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Public Sector Reform revisited in the context

of Globalisation

United NationsDepartment of Economic and Social Affairs

Division for Public Economics and Public Administration

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� If one word encapsulates the changes we are living through,

it is “Globalisation”

� We live in a world that is interconnected as never before ...

Secretary-General Kofi AnnanStatement to General Assembly,

21st Century Action Plan, 3rd April 2000

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Globalisation is driven by � information technology

� telecommunications � and economic liberalisation

Globalisation & its impact

Faster growthHigher living standards

New opportunities

It has the potentialto transform the traditional ways in which

organisations and people operate, co-operate and interface

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Opportunities are far from being equally distributed

Globalisation & its impact ...

We can no longer ignore this growing disparity and widening gap between

the rich and poor, the powerful and the weak,

the skilled and the unskilled, the networked and the isolated ...

� a dramatic rise in poverty� a rise in organised crime and corruption

� a deteriorating global environment

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if we are to capture the promises of globalisationwhile managing its adverse effects, we must learn to govern better, and

we must learn how better to govern together

Globalisation Challenges & Opportunities

Globalisation is an extraordinarily powerful force offering both unique opportunities and challenges

for nations and people

…and the challenge is clear,

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World Trends in Public Sector Reform

� Anglo - Saxon Countries (Australia, Canada, New Zealand, UK and U.S.A)

Country profiles on civil service reform are grouped and presented as follows,

� The European Union� Eastern and Central Europe� Latin America � Africa

� Asia

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� Motivation for reform- Rising costs of Government and the Public Service - Increasing Tax Burden and Erosion of confidence in

the Government

� Principal exponents of the New Public Management movement

Anglo - Saxon Countries(Australia, Canada, New Zealand, UK and U.S.A)

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Characteristics of New Public Management “Putting the People first”

� accent on results� service to the public� delegation of authority� greater attention to cost and the quest for efficiency� adoption of private sector practices,

such as “contracting out” and merit pay

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Eastern and Central Europe• A Transition Model

with four major phases,- Transformation

- Consolidation- Modernisation

- Adaptation

Africa• Reform-in-progress

with mixed results

Latin America• An Opening to

Civil SocietyModels

of Public Sector Reform

Around the World

The European Union• A Model of Regional Integration and Cooperation

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The Asian Experience

• Due to a long Tradition of a Strong State administration and a popular view of the State as having a major responsibility for socio-economic development,

there is less mental resistance to State intervention

• Importance of the family and community, respect for authority and consensual decision making are distinct

values rooted in the Asian culture

• Recognises the importance of public sector reform but rightfully questions adopting all aspects of foreign public

management models

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The Asian Experience

Existing Concerns� growing influence of religion and traditional values in

politics and administration � political factors and corruption embedded in the management

of public sector� human deprivation in parts of Asia

There are important political, social and legal dimensions distinctive and specific to Asia.

Asian governments must thus craft their own solutions for good governance and an effective

public administration

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Globalisation

Capacity - Building

Inter - connectivity

involves in the

age o

f

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Impact of Globalisation on Public Sector Reform

� Spread of global markets

� Experience of fiscal deficits and the need to control budget deficits

� Growth of multi-lateral institutions and partnership

� Democratisation process

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Public Sector Reform involves ...

� Emergence of new triangular relationship between the State, the private sector and the individual, together with the rise of an active civil society.

Capacity - Building alters the structures, methods, process and operations of public administration, making new demands on public servants

1) Re-engineering the institution-building process

2) Human Resource Management� Public servants, to meet these new demands at all

levels, are challenged to develop a new configuration of competencies, skills, attitudes and values

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Redesigning the structure of government

Resulting structure of institutions� de-bureaucratisation� decentralisation � democratisation

Strategies for institutional-response must be fundamentally based upon, •democracy consolidation

•rule of law, and •a participatory approach

Impact of Globalisation• Plethora of new institutions• Pressure for more participation in decision-making

Transformation of institutions from,closed, rules-bound, formalistic

toresponsive, flexible, permeable administrations

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To build a framework able to attract, retain, develop and motivate personnel of the appropriate calibre

for service to the government and to the country

Impact of Globalisation• shift from traditional bureaucratic to managerial model• demanding new human resource capacities in the public service

Civil Service Reform � Transformation of personnel

management processes; recruitment, career development and succession planning

� Pay reform� Continuous learning and adequate

training

Human Resources Development

Public Servant of the 21st Century ~ integrity, professionalism and

a respect for diversity ~

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The Knowledge-based Administration~ A Revolution in Management ~

Information Technology as,

� a Tool for Policy-making andfor the Delivery of Public Sector services

� Performance indicators for Benchmarking and Best practices

Cutting across all aboveis the issue of

efficiency and effectiveness

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Age of GlobalisationCapacity - Building

A Means to an End,Not an End in itself

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Public Sector Reform demands a holistic approach ...

� A Change of Mindset …

� A Clear Response …

� An Appropriate Response…

to move away from the sense of inevitability of globalisation with a limited role for the State.

that includes both institution-building and human-resource strengthening in the pubic sector.

as there is no “one size fits all” solution.

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The UN Role in Public Sector Reform

� Policy advisory services� Establish appropriate mechanisms and

communication channels to facilitate international, national, and non-governmental exchange of public sector reform experiences

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Vision of Public Administration in the 21st century

� Strengthen The Institution and

� Empower The People

Vision, openness to change, receptivity to new ideas, and also sensitivity to pressing human needs and

political awareness are essential to face the challenges in the 21st century,

as such personal integrity coupled with leadership and managerial skills in the public sector

will have to be strengthened

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Vision of Public Administration in the 21st century