PUBLIC ADMINISTRATION PUBLIC POLICY PLANNING NEGOTIATION SKILLS CROSS-CUTTING THEMES:

1. CAPACITY-BUILDING OF THE GEORGIAN LEADERSHIP COMMUNITY FOR IMPROVED DECISION-MAKING AND NEGOTIATING SKILLS - CBGL, FIRST COMPONENT-PART ONE LECTURES WITH INTERACTION PUBLIC ADMINISTRATION PUBLIC POLICY PLANNING NEGOTIATION SKILLS CROSS-CUTTING THEMES: GENDER AND DIVERSITY TRANSITION AND INTEGRATION

2. CAPACITY-BUILDING OF THE GEORGIAN LEADERSHIP COMMUNITY FOR IMPROVED DECISION-MAKING AND NEGOTIATING SKILLS - CBGL, FIRST COMPONENT –PART TWO – WRITING AND PRESENTING A POLICY PAPER SUBJECT APPROVED BY YOUR CHIEF MENTORED BY GFSIS EXPERTS AND OTHERS PRESENTED IN PUBLIC BEST PAPERS TO BE PUBLISHED

3. TOPICS FOR PAPERS CHOSEN DURING CBGL 2009/2010 : SOME EXAMPLES • Integration of Ethnic Abkhazians into Georgian society • Enhancement of Ethnic Minorities Integration into Georgian Society • Ethnic Minorities’ Access to Information in Kvemo Kartli • Improving Credit Policy for Farmers in Georgia • Increasing Management Effectiveness of State-owned Enterprises • Security and Protection of Rights of Residents of Tskhinvali Region • Harmonization of Traffic Rules with European Standards • Georgia’s Integration into the European Common Aviation Area & the Way Ahead • Increasing investment efficiency in Ltd Georgian Railway • Reducing Georgia’s International Security Threats • Pension System Reform in Georgia • Reforming Georgian Competition Regulatory System • Tax System Reform for Small Businesses in Georgia

4. CAPACITY-BUILDING OF THE GEORGIAN LEADERSHIP COMMUNITY FOR IMPROVED DECISION-MAKING AND NEGOTIATING SKILLS- CBGL, SECOND COMPONENT ESTABLISH A PUBLIC ADMINISTRATION, PUBLIC POLICY PLANNING AND NEGOTIATIONS TRAINING PROGRAM IN THE GEORGIAN LANGUAGE AT GFSIS BY TRAINING A GROUP OF TRAINERS-TO-BE, WHO WILL BE AROUND DURING THE LECTURES AND SEMINARS BOTH TO LEARN MORE AND TO ASSIST THE EXPERTS FLYING IN FROM ABROAD

5. CAPACITY-BUILDING OF THE GEORGIAN LEADERSHIP COMMUNITY FOR IMPROVED DECISION-MAKING AND NEGOTIATING SKILLS- CBGL, THIRD COMPONENT - • IMPROVE HUMAN RESOURCE PRACTICES ACROSS THE GOVERNMENT OF GEORGIA • THE RATIONALE OF THIS COMPONENT IS TO HAVE HR-CHIEFS - AND, HOPEFULLY, CHIEFS OF ALL OTHER DEPARTMENTS AND SECTIONS - IN THE GEORGIAN GOVERNMENT OFFICES AND AUTHORITIES UNDERSTAND AND REALISE THE PROPERTIES AND POTENTIAL OF PROFESSIONAL RECRUITMENT AND TRAINING POLICIES

6. STRUCTURE OF MY LECTURE FOUR PARTS: • 1 PRESENTING THE CBGL CURRICULUM • 2 VERY BRIEFLY – INTRODUCING THE STATE – THE IMPORTANCE OF A QUALIFIED UNDERSTANDING OF THE WORKINGS OF A STATE • 3 VERY BRIEFLY, IF THERE IS TIME - INTRODUCING THE CONCEPT OF ’STATE CAPACITY’ – THE PICTURES (’KNOWLEDGE’), VISIONS AND STRATEGIES OF ALL ACTIVE, INTERESTED, INDIVIDUAL PUBLIC SERVANTS • 4 SUMMING UP THE FOCAL POINTS

7. CONGRATULATIONS! YOU HAVE BEEN INVITED TO PARTICIPATE BECAUSE WE PUT TRUST IN YOU! • THIS COURSE IS DEMANDING – AND EQUALLY INTERESTING AND REWARDING! • IT IS HIGHLY INTERACTIVE AND REQUIRES OF YOU TO READ A LOT AND TO WRITE A POLICY PAPER ON YOUR OWN • 120 HOURS OF EDUCATION, TO BE RECEIVED AFTER OFFICE HOURS, DURING SIX-SEVEN MONTHS, IS A CHALLENGE • A CHALLENGE, BECAUSE TO MANY OF YOU THERE WILL BE A LOT OF NEW CONCEPTS AND PERSPECTIVES TO TAKE IN • TO MAKE THE MOST OF THE CBGL, TRY TO WORK WITH AND UNDERSTAND THESE CONCEPTS AND PERSPECTIVES AS SOON AS POSSIBLE! • SO! BE THERE, WITH BODY – AND BRAIN – FROM THE START! TRUST US – WE KNOW THAT IT HELPS A LOT.

9. SO – WHAT IS IT THAT IS SO DEMANDING? • PUBLIC ADMINISTRATION, PUBLIC POLICY PLANNING AND NEGOTIATION SKILLS – HOW DO THESE THREE WORLDS RELATE TO EACH OTHER? • WE HAVE STRIVED TO CREATE A CURRICULUM, WHOSE DIFFERENT MODULES COME IN A SEQUENCE THAT MAKES UP A MEANINGFUL WHOLE • SO – TRY TO THINK OF THE INTERCONNECTEDNESS BETWEEN THE DIFFERENT MODULES RATHER THAN SEE THEM AS SEPARATE FIELDS OF STUDY • THE CONCEPTS AND PERSPECTIVES COMMUNICATED TO YOU THROUGH THE CBGL ARE NOT CHIEFLY ONLY ACADEMIC OBJECTS OF LEARNING. THEY ARE INSTRUMENTS IN YOUR HANDS – TO BE USED TO MAKE GEORGIA A BETTER COUNTRY TO LIVE IN.

10. EFFICIENCY – THE CHIEF PRINCIPLES AND SOME INDISPENSABLE INSTRUMENTS MODULE 2 – ECONOMICS FOR PUBLIC POLICY (PA) Professor Vladimer Papava, 10 hours A 10-hour course in micro- and macroeconomics with many references to the Georgian economy. Opening up for all the following modules and paper writers…The purpose of the SYLLABUS! MODULE 3 – COST-BENEFIT ANALYS (PPP) Dr Richard Murray, Sweden, 10 hours A 10-hour course explaining how governments go about planning big infrastructure projects focussing on analytically fundamental concepts like ’opportunity cost’ and ’willingness to pay’ among citizens. Again, opening up especially for the Public Policy Planning-modules and so for the paper writers…

11. ALL DECISION-MAKERS AT ALL LEVELS WITHIN CENTRAL GOVERNMENT MUST ALWAYS AND EVERYWHERE OBSERVE THE THREE CARDINAL PRINCIPLES OF: • DEMOCRACY – I.E. CARRY OUT THE INTENTIONS OF THE VOTERS, THE PARLIAMENT AND THE GOVERNMENT (LAWS &BUDGET) • RULE OF LAW – I.E. DECISIONS ACCORDING TO LEGISLA-TION, BASED ON THE CONSTITUTIONAL RIGHTS OF THE CITIZENS AND THEIR EQUALITY BEFORE THE COURTS • EFFICIENCY – I.E. SERVE CITIZENS AND COMPANIES AT THE LOWEST POSSIBLE COST TO THE TAXPAYERS (IN A BROADER, LONG-RUN, PERSPECTIVE THERE IS ALSO THE COMPLEMENTARY ASPECT OF EFFECTIVENESS)

12. MODULE 5 – CRITICAL STEPS IN PUBLIC POLICY PLANNING (PPP) Dr. ArchilGegeshidze, 10 hours This courseintroduces the wholecomponent of Public Policy Planning and policy papercrafting. It presents the concepts and methodsnecessary to understand – and work outpossible solutions to – public policy problems. Many of theseconceptswillhavebeendiscussed in the foregoingmodules Economics for Public Policy and Cost/BenefitAnalysis. This module is the primarythematicforerunner of MODULE 7 – CRAFTING POLICY PAPERS (PPP)

13. MODULE 6 – ACADEMIC WRITING SKILLS (PPP) Dr. RusudanMargishvili, 4 hours This shortmodulewillteach the participantshow to writeacademic research papers, focussing on topics like • Creating an annexedbibliography and correctreferences • Phrases and wordstypicallyused in academicwriting • Avoidingcommonmorphological, syntax and verbal mistakes • Editing

14. MODULE 7 – CRAFTING POLICY PAPERS (PPP) Dr. Archil Gegeshidze, 18 hours • A 10-hour course introducing the Public policy document and the Practice of policy brief writing What is policy communication? Academic paper vs. policy paper • Policy document: types, goals, audience. Policy brief: meaning, format, elements In class exercise on elements of policy brie • Choice of the topic Reading/writing comments • Class discussion of the policy briefs By the end of the course students should be able to: • Discuss the different definitions and approaches to public policy analysis • Understand policy processIdentify policy problems Apply relevant policy research methodsConstruct and choose between alternative policy actions • Write effective policy documents (policy briefs)

15. QUALIFIED ANALYSES FOR IMPROVEMENT OF THE QUALITY OF PUBLIC POLICY MODULE 8 – RESEARCH METHODS IN PUBLIC POLICY PLANNING (PPP) Dr. Elene Chomakidze, 10 hours A 10-hour-course concentrating on the study of the theoretical fundamentals of planning empirical and experimental research, of selecting/drawing up research methodology, of processing research material and of developing practical skills. To illustrate the contents of the module, it should be noted that the third lecture hour will be devoted to qualitative and quantitative methods of research – description, scope of application, requirements, comparison of capacities and shortcomings). The ninth lecture hour will be more practically oriented: It will go through the development of skills for drawing up research methods on the basis of a concrete material: planning a testing research through team work, selecting a research method, drawing up a questionnaire, planning pilot research. This module is the complementary thematic fore-runner of MODULE 7 CRAFTING POLICY PAPERS (PPP)

16. RULE OF LAW AND EFFICIENCY – WHEN BASIC PRINCIPLES ’COOPERATE’ MODULE 9 – GENDER AND DIVERSITY, I (PA) Senior consultant Carolina Wennerholm, Sweden, 8 hrs The first 8 hours of a 12 hour module that focuses on the importance of the equal rights of women and men in the society in general and within the public administration – as a model sphere of society - in particular. Rule of law in the gender dimension means, for instance, non-discrimination between women and men by chiefs in recruitment or promotion activities. Employment and promotion is then a matter of personal competence. Rule of law in the diversity dimension is based on the same fundamental principle. The non-discriminatory rule of law means free and fair competition among people for job positions, which in turn means that the most competent persones will be selected. This means maximum efficiency. An additional bonus is the trust that is created in a society, where everybody knows that everybody else is recruited on his or her personal merits and for no other reason.

17. PROJECTS ARE SET UP TO BRING ABOUT CHANGES IN POLICIES AND WORK SYSTEMS MODULE 10 PROJECT MANAGEMENT/ CHANGE MANAGEMENT (PA) Senior consultant Pirkko Jonsson, Sweden, 8 hours • WORKING IN A PROJECT – WHAT DOES IT MEAN? • THE PROJECT CYCLE – IDEA, PRE-STUDY, SETTING-UP (TERMS-OF-REFERENCE, STAFFING, PROJECT PLANNING), IMPLEMENTATION, REPORTING, EVALUATION (FOLLOW-UP) • THE ROLES OF THE PROJECT LEADER/MANAGER OCH THE TEAM MEMBERS • THE NEED FOR INTERACTION WITH THE WORLD AROUND • THE POSSIBILITY OF ALL PARTICIPANTS TO IMPROVE PUBLIC ADMINISTRATION AND THEIR PERSONAL CAREER CHANCES

18. MODULE 11 LEGAL FRAMEWORK FOR POLICY DEVELOPMENT Lecturer: Professor Lia Mukhashavria, 2 hrs • OVERVIEW OF THE GEORGIAN LEGAL SYSTEM – THE CONSTITUTION, ADMINISTRATIVE LAW, DIVISION OF RESPONSIBILITIES BETWEEN NATIONAL AND SUB-NATIONAL BODIES • HARMONISATION OF GEORGIAN LEGISLATION WITH THAT OF THE EUROPEAN UNION

19. MODULE 12 GOVERNMENT STRUCTURES AND PROCESSES (PA) Professor Shalva Machavariani, 4 hours • CENTRAL GOVERNMENT = GOVERNMENT OFFICES + GOVERNMENT AGENCIES • ASSESSING AGENCIES’ ACTIVITIES BY WORLD BANK CRITERIA (2009) : - VOICE AND ACCOUNTABILITY - POLITICAL INSTABILITY - THE QUALITY OF PUBLIC SERVICE DELIVERY - THE REGULATORY BURDEN - RULE OF LAW - CONTROL OF CORRUPTION

20. PROFESSIONAL EVALUATION IS THE MOTHER OF CHANGE AND DEVELOPMENT MODULE 13 PROGRAMME EVALUATION (PA) Senior consultant Pirkko Jonsson, Sweden, 6 hours • EVALUATION = A SYSTEMATIC ASSESSMENT OF AN OPERATION COMPARED TO A GOAL, AS A MEANS TO IMPROVE A PROGRAM OR POLICY • MAIN PURPOSES: EFFICIENCY, ACCOUNTABILITY, IMPLEMENTATION • THE MAIN LEVELS: NATIONAL PROGRAMS, LOCAL PROJECTS, POLICIES, PROJECTS IN ORGANIZATIONS • DATA COLLECTION METHODS • THE MAJOR TYPES OF EVALUATION:NEEDS ASSESSMENT, EVALUABILITY, IMPLEMENTATION EVALUATION, PROCESS EVALUATION, EVALUATION, IMPACT EVALUATION

21. RULE OF LAW AND EFFICIENCY – WHEN BASIC PRINCIPLES ’COOPERATE’ MODULE 14 – GENDER AND DIVERSITY, II (PA) Senior consultant Carolina Wennerholm, Sweden, 4 hrs The first 8 hours of a 12 hour module that focuses on the importance of the equal rights of women and men in the society in general and within the public administration – as a model sphere of society - in particular. Rule of law in the gender dimension means, for instance, non-discrimination between women and men by chiefs in recruitment or promotion activities. Employment and promotion is then a matter of personal competence. Rule of law in the diversity dimension is based on the same fundamental principle. The non-discriminatory rule of law means free and fair competition among people for job positions, which in turn means that the most competent persones will be selected. This means maximum efficiency. An additional bonus is the trust that is created in a society, where everybody knows that everybody else is recruited on his or her personal merits and for no other reason.

22. THE ROLE OF TRANSPARENCY IN MODERN PUBLIC ADMINISTRATION MODULE 15 – ACCESS TO PUBLIC INFORMATION (PA) Senior consultant Hans Jelf, Sweden, 4 hrs THE LEGAL RIGHT TO INFORMATION ETHICAL ASPECTS AND LIMITS OBLIGATIONS AND RIGHTS FOR PUBLIC SERVANTS TO IMPART INFORMATION INTERNATIONAL VS GEORGIAN LEGISLATION WHEN ARE PUBLIC SERVANTS ALLOWED TO DISCLOSE INFORMATION ON ’INTERNAL’ WRONGDOINGS (’WHISTLEBLOWING’)?

23. SMALL GEORGIA, LIKE SWEDEN, NEEDS MUCH EXCHANGE WITH THE BIG WORLD MODULE 16 TRADE POLICY (PA) Professor Vladimer Papava, 6 hrs • INTERNATIONAL ECONOMICS: THE KEY CONCEPTS – EXPORTS, IMPORTS, TRADE BALANCE ETCETERA • APPROACHES TO TRADE POLICY – PROTECTIONISM WITH NON-TARIFF OR TARIFF BARRIERS, THE OPEN ECONOMY • TRADE INSTITUTIONS – WTO, FREE TRADE REGIME WITH THE EU, FREE ECONOMIC ZONES

24. GOOD INTRANATIONAL COMMUNICATION AND POLICY FORMATION IS THE KEY TO EFFECTIVE, SUCCESSFUL INTERNATIONAL NEGOTIATIONS • MODULE 17 FROM INTRANATIONAL COMMUNICA-TION TO INTERNATIONAL NEGOTIATIONS (NS) Ms. Liia Hänni, 6 hours • Two sessions: • Principles and mechanisms of public policy formation on the state level – The Estonian ’story’ against the backdrop of Estonia’s membership in the European Union • Policy implementation – Again with an EU-background, e.g. how was the public administration adjusted to finish successfully the EU accession? New important areas: access to public information, human resource management

25. ESTONIA’S WAY TO THE EU – HOW THE GOVERNMENT ADAPTED THROUGH A PROCESS MODULE 18 EU: INSTITUTIONS AND DECISION-MAKING, HARMONISATION OF DOMESTIC LEGISLATION WITH THE EU LEGISLATION (NS) Ms Kristi Värk, 6 hours • THE EU SYSTEM OF LEGISLATION VS • THE ESTONIAN SYSTEM OF LEGISLATION • MODERNISATION AND EUROPEANISATION AT THE SAME TIME • CHIEF COORDINATOR – MINISTRY OF JUSTICE • THE COMPLEXITY OF THE EU ADAPTATION: - THE SYSTEMIC DIMENSION - THE ORGANIZATIONAL DIMENSION - THE PROCESS-RELATED DIMENSION - THE REGULATIVE DIMENSION - THE CULTURAL DIMENSION • Two sessions: • Principles and mechanisms of public policy formation on the state level – The Estonian ’story’ against the backdrop of Estonia’s membership in the European Union • Policy implementation – Again with an EU-background, e.g. how was the public administration adjusted to finish successfully the EU accession? New important areas: access to public information, human resource management

26. EU NEGOTIATIONS AND EFFECTIVE COMMUNICATION MODULE 19 BILATERAL AND MULTILATERAL NEGOTIATIONS (NS) Mr. Märt Volmer, MoF, 6 hours • INTRODUCTION TO SKILLS-BASED NEGOTIATION TRAINING • THE ENVIRONMENT OF INTERNATIONAL NEGOTIATIONS • CLASSIFICATION OF INTERNATIONAL NEGOTIATIONS • THEORIES OF EFFECTIVE COMMUNICATION • NEGOTIATION TECHNIQUES : - PUSH OR PULL? - THE ROLE OF TRUST IN NEGOTIATIONS - THREATS - BATNA – BEST ALTERNMATIVE TO NO AGREEMENT - THE IMPORTANCE OF TIMING - THE CRUCIAL ROLE OF DOMESTIC COORDINATION • Two sessions: • Principles and mechanisms of public policy formation on the state level – The Estonian ’story’ against the backdrop of Estonia’s membership in the European Union • Policy implementation – Again with an EU-background, e.g. how was the public administration adjusted to finish successfully the EU accession? New important areas: access to public information, human resource management

27. SUMMING-UP THE CBGL CURRICULUM • GOES FROM A NATIONAL TO AN INTERNATIONAL PERSPECTIVE, • INTRODUCES A BROAD APPROACH TO DECISION-MAKING WITHIN PUBLIC ADMINISTRATION, • UNDERLINES THE IMPORTANCE OF THE ASPECTS OF DEMOCRACY AND RULE-OF-LAW, GENDER AND DIVERSITY – AND EFFICIENCY • GIVES YOU ALSO AN OPPORTUNITY TO APPLY THIS BROADER PERSPECTIVE IN A POLICY PAPER OF YOUR OWN

28. INTRODUCING THE STATE ”WITHOUT AN EFFECTIVE STATE, SUSTAINABLE DEVELOPMENT, BOTH ECONOMIC AND SOCIAL, IS IMPOSSIBLE”, (WB 1997 – THE STATE IN A CHANGING WORLD) THE OVERALL HISTORY OF THE ROLE OF THE STATE … … AND THE SPECIAL HISTORY OF THE ROLE OF THE STATE IN THE FORMER SOVIET WORLD KNOWLEDGE ABOUT THE FUNCTIONS OF THE STATE IN THE SOCIETY IS VITAL TO HIGH-QUALITY DECISION-MAKING

29. THE ROLE OF THE STATE What is really the role of the state in the society? Better to ask: what should be the role in a specific country, like Georgia, with a specific level of economic development, a specific level of democratization – and a SPECIFIC LEVEL OF PUBLIC ADMINISTRATION CAPACITY A note on the role of the state and the concept of ”public administration”

30. (1)

31. FUNCTIONS OF THE STATE (2)PUBLIC ADMINISTRATION – THREE INSTRUMENTS OR LEVELS OF CENTRAL GOVERNMENT (1) LEGISLATION (2) POLICYMAKING (3) THE STATE BUDGET BUDGET PREPARATION BUDGET EXECUTION WITH CURRENT CONTROLS BUDGET FOLLOW-UP AND EX-POST CONTROLS PARLIAMENT AND THE GOVERNMENT OFFICES GOVERNMENT OFFICES/ MINISTRY OF FINANCE + THE AGENCIES

32. THE STATE AND THE NON-STATE/PRIVATE SECTORS –A MYRIAD OF INTERCONNECTIONS AND INTERFACES (1) • ”FIRST, THERE WAS THE MARKET…” IMPLYING THAT THE STATE IS ONLY A KIND OF CORRECTIVE TO THE PRIVATE SECTOR • ”FIRST THERE WAS THE STATE…” IMPLYING THAT THE STATE IS OR SHOULD BE THE DETERMINING AGENT OF A SOCIETY • BUT HISTORY SHOWS THAT ”FIRST THERE WERE BOTH THE MARKET AND THE STATE…” NONE IS SUPERIOR TO THE OTHER • WHAT IS SUPERIOR TO BOTH THE STATE AND THE MARKET ARE THE NEEDS OF THE CITIZENS • SO WE SHOULD UNDERSTAND THE STATE AND THE PRIVATE SECTOR AS TWO DIFFERENT, INTERRELATED INSTRUMENTS BY WHICH TO SERVE THE NEEDS OF THE PEOPLE • AND A THIRD INSTRUMENT IS COMING UP, THE CIVIL SOCIETY, CLAIMING THAT NEITHER THE MARKET NOR THE STATE TAKES CARE OF MANY INTERESTS

33. THE STATE AND THE NON-STATE/PRIVATE SECTORS –A MYRIAD OF INTERCONNECTIONS AND INTERFACES (2) • WHAT IS SUPERIOR TO BOTH THE STATE AND THE MARKET ARE THE NEEDS OF THE CITIZENS! • THE STATE AND THE MARKET MUST WORK TOGETHER TO IMPROVE THE LIFES OF ALL CITIZENS…AND THEIR ”TECHNOLOGIES” ARE CLOSING IN • BUT IT MUST BE STRESSED THAT THE TASKS LAID UPON THE STATE ARE TYPICALLY THOSE THAT CANNOT BE AS EFFECTIVELY SOLVED BY THE THE MARKET INSTITUTIONS! • SO – CAN PUBLIC ADMINISTRATION WORK BE SAID TO BE MORE COMPLICATED THAN MARKET WORK? • THERE IS AN INTERESTING AND DIFFICULT QUESTION HERE: IF MINISTRY AND AGENCY WORK IS SO IMPORTANT WHY IS THIS NOT REFLECTED IN SALARIES AND WAGES?

34. THE FUNCTIONS OF THE STATE, 3 –WHICH AND HOW MANY OF THEM SHOULD BE ACTUALISED? • 1ST STEP – START AT THE END! : WHICH IS THE DEMAND WITHIN THE SOCIETY FOR GOODS AND SERVICES, DIRECTED TOWARD THE STATE/PUBLIC ADMINISTRATION, AS GIVEN BY THE CITIZENS? • 2ND STEP – WHICH ARE THE FUNCTIONS DESIGNED TO MEET THESE DEMANDS? • 3RD STEP – WHICH ARE THE MINISTRIES, DEPARTMENTS AND AGENCIES ASSIGNED THESE FUNCTIONS? • 4TH STEP – WHICH IS THE CAPACITY – I.E. THE SUPPLY – OF BUDGET MEANS AND COMPETENCE WITHIN THESE ORGANIZA-TIONS TO PERFORM THESE FUNCTIONS IN RELATION TO DEMAND? • 5TH, FINAL STEP – ADJUST STATE SECTOR PRODUCTION TO STATE SECTOR CAPACITY, INSTEAD OF OVERPROMISING ON DEMAND!

35. THE FUNCTIONS OF THE STATE, 4 –HOW SHOULD THEY BE ACTUALISED? • IDENTIFYING THE GOALS OF SOCIETY AND ADJUSTING PUBLIC PRODUCTION TO THE CAPACITY OF THE STATE AGENCIES IS AN EXTREMELY IMPORTANT AND NECESSARY STEP TOWARD AN OUTCOME NORMALLY REFERRED TO AS EFFECTIVENESS – ”DOING THE RIGHT THINGS”. • BUT THIS IS NOT ENOUGH! IT SHOULD ALSO BE THE PERMANENT OBJECTIVE OF ALL AGENCIES TO USE THEIR CAPACITY, I.E. THEIR RESOURCES AND COMPETENCE, AS WISELY AS POSSIBLE, PRODUCING OUTPUTS WITH THE HIGHEST POSSIBLE EFFICIENCY – ”DOING THINGS RIGHT”. • AS CAPACITY AMONG PUBLIC SERVANTS IS INCREASED – E.G. THROUGH COURSES LIKE THE CBGL – THIS WILL, IN THE SHORT RUN, LEAD TO INCREASED EFFICIENCY, IN THE LONGER RUN ALSO TO INCREASED EFFECTIVENESS, THROUGH BETTER POLICY PLANNING

36. THE MEANING OF ’STATE CAPACITY’ AND THE ROLE OF CBGL PARTICIPANTS!! • THE ABILITY TO UNDERTAKE AND PROMOTE COLLECTIVE ACTIONS EFFICIENTLY… • TO DO IT MORE EFFICIENTLY – ON THE BASIS OF BETTER DECISIONS – REQUIRES – IN ANY PUBLIC ADMINISTRATION…: • INCREASED PERSONAL KNOWLEDGE AMONG PUBLIC SERVANTS ABOUT THE ACTUAL SITUATION IN THE WORLD, IN THE COUNTRY AND IN THE PUBLIC ADMINISTRATION – E.G. THE SIZE OF THE GEORGIAN PUBLIC SECTOR – THE PICTURE (P) • INCREASED PERSONAL KNOWLEDGE AMONG PUBLIC SERVANTS ABOUT THE CHARACTERISTICS OF A HIGHER-CAPACITY SITUATION – THE VISION (V) • INCREASED INTEREST AMONG THE COLLECTIVE OF PUBLIC SERVANTS IN INVESTIGATING THE WAYS TO MOVE FROM P TO V – THE STRATEGY (S); THE ToR SPEAKS OF A ’LIKE-MINDED LEADERSHIP CULTURE’

37. THE PICTURE (1)- QUANTITATIVE ASPECTS GEORGIA IN THE WORLD AND IN THE WORLD ECONOMY PUBLIC ADMINISTRATION IN THE GEORGIAN SOCIETY/ECONOMY COMPARED TO THE PRIVATE SECTOR AND THE CIVIL SOCIETY SECTOR STATE ADMINISTRATION WITHIN PUBLIC ADMINISTRATION THE NATURE OF DECISION-MAKING WITHIN THE STATE ADMINISTRATION SUMMING UP THE QUANTITIES WHO LOVES STATISTICS?

38. THE PICTURE (2)- QUALITATIVE ASPECTS CITIZEN VOICE AND PARTNERSHIP THE FUNCTIONALITY OF RULES AND RESTRAINTS ON PUBLIC SERVANTS – FROM PARLIAMENT DEPUTIES TO TAX ADMINISTRATORS - THE DISTRIBUTION OF ’POWER’, I.E. COMPETENCE, AUTHO- RITY AND RESPONSIBILITY - ACCOUNTABILITY THE LEVELS OF COMPETITIVE PRESSURES WITHIN PUBLIC ADMINISTRATION, E.G. WHEN HIRING PEOPLE, IN PUBLIC PURCHASES OBSERVATIONS OF REAL LIFE SERVICE QUALITY – ASPECTS OF ’CONTROL’ BY THE CITIZENS OR BY STATE AGENCIES SUMMING UP THE QUALITIES

39. THE VISION (1)- QUANTITATIVE ASPECTS GEORGIA IN THE WORLD AND IN THE WORLD ECONOMY PUBLIC ADMINISTRATION IN THE GEORGIAN SOCIETY/ECONOMY COMPARED TO THE PRIVATE SECTOR AND THE CIVIL SOCIETY SECTOR STATE ADMINISTRATION WITHIN PUBLIC ADMINISTRATION THE NATURE OF DECISION-MAKING WITHIN THE STATE ADMINISTRATION SUMMING UP THE QUANTITIES WHAT IS YOUR WISH? OR IS IT ONLY A PROGNOSIS? OR NOT EVEN THAT?

40. THE VISION (2)- QUALITATIVE ASPECTS CITIZEN VOICE AND PARTNERSHIP THE FUNCTIONALITY OF RULES AND RESTRAINTS ON PUBLIC SERVANTS – FROM PARLIAMENT DEPUTIES TO TAX ADMINISTRATORS - THE DISTRIBUTION OF ’POWER’, I.E. COMPETENCE, AUTHO- RITY AND RESPONSIBILITY - ACCOUNTABILITY THE LEVELS OF COMPETITIVE PRESSURES WITHIN PUBLIC ADMINISTRATION, E.G. WHEN HIRING PEOPLE THE HRM-FUNCTION!, IN PUBLIC PURCHASES OBSERVATIONS OF REAL LIFE SERVICE QUALITY – ASPECTS OF ’CONTROL’ BY THE CITIZENS OR BY STATE AGENCIES SUMMING UP THE QUALITIES ANY IDEAS OF YOUR OWN?

41. THE STRATEGY (1)- HOW TO COME CLOSER TO THE VISION HOW MANY OF YOU DO REALLY HAVE A PERSONAL VISION BUILT ON A REASONABLE PICTURE OF THE ACTUAL SITUATION? IT TAKES TIME AND ENERGY TO DEVELOP BOTH A PICTURE AND A VISION – AND A STRATEGY! HOWEVER – EVEN IF YOU HAD A STRATEGY, THERE IS NO QUICK FIX! ALL VISIONS ARE POLITICAL STATEMENTS, BUT YOUR PROFESSIONAL TASK IS NOT TO REALIZE YOUR PERSONAL VISION. IT IS TO REALIZE THE COURSE CHOSEN BY PARLIAMENT, I.E. THE WEIGHTED SUM OF ALL PERSONAL VISIONS OR GOALS AS INTERPRETED BY THE PARLAMENTARIANS MORE PRECISELY: YOUR PROFESSIONAL TASK AS PUBLIC SERVANTS IS TO FIND WAYS TO BRING ABOUT THE CHANGES DESIRED AS EFFECTIVELY AND EFFICIENTLY AS POSSIBLE, RESPECTING ALWAYS FIRST THE RULE OF LAW! IN THIS CONNECTION IT IS ALWAYS VALLUABLE TO HAVE HAVE A GOOD UNDERSTANDING OF HOW THE OVERALL BUDGET PROCESS WORKS

42. THE STRATEGY (2)- HOW TO COME CLOSER TO THE VISION TO BECOME SUCCESSFUL IN THIS BE A PUBLIC SERVANT, I.E. SERVE THE PEOPLE AND THEIR HUMAN AND CIVIL FREEDOMS AND RIGHTS, NOT YOURSELF OR YOUR BOSS! BE HONEST TO THE PURPOSE, THE STATISTICS AND YOURSELF BE ’MODERN’, I.E. USE ALL AVAILABLE SOURCES OF INFORMATION VIA IT ETCETERA… BUT ALSO …BE ’ECONOMICAL’, I.E. ALWAYS WITH AN EYE ON TIME AS A COST-DRIVER. A POLICY PLANNING TASK (INVESTIGATION) COULD BE CARRIED OUT IN INFINITE DETAIL, BUT THAT IS NOT THE POINT – OTHER PEOPLE WILL ALSO WANT TO HAVE THEIR PROBLEMS INVESTIGATED REMEMBER: THE CROWD IS ALWAYS SMARTER – LISTEN TO YOUR COLLEAGUES, BUILD NETWORKS, COMPARE EXPERIENCES AND RESULTS, SPEAK THE TRUTH TO YOUR SUPERIORS, ENLARGE YOUR HORIZONS! QUALITY IS THE WORD!

43. SOME CONCLUDING, FOCAL POINTS • HOW TO CHOOSE AMONG ALL THESE WISE-CRACKER RECOMMENDATIONS? • SKIP THE TECHNICALITIES • START DEVELOPING YOUR PROFESSIONAL IDENTITY AS A PUBLIC SERVANT, WHO DOES DIFFICULT JOBS THE MARKETS CANNOT DO THEMSELVES • TO DO THIS WITH QUALITY YOU WILL NEED TRUTHFUL, TRUST-WORTHY PICTURES OF THE WORLD • TRUSTWORTHY PICTURES AND FIGURES WILL ONLY BE COMMUNICATED BY TRUSTWORTHY PEOPLE • SO THE KEY REOMMENDATION MUST BE : WORK AND SERVE ALWAYS TO IMPROVE TRUST BETWEEN YOURSELF AND YOUR COLLEAGUES! • THEN, AS A BONUS, WORK WILL ALSO BE MUCH MORE FUN!

44. WHY IS TRUST SO IMPORTANT? BECAUSE IT IS THE FIRST STEP ON THE ROAD TOWARD THE INVALUABLE PHENOMENA OF QUALITY AND EFFICIENCY SHOWING A PERSON TRUST TO CARRY OUT A TASK… GIVES HIM OR HER A CHANCE TO FULFIL SOMETHING WELL, I.E. WITH QUALITY – NEXT TIME MORE WILL BE ASKED FOR! ALSO, TRUST BREEDS TRUST BREEDS GENEROSITY, SAY WITH GIVING AWAY INFORMATION AS THE QUALITY OF WORK IS IMPROVED BY A PERSON, IT MEANS EFFICIENCY IS INCREASED, I.A. BECAUSE PRODUC-TIVITY IS BETTER FED BY TRUST THAN THREATS OF PUNISH-MENT OR CONTROLS

45. HOW CAN TRUST BE PRODUCED (1) BY DOING AWAY WITH ALL THAT THREATENS THE CREATION OF TRUST, I.E. WITH CONSCIOUS HIDING OF RELEVANT, NON-CLASSIFIED, NECESSARY INFORMATION – THEREBY BLOCKING TRANSPARENCY WITH CONSCIOUSWITHHOLDING OFADDITIONAL, POSSIBLY RELEVANT INFORMATION – THEREBY BLOCKING PROACTIVE COMMUNICATION

46. HOW CAN TRUST BE PRODUCED (2) • ORGANIZE PUBLIC ADMINISTRATION WORK INTO A DECENTRALIZED RESULT-BASED MODEL THAT FORCES SUPERIORS TO TRUST THEIR SUBORDINATES AND THEIR INFORMATION, AND VICE VERSA • IN THIS WAY TRANSPARENCY AND COMMUNICATION IS FOSTERED • AND A SOUND CULTURE CREATED FOR DECISION-MAKING • AND SO FOR EFFECTIVENESS AND EFFICIENCY • AND IMPROVED WELFARE FOR THE CITIZENRY AND BETTER CONDITIONS FOR THE BUSINESS SECTOR! -------------------------------------------- TO MAKE THIS HAPPEN, YOU NEED: • MEASURABILITY OF RESULTS • ACCOUNTABILITY OF PUBLIC SERVANTS • RESPONSIBILITY OF PUBLIC SERVANTS • DECHARGE OF THOSE WHO HAVE BEEN UP TO THE OBJECTIVES

47. HOW CAN TRUST BE PRODUCED (3) • AN OPEN PUBLIC ADMINISTRATION – PUBLIC, ELECTRONIC ACCESS • THE STATE AS A MODEL EMPLOYER – BETTER SUPPLY OF MANAGERS • THE STATE AS A MODEL IT-USER • COMPARISONS WITH AND LEARNING FROM OTHERS (BENCH-MARKING) • COLLABORATION BETWEEN AGENCIES AND OTHER PLAYERS IN SOCIETY • BETTER MONITORING OF CITIZENS’ AND COMPANIES OPINIONS ABOUT THE ACTIVITIES OF AGENCIES • IMPROVEMENT OF RESULT INDICATORS FOR AGENCIES • LONG-TERM STRATEGY FOR IMPROVING SKILLS SUPPLY • COMPARISONS WITH AND LEARNING FROM OTHERS (BENCH-MARKING) – ALSO INTERNATIONALLY • COLLABORATION BETWEEN AGENCIES AND OTHER PLAYERS IN SOCIETY – ALSO INTERNATIONALLY

48. PUBLIC ADMINISTRATION IN SWEDEN:SOURCES OF INFORMATION • www.sweden.gov.se • Offers a lot of interesting material from constitutional documents to actual reports delivered by Parliamentary committees and project groups within ministries