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Training and capacity Building for Good Governance

Explore the importance of training for Good Governance and its implications for Public Administration. Understand the various governance models and principles shaping modern civil services. Analyze the shift from traditional bureaucratic models to New Public Management approaches. Discover key elements like citizen participation, transparency, and accountability. Learn how training programs can align with Good Governance principles, necessitating a shift in behaviors and values. Assess the challenges and opportunities in training civil servants for effective governance.

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Training and capacity Building for Good Governance

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  1. Training and capacity Building for Good Governance Jacek Czaputowicz Director of National School of Public Administration, Poland Rome, 13-14October 2008

  2. Content of the Presentation • Good Governance Model in comparison with Alternative Models • Implications for training in Public Administration • Is training in Public administration in accordance with requirements of Good Governance?

  3. Governance • Governance refers to administrative activities conducted by civil services (narrow definition) • May encompass regulatory activities (broad definition) • Refers to tools used by governments, principles of operation and interactions between politics and the market • State abandons authoritarian role and assumes the role of a partner and mediator of contradictory interests

  4. The Weberian Model • The traditional bureaucratic model derives from Weber’s concept of rational administration • Characterized by: • a clear division of roles, • reliance on procedures, • strict financial control, • hierarchy and • supervision of the central agency • Civil servants perform their duties, submit to official discipline and follow a career path

  5. New Public Management • Draws from the private sector, market mechanisms • Promotes competition among service providers, delegates competences and control to local communities • Administration concentrates on the results, objectives and the mission • Citizens are clients, choice between schools, training programs or residence options

  6. Good Governance • Social context in the reform of public administration • Assumes that the spheres of business and public administration are essentially different • They should be organized and function in a different manner • Requires society’s trust in the government • Encompasses the principles of transparency, personal honesty, high ethical standards, observance of laws, accountability, and accessibility

  7. A comparison of governance models

  8. Implications for training • NPM introduced new types and methods of training • Training becamehomogenized • Many techniques and skills are valuable • Good Governance requires very challenging system of training

  9. Good Governance principles • Consensus building • Citizen participation • Increasing accountability • Transparency • Freedom of Information • Effectiveness • Efficiency • Inclusiveness and equitability in treatment • Respect for the rule of law

  10. Training for Good Governance • Behavior according to these principles may require change in legal regulations governing civil servants • In most cases change of attitudes and behavior within existing law • Imaginative design and integration of training programs • Requires “unlearning“ of old valuesand behavior and learning new set of values and behavior • Reduce democratic deficit and to support equality

  11. Conclusions • Does training prepare civil servants to act in the way required by Good Governance? • In Poland cultural and historical background to overcome (communist heritage) • PA programmes are within faculties of Law and Administration • Programs are law oriented, not management oriented • They petrify traditional model, prepare civil servants to act in burocratic way

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