inter gover trends eng

International Governance Trends: 

International Governance Trends Prof. Leslie A. Pal School of Public Administration Carleton University

Global Public Management Revolution: 

Global Public Management Revolution What are the sources of this change? What are key characteristics and concepts? What are the issues and debates around this movement? How applicable are these ideas to the Ukrainian context?

Sources of Change: 

Sources of Change Neo-conservative governments in 1980s -- United States, United Kingdom, New Zealand, Australia End of Cold War Fiscal crisis of western governments

OECD 1995: 

OECD 1995 OECD countries are undergoing profound structural change. An increasingly open international economy puts a premium on national competitiveness and highlights the mutual dependence of the public and private sectors. Citizen demand is more diversified and sophisticated, and, at the same time, the ability of governments to deal with stubborn societal problems is being questioned. The policy environment is marked by great turbulence, uncertainty and an accelerating pace of change. Meanwhile large public debt and fiscal imbalances limit governments’ room for manoeuvre. Traditional governance structures and managerial response are increasingly ineffectual in this context. Radical change is required in order to protect the very capacity to govern and deliver services. (OECD [PUMA] Governance in Transition 1995)

World Bank: 

World Bank The State in a Changing World(1997): , the Bank highlighted the importance of good governance to sustainable economic development: For human welfare to be advanced, the state's capability--defined as the ability to undertake and promote collective actions efficiently--must be increased. This basic message translates into a two-part strategy to make every state a more credible, effective partner in its country's development...

SIGMA: 

SIGMA Supports Good Governance in Central and Eastern Europe OECD and EU’s Phare Programme Phare and SIGMA serve the same countries: Albania, Bosnia-Herzegovina, Bulgaria, the Czech Republic, Estonia, the Former Yugoslav Republic of Macedonia, Hungary, Latvia, Lithuania, Poland, Romania, Slovakia and Slovenia.

Public Management Theory: 

Public Management Theory Most entrepreneurial governments promote competition between service providers. The empower citizens by pushing control out of the bureaucracy, into the community. They measure the performance of their agencies, focusing not on inputs but on outcomes. They are driven by their goals -- their missions -- not by their rules and regulations. They redefine their clients as customers and offer them choices -- between schools, between training programs, between housing options. They prevent problems before they emerge, rather than simply offering services afterward. They put their energies into earning money, not simply spending it. They decentralize authority, embracing participatory management. They prefer market mechanisms to bureaucratic mechanisms. And they focus not simply on providing public services, but on catalyzing all sectors -- public, private, and voluntary -- into action to solve their community's problems. (Osborne and Gaebler 1992, 19-20)

Public Management Theory - Key Concepts: 

Public Management Theory - Key Concepts Empower citizens Focus on outcomes Missions v. rules Focus on customers Earn v. spend money Decentralize authority Market v. bureaucracy Catalyze sectors

Models of Organization: Bureaucratic v. post-bureaucratic: 

Models of Organization: Bureaucratic v. post-bureaucratic Bureaucratic Organization centered Rule centered Status-quo oriented Process oriented Centralized Budget driven Post-bureaucratic Citizen centered People centered Change oriented Results oriented Decentralized Revenue driven

Global Management Revolution: 

Global Management Revolution SIX CORE CHARACTERISTICS Productivity: How can governments produce more services with less tax money? Marketization: How can government use market-style incentives to root out the pathologies of government bureaucracy? Service Orientation: How can government better connect with citizens? Donald F. Kettl, The Global Public Management Revolution (Brookings, 2000)

Global Management Revolution (cont’d): 

Global Management Revolution (cont’d) SIX CORE CHARACTERISTICS (CONT’D) Decentralization: How can government make programs more responsive and effective? Policy: How can government improve its capacity to devise and track policy? Accountability for Results: How can governments improve their ability to deliver what they promise? Donald F. Kettl, The Global Public Management Revolution (Brookings, 2000)

America @ Our Best: 

America @ Our Best Working with federal agencies and its outside partners, the National Partnership for Reinventing Government is pursuing a series of outcomes it will achieve by January 1, 2001. These six outcomes are centered around: providing the best customer service; increasing electronic access to government, or E-Gov; achieving outcomes no one agency can achieve alone; and embedding reinvention in government 's culture. Provide the Best Customer Service Achieve customer satisfaction with federal services equal to or better than the business service sector, as measured by the American Customer Satisfaction Index (ACSI). E-Gov Develop an architectural design to enable Americans to have access to all government information and be able to conduct all major transactions on-line by 2003.

UK “Service First”: 

UK “Service First” We think it right that all public services - nationally and locally - should set out clear standards of service, and report on their performance; should consult and involve their users in carrying out these tasks; and should provide effective remedies when things go wrong. … We want a programme that is driven by the needs of users, and whose aims are shared by all staff, particularly those on the front line. A programme based on true partnership, both between users and providers, and between different parts of government. (UK Cabinet Office 1998) Charter Mark program (third-party testing of service standards)

Getting Government Right (Canada): 

Getting Government Right (Canada) Modernization of Program Delivery: Citizen-Centered Program Delivery (clustering of services through co-location or consolidation, regulatory reform to introduce better cost controls and performance standards, cost recovery through user charges where feasible) Alternative Service Delivery (using special operating agencies, devolving programs, commercializing programs, or privatizing) Partnerships (with other levels of government or the private sector) Governance and Strategic Management: Strategic Management Role for the Treasury Board (a model of looser controls over departments and more strategic direction) Portfolio Management (better coherence across departments, agencies and programs) Accountability, Quality Service and Relationship to Parliament and Citizens Modernization of the Comptrollership Function (developing financial and accounting practices comparable to those in the private sector Enhanced Accountability to Parliament (better and more coherent reporting on performance) Quality Service and Performance Management (development and publication of service standards, effective departmental reviews)

Alternative Service Delivery: Canadian Approach: 

Alternative Service Delivery: Canadian Approach Governments implementing alternative program delivery try to select the best way to deliver programs, activities, services and functions to achieve government objectives, while creating a more client-oriented, affordable and innovative program delivery environment. They can do this in numerous ways, including: establishing more service-oriented and businesslike special operating agencies (SOAs) and other flexible service delivery arrangements; establishing new forms of cooperation among departments such as sharing the provision of administration services at the local level; setting up Crown corporations; negotiating partnering arrangements with other levels of government and the private and voluntary sectors; devolving programs and services to the provinces; commercializing government services to improve efficiency while protecting the public interest; and privatizing government programs and services that no longer serve a public policy purpose. (Treasury Board of Canada 1996)

Ways of Restructuring Services: 

Ways of Restructuring Services Special Operating Agencies (e.g., Passport Office) Single Windows (e.g., Canada Business Service Centres) Partnerships (e.g., airport authorities) Commercialization (NavCan -- non-profit corporation)

Impact of Public Sector Reform: 

Impact of Public Sector Reform [See overheads]

Additional Concepts: 

Additional Concepts governance networks social capital continuous learning public sector values and ethics policy capacity strategic governance

Pre-conditions for Reform: 

Pre-conditions for Reform good governance -- capacity, well-trained people, clear and transparent laws, dealing with corruption well-functioning justice system: laws that protect property rights; contract system; bankruptcy laws; human rights well-functioning financial system: institutions and monitoring well-functioning social system:take care of people who are suffering or aged James Wolfensohn

Challenges to Reform: 

Challenges to Reform reform requires political leadership reliance on partners/civil society creates interdependence decentralization/devolution and the capacity of lower levels of government service coordination issues developing indicators of performance and of results

Applicability to Ukraine: 

Applicability to Ukraine public sector reform projects in SIGMA countries have reflected some global principles decentralization and development of municipal government structure (Hungary & Czech Republic) reform commission (Hungary) transfer to Ukraine? World Bank mission on institutional reform