1 / 19

Administrative and Civil Service Reform: An Overview

The World Bank. Administrative and Civil Service Reform: An Overview. Core Course on Governance and Anticorruption PRMPS & WBIGP. Presented by: Gary Reid & Ranjana Mukherjee ACSR Thematic Group Public Sector Group. February 14, 2005. Presented to:. Delegation of Implementation.

breck
Download Presentation

Administrative and Civil Service Reform: An Overview

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. The World Bank Administrative and Civil Service Reform: An Overview Core Course on Governance and Anticorruption PRMPS & WBIGP Presented by: Gary Reid & Ranjana Mukherjee ACSR Thematic Group Public Sector Group February 14, 2005 Presented to:

  2. Delegation of Implementation Delegation and Voice Political Accountability Internal Accountability Public Goods and Services Client Power/Social Accountability The Governance Triad Politicians/ Policymakers Citizens Bureaucrats Gary Reid and Ranjana Mukherjee

  3. ACSR: Reforming the infrastructure of the public administration • Policy management • Human resource management • Administrative structure and functions Gary Reid and Ranjana Mukherjee

  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. Gary Reid and Ranjana Mukherjee

  5. Making policy together - ministers and bureaucrats Bureaucrats & policies Gary Reid and Ranjana Mukherjee

  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 Gary Reid and Ranjana Mukherjee

  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 Gary Reid and Ranjana Mukherjee

  8. HRM: Meritocratic personnel management • Recruitment and selection procedures • Due process protections • Personnel performance evaluation process • Promotions processes Gary Reid and Ranjana Mukherjee

  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 Gary Reid and Ranjana Mukherjee

  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 Gary Reid and Ranjana Mukherjee

  11. HRM: Provide required complementary inputs • Capital (facilities, equipment) • Operations and maintenance (recurrent cost items) Gary Reid and Ranjana Mukherjee

  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 Gary Reid and Ranjana Mukherjee

  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 Gary Reid and Ranjana Mukherjee

  14. Government Employment, as % of population Early 1990s Source: World Bank Policy Research Working Paper 1806 Gary Reid and Ranjana Mukherjee

  15. Central Government Wages & Salaries Early 1990s Source: World Bank Policy Research Working Paper 1806 Gary Reid and Ranjana Mukherjee

  16. Gary Reid and Ranjana Mukherjee

  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 Gary Reid and Ranjana Mukherjee

  18. 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 Gary Reid and Ranjana Mukherjee

  19. Q & A Gary Reid and Ranjana Mukherjee

More Related