Administrative and Civil Service Reform

1
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
The Governance Triad
Politicians/ Policymakers
Citizens
Bureaucrats
3
ACSR Reforming the infrastructure of the public
administration

• Policy management
• Human resource management
• Administrative structure and functions

4
Policy management

• Objectives
• Strategic prioritization Policy decisions are
  consistent with the Governments 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.

5
Making policy together - ministers and bureaucrats
Bureaucrats policies
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
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

8
HRM Meritocratic personnel management

• Recruitment and selection procedures
• Due process protections
• Personnel performance evaluation process
• Promotions processes

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

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

11
HRM Provide required complementary inputs

• Capital (facilities, equipment)
• Operations and maintenance (recurrent cost items)

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

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
14
Government Employment, as of population
Early 1990s
Source World Bank Policy Research Working Paper
1806
15
Central Government Wages Salaries
Early 1990s
Source World Bank Policy Research Working Paper
1806
16
(No Transcript)
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

18
Functions that tend to be devolved early
(intermediate decentralizers)
More Important Functions Less Important Functions
Promotion Directing supervising activities tasks Conducting evaluations Controlling overall staff numbers Transfers within LGs Paying staff from its own budget Recognition as the formal employer

• These functions are arguably easier to do while
  important, significant intervention may not be
  necessary for these to happen

Source Evans, 2004
19
Q A