services
Client Power/Social AccountabilityClient Power/Social Accountability
February 14, 2005 Gary Reid and Ranjana Mukherjee
Governance & Anticorruption Core Course 3
ACSR: Reforming the infrastructure of the public administration
Policy management Human resource management Administrative structure and functions
February 14, 2005 Gary Reid and Ranjana Mukherjee
Governance & Anticorruption Core Course 4
Policy management Objectives
– Strategic prioritization: Policy decisions are consistent with the Government’s strategic priorities.
– Trade-offs are faced: Policy decisions take into account social, economic and fiscal trade-offs posed by competing policy objectives.
– Implementability: Policies stand a reasonable chance of being implemented as intended.
– Learning from experience: The social, economic and fiscal impacts of policy decisions are continuously monitored and assessed; and the results of those assessments are employed to improve subsequent policy decisions and their implementation.
February 14, 2005 Gary Reid and Ranjana Mukherjee
Governance & Anticorruption Core Course 5
Making policy together - ministers and bureaucrats
Bureaucrats & policies
February 14, 2005 Gary Reid and Ranjana Mukherjee
Governance & Anticorruption Core Course 6
Policy management (cont.)
How?– Rules and procedures governing the policy formulation
process.– Organizational arrangements required for effective
implementation of those rules and procedures; i.e., assignment of functional responsibilities and authority, as well as creation of organizational structures, staffing and capacities consistent with those functional responsibilities.
– Resource assignments to the organizational units required for effective policy formulation.
Policies really made
February 14, 2005 Gary Reid and Ranjana Mukherjee
Governance & Anticorruption Core Course 7
Human resource management
Objectives– Ensure depoliticized, meritocratic personnel
management– Attract and retain required human capital skills
and talent.– Ensure a fiscally sustainable wage bill.– Motivate staff to achieve organizational
objectives.– Provide needed complementary inputs
February 14, 2005 Gary Reid and Ranjana Mukherjee
Governance & Anticorruption Core Course 8
HRM: Meritocratic personnel management
Recruitment and selection procedures Due process protections Personnel performance evaluation process Promotions processes
February 14, 2005 Gary Reid and Ranjana Mukherjee
Governance & Anticorruption Core Course 9
HRM: Attract and retain staff
Provide attractive remuneration– Competitive remuneration structure.– Transparent, rule-based, human capital-linked
remuneration.– Decompressed salary structure.
Provide non-financial advantages to public employees– Opportunities for human capital accumulation– Opportunities for career growth– Recognition for a job well done– Due process protections– Tenure protections
February 14, 2005 Gary Reid and Ranjana Mukherjee
Governance & Anticorruption Core Course 10
HRM: Motivate staff to achieve organizational objectives
Focus organizational units on agreed objectives
Focus staff on organizational objectives Nurture staff pride in their work
February 14, 2005 Gary Reid and Ranjana Mukherjee
Governance & Anticorruption Core Course 11
HRM: Provide required complementary inputs
Capital (facilities, equipment) Operations and maintenance (recurrent cost
items)
February 14, 2005 Gary Reid and Ranjana Mukherjee
Governance & Anticorruption Core Course 12
HRM: Ensure a fiscally sustainable wage bill
Adequate control over wage-bill-determining policies and parameters
Adequate control over individual staffing and remuneration-setting decisions
February 14, 2005 Gary Reid and Ranjana Mukherjee
Governance & Anticorruption Core Course 13
Administrative structure and functions
Size of public employment Shape of public employment Building blocks of government
– Branches of government
– Ministries and Departments
– Arms-length agencies within the executive branch
– Watchdog agencies
Administrative decentralization Structure of government
February 14, 2005 Gary Reid and Ranjana Mukherjee
Governance & Anticorruption Core Course 14
Government Employment, as % of population
0.9 0.9 1 1.2 1.41.8
0.30.7
0.8 0.70.9
2.5
0.8
1
5.1
1.1
1.6
3.4
0
1
2
3
4
5
6
7
8
9
Africa Asia ECA LAC MENA OECD
Per
cent
age
of p
opul
atio
n
Central Government Local Government Teaching and Health
Early 1990s
Source: W
orld Bank P
olicy Research W
orking Paper
1806
February 14, 2005 Gary Reid and Ranjana Mukherjee
Governance & Anticorruption Core Course 15
Central Government Wages & Salaries
6.7
4.7
3.7
4.9
9.8
4.5
0
2
4
6
8
10
12
Africa Asia ECA LAC MENA OECD
% o
f G
DP
Early 1990s
Source: W
orld Bank P
olicy Research W
orking Paper
1806
February 14, 2005 Gary Reid and Ranjana Mukherjee
Governance & Anticorruption Core Course 16
February 14, 2005 Gary Reid and Ranjana Mukherjee
Governance & Anticorruption Core Course 17
Arms-length agencies within the executive branch: New Public Management debate
Developing country model (revenue generation & cost recovery) different from U.K. model (better service delivery)
Hard Agencies in Soft States– Parent departments’ capacity– Audit– Public Service traditions
February 14, 2005 Gary Reid and Ranjana Mukherjee
Governance & Anticorruption Core Course 18
More Important Functions Less Important Functions
Promotion Directing & supervising
activities & tasks Conducting evaluations Controlling overall staff
numbers Transfers within LGs
Paying staff from its own budget
Recognition as the formal employer
Functions that tend to be devolved early (intermediate decentralizers)
These functions are arguably easier to do; while important, significant intervention may not be necessary for these to happen Source: Evans, 2004
February 14, 2005 Gary Reid and Ranjana Mukherjee
Governance & Anticorruption Core Course 19
Q & AQ & A