Vienna Boys Choir - United Nationsunpan1.un.org/intradoc/groups/public/documents/un/unpan...Welfare...

Vienna Boys Choir“O Fortuna”

Carl Orff (1895 - 1982)

Vienna Boys Choir“Pueri Concinite”

Jacobus Gallus (1550 - 1591)

Antonio Maria Costa

Under-Secretary-General, United Nations

Executive DirectorUnited Nations Office on Drugs and

Asha-Rose Migiro

Deputy-Secretary-GeneralUnited Nations

Heinz FischerFederal PresidentRepublic of Austria

Ursula PlassnikFederal Minister for European

and International AffairsRepublic of Austria

Festus GontebanyeMogae

PresidentRepublic of Botswana

Vienna Boys Choir“Österreichisches

Volkslied”

Vienna Boys Choir“Leichtes Blut”

Johann Strauss (1825 – 1899)

PLENARY SESSION ICitizen

Expectations& Trust in the State

CHAIR Jocelyne Bourgon

Chair, United Nations Committee of Experts on Public Administration

Ambassador, Canadian Permanent Mission to the OECD (2003-2007)

President EmeritusCanada School of Public Service

PLENARY SESSION IMary RobinsonPresident of Ireland (1990-1997)

UN High Commissioner for Human Rights (1997-2002)

President of Realizing Rights:The Ethical Globalization Initiative

PLENARY SESSION IHage Geingob

Prime Minister of Namibia (1990-2002)Executive Secretary

Global Coalition for Africa (2003-2004)Member of Parliament

PLENARY SESSION IYegor Gaidar

Prime Minister, Russian Federation (1992)Executive Vice President

International Democratic UnionDirector of the Institute

for the Economy in Transition

Public Expectations and Trust in Government: Post-Revolution

Stabilization and its Discontents

Yegor Gaidar

China in 1980 versus USSR in 1830

0

5

10

15

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USSR, 1930 China, 1980

Urb

aniz

atio

n, %

0

200

400

600

800

1000

1200

1400

1600

USSR, 1930 China, 1980

GD

P pe

r ca

pita

, dol

lars

*

* Geary-Khamis dollars at 1990 prices

Average Amount of Grain harvested by Soviet government

0

10

20

30

40

50

60

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1966-69 1980-85 1986-90

grai

n ha

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Urban Population in USSR

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1955 1960 1965 1970 1975 1980 1985 1990

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latio

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-20

-15

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-5

0

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1960 1965 1970 1975 1980 1985 1990

Bal

ance

, mln

USD

Grain trade balance, mln USD

Agricultural products trade balance, mln USD

USSR’s External Trade Balance for Grain and Agricultural Products

Average output of new oil wells in Soviet Union

0

200

400

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1200

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1600

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2000

1975 1980 1985 1988 1989 1990

aver

age

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l out

put,

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Average Crude Oil Prices in the Very Long Run (1880 – 2006)

0

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1880 1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000

oil p

rice,

USD

per

1 b

arre

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Average long-run historical level (in 2000 dollars)

Average annual price (in 2000 dollars)

197119721973

19741975

197619771978

1979

1980

1981

198219831984

1985

1986

198719881989

0

5

10

15

20

25

30

35

1521

-1525

1531

-1535

1541

-1545

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-1555

1561

-1565

1571

-1575

1581

-1585

1591

-1595

1601

-1605

1611

-1615

1621

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Inflo

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10

15

20

25

30

Exp

ort o

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to th

e ca

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list c

ount

ries,

m

ln U

SD

Inflow of gold to Spain (left axis)USSR's income form oil exports to the capitalist countries (right axis)

Control over Portugal is lost. Risk of loss of Aragon & Catalonia

Independence of Eastern European States

Spanish Gold versus Soviet Oil Revenues: How Empires Collapse

Arrears for Goods Imported by Soviet Government in 1990

0

500

1000

1500

2000

2500

3000

3500

June,1, 1990 Sept., 1, 1990 Oct., 1, 1990

arre

ars,

mln

of r

uble

s

GDP Growth Rates in Russia After Independence, %

-20

-15

-10

-5

0

5

10

15

1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006

Oil Production Annual Growth Rates in Russia, %

-15%

-10%

-5%

0%

5%

10%

15%

1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006*

PLENARY SESSION IYegor Gaidar

Prime Minister, Russian Federation (1992)Executive Vice President

International Democratic UnionDirector of the Institute

for the Economy in Transition

PLENARY SESSION ILuigi Nicolais

Minister of Public Administration, Reform & Innovation of ItalyGoverning Board Member

Federico II University, Naples

PLENARY SESSION IAngel Gurría

Secretary-GeneralOrganisation for Economic

Co-operation and Development (OECD)Minister of Finance of Mexico (1998-2000)

Minister of Foreign Affairs of Mexico (1994-1998)

PLENARY DISCUSSIONCitizen

Expectations& Trust in the State

United Nations Public Service

Awards

United NationsPublic Service Awards

UNITED NATIONS PUBLIC SERVICE AWARDS

Category 1:Improving transparency, accountability and responsiveness in the public serviceCategory 2:Improving the delivery of servicesCategory 3:Fostering participation in policy-making decisions through innovative mechanisms

Kenya Performance Contracts

Performance Contracts Steering Committee Secretariat

H.E. M. Moses Akaranga, E.G.H.M.P. Minister of State for Public Service

H.E. Mr. Francis MuthauraPermanent Secretary, Secretary to the Cabinet

and Head of the Public Service, Office of the President.Mr. Richard Ndubai

Secretary, Performance Contracts Steering CommitteeOffice of the President

Indiae-Procurement Project, Information Technology and Communications Department

Government of Andhra Pradesh

Mr. Suresh ChandaIAS Secretary to Government, Information Technology & Communications

Department of Andhra Pradesh

Mr. Sri SatyanarayanaIAS, Chief Executive Officer, National Institute of Smart Governance, Hyderabad,

Mr. Sri Vivek Agarwal President & Chief Operating Officer

Mr. K. BikshapathiProject Manager e-Procurement

SingaporeProgress Package, the Ministry of Finance,

the Ministry of Manpower and the Central Provident Fund Board

Mr. Teoh See LeongDirector Central Provident Fund Board

Mr. Chan Wei SernAssistant Director, Ministry of Manpower

Ms. Valerie LimDeputy Director

Central Provident Fund Board

Austria Electronic Law-Making

Processes (eLaw)Federal Chancellery of Austria

H.E. Mrs. Heidrun SilhavySecretary of State

Mr. Manfred Matzka Mr. Georg Lienbacher

ChileChile Compra

Dirección de Compras y Contratación Pública

H.E. Ms. Maria Olivia Recart HerreraVice-Minister of Finance

Tomas CamperoDirección de Compras y Contratación Pública

Carmen Gloria RavanalDirección de Compras y Contratación Pública

Azerbaijan Extractive Industries

Transparency InitiativeState Oil Fund of Azerbaijan

Mr. Shahmar Movsumov

Executive Director

MoroccoFez eGovernment project, Arrondissement Agdal, Fez

Mr. Driss KettanieFez Project Leader, Alakhawayn University in Ifrane

Mr. Hamid Chabat Mayor of Fez

Mr. Mohamed Titna Alaoui President of Agdal County, Fez

South Africae'Thekwini Water & Sanitation

Debt Relief Programmee'Thekwini Municipality

Mr. Teddy Gounden

e'Thekwini Municipality

Republic of KoreaImmigration Smart Service (KISS), Ministry of Justice

H.E. M. Jung Jin Ho

Vice-Minister of Justice

LebanonTaxpayer Service, Ministry of Finance

H.E. M. Jihad AzourMinister of Finance

Mr. Alain BifaniDirector General of Finance

Ms. Manal AssirTax Reform Program Manager

AustraliaState of the Service Report

Australian Public Service Commission

Ms. Lynelle Briggs

Australian Public Service Commissioner

CanadaTlicho Community Services Agency

The Honorable Charles Dent Minister of Education, Culture and Employment

for the Government of the Northwestern Territories

Mr. Alfonz NitsizaChairperson of the Tlîchô Community Services Agency

Mr. Joseph MackenzieVice-Chairperson

Switzerlande-Government Project (E-Voting), Statistical OfficeCanton of Zurich, Ministry of Justice and Interior

H.E. Dr. Markus NotterMinister of the Interior Canton of Zurich

Mr. Christian Zünd Secretary General of the Ministry of the Interior Canton of Zurich

Mr. Giampiero Beroggi Director of the Statistical Office Canton of Zurich

United Arab EmiratesDubai Government Excellence Programme

The Executive Council – Dubai Government

His Highness Sheikh Hamdan Bin Mohammed Bin Rashid Al Maktoum

Chairman of the Executive Council of the Dubai Government

United Nations Public Service

Awards

LUNCHEON EVENT

World Harmony Foundation

CELEBRATORY PERFORMANCE

National Center for Korean

Performing Arts

National Center for Korean Traditional Performing Arts

Celebratory Performance


Sinawi Shamanastic instrumental music characterized by dissonant harmony


Traditional Korean musical theatre

Pansori


Pangut: Folk music and dance originating from farmers’band music

PLENARY SESSION IIBuilding Trust

Through Transparent Governance & Access

to Information

CHAIR

Antonio Maria CostaUnder-Secretary-General, United Nations

Executive Director, United Nations Office on Drugs and Crime

Director-General, UN Office in Vienna

PLENARY SESSION II

Vicente FoxPresident of Mexico (2000-2006)Governor of Guanajuato State

(1995-1999)

PLENARY SESSION II

Anwar IbrahimDeputy Prime Minister

of Malaysia (1993-1998)Chairman of the Development Committee,

World Bank and IMF (1998)President, AccountAbility

PLENARY SESSION II

Josef MoserPresident, Austrian Court of AuditSecretary-General, International

Organisation of Supreme Audit Institutions (INTOSAI)

PLENARY SESSION II

David WalkerComptroller General, U.S.A.

Public Trustee for Social Security and Medicare (1990-1995)

Assistant Secretary of Labor for Pension and Welfare Benefit Programs (1987-1989)

PLENARY SESSION II

Huguette LabelleChair of the Board

Transparency International (TI)Chancellor, University of Ottawa

Board Member, UN Global Compact

PLENARY DISCUSSIONBuilding Trust

Through Transparent Governance and

Access to Information

PLENARY SESSION III

Building Trust Through Better Access

and Service Delivery

CHAIR Guido Bertucci

Director, Division for Public Administration and Development Management

United Nations Department of Economic and Social Affairs

PLENARY SESSION III

David OsborneSenior Partner, Public Strategies Group

Best Selling Author of Reinventing Government

and Banishing Bureaucracy

Building Trust Building Trust ThroughThrough Better Access Better Access andand Service DeliveryService Delivery

The Five Strategies for Reinventing Government

David OsborneThe Public Strategies Group

[email protected]

Two Waves of Reform

1. The challenge in the developing world:

Creating a professional and honest public service, free of political manipulation and patronage hiring

Principal Elements of Reform in the Developing World

• Establishing the rule of law

• Creating an independent, honest judiciary

• Prosecuting corruption

• Establishing transparent budgeting, procurement, & contracting

• Creating an effective audit system

• Creating a professional, well-trained, adequately paid civil service

• Barring civil servants from involvement in political campaigns

The Second Wave of Reform, in the Developed World

Improving service and access by….

transforming bureaucratic public servicesinto flexible, innovative,

Information Age organizations

You Can’t Command the System to Change

• You have to find levers that change the internal dynamics.

• The goal: a system in which every organization and every employee wants to improve performance… and is empowered to do so.

The DNA of Public Organizations and Systems

• Purpose• Incentives• Accountability• Power• Culture

Five Strategies to Reinvent Bureaucratic Government

• Core• Consequences• Customer• Control • Culture

I: THE CORE STRATEGY:Clarity of Direction, Purpose, & Role

Approaches:• Clarity of direction: Improving your aim• Clarity of purpose: Clearing the decks• Clarity of role: Uncoupling steering and

rowing

Budgeting for Outcomes Combines Many Core Strategy Tools

Cities• Azusa, CA• Los Angeles• Spokane, WA• Dallas, TX• Ft. Collins, CO

• Counties• Snohomish, WA.• Multnomah, Oregon• Mesa, Colorado

States• Washington• Iowa• South Carolina• Michigan• Oregon Dept. of Education• Louisiana Dept. of Culture,

Recreation & Tourism

• School Districts• Jefferson County, Colorado

Basic Steps in Budgeting for Outcomes

1. Set the price of government: How much will we spend?

2. Set the priorities of government: What outcomes matter most to our citizens?

3. Set the price of each priority: How much should we spend to achieve each outcome?

4. Develop a purchasing plan for each priority: What strategies have the most

Budgeting for Outcomes (2)

5. Require programs to compete for funding, based on their ability to deliver the desired results.

6. Rank the offers based on their cost-effectiveness; send the rankings out and ask for better offers.

7. Rank the final offers and draw a line where the money runs out.

8. Negotiate performance agreements with the chosen providers.

The Bottom Line• Align spending with priorities

• Buy results, not costs

• Low-value spending is forced out of the budget

• Important new investments go to the front of thequeue

• Performance accountability

• Continuous reform/ improvement

• “Common Sense” communications

Approaches:Approaches:

II: THE CONSEQUENCES STRATEGY:

Using Incentives to Create Consequences

• Enterprise management

• Managed competition

• Performance management

Managed CompetitionTools:Tools:• Competitive bidding:

– Public vs. private competition

– Private vs. private competition (outsourcing)

– Public vs. public competition

• Performance benchmarking

Managed Competition Protects Against Abuses

• Phoenix, Arizona: the pioneer in late 1970s

• Indianapolis, Indiana: Competition in more than 30 different services; saving $46 million per year by 2003

Competition = Savings

• Typical savings in U.S. cities of public vs. private competitive bidding: 25 percent

• The U.K. national “market testing” program: average savings of 21 percent (1992-95)

• Brazil contracting road maintenance competitively: 25 percent savings

• Uruguay contracted with former employees, saved 25 percent

III: THE CUSTOMER STRATEGY:Putting the Customer in the Driver’s

Seat

Approaches:Approaches:Quality

Assurance• Customer choice

• Competitive choice

• Customer quality assurance

Who is the “Customer”?

• Definition of the customer: the “principle intended beneficiary” of your work.

• Examples:– Schools: Students and parents– Public transit: Users– Public printing office: Agency personnel– Police: The public at

large

How Do We Give Customers Power?

• Customer choice of service providers

• Choice in a competitive market: even better

• Asking what they care about and setting customer service standards, guarantees, redress policies, etc.

Competitive Customer Choice:For Example, in Public Education

Competitive Customer Choice:For Example, in Public Education

• Give parents choice of public schools.

• Let the dollars follow the student to the district and school of their choice.

• Encourage the creation of new public schools--charter schools--so there are enough schools to create real consequences for those that lose too many students.

• Studies show that districts and schools that lose 3-5% of their funds make changes.

Customer Quality Assurance ToolsCustomer Quality Assurance Tools

• “311” telephone & web systems citizens can use to report problems and complaints

• Customer service standards

Customer ServiceStandards: Examples

Customer ServiceStandards: Examples

• Bromley (London borough): Will repair paving problems within 2 hours of notice.

• U.S. Social Security Administration: 90% of calls to 800 number will be answered on the first call; 95% will be answered within 5 minutes.

Consequences andPublicity Are CriticalConsequences andPublicity Are Critical

• Guarantees

• Redress

• Customer Ratings

• Customer Service Agreements

Redress to Customers: Examples

Redress to Customers: Examples

• Development permits in some cities and states: If deadline is not met, the permit fee is waived.

• Some commuter rail lines issue vouchers for free round-trips or cash when trains arrive 30 minutes late or more.

Approaches:Approaches:

IV: THE CONTROL STRATEGY:Shifting Control Away

from the Top and Center

• Organizational empowerment

• Employee empowerment

• Community empowerment

Organizational EmpowermentTools:Tools:

• Decentralizing administrative controls: budget, personnel, procurement

• Mass organizational deregulation • Site-based management• Waiver policies• Reinvention laboratories• Executive or “Charter” agencies

Executive or “Charter Agencies”

• Executive negotiates “Flexible Performance Agreements” with charter agency directors.

• Agency agrees to produce specific results over 3-5 year time frame.

• Agreement includes specific rewards and sanctions for performance.

• Agreement specifies new flexibilities granted to charter agency.

Potential Flexibilities

Examples from Iowa (U.S.):

• “Freedom from ceilings on the number of employees or other employment controls.

• “Authority to waive personnel rules and do what makes sense.

• “Authority to waive procurement rules and buy what makes sense.

• “Authority to waive Information Technology rules and buy the computers and software you want.

Potential Flexibilities (2)• “Authority to keep half of this year’s unspent money and

spend it next year.

• “Authority to keep and spend proceeds from lease or sale of capital assets.

• “Authority to reprogram money between accounts.

• “Authority to waive administrative rules.

• “Access to $3 million Transformation Grant Fund.

• “Protection for two years from across the board cuts.”

Charter Agencies in Iowa (U.S.): ResultsCharter Agencies in Iowa (U.S.): Results

• Saved Iowa taxpayers $20 million/year for first two years; $50 million for third.

• Corrections Department: lowered 3-year recidivism rate from 46.7% to 35.4%.

• Revenue Department: improved rate of income tax refunds issues within 45 days from 75% to 94%.

• Human Services: increased children with access to health insurance by 34%.

• Alcoholic Beverages Division: increased revenue by $35 million over 3 years.

UK Executive Agencies

• UK organizes 75% of civil service this way.

• Annual efficiency increases in early years: 2- 30 percent.

• 1990-1996: 15 percent reduction in personnel, while improving performance.

• 1994: Parliament called it “The single most successful civil service reform programme of recent decades.”

V: THE CULTURE STRATEGY:Changing Habits, Hearts, and Minds

Approaches:Approaches:• Changing habits: Creating new experiences

• Touching hearts: Developing a new covenant

• Winning minds: Developing new mental models

Five Strategies to Reinvent Bureaucratic Government

• Core• Consequences• Customer• Control • Culture

C x C x C x C x C = Transformation

PLENARY SESSION III

Anna Kajumulo Tibaijuka

Under-Secretary-General, United NationsExecutive Director, UN-HABITAT

PLENARY SESSION III

Daniyal AzizFederal Minister and ChairmanNational Reconstruction Bureau

Member of the National Assembly of Pakistan

PLENARY DISCUSSION

Building Trust Through Better Access

& Service Delivery

WELCOME RECEPTIONHOSTED BY

Ursula PlassnikFederal Minister for European

and International AffairsFoyers A and B

FORUM DAY II

PLENARY SESSION IVBuilding Trust

Through Civil Society Engagement and

Participation

CHAIR Fernando Cardoso

President of the Federative Republic of Brazil (1995-2003)

Chair of the Panel of Eminent Persons on UN-Civil Society Relations

PLENARY SESSION IV

Kumi NaidooSecretary General, World Alliance for

Citizen Participation (CIVICUS)Founding Executive Director,

South African NGO Coalition (SANGOCO)

PLENARY SESSION IV

Rachid BenmokhtarBenabdellah

President of Al Akhawayn UniversityPresident of the National Observatory

for Human Development; Minister of Education of the Kingdom of Morocco (1995-1998)

Issues in cooperation between Government and Civil Society representatives towards the creation of empowered citizens who trust their government

plenary session 4

Civil Society Engagement and Participation

The rise of civil society influence and importance

The influence of the internal context The influence of the international contextThe reasons of cooperation between government and civil societyFrom controlled to independent NGO’s

1) The expectations of population from their government

Make the citizens at the centre of the government agendaApply laws Be accountableBring social and economic welfare

2) Obligations and/or commitments of governments

Millennium development goalsHuman developmentApplication of international commitments (e.g. anticorruption agenda, human rights conventions…)

3) The NGOs positive contributions to the achievement of these expectations and obligations

Conditions of successWide range of expertiseEfficient, effective, independent organizationSocial and environmental conditions

Area of successCapacity buildingActivists Cohesion buildersAgents of inclusion

4) The possible pitfalls between government and civil society

Full the gap may maintain the inefficiency of the government services Undermine the local governments and elected representatives credibility Distort the participation of the communityBring a new eliteFocus more on project achievements than people welfareLack of accountabilityFragile sustainability

Conclusions

Literature and experience don’t demonstrate that cooperation improve or enhance the trust in government but only conclusions may be that

per se cooperation between government and civil society may lead to success, but often limited to projects and not a real change in the people conditions positive contribution of the civil society to the expectations of citizens requires wide range of pre-conditions often difficult to meet in a single organization or environment

PLENARY SESSION IV

Franz KüberlPresident

Caritas AustriaChairman

Sustainable Austria Forum

PLENARY SESSION IV

Inwon ChouePresident, Kyung-Hee University

Dean, Graduate School of NGO Studies

Republic of Korea (2001-2004)

Trust in State Governance:

A“Transversity”Alternative

Irony of Trust

A current discourse on trust in government focuses on "transparency, openness and accountability."

However, we do not normally rely on such notions, when speaking of trust in friends, acquaintances and family. Governments with higher scores in such "objective criteria" may also be subjected to aversion, resistance and struggles.

New Dimensions: Life and Transformative Episteme

Trust is a matter of human security and diverse self-identity. Trust cannot be subsumed by an all-encompassing and encapsulating conceptual framework. Centrifugal tendency of life in our time invites transformative episteme to comprehend diversity of lives for trust.

Transversity PossibilitiesAn alternative for building "a new collective trust" would be a "transversity.“ As a "space," "organ," and "praxis," a transversity would complement the limits of universities and assume a lead to discover a transformative way to embrace diverse views of life.

Space : On and off-line open global nexus

Organ : Multi-stake and vision holders

interconnect themselves

Praxis : Social and global praxis to engender

transformative views on life

Transversity

PLENARY DISCUSSION Building Trust

Through Civil Society Engagement and

Participation

PLENARY SESSION VTrust, the Electoral and Parliamentary

Process

CHAIR

Vidar HelgesenSecretary-General, International

Institute for Democracy and Electoral Assistance (IDEA)Deputy Minister for Foreign Affairs,

Norway (2001-2005)

PLENARY SESSION V

Larry DiamondSenior Fellow, Hoover InstitutionStanford University; Co-Director,

International Forum for Democratic Studies, National Endowment for Democracy,

Founding Director, Journal of Democracy

PLENARY SESSION V

Rehman SobhanChairman, Centre for Policy Dialogue, Dhaka

Senior Research Fellow, Ash Institute for Democratic Governance, Harvard University

Convenor, Citizens’ Committee, Bangladesh Former Chairman, Grameen Bank (2006-2001)

Former Executive Director, South Asia Centre for Policy Studies (2000-2005)

PLENARY SESSION V

Naser Al SaneHead, Arab Parliamentarians Against Corruption (APAC)

Vice Chair, Global Parliamentarians Against Corruption (GOPAC)

Member of the National Assembly, Kuwait

PLENARY SESSION V

Nino BurjanadzePresident of Georgia (2003-2004)

Vice President of the OSCEParliamentary Assembly

Speaker of the Parliament of Georgia

PLENARY DISCUSSION

Trust, the Electoral and Parliamentary

Process

LUNCHEON EVENT

CISCOSimon Willis, Global Vice President

“The Connected Republic: Web 2.0The Next Generation of the Internet…

Connecting the Pieces to Build Trust in Government”

Lounge O1

Continuation of

Plenary Sessions

PLENARY SESSION VI

Building Trust Through Public-Private Partnerships

CHAIR

Hafiz PashaAssistant-Secretary-General

and Assistant Administrator, UNDPDirector, UNDP Regional Bureau

for Asia and the Pacific

PLENARY SESSION VI

Reinhard PlatzerCEO and Chairman

Executive BoardKommunalkredit Bank, Austria

PLENARY SESSION VI

MohammedSharaf

CEO, DP World, DubaiUnited Arab Emirates

Global Ports Connecting Global MarketsMohammed Sharaf

CEO

BUILDING TRUST THROUGH PUBLIC-PRIVATE PARTNERSHIP

UN Global Forum, June 2007

• Building and operating terminals• Private managers• Working with public authorities

TRUST

• Co-operation essential

• Inadequate co-ordination directly impacts trade, the economy and people’s lives

The Road to Trust

• Define mutual interests and responsibilities

• Strategic investment is the crucial variable

• Commitment to investing in upgrading facilities

• Wholly publicly owned or wholly privately owned not the answer

• Partnership the key

Strategic Investing

• Massive capital required• Long term commitment a given – for both public

and private partners• Commercial and communal benefits

– Customs revenue– Jobs– Healthy economy

Expanding Economies

Djibouti

• 2000 moved to privatisation– DP World contracted to operate port

• National income doubled over six years– US$28 million to US$67 million

• DP World investing in new terminal, new airport infrastructure

• Dubai World investment ~US$800m– Modernised Customs– Developed free zone– Built first 5-star hotel

Trusted Partnership

• Package of investment • Long term commitment• Growth of local economy means growth of our

investment• Benefits all

Profit makers – not profit takers

Summary

• Efficient operations actively contribute to development of communities

• One size does not fit all • Adapt ground-up approach to unique culture and

economy• Everyone gains• Builds on and builds up trust

Thank you

PLENARY SESSION VIMohamed Ibrahim

Founder and ChairmanCELTEL International

Founder, Mo Ibrahim Award for Achievementin African Leadership

PLENARY SESSION VI

Siim KallasVice President

European Commission Prime Minister of Estonia

(2002-2003)

PLENARY DISCUSSION

Building Trust Through Public-Private Partnerships

PLENARY SESSION VIIGovernance Challenges in

Crisis and Post-Conflict Countries

CHAIR

Kathleen CraveroAssistant Administrator

and Director, Bureau for Crisis Prevention and Recovery, UNDP

PLENARY SESSION VII

Yakubu Gowon President of Nigeria

(1966-1975)President and Chairman,

Yakubu Gowon Centre (YGC)

PLENARY SESSION VII

Lakhdar BrahimiUnder-Secretary-General and Special Advisor to the UNSG (2004-2005), Special Representative

of the Secretary-General for Afghanistan and Head of the UN Assistance Mission in

Afghanistan (2001-2004), Minister for Foreign Affairs of Algeria (1991-1993)

PLENARY SESSION VII

Abdoulie JannehUnder-Secretary-General, United Nations

Executive SecretaryEconomic Commisssion for Africa (ECA)Assistant-Secretary-General and UNDPRegional Director for Africa (2000-2005)

PLENARY SESSION VII

Ramesh ThakurDistinguished Fellow, Centre for International

Governance and Innovation (CIGI)Senior Vice-Rector, Peace and Governance

Programme, UN University CentreTokyo (1998-2007)

PLENARY DISCUSSIONGovernance Challenges in

Crisis and Post-Conflict Countries

FORUM DAY III

WORKSHOPS1. Restoring Trust in Government Through Public Sector Innovations

Room LM (one floor down)2. Managing Knowledge

to Build Trust in GovernmentRoom E2 (ground floor)

WORKSHOPS3. Decentralization and

Local GovernanceRoom F2 (ground floor)

4. Improving the Quality of the Electoral and Parliamentary Process

Room F1 (ground floor)

WORKSHOPS 5.Building Trust Through

Civic EngagementHall B (this floor)

6.Reinvention with Integrity: Using the UN Convention

Against CorruptionHall NO (one floor down)

WORKSHOPS

7. Governance Challenges in Crisis and Post-Conflict Countries

Hall E1 (ground floor)

FORUM DAY IV

PLENARY PRESENTATION

CHAIRShabbir Cheema

Global Forum CoordinatorDivision for Public Administrator and Development Management

UNDESA

WORKSHOP I

Restoring Trust Through Public Sector

Innovations

WORKSHOP II

Managing KnowledgeTo Build Trustin Government

WORKSHOP III

Decentralization and Local

Governance

WORKSHOP IV

Improving the Quality of the Electoral and

Parliamentary Process

WORKSHOP V

Building Trust Through Civic Engagement

WORKSHOP VIReinvention

with Integrity: Using the UN Convention

Against Corruption

WORKSHOP VII

Governance Challenges in Crisis

and Post-Conflict Countries

CHAIR

Guido BertucciDirector

Division for Public Administration and Development Management

UNDESA

REGIONAL FORUM IN ASIA

Myung-jae ParkMinister

Ministry of Government Administration and Home Affairs (MOGAHA)

Republic of Korea

REGIONAL FORUM IN AFRICA

Protais MusoniMinister

Ministry of Local Government, Good Governance, Community Development

and Social Affairs, Rwanda

REGIONAL FORUMIN THE ARAB STATES

Zuhair M’Dhaffer

MinisterMinistry of Public Administration

Office of the Prime Minister of Tunisia

REGIONAL FORUM IN THE PACIFIC ISLANDS

Otoichi BesebesMinister

Ministry of Commerce and TradeRepublic of Palau

REGIONAL FORUM IN THE CARIBBEAN

Erskine GriffithMinister

Ministry of Agriculture and Rural Development

Barbados

REGIONAL FORUMIN LATIN AMERICA

Jorge Arturo ReinaMinister

Ministry of Governance and JusticeRepublic of Honduras

REGIONAL FORUM INEASTERN EUROPE & CIS

Efim M. MalitikovChairman

Interstate Committee on Knowledge Promotion for the Commonwealth

of Independent States

REGIONAL FORUMIN WESTERN EUROPE

Heidrun SilhavyState Secretary

Federal ChancelloryRepublic of Austria

VIENNA DECLARATION

Protais MusoniMinister

Ministry of Local Government, Good Governance, Community Development

and Social Affairs, Rwanda

Historical Moments at the

7th Global Forum

Registration

Opening Ceremony

Press Conference

UN Public Service Awards

Plenary Sessions

Workshops

Exhibition,

Cultural Performancesand Other Activities

THANK YOU!

CLOSING CEREMONY

Heidrun SilhavyState Secretary

Federal ChancelloryRepublic of Austria

CLOSING CEREMONY

Guido BertucciDirector

Division for Public Administration and Development Management

Department of Economic and Social AffairsUnited Nations

United Nations ViennaInternational Centre Choir

The Vienna International Centre

Choir

Farewell performance


Choir

Grüaß enk Gott


Choir

Tourdijon


Choir

Long Time Ago


Choir

Die Forelle


Choir

El Grillo


Choir

Cappricciata

Vienna Boys Choir - United Nationsunpan1.un.org/intradoc/groups/public/documents/un/unpan...Welfare...

Documents

Transcript of Vienna Boys Choir - United Nationsunpan1.un.org/intradoc/groups/public/documents/un/unpan...Welfare...