€¦ · xls file · web view2017-03-30 · survey name year(s) fielded organisation in charge of...

Title: Creator:Authors:Date created:Subject:

Description:

Content details:

Purpose:

Initiative:

Status of document:

Publisher:Language:Time period of content:Resource type:Format:Access constraints:

Use constraints:

Point of contact:

Data quality information:

Disclaimer:

A Catalogue of Surveys of Civil ServantsWorld BankDaniel Rogger; Kerenssa Kay01 March 2016Civil servants surveys

72 surveys spanning over two decades and covering countries from Africa, Asia, Europe, North America, Latin America and Oceania.

Strengthening Research on the Civil Service initiative (jointly run by the Governance Global Practice and the Development Research Group)

This document will be updated regularly. Please provide updates and new surveys to be included to Daniel Rogger ([email protected]).

World Bank GroupEnglish. Original versions of survey questionnaires included wherever possible. 1996-2015SpreadsheetxlsPublicly accessible

Daniel Rogger, DECRG: [email protected]

Summary of surveys whose respondents are drawn from the body of professional government administrators, were undertaken in the last 2 decades, and which contain data amenable to statistical analysis (determined by the quality of measurement and the sample size). Only those surveys for which there exists sufficient public information on their characteristics have been included.

To create a user-friendly tool containing details of key civil servant surveys (which meet the above conditions). The objective is to provide researchers interested in civil servants survey data or metadata with an instrument which can be used to look up country-specific civil servant surveys. The ultimate aim is to create an annually updated catalogue of civil servants surveys which provides users with a comprehensive and standardized compilation/set of survey data/metadata.

Please reference: Kay, Kerenssa and Daniel Rogger (2016) 'Catalogue of Surveys of Civil Servants' [xls]. Washington: World Bank Group. Accessible from: [web site accessed]. Date accessed: [mm/dd/yyyy].

All information contained is exclusively based on the information made publicly available by surveys' authors. Wherever details are missing this is because they could not be identified in project documentation. Wherever possible the information contained has been reviewed for accuracy by the original authors.

This Catalogue of Surveys of Civil Servants is a meta-analysis of surveys of civil servants undertaken by researchers from across the world. The meta-information has been gathered from a variety of sources and directly from researchers. Information in the catalogue does not reflect the official views of the World Bank, its Executive Directors, or the countries they represent. The catalogue is not used by the World Bank Group to allocate resources.

ID COUNTRY REGION AUTHOR

ALB.008 Albania Europe World Bank

ATG.028 Caribbean World Bank

ARG.032 Argentina Latin America World Bank

AUS.036 Australia Oceania

Antigua & Barbuda

Australian Public Service Commission

AUS.036_2 Australia Oceania

BGD.050 Bangladesh Asia World Bank

BOL.068 Bolivia Latin America World Bank


BGR.100 Bulgaria Europe World Bank

CAN.124 Canada North America

CAN.124_2 Canada North America

COL.170 Colombia Latin America

COL.170_2 Colombia Latin America

Office of the Chief Human Resources

Officer


Officer

National Administrative Department of

Statistics (DANE)

National Administrative Department of

Statistics (DANE)

DMA.212 Dominica Caribbean World Bank

GRD.308 Grenada Caribbean World Bank

GUY.328 Guyana Latin America World Bank

IND.356 India AsiaMinistry

of Personnel, Public Grievances and Pensions (GOI)

IDN.360 Indonesia Asia Banuri and Keefer

IDN.360_2 Indonesia Asia World Bank

KEN.404 Kenya Africa World Bank

MEX.484 Mexico Latin America National Institute of

Statistics and Geography (INEGI)

MDA.498 Moldova Europe World Bank

NGA.566 Nigeria Africa Rogger

PAK.586 Pakistan Asia Keefer

PHL.608 Philippines Asia Banuri and Hasnain

ROM.642 Romania Europe Moraru and Iorga

KNA.659 St. Kitts & Nevis Caribbean World Bank

LCA.662 St. Lucia Caribbean World Bank

VCT.670 Caribbean World Bank

GBR.826 UK Europe Cabinet Office

UKR.BUL.SVK.CSK. Europe Miller et al

USA.840 USA North America

St. Vincent & the Grenadines

Ukraine, Bulgaria, Slovakia and the Czech Republic

United States Office of Personnel Management

USA.840_2 USA North America Lewis and Cameron

INT_1 International International AidData

BRA.076 Brazil Latin America World Bank

BDI.108 Burundi Africa World Bank

BOL.068 Bolivia Latin America World Bank

GIN.324 Guinea Africa World Bank

HTI.332 Haiti Caribbean World Bank

HND.340 Honduras Latin America World Bank

ZMB.894 Zambia Africa World Bank

MDG.450 Madagascar Africa World Bank

MRT.478 Mauritania Africa World Bank

MOZ.508 Mozambique Africa World Bank

KHM.116 Cambodia Asia World Bank

SVK.703 Slovakia Europe World Bank

GHA.288 Ghana Africa World Bank

COL.170_3 Colombia Latin America World Bank

PAL.001 Palestine Asia World Bank

ROM.642 Romania Europe World Bank

GTM.320 Guatemala Latin America World Bank

PRY.600 Paraguay Latin America World Bank

PER.604 Peru Latin America World Bank

USA.840_3 USA North AmericaNational

Administrative Studies Project

(NASP)

USA.840_4 USA North America














GBR.826_2 UK Europe Cabinet Office

GBR.826_3 UK Europe Cabinet Office











CAN.124_3 Canada North America

RUS.643 Russia Europe

MMR.104 Myanmar Asia Politis et al

EU_1 Public Europe Europe


Officer

Beuermann and Amelina

SURVEY NAME YEAR(S) FIELDED

1999- 2000

2000

1999-2000

2008

World Bank Public Officials' Survey - Albania

World Bank Public Officials' Survey - Antigua & Barbuda

World Bank Public Officials' Survey - Argentina

Australian State of the Service Employee Survey

2014

1999

2000


World Bank Public Officials' Survey - Bangladesh

World Bank Public Officials' Survey - Bolivia

2000

2005

2014

2008

2013

World Bank Public Officials' Survey - Bulgaria

Public Service Employee Survey (PSES)


National Survey on Institutional Environment and Performance


1999-2000

2000

World Bank Public Officials' Survey - Dominica

World Bank Public Officials' Survey - Grenada

1999-2000

Civil Services Survey 2010

World Bank Public Officials' Survey - Guyana

2012

2000-2001

Public Employee Survey of Bureaucracy Reform

World Bank Public Officials' Survey - Indonesia

2000

2010

World Bank Public Officials' Survey - Kenya

National Government Survey- Executive Authority

2000

Civil Servants Survey 2010

FBR Staff Survey 2014

World Bank Public Officials' Survey - Moldova

Philippines Public Sector Survey 2013-2014

Civil Services Barometer 2004

2000

2000

World Bank Public Officials' Survey - St. Kitts & Nevis

World Bank Public Officials' Survey - St. Lucia

2000

Civil Service People Survey (CSPS) 2013

1996-1999

2014

World Bank Public Officials' Survey - St. Vincent & the Grenadines

Coping With Government in the FSE/ECE

Federal Employee Viewpoint Survey (FEVS)

2014

Reform Efforts Survey 2014

2003

Survey on the Future of Government Service

Governance and Anti-Corruption Diagnostic

2006-2007

1999



2003-2004

2005-2006

2001




2003

2005-2006

2009




2004

1999

1999

2000





2001

2010

2000




2004

2004-2005

2001

2014




National Administrative Studies Project IV

2015

2013

2012

2010

2011

Federal Human Capital Survey (FHCS) 2008










2015

2013

2011

2010





2011

2007

2015

European Commission


Characteristics of Local Governance Reform in Russia

Perception Survey on ‘Ethics, Equal Opportunities and

Meritocracy in the Myanmar Civil Service’

Coordinating for Cohesion in the Public Sector of the Future (COCOPS)

CIVIL SERVICE SETTING

How survey documentation introduced the survey context (where provided)

World Bank Public Officials' Surveys were a one-off initiative led by Nick Manning and Ranjana Mukherjee of the World Bank to survey civil service officials across multiple countries in a comparable way. In 1998, total employment in Albania's public sector (comprising general government, state enterprises and state farms) was 213,000. This accounted for 16.1% of Albania's total labor force and 6.3% of its population. However, civilian government employment (i.e. public sector employment without state farms, state enterprises, police and military) accounts only for 2.6% of population and 7.8% of the total labor force.

World Bank Public Officials' Surveys were a one-off initiative led by Nick Manning and Ranjana Mukherjee of the World Bank to survey civil service officials across multiple countries in a comparable way. Survey documentation stated that there was no estimate available of the size and setting of the civil service for Antigua & Barbuda.

World Bank Public Officials' Surveys were a one-off initiative led by Nick Manning and Ranjana Mukherjee of the World Bank to survey civil service officials across multiple countries in a comparable way. Details of the size and setting of the Argentinian service were not stated.

The Australian Government run a yearly survey on the state of its service. This particular survey was partially motivated by significant changes in size and composition. The Australian Public Service (APS) grew in size over the year 2007, and in 2008 had just over 160,000 employees. However, the rate of growth in 2008 was lower than in previous years, with the rate of new engagements in the second half of the year dropping considerably compared to previous years. The proportion of women in the APS continued to increase and they accounted for over 60% of the entrants to the APS. At senior levels, female representation continued to increase, with the gap between the number of male to female Executive Level (EL) 1s having fallen to less than 1,000, it was predicted to disappear within two years. Women account for 37% of the Senior Executive Service (SES) employees. SES numbers grew further during the year (now accounting for 1.8% of the APS workforce). The trend towards a higher classification profile has continued, along with the trend towards a higher proportion of mature-aged employees. The proportion of Indigenous employment in the APS was 2.1% and there was a slight decrease in the number of ongoing Indigenous employees (down by 49 to 3059). There was a further decline in the number (4636) and proportion (3.1%) of people with disabilities employed in the APS.

The Australian Government run a yearly survey on the state of its service. In June 2014 there were 159,126 employees in the Australian Public Service (APS). This total comprised 145,891 ongoing employees (down by 4.1% from 152,189 in June 2013) and 13,235 non-ongoing employees (down by 10.9% from 14,862 in June 2013). During 2013–14, 4,672 ongoing employees were engaged (down by 38.9% from 7,652 in 2012–13) and 11,131 ongoing employees separated from the APS (up by 15.6% from 9,627 in 2012–13).

World Bank Public Officials' Surveys were a one-off initiative led by Nick Manning and Ranjana Mukherjee of the World Bank to survey civil service officials across multiple countries in a comparable way. Between 1972 (when Bangladesh became independent) and 1994, the number of ministries almost doubled from 21 to 35. During the same period, public employment (in civilian government comprising state owned enterprises, ministries, departments, directorates, autonomous bodies and sub-national governments) grew at the annual compounded rate of 3.6% to almost 1 million in 1992, after which it has remained nearly steady. The nearly 1 million people employed by government amount to one-third of all formal sector employment. As percentage of the country's total labor force, government employment in Bangladesh is lower than most other countries in South Asia. During the period 1992-93 to 1998-99, personnel expenditure (pay and allowances) in the public sector has declined, both as a proportion of current expenditure and the GDP.

World Bank Public Officials' Surveys were a one-off initiative led by Nick Manning and Ranjana Mukherjee of the World Bank to survey civil service officials across multiple countries in a comparable way. Bolivia's non-financial public sector, accounts for about 99% of public employees and about 95% of total public expenditures. It is divided into general government and state-owned enterprises. Between 1989 and 1999, total public sector employment in Bolivia has stayed fairly constant at around 200,000 people while public sector employment as a share of the total labor force fell from 17% in 1989 to 12% in 1996 and to 4% in 1999. In 1998 the public sector was comprised of 219,937 employees, 211,658 of them employed in central government bodies. One of the most ambitious administrative reforms in Bolivia's recent history is the 1990 passage of the SAFCO law, the Financial Administration and Governmental Control System (Sistema de Administración Financiera y Control Gubernamental). This ambitious law tried to establish a new approach to public management, through the design of integrated system . It was concerned with basic improvement of administrative systems, but was also a cutting-edge law in the sense that it tried to inculcate a concern among public employees for the results obtained with public resources, by emphasizing the importance of holding individual managers accountable for results.

The Public Service Employee Survey (PSES) has been conducted every three years since 1999.

The Public Service Employee Survey (PSES) has been conducted every three years since 1999.

World Bank Public Officials' Surveys were a one-off initiative led by Nick Manning and Ranjana Mukherjee of the World Bank to survey civil service officials across multiple countries in a comparable way. The size of the civil service in Bulgaria is small in comparison with OECD countries, its composition reflects a disproportional share of health and education employment. Over the period 1997 to 1999, the number of central government employees increased by 28.2%, from 30,264 in 1997 to 38,788 in 1999. The increase in the number of local government employees over the same period was only 4.3%. The overall increase in the total number of central and local government employees was 16.2%. Bulgaria's central government and local government is small compared to OECD country levels (indeed Bulgaria's central government is only around a quarter of the size of OECD country central governments); while its education and health sectors are comparatively large (2.72% for Bulgaria compared to 2.1% for OECD countries in the area of education; and 1.95% for Bulgaria compared to 1.4% OECD countries in the area of health). In 2000 there were 4 million civil servants, 3.6 million which were employed in central government bodies.

The National Survey on Institutional Environment and Performance is conducted annually since 2007 for the purpose of monitoring the development of public administration institutions. After the proclamation of the Political Constitution in 1991, the scope and type of state intervention was modified. This macro-institutional change resulted in the organisational change of public bodies to better fit the new competencies and responsibilities of the Colombian state structure.

The National Survey on Institutional Environment and Performance is conducted annually since 2007 for the purpose of monitoring the development of public administration institutions. After the proclamation of the Political Constitution in 1991, the scope and type of state intervention was modified. This macro-institutional change resulted in the organisational change of public bodies to better fit the new competencies and responsibilities of the Colombian state structure.

World Bank Public Officials' Surveys were a one-off initiative led by Nick Manning and Ranjana Mukherjee of the World Bank to survey civil service officials across multiple countries in a comparable way. In 1999 it was estimated that the number of government positions in Dominica was 2,752.

World Bank Public Officials' Surveys were a one-off initiative led by Nick Manning and Ranjana Mukherjee of the World Bank to survey civil service officials across multiple countries in a comparable way. In 1999 it was estimated that the number of government positions in Grenada was 5,230.

World Bank Public Officials' Surveys were a one-off initiative led by Nick Manning and Ranjana Mukherjee of the World Bank to survey civil service officials across multiple countries in a comparable way. The Public Service in Guyana includes public servants working for ministries and their affiliated departments, the Regional Administrations (RAs) and the Constitutional Agencies (CAs). There are 21,206 public service posts of which 12,024 (56.7%) are filled and 9,182 (43.3%) are vacant. Of the recorded 21,206 positions, 63% are in ministries, 31% are in RAs and 6% are in CAs. Three fourths of the filled positions in the public service are in the lowest 5 grade levels. During the 1990s, public employment in civilian government (excluding police) has fallen significantly. Since 1993, the number of employees has fallen from 56,000 to about 31,000, and total public employment in Guyana today accounts for 13 percent of the labor force. In 1993, a 14-band salary structure was introduced and on the basis of job evaluation, all existing posts were mapped on to the new structure. The Government of Guyana has undertaken some major exercises to improve the remuneration structures. To correct for the real wage declines in the public sector in the 1980s and early 1990s, the government first revised the salary structure in 1993 and later approved a series of wage increases since 1994. Wage supplements were additionally granted over base pay to critical positions. Following the public officials' strike in May-June 1999, the Arbitration Tribunal awarded a larger than expected increase in public salaries. Civil service salaries were raised by 31% through the arbitration award. An additional 27% increase has been granted in the year 2000.

A civil service survey was conducted by the GOI department as tool through which perceptions and views of the civil servants working within the administrative system could be obtained in a systematic and scientific way following the introduction of a new set of reforms. The Government have initiated several reforms in civil services in the country. A new Performance Appraisal System has been introduced for All India Services and Central Civil Services. A new system for assessing the performance of government departments has also been initiated. A legislation to improve the management of civil services and to define fundamental values of civil services is under active consideration. The Government is bringing about changes in recruitment process of civil services. The civil services engage a very large work force of about 6.4 million employees at all levels within the State Governments and the Central Government which can be broadly classified as belonging to three categories: All India Services, Central Services and the State Services.

The Pay for Performance (PfP) project was initiated by The Research Group of the World Bank Development Economics Group (DECRG). Interested in evaluating the effects of the BR allowances on the performance, efficiency and morale of civil servants in Indonesia, DECRG intended to collect data on the above through perspective-based survey done by the civil servants. Indonesia has 4.7 million civil servants, out of which approximately 800,000 are employed in central government ministries and agencies. Indonesia, like many developing countries, has complex structure for civil service pay. For staff in central government ministries, cash compensation (excluding in-kind allowances for car, housing, and utilities) has three main elements: basic salary, allowances, and honoraria. Basic salary and allowances are considered a “fixed” or guaranteed allocation that staff receives irrespective of the type or level of work that they are engaged in. Honoraria are, at least on paper, given to staff for taking on activities and responsibilities that are above and beyond their regular duties.

World Bank Public Officials' Surveys were a one-off initiative led by Nick Manning and Ranjana Mukherjee of the World Bank to survey civil service officials across multiple countries in a comparable way. Indonesia’s civil service consists of some 4.6 million people. Of this, about 500,000 are police and military, leaving some 4 million civilian civil service. At about 2% of the population, this is small compared to Indonesia’s South East Asian Neighbors, although it is about at par with other low or low-middle income countries such as China and India. In addition, a large but unknown number of civil service workers are not registered as such. These Tanang Kerja Non-PNS (non-pegawai negeri, or non-civil service workers) are either local government employees paid from local government revenue sources, or government employees paid from the development budget. They could add up to 20-30% to the numbers of public sector workers, but no systematic data are available. In addition to this, there are some 1.9 million retired civil servants whose pensions are included in the government wage bill, which is some 5% of GDP, or a quarter of Government spending.

Not stated

Not stated

Not stated

To inform the ongoing reform agenda initiated by the Obasanjo administration, the Presidency worked with the Office of the Head of the Civil Service to identify challenges to productivity in all three tiers of the civil service. Nigeria is Africa’s most populous country, home to 160 million individuals, double the size of any other African country or 20% of all the population of sub-Saharan Africa. Ministries are the central coordinating authority within each public sector domain, such as health or water. Each is headed by a politically-appointed Minister who is aided by a bureaucratically appointed Permanent Secretary. The civil service is organized around the federal structure of the nation’s polity, so that there are federal, state, and local government civil services.

This survey provides the first systematic evidence of the depths of organizational crisis in the Federal Bureau of Revenue (FBR) in Pakistan. Tax collection in Pakistan and the FBR have long been the subject of deep concern. Low tax collection has undermined fiscal policy, but also the provision of public goods that are necessary for development. Tax collection is a central function of government. It is obvious that breakdowns in tax collection reduce the revenues needed to finance public good provision and support for the most vulnerable. In Pakistan, tax revenues in 2012 were 10% of GDP; only 37% of those revenues (less than 4% of GDP) came from profits and income taxes – the function of the FBR. These numbers are similar to – but uniformly lower than – those of other countries in South Asia and of lower-middle income countries in general.

Not stated

This World Bank survey of government officials was conducted to asses the impact of the Performance-Based Bonus (PBB) scheme on staff perceptions of various human resource management practices. This assessment was done at the request of the Department of Budget and Management (DBM).The PBB scheme, launched by the President in his State of the National Address in July 2012 and elaborated in Executive Order 80 that shortly followed, is one of the major initiatives of the Government to improve public sector performance as it links a portion of civil servants‘ pay to the achievement of individual and working unit targets. The PBB is the first performance incentive scheme of any significance introduced in the government, and applies to all departments as well as state universities and colleges, and government owned and operated corporations. It complements a number of regulatory, organizational, and budget reforms, which include the identification of five key Presidential priorities, or Key Results Areas (KRAs), to concretize the mission of the administration. The government bureaucracy is comprised of roughly 1.2 million public servants.

World Bank Public Officials' Surveys were a one-off initiative led by Nick Manning and Ranjana Mukherjee of the World Bank to survey civil service officials across multiple countries in a comparable way. In 1999 it was estimated that the number of government positions in St. Kitts and Nevis was 2,798.

World Bank Public Officials' Surveys were a one-off initiative led by Nick Manning and Ranjana Mukherjee of the World Bank to survey civil service officials across multiple countries in a comparable way. In 1999 it was estimated that the number of government positions in St. Lucia was 5,982.

Conducted annually since 2009.

Not stated

World Bank Public Officials' Surveys were a one-off initiative led by Nick Manning and Ranjana Mukherjee of the World Bank to survey civil service officials across multiple countries in a comparable way. In 1999 it was estimated that the number of government positions in St. Vincent and the Grenadines was 4,932.

The Federal Employee Viewpoint Survey is a tool that measures employees' perceptions of whether, and to what extent, conditions that characterize successful organizations are present in their agencies. From 2002 to 2010 it was conducted every 2 years, since 2011 it has been conducted on a yearly basis.

Not stated

Not stated

The Government and Anti-Corruption Country Diagnostic Surveys are a World Bank initiative which have been developed to assess governance and anti-corruption to allow countries to measure and evaluate critical public sector governance issues to feed into participatory, targeted reform planning. The programme is composed of 3 surveys: a household survey, a public officials survey and an enterprise survey. Ultimately the goal of the diagnostic is to improve the quality of public services by improving governance in personnel and resource management, access to services and citizen feedback mechanisms. In 2002 the City Hall of São Paulo, called the Prefeitura do Municipio do São Paulo (PMSP) requested assistance in better understanding the challenges of governance and corruption in the City.

The Government and Anti-Corruption Country Diagnostic Surveys are a World Bank initiative which have been developed to assess governance and anti-corruption to allow countries to measure and evaluate critical public sector governance issues to feed into participatory, targeted reform planning. The programme is composed of 3 surveys: a household survey, a public officials survey and an enterprise survey. Ultimately the goal of the diagnostic is to improve the quality of public services by improving governance in personnel and resource management, access to services and citizen feedback mechanisms. Following the signing of the Arusha Peace Agreement in 2000, the government of the Republic of Burundi expressed its priorities for addressing the challenges of reconstruction and reconciliation. In this context, the Government asserted his interest to improve governance and reduce corruption through improving transparency in the management of public goods. This engagement was reflected in a letter addressed to the President of the World Bank in 2006, requesting assistance to carry out an in-depth, in-country governance and anticorruption (GAC) diagnostic. With the use of surveys of domestic citizens/ service users, managers of enterprises, public officials and non-governmental organizations representatives, the diagnostic will provide data and analytical information to assist the government in policy design to improve governance and reduce corruption. Based on the GAC results, a Governance Action Plan will be prepared by the government in collaboration key stakeholders in the country.

The Government and Anti-Corruption Country Diagnostic Surveys are a World Bank initiative which have been developed to assess governance and anti-corruption to allow countries to measure and evaluate critical public sector governance issues to feed into participatory, targeted reform planning. The programme is composed of 3 surveys: a household survey, a public officials survey and an enterprise survey. Ultimately the goal of the diagnostic is to improve the quality of public services by improving governance in personnel and resource management, access to services and citizen feedback mechanisms. During the 1990’s the Government of Bolivia (GOB) also introduced measures to improve the strategic governmental coordination and performance-based evaluation of its institutional policies at every level. Yet, despite GOB reform initiatives, the results of these reforms were mixed, partially due to the fact that most of the reform measures were not fully implemented, and Bolivia's economic performance remained very low as a result. Recognizing that strengthening governance and combating corruption is an integral element for promoting sustainable development, former GOB President Banzer requested World Bank assistance in devising an anti-corruption plan in the fall of 1997. With World Bank assistance, the government developed a strategy to help promote the objectives of the Dialogo Nacional. In 1999, the Government of Bolivia (GOB), with the support of the World Bank Institute conducted a major survey of public officials. This diagnostic effort sought to describe and identify the main governance-related problems related to corruption and performance in a sample of Bolivian institutions involved in the provision of public services.

The Government and Anti-Corruption Country Diagnostic Surveys are a World Bank initiative which have been developed to assess governance and anti-corruption to allow countries to measure and evaluate critical public sector governance issues to feed into participatory, targeted reform planning. The programme is composed of 3 surveys: a household survey, a public officials survey and an enterprise survey. Ultimately the goal of the diagnostic is to improve the quality of public services by improving governance in personnel and resource management, access to services and citizen feedback mechanisms. On February 4, 2000, the Government of the Republic of Guinea created the National Committee Against Corruption and for Moral Improvement in Economic and Financial Activities (CNLC). Within the framework of its activities, the CNLC, in collaboration with the World Bank, resolved to carry out a nation-wide survey to measure how corruption and other issues related to good governance are perceived by the public opinion.

The Government and Anti-Corruption Country Diagnostic Surveys are a World Bank initiative which have been developed to assess governance and anti-corruption to allow countries to measure and evaluate critical public sector governance issues to feed into participatory, targeted reform planning. The programme is composed on 3 surveys: a household survey, a public officials survey and an enterprise survey. Ultimately the goal of the diagnostic is to improve the quality of public services by improving governance in personnel and resource management, access to services and citizen feedback mechanisms. Recognizing the importance of improving service delivery and greater accountability in Haiti, the government created in 2004 the "Unite de Lutte Contre la Corruption", a semi-autonomous body charged with taking the lead in establishing a broad-based national strategy to promote good governance and combat corruption. In this context, the Government of Haiti (GOH), in collaboration with the World Bank Institute, decided to organize a national survey on governance and the perception of corruption. The empirical survey will provide the data and analytical information needed to mainstream governance in sectoral reforms and develop a more effective anti-corruption program and strategy. This activity is designed to assist the GOH and others in understanding the nature and causes of corruption in Haiti and help sequence reforms that would help curb corrupt practices and improve the delivery of services to citizens.

The Government and Anti-Corruption Country Diagnostic Surveys are a World Bank initiative which have been developed to assess governance and anti-corruption to allow countries to measure and evaluate critical public sector governance issues to feed into participatory, targeted reform planning. The programme is composed of 3 surveys: a household survey, a public officials survey and an enterprise survey. Ultimately the goal of the diagnostic is to improve the quality of public services by improving governance in personnel and resource management, access to services and citizen feedback mechanisms. The main objective of this effort is to facilitate and support the design of an integrated strategy to fight corruption and promote good governance through the strengthening of public institutions.

The Government and Anti-Corruption Country Diagnostic Surveys are a World Bank initiative which have been developed to assess governance and anti-corruption to allow countries to measure and evaluate critical public sector governance issues to feed into participatory, targeted reform planning. The programme is composed of 3 surveys: a household survey, a public officials survey and an enterprise survey. Ultimately the goal of the diagnostic is to improve the quality of public services by improving governance in personnel and resource management, access to services and citizen feedback mechanisms. In March 2000, the Zambian government created the National Capacity Building Programme for Good Governance in Zambia. In order to facilitate the coordination, monitoring and evaluation of the Programme, the Government created the Governance Development Unit (GDU) which falls under the Ministry of Legal Affairs. The goal of the GDU was to establish a database for effective monitoring and evaluation of the Programme and to undertake a baseline survey on governance. It was in January 2001 that the government of Zambia officially requested World Bank support in carrying out the diagnostic survey as a first step in the ultimate goal of developing an effective governance and anti-corruption strategy.

The Government and Anti-Corruption Country Diagnostic Surveys are a World Bank initiative which have been developed to assess governance and anti-corruption to allow countries to measure and evaluate critical public sector governance issues to feed into participatory, targeted reform planning. The programme is composed of 2 surveys: a household survey and a public officials survey. Ultimately the goal of the diagnostic is to improve the quality of public services by improving governance in personnel and resource management, access to services and citizen feedback mechanisms. Following the government’s efforts, the Malagasy Anti-Corruption Commission (Conseil Supérieur de Lutte Contre la Corruption CSLCC) in collaboration with the World Bank and other donors decided to engage on a national survey to measure the level of corruption in the nation.

The Government and Anti-Corruption Country Diagnostic Surveys are a World Bank initiative which have been developed to assess governance and anti-corruption to allow countries to measure and evaluate critical public sector governance issues to feed into participatory, targeted reform planning. The programme is composed of 3 surveys: a household survey, a public officials survey and an enterprise survey. Ultimately the goal of the diagnostic is to improve the quality of public services by improving governance in personnel and resource management, access to services and citizen feedback mechanisms. Under the transition government that came into power in August 2005, Mauritania committed to a number of important governance and anti-corruption reforms that were expected to continue after the democratic elections in March 2007. In addition to adhering to the UN and African Union conventions against corruption, the government took steps to ensure transparent management of oil revenues, begun implementing the Extractive Industries Transparency Initiative (EITI), launched improvements in public financial management systems, and announced the preparation of a national anti-corruption strategy. Seizing this window of opportunity, the World Bank and other donors launched an effort in 2007 to actively assist the government in these efforts through technical assistance and capacity building activities. In this vein, the Mauritanian government made an enthusiastic request to WBI for assistance in implementing a governance diagnostic. The diagnostic was to form part of an innovative sectoral governance approach which focuses on the sub-national governance issues affecting key sectors.

The Government and Anti-Corruption Country Diagnostic Surveys are a World Bank initiative which have been developed to assess governance and anti-corruption to allow countries to measure and evaluate critical public sector governance issues to feed into participatory, targeted reform planning. The programme is composed of 3 surveys: a household survey, a public officials survey and an enterprise survey. Ultimately the goal of the diagnostic is to improve the quality of public services by improving governance in personnel and resource management, access to services and citizen feedback mechanisms.





The Government and Anti-Corruption Country Diagnostic Surveys are a World Bank initiative which have been developed to assess governance and anti-corruption to allow countries to measure and evaluate critical public sector governance issues to feed into participatory, targeted reform planning. The programme is composed of 3 surveys: a household survey, a public officials survey and an enterprise survey. Ultimately the goal of the diagnostic is to improve the quality of public services by improving governance in personnel and resource management, access to services and citizen feedback mechanisms. Since its inception, in 1994, the Palestinian Authority (PA) has faced accusations of corruption. As early as 1997, a Palestinian Legislative Council inquiry identified several major problems. These included misuse and mismanagement of public funds, favouritism in awarding of licenses and contracts, misuse of public positions for uncompetitive dealings, and monopolistic uncompetitive practices in certain sectors. In the past decade, the PA has worked to strengthen economic governance and combat corruption, both essential to sustained economic growth and improved delivery of public services. The PA has made significant progress in its public institutions, establishing a strong governance environment in many critical areas. But it also identifies areas where reforms are underway but incomplete or, in some areas, not yet under consideration. Major reforms have been put in place to strengthen the PA’s public financial management (PFM) systems and better manage its equity holdings, two crucial components in the public finance sector. In other important areas, such as public procurement, public sector employment, regulation of the private sector, and the work of anti-corruption institutions, reforms are underway but have not been fully implemented.

The Government and Anti-Corruption Country Diagnostic Surveys are a World Bank initiative which have been developed to assess governance and anti-corruption to allow countries to measure and evaluate critical public sector governance issues to feed into participatory, targeted reform planning. The programme is composed on 3 surveys: a household survey, a public officials survey and an enterprise survey. Ultimately the goal of the diagnostic is to improve the quality of public services by improving governance in personnel and resource management, access to services and citizen feedback mechanisms.






The Federal Human Capital Survey is a tool that measures employees' perceptions of whether, and to what extent, conditions characterizing successful organizations are present in their agencies. The first administration of this ground-breaking survey took place in 2002. It was conducted again in 2004, 2006 and 2008.



The Australian Government run a yearly survey on the state of its service.

The Federal Human Capital Survey is a tool that measures employees' perceptions of whether, and to what extent, conditions characterizing successful organizations are present in their agencies. The first administration of this ground-breaking survey took place in 2002. It was conducted again in 2004, and 2006.

The Federal Human Capital Survey is a tool that measures employees' perceptions of whether, and to what extent, conditions characterizing successful organizations are present in their agencies. The first administration of this ground-breaking survey took place in 2002. It was conducted again in 2004.

In 2015 there were 152,430 employees in the Australian Public Service (APS), down 3.5% from June 2014, and 103 agencies. The APS represents 12% of the Australian labour force.

The Australian Government run a yearly survey on the state of its service. It was acknowledged in last year’s State of the Service report that the Australian Public Service (APS) had entered a period of tight resourcing which was likely to persist for many years. The 2013 budget and subsequent announcements confirmed this picture, with a number of initiatives taken to reduce government spending, including through increased efficiency dividends. Natural attrition in the APS is currently 4.1%. This has fallen significantly compared to the peak, which was reached in 2007–2008. Engagements in 2013 were running at close to historic lows at the time of the change of government. Indeed, there is only one instance in the past 20 years when engagements as a proportion of the workforce has been lower than it is today, and that was in 1996–1997. To minimise the costs of achieving the overall reduction in public service numbers implicit in the forward estimates and other policy statements, the government has introduced temporary measures to restrict new hiring. At June 2013, there were 167,257 APS employees, a decrease of 907 or 0.5% from 168,164 employees at June 2012.

The Australian Government run a yearly survey on the state of its service.The State of the Service Report 2011-12 contains information on changing workforce trends and organisational capability. It details the human resource management practices and other activities of APS agencies. In 2011–12, APS numbers increased by 1.2%.

Not stated

The state of social and economic development of the Russian countryside is one of the majorgaps in the postsocialist transition of the Russian Federation. The incidence of poverty in ruralRussia is twice that of the urban areas. According to the 2002 census, the share of the poor livingin rural areas has doubled since the mid-1990s. About 60 percent of the extreme poor are ruralRussians. With 27 percent of the population (about 38 million people) living in rural areas, thisdevelopmental gap is economically significant. One way in which the government of Russia triedto address this gap was through major decentralization reforms. After a major decentralization reform that took effect in 2006, all rural settlements in Russia were required by law to hold public hearings before approving newly legislated formal settlement budgets.

Myanmar is in the midst of a democratic transition in which the civil service plays a profound role. The civil service will be the driving force behind the transformation in public service institutions which will enable the Government of Myanmar to meet the needs of a complex transformation. As the face of government in local communities, with responsibilities for delivering public services effectively and in a non-discriminatory manner, civil service personnel are key to furthering Myanmar’s democratic transition and strengthening the trust in the state. The Union Civil Service Board (UCSB) is implementing structural and procedural reforms in the Civil Service, as part of the Government’s Third Wave of Reforms focused on Administrative Reforms.

UNIT OF ANALYSIS UNIT OF OBSERVATION

Entity survey focuses on

Civilian government Individual official

Civil service Individual official

Ministries Individual official

Individual official

Level at which data was collected (e.g. individual officer, department,

organisation)

Public service agencies or semi autonomous parts of agencies

Individual official

Individual official

Government organisations Individual official


National level: ministries and autonomous bodies. Sub-national level: general administration and line ministries

Individual official

Federal departments and agencies Individual official


Central government bodies Individual official

Central government bodies Individual official

Departmental and non-departmental organizations

Civilian government Individual official

Central service bodies Individual official

Central government ministries Individual official

Individual officialDepartmental and non-departmental organizations

Government bodies Individual official

Not stated Individual official

Individual official

Individual official and organisation

Departments of FBR Individual official

Central and autonomous government bodies

Federal, state and local civil service organisations and officials

Individual official

Individual official



Government departments Officials module: departments Teachers module: schools

Government institutions and departments


Individual official

Individual official

Individual official

Ministerial and Non-Ministerial Departments, Executive Agencies and Crown Non-departmental Public Bodies

15 types of low-level government officials.

Government departments and agencies

Individual official

Government institutions Individual official


Offices within executive departments, agencies within Executive Office of the President and federal agencies outside executive departments.

Individual official


Individual official

Government institutions and foreign/ national NGOs.

Public institutions Individual official




Public organisations Individual official


Public/ civil service institutions Individual official


Individual official

Government agencies Individual official

Public officials in 33 ministries and public agencies in the West Bank.

State public institutions Individual official



Individual officialPublic agencies and city government offices.

Individual official

Individual official

Individual official

Individual official

Individual official

Individual official







Individual official

Individual official

Civil service organisations Individual official

Civil service organisations Individual official

Individual official

Individual official

Individual official

Individual official








Settlements and municipalities Individual officials

Not stated Individual officials

TARGET POPULATION

The set of individuals with positive probability of inclusion in the survey

Civil servants 85,200

Civil servants Not stated

Not stated

159,394

Public officials in 3 provinces: Catamarca, Córdoba and Salta. 6 different types of ministries were subjects of the survey (not specified).

All APS employees (both ongoing and non-ongoing) in agencies with at least 100 APS employees.

151,792

Not stated Not stated

Public officials in 15 government organisations 154,277

The 100 APS agencies, or semi autonomous parts of agencies, employing at least 20 staff under the Public Service Act 1999.

Not stated

180,824

255,133

48,707

55,184

Public officials in 28 different departmental and non-departmental organizations

Employees of the Federal Public Service employed under Schedule I, Part I of the Public Service Staff Relations Act (PSSRA 1-1). Students, Governor-in-Council appointments and ministers' exempt staff are not eligible to participate.

Active employees of organizations in the core public administration and of participating separate agencies listed in Schedules I, IV and V of the Financial Administration Act (93 in total). Indeterminate, term, seasonal, casual and student employees, as well as Governor-in-Council appointees are eligible to participate.

Civil servants in 166 central government bodies including: any bodies belonging to the executive, legislative or judiciary; regulatory bodies and voter registration and administration bodies located in Bogotá; and autonomous university bodies; regional autonomous corporations and scientific research bodies at the regional level. Minimum tenure of 1 year.

Civil servants in 167 central government bodies including: any bodies belonging to the executive, legislative or judiciary; regulatory bodies and voter registration and administration bodies located in Bogotá; and autonomous university bodies; regional autonomous corporations and scientific research bodies at the regional level. Minimum tenure of 1 year.

Not specified 2,752

Not specified 5,230

Not stated

18,432

Civil servants in 9 Ministries and Directorates, and 4 Regional Administrations, and Statutory Bodies; 6 regions (Demerara-Mahaica, Pameroon-Supernaam, Essequibo Islands-West Demerara,Mahaica-Berbice, Cayuni-Mazaruni and Upper Demerara-Upper Berbice)

Civil servants in 7 central services: Indian Audit & Accounts Service (IA&AS), Indian Foreign Service (IFS), Indian Revenue Service (Income Tax), Indian Revenue Service (Customs & Central Excise), Indian Railway Personnel Service (IRPS), Indian Railway Traffic Service (IRTS) and Indian Postal Service (IPoS).

800,000

Not stated

Civil servants in central government ministries and agencies; ranks IVa, IIId and IIIa, drawn from 14 K/Ls (ministries) in Jakarta.

Public officials in 28 government units within 8 regulatory agencies, 7 infrastructure departments, and 4 welfare service agencies.

12,423

Public officials in executive/ managerial positions. 1,683,710

Public officials in Office of the President (OP), the Ministry of Roads and Public Works (MR&PWs) and the Kenya Revenue Authority (KRA), in 2 regions: Nairobi and Coast provinces.


31,907

1,467

99 civil service organisations at the 3 tiers of government (focusing on the social sectors at the federal tier and a random sample of states and local governments stratified by region)

Public officials in all departments of the Federal Bureau of Revenue (FBR): Regional Tax Offices (RTOs) and Large Taxpayer Units, (LTUs) 4 regions: Karachi and Lahore (largest collectors), and Faisalabad and Islamabad (excluding FBR HQ staff). Grades: 17-21.

Not stated

Not stated



Officials modules: Public officials in 7 government departments: Bureau of Internal Revenue; Bureau of Treasury; Department of Budget and Management; Department of Finance; Department of Trade and Industry; Department of Labor and Employment; Department of Environment and Natural Resources. Teacher module: (Department of Education) Teachers in 3 regions: NCR, Cebu and Davao.

Civil servants from 42 administrative units (41 County Councils and the General County of Bucharest) and 83 mayoralties of municipality and towns.


461,112

Not stated

Not stated

Public officials in 98 Ministerial and Non-Ministerial Departments, Executive Agencies and Crown Non-departmental Public Bodies (excluding all staff based abroad).

5 institutional categories of officials; three specific occupations in each institutional category, in the Czech Republic, Slovakia, Bulgaria and Ukraine.

Full- and part-time, permanent Federal employees in 82 agencies: 37 departments/ large agencies, 45 small/ independent agencies.

14,698

Public officials working in the city of Sao Paolo. Not stated

Political appointees career members of the Senior Executive Service, U.S.-based members of the Senior Foreign Service, and other high level career executives (e.g., at the GS-14 or GS-15 level) that ran agencies and programs. Random selection of 300 Assistant U.S. Attorneys added to the sample. From the instrumentalities of the United States government that were headed by Senate-confirmed appointees and whose functions were not exclusively advisory in nature: Offices within the 15 executive departments, agencies within Executive Office of the President and 66 federal agencies outside executive departments.

Government officials who are knowledgeable about the formulation and implementation of government policies and programs in 126 low- and lower-middle income countries at any point between 2004 and 2013

33,723

Not stated

Not stated

All public administration officials, including members of parliament, the government, the judiciary, internal revenue agencies, external or decentralised services (departmental government, etc), central administration, municipal administration and customes, and public officials.

Public officials in 110 national, departmental, and municipal institutions involved in the provision of law and order, health, education, customs, tax collection, and regional institutions including departmental governments ("prefectures") and municipalities.

Not stated

Not stated

Not stated

Civil servants in the public administration (members of government, the judiciary, customs, the police force, internal revenue, internal and municipal administraion, and ministerial department officials); and employees of national and foreign NGOs across the country's 4 natural regions and the special city and prefecture of Conakry.

All public officials (i.e. all individuals employed as agents of the state), in 3 zones: l’Aire Métropolitaine, Cap Haïtien and border regions.

Officials in 48 public institutions and in the 3 branches of governments and municipal governments.

Not stated

112,407

Not stated

Public officials including, members of parliament, Provincial Development Coordinating Committees and District Development Coordinating Committees, representatives of the executive branch, civil servants, representatives of the judiciary, the Zambia Revenue Authority, and council officers.

State officials employed in ministries at the national and local level in the country's 22 regions who have frequent interaction with the public.

Administrative public officials (civil servants) and employees of public institutions (public servants).

Not stated

Not stated

Not stated

Not stated

Public officials in 55 public institutions representing the various types of organisations making up the State (Ministries and Services, as well as other public agencies , courts, attorney general offices and elected bodies).

Public officials in 34 public organisations Phnom Penh and 4 provinces spanning the country: Kandal, Siem Reap, Kampon Cham and Sihanouk Ville.

Public officials at all 3 levels of government across all regions of the country.

Public officials in 45 public institutions: Ministries, 9 Departments and Agencies (MDAs), Non-pure public service institutions and Quasi-government organizations. Across the country's 10 regions.

Not stated

Not stated

Not stated

Public officials in 166 public institutions in 7 cities: Bogotá, Medellin, Cali, Cucuta, Ibague, Cartagena and Yopal.

All employees in managerial positions in the ministries of the PNA in the West Bank during the survey’s reference period. The target population did not include Jerusalem and data collection was not possible in the Gaza Strip.-Ministries and public agencies (33).

Public officials in 25 agencies at all 3 levels of government.

40,000

Public officials in 63 government institutions. Not stated

Public officials in government institutions. Not stated

Not stated

Public officials in 60 institutions, 317 state entities within the executive, legislative and judicial branches in 331 municipalities.

City managers, deputy/ assistant city managers and agency heads in local government jurisdictions with populations of greater than 50,000 in 545 municipalities and across 6 agencies.

Not stated

Not stated

Not stated

Not stated

Not stated

Not stated

Public officials working full-time and part-time, who are permanent, non-seasonal employees of Departments and/large agencies (37) and the small/independent agencies (45) that accepted an invitation to participate in the survey. These agencies comprise approximately 97% of the executive branch workforce.



Public officials working full-time, who are permanent employees of Departments and/large agencies (13) and the small/independent agencies (53) that accepted an invitation to participate in the survey. These agencies comprise approximately 97% of the executive branch workforce.

Public officials working full-time, who are permanent employees of Departments and/large agencies (37) and the small/independent agencies (44) that accepted an invitation to participate in the survey. These agencies comprise approximately 97% of the executive branch workforce.

Public officials working full-time, who are permanent employees of the major agencies represented on the President's Management Council (PMC) and the small/independent agencies that accepted an invitation to participate in the survey. Participating agencies comprise 97% of the Executive branch workforce.

Not stated

Not stated

Not stated

Not stated

152,430

161,359

166,350

Not stated

Public officials working full-time, who are permanent employees of the major agencies represented on the President's Management Council (PMC) and the small/independent agencies that accepted an invitation to participate in the survey. Participating agencies comprise 97% of the Executive branch workforce.

The survey was administered to full-time, permanent employees of 29 major agencies represented on the President's Management Council (PMC) and 44 small, independent agencies that accepted an invitation to participate in the survey. There were 277 subagencies participating in the survey.Participating agencies comprise 93% of the Executive branch workforce.

Public officials in 101 Civil Service organisations (Government Departments, ExecutiveAgencies and Crown NDPBs)

Public officials in 96 Ministerial and Non-Ministerial Departments, Executive Agencies and Crown Non-departmental Public Bodies (excluding all staff based abroad).

The 100 APS agencies, or semi autonomous parts of agencies, employing at least 20 staff under the Public Service Act 1999.

The 103 APS agencies, or semi-autonomous parts of agencies, employing at least 20 staff under the Public Service Act 1999.



Not stated

Not stated

5,025

Individual officials

Active employees of organizations in the core public administration and of participating separate agencies listed in Schedules I, IV and V of the Financial Administration Act (89 in total). Indeterminate, term, seasonal, casual and student employees, as well as Governor-in-Council appointees are eligible to participate.

Public officials in settlements and municipalities settlement level across three Russian regions (Adygea, Penza,and Perm).

Public officials attending Central Institutes of Civil Service (CICS) training in Upper and Lower Myanmar for the June-Aug 2015 term.

Senior public sector executives in 10 European countries; top-level decision makers and civil servants in central government and the fields of health and employment.

ACCESSIBLE POPULATION SELECTED SAMPLE

Not Stated Not Stated

Not stated 150


159,394 9,406

The set of individuals with positive probability of inclusion in the survey to which the

researchers had accessNumber of people approached for

inclusion in the survey

146,875 146,875


Not stated 1,540


180,824 180,824

255,133 255,133

48,707 19,475

55,184 22,811

Not Stated 75

Not stated 150


18,432 18,432

Not stated 4,000

Not stated 720

12,423 450

1,683,710 1,683,710

Not stated 2,396

31,907 5432

1,467 1,467

Not stated


Not stated 75

Not stated 160

Total: 4476 Ministry officials module: 2573Teacher module: 1903

Not stated 140

461,112 461,112


Not stated 872,495

14,698 14,698


21,919 21,919



Not stated 1,400

Not stated 1,000

Not stated 3,653

Not stated 700

Not stated 1,000






Not stated 353

40,000 800

Not stated 1,044

Not stated 1,266

Not stated 3,316

Not stated 839,788

Not stated 781,047

Not stated 1,492,418

Not stated 504,609

Not stated 540,727

Not stated 417,128

Not stated 390,657

Not stated Not Stated

Not stated 450,133

Not stated 430,777


158,358 158,358

Not stated 17,326

Not stated 8,590

Not stated 279,166

Not stated 109

5,025 Not stated

EFFECTIVE SAMPLE RESPONSE RATE SAMPLE DISTRIBUTION

Not Stated 93.7%

104 69%

370 Not stated Not stated

5,910 65%

Actual number of people who participated in survey

As stated in survey documentation, or Effective

Sample/ Selected SampleNotes on sample where provided in

survey documentation

Distribution by organisation: -93% executive (65% national government-28% local autonomous bodies) -3% judicial bodies -4% control bodies Distribution by level of government: -42% central institutions -23% prefectures -27% local self-government

Distribution by hierarchy: -28% top level -28% middle level -44 % general officials

Distribution by hierarchy, agency, agency size and location

99,392 68% N/A

821 Not stated

738 47.9%

Distribution by level of government: -National level: 397

-Subnational level: 424 Distribution by type of agency: -13% ministries -51% districts -36% autonomous Distribution by class: -59% Class I -41% Classes II, III and IV

Distribution by hierarchy: -7% heads of organizations or departments -93% general officials (middle to upper level)


106,505 58.9% N/A

182,165 71.4% N/A

19,731 101%

20,827 91.3%

Distribution by hierarchy: -Executives and advisers -Professionals and technicians -Associates

Distribution by hierarchy: -Executives and advisers -Professionals and technicians -Associates

58 77.3%

147 98%

Distribution by hierarchy: -24% top level -26% middle level -50 % general officials

Distribution by hierarchy: -9% top level -45% middle level -46% general officials

454 Not stated

4,808 26%

Distribution by government level: -50% ministries -33% regional administrations -17 % statutory bodies Distribution by official category: -38.2% administrative -25.3% senior technical -20.3% other technical and craft skilled -12.2% clerical and office support -4% semi-skilled operatives and unskilled Distribution by geographical location: -66% Demerara Mahaicaregion (urban) -33% Pameroon-Supernaam, Essequibo Islands-West Demerara, Mahaica-Berbice, Cayuni-Mazaruni and Upper Demerara-Upper Berbice

7 central services were selected and the survey was then implemented on a census basis.

3,800

650 90.2%

Overall response rate: 95% K/Ls that had received BR allowance: 83% K/Ls that had not applied for BR allowance: 63%

Distribution by status of BR allowance (ministries and agencies that: 1) had received BR allowance2) had their BR allowance approved, but had not yet received it3) had not had their BR approved).

Distribution by hierarchy: -95.8% general officials -15.4% senior -68.7% middle -15.8% junior -4.2% heads of organisation Two separate questionnaires were administered to the two groups (covered similar topics) Distribution by gender: -79.3% male -20.7% female Distribution by age Distribution by level of education

446 99%

Not Stated N/A

Distribution by organisation: -42% Office of the President -33% Ministry of Roads and Public Works -25% Kenya Revenue Authority Distribution by geographical location: -69% Nairobi province -31% Coast province Distribution by hierarchical level: -10% heads of department -10% deputy heads of department -30% middle managers -30% middle managers -20% support staff

Response rate: not stated Coverage rate: 100%

2,161 90.2%

5422 99.80%

539

Distribution by rank, class and position Distribution by level of government: -54.9% central government -19.1% deconstructed units of tax and customs services -14.1% judets (administrative divisions) administrations -11.6% lower level local administrations Distribution by rank: -5.7% rank I -32.9% rank II -51.6% rank III

Distribution by hierarchy, class and position.

Overall response rate: 37%

Response rate by region:-38.9% Karachi-51.8% Lahore-29.7% Islamabad-68.7% Faisalabad

Response rate by grade: -40.1% grades 17-18-47.4% grade 19-23.7% grade 20 -13.1% grade 21

Distribution by geographical location:-36.4% Karachi-24% Lahore-22.9% Islamabad (exc. HQ staff)-4.3% Faisalabad Distribution by grade: -59% grades 17-18 -18.9% grade 19 -9.2% grade 20 -2.5% grade 21

100%

993 Not stated

62 Not stated

125 Not stated

Total: 4476 Ministry officials module: 2573 Teacher module: 1903

Ministry officials module: distribution by department and performance category. Teachers module: distribution by geographical location and performance category.

Distribution by hierarchy institutions and departments



107 Not stated

270,793 N/A


392,752


Coverage rate: 99.9% Response rate: 59% (technical notes); 61% (findings report) Median response rate: 78%

Officials survey: 1307 -Czech Republic: 309 -Slovakia: 386 -Bulgaria: 312 -Ukraine: 300

Response rate: 47.4% Disposition rates: -0.9% incomplete -0.01% refusal -50% non-response -2.4% ineligible -0.8% no email address -0.01% unavailable -0.3% undelivered email

Distribution by department/ agency, unit level, hierarchy level and size.

3,551 24%

3,400 15.5%


Distribution by job function and bureau/ agency.

Distribution by country and institution type.


1,250 Not stated

Distribution by hierarchy, level of government , government body.

Distribution by government institution, government level, sector and hierarchichal level.

751 Not stated

906 Not stated N/A

1,403 100%

Distribution by region, level of government, urban/ rural status, type of institution, government institution and sector.

Distributed by geographical location, budget size, hierarchical level and institution.


900 24.6%


Distribution by institution and hierarchical level.

Distribution by sector, level of government and administrative division (provincial and regional).

Distribution by institution, hierarchical level, rank and urban/ rural status.

992 99.2%

671 Not stated Distribution by organisation

352 Not stated

1,000 Not stated

Distribution by institution, hierarchical level, gepgraphical location and sector of work).

Distribution by level of government:-33.5% Central state administration-34.1 Regional and district offices32.4% Local self-governmentDistribution by region:-34.7% Bratislava-5.4% Trnava-6.5% Nitra-7.4% Zilina-13.9% Banska Bystrica-12.8% Presov-10.5 % KosiceDistribution by hierarchy:-83.3% managers-16.6% ordinary officials

Distribution by institutionDistribution by employee category:-policy makers-policy managers-support staff

3,472 Not stated

864 Not stated

353 100%

Distribution by organisation and organisation

Distribution by organisation, grade and gender

Distribution by type of official:-29.7% elected officials-70.3% appointed officialsDistribution by level of government:-26.3% central-28.9% county-44.7% localDistribution by type of institution

792 99%

986 94%

1,123 88%

1,538 46.4% Not stated

Distribution by government branch:-executive-legislative-judicialDistribution by budget:-high-mediumlowDistribution by sizeDistribution by type of municipality:-Main cities-Major department cities-Remaining municipalities

Distribution by level of government:-national-departmental (district)-municipalDistribution by government branch:-executive-legislative-judicialDistribution by hierarchy:-senior officials-managers-general officials

Distribution by institution, hierarchy/ rank, and location (state and city)

392,752 46.80%

376,577 48.2%

687,687 46.1%

263,475 52.0% N/A

266,376 49.3% N/A

212,223 51.0% N/A

Distribution by department/ agency, hierarchy level and size.



221,479 57.0% N/A

147,000 Not stated N/A

270,080 N/A

279,653 N/A

Not stated Not stated N/A

102,219 66% N/A

10,222 59%

5,498 64%

Overall: 60%Median: 77%

Overall: 65%Median: 75%

Distribution by classification level, agency size, agency and location.

Distribution by classification level, agency size, agency and location.

201,000 72.2% N/A

109 N/A

2,010 Not stated Not stated

20,000

SAMPLING METHOD

Stratified sampling (by hierarchical level)

Not stated

Stratified sampling (by hierarchical level). To divide each country-sample into the top, middle and general strata, sanctioned posts in each grade were, first, obtained from the budget estimates. This actual was, next, used to divide the sample of each country into the three groups in the same ratio as exists in the civil service of that country. The 'top' group was found very small (about 2% of the civil service in each country) in comparison to the middle and general. Decision-making powers are however concentrated in this group, and managers of the East Caribbean Institutional Review needed to know the perceptions of this group in some detail. Thus, each country sample was deliberately weighted in favor of the top level.

Stratified sampling (by hierarchical level, agency, agency size and location) and simple random sampling within each strata.

Census basis

Stratified sampling (by level of government, hierarchy and agency type).

Stratified sampling (by hierarchical level); quota sampling.

Stratified sampling (by hierarchical level) and simple random sampling within each strata.

Census basis

Census basis

Stratified sampling (by hierarchical level) and simple random sampling within each strata.

Stratified sampling (by hierarchical level) and simple random sampling within each strata. Bodies with 110 or more staff: sample (94). Bodies with less than 110 staff: census (66).

Stratified sampling (by hierarchical level). To divide each country-sample into the top, middle and general strata, sanctioned posts in each grade were, first, obtained from the budget estimates. This actual was, next, used to divide the sample of each country into the three groups in the same ratio as exists in the civil service of that country. The 'top' group was found very small (about 2% of the civil service in each country) in comparison to the middle and general. Decision-making powers are however concentrated in this group, and managers of the East Caribbean Institutional Review needed to know the perceptions of this group in some detail. Thus, each country sample was deliberately weighted in favor of the top level, and the actual distribution of the sample amongst the three strata was as shown in table below.

Stratified sampling (by hierarchical level). To divide each country-sample into the top, middle and general strata, sanctioned posts in each grade were, first, obtained from the budget estimates. This actual was, next, used to divide the sample of each country into the three groups in the same ratio as exists in the civil service of that country. The 'top' group was found very small (about 2% of the civil service in each country) in comparison to the middle and general. Decision-making powers are however concentrated in this group, and managers of the East Caribbean Institutional Review needed to know the perceptions of this group in some detail. Thus, each country sample was deliberately weighted in favor of the top level, and the actual distribution of the sample amongst the three strata was as shown in table below.

Stratified sampling (by hierarchy, official category and geographical location).

Census basis

Not stated

Stratified sampling (by hierarchical) and simple random sampling within each strata.

Census basis

Stratified sampling (by organisation, hierarchical level, geographical location) and simple random sampling within each strata.

Stratified sampling (by hierarchical level, class and position).

Stratified sampling (by hierarchical level, class and position).

The survey methodology originally envisioned using staff rosters to randomly select a representative sample of workers to participate in the survey, using the support of regional managers to ensure their participation. It turned out that participation was to be entirely voluntary and all FBR staff were invited to participate.

Ministry officials module: Stratified sampling (by department and by performance category). Teachers module: Stratified sampling (by geographical location and performance category). Random sampling of teachers from each school.

Three-stadium, probabilistic basis, with distinct samples for each category selected: civil servants, institutions and departments.



Census basis


Quota sample; Multi-stage stratified random sample Officials survey: quota sample Public survey: multi-stage stratified random sample

Stratified sampling (by unit level, by hierarchical level). Proportional sampling within strata (by size and estimated response rate), minimum sampling proportion of 25%. Small agencies and strata (less than 5000 employees) were censused.

Stratified sample, census basis.

Stratified sample (by country and institution type).

Not stated

Stratified sampling (by government level, institution and decision-making rank).

Stratified sampling (by government level, government body and hierarchihcal level) and simple random sampling within each strata.

Census basis

Stratified sampling (by region, level of government, type of institution and sector). Individuals within each structure were sampled according to their knowledge and involvement in human resource and budget management.

Prportional stratified sampling (by geographical location, budget size, hierarchical level and institution), and random sampling within each strata.

Stratified sampling (by institution and hierarchical level).

Stratified sampling (by administrative division).

Conflicting information:- Methodology report: Systematic random sampling within categories (intitution type, hierarchical level and rank). -Final report: Census basis.

Not stated

3-stage stratified sampling (by province, institution and hierarchical level): selection of 55 institutions, identification of target sample per province (by hierarchical level), and identification of target sample per institution. Random sampling within each strata.

Stratified sample (by level of government and hierarchy), proportional selection of bodies within each strata.

Two-stage stratified sample design: Purposive sampling method to select institutions, stratified by employee category, simple random sampling within each strata.

Stratified clustered systematic random sample.

Stratified sampling.

Stratified sampling (by organisation, hierarchy and type of official), simple random sampling within each strata.

Not stated

Institutions: simple random sampling.Officials: proportional sampling.Municipalities: simple random sampling within each strata.

Stratified sampling.-Senior officials and managers: selected based on function.-General officials: simple random sampling.

Institutions: Non-probabilistic sampling. Selection of institutions by panel of experts based on set criteria.Officials: quota sampling.

Stratified sampling (by agency, hierarchical level and size).



Census basis

Census basis

Stratified sampling (by agency and hierarchical level). In most agencies, samples were also drawn for agency subcomponents with 1,500 employees, or more. Samples were inflated to reflect an expected 40% response rate. For the 2008 administration, various agencies requested additional sampling to better help them address human capital-related questions they felt required in-depth investigating, as well as to ease survey communication efforts (smaller agencies chose to administer the survey to their entire agency rather than explain to the small percentage of employees not included in the initial, stratified random sample).

Census basis

Census basis

Census basis

Census basis

Stratified random sampling (by classification level, agency size, agency and location).

Stratified random sampling (by classification level, agency size, agency and location).

Stratified sampling (by agency and hierarchical level). In most agencies, samples were also drawn for agency subcomponents with 1,500 employees, or more. Samples were inflated to reflect an expected 40% response rate. For the 2006 administration, various agencies requested additional sampling to better help them address human capital-related questions they felt required in-depth investigating, as well as to ease survey communication efforts (smaller agencies chose to administer the survey to their entire agency rather than explain to the small percentage of employees not included in the initial, stratified random sample).

Stratified sampling (by agency and hierarchical level). In most agencies, samples were also drawn for agency subcomponents with 1,500 employees, or more. Samples were inflated to reflect an expected 40% response rate. Random sampling within each strata.Census basis to small and independent agencies (not specified).

Census basis

Random sampling within 3 regions.

Sample quotas for each survey instrument were set in proportion to the number of trainees attending the UCSB Training Institutes at the time that the survey was to take place.

REPRESENTATIVENESS

Yes Random sampling

Unclear

Not stated

Yes

Whether respondents representative of target population (through evidence on key observables or randomised)

Stratified sampling balanced on key observables

Voluntary participation but balanced on key observables (gender, ethnicity, education

level).

No

Not stated

Yes

Voluntary participation. Census with 68% response rate.

Yes

No Voluntary participation


Yes

Yes

No

Yes

Yes

No

Voluntary participation. As seen from the profile of the respondents, their proportion in sample (respondent base) broadly matched with their proportion in the total population.

Yes

Yes

Sample included a representative sample of low- and high-ranked employees.

Yes

No

Yes

Yes

Unclear

Abstracting from the potential bias that emerges from self-selection into the respondent sample, the size of the sample is, in principle, representative of all the staff in these locations. The samples are also representative for each of the four individual locations. The sample is also representative across grades 17- 19 (not for grades 20-21).

Yes

Yes Tolerated error of 3%

No

No

Ministry officials module: Sample was designed to be representative of each of the 9 performance categories and of each individual department. The department sample is thus a proportional sample where the proportions are based on the individual/bureau rating categories. Most of the departments surveyed had presence mainly in the NCR region. For departments with national coverage (DPWH, for example) we restricted the sample frame to the NCR, Cebu, and Davao regions, yielding large (but incomplete) coverage in these cases. Teachers module: Schools were representative of the collapsed performance category and proportionally sampled according to the distribution of the schools across the three regions.

No


Yes



No

Yes

Voluntary participation.Unable to evaluate the extent to which the sampling frame, recipient, or participant sample is representative of the global population because the true global population of development policymakers and practitioners is factually unobservable.

Yes

Yes

Compulsory participation .Representative sample of each of the identified structures of government, with minimum 5% participation at each hierarchichal level (decision-makers, managers, officials). Selected individuals who were unable to participate were replaced by an approved participant within the same hierarchical level or the one immediately below.

Designed to be representative at the national level



Yes

Represenativeness guaranteed in relation to:-institution size-georgraphical location-hierarchical level

Yes

Unclear


For public institutions, a representative sample of each of the foregoing institutions is needed, therefore, all hierarchical strata of the institution will be represented (minimum of 5% of each strata should be interviewed. Selected individuals who were unable to participate were replaced by an approved participant.

Representative of the country's bureaucracy. Did not try to make the public sector proportionally representative because given the overall number of targeted participants, it would result in very low numbers for certain sectors.

Yes

Unclear

Yes

Yes

Sample designed to be representative. Survey focused on areas of higher population density, thus there is a disproportionately high number of respondents in urban areas.

The sample is representative within each of these three categories: level of government, governmental bodies, officials' category.

Yes

Yes

Yes

Yes

Yes

Yes

Unclear Paper states respondent profile matched that of the sampling frame.

No

No

No

No

No

No

Voluntary participation.Survey was designed to be representative of Government-wide Federal employees as well as employees in individual Federal agencies and subagencies.



Voluntary participation (of agencies and employees within participant agencies)



No

Unclear



Unclear Voluntary participation


Yes

Yes



Survey sought the views of a representative sample of APS employees .

Survey sought the views of a representative sample of APS employees .


Yes

No

This sample could not be compared against the total population of the civil service as there were no official figures provided during the study of the demographic characteristics of the civil service. Therefore, survey results cannot be extrapolated to the total civil service population and selection bias for questions on recruitment.The survey tried to interview proportionally to the type of trainee that was attending the CICS. There were two lists given to MSR, one with female trainees and one with male trainees. It is also possible that some respondent demographics are over-represented.

ENUMERATION METHODOLOGY TYPICAL RESPONDENT

Means of key variables characterising respondent

Face-to-face interviews

Face-to-face interviews Not stated


Self-conducted online survey

General official, male, between forty and forty nine years of age, with a university degree. He worked in an organization under central administration, and had worked in that organization for less than four years.

Male, with high education, and had served in his present organization more than ten years.

42-year-old female, with graduate qualifications, working at the APS 6 level.




43 year-old female, with a bachelor degree, working at the APS 6 level.

Male, aged about 44, had graduated from college, was working in government for 18 years of which 6 years had been in his current position. His monthly salary was 7,238 Taka and had filed a wealth report with the National Board of Revenue.

Male, less than 39 years old, with college education, married, had joined his position less than a year ago, and expected to be in the private sector five years hence.


Self-conducted online survey Not stated


Not stated

Female, 40-49 years old, with a college degree and 10-15 years experience working in government. In 5 years time, most employees believed they would continue in their current organization.

Self-conducted online and paper-based surveys

Self-conducted online and paper-based surveys

Female, professional/ technical staff and with more than 16 years' experience working in government.

Face-to-face interviews Not Stated




Female between 45 and 55 years of age, with a school-leaving certificate and with 5-10 years experience. She is substantively appointed to her post, currently serving in a ministry or directorate, and in 5 years time expects to be working in a different position in the same organization. She has dependent children, has not received any training outside of her country, seemed sincere in her responses and cooperated with the surveyor.

Male, aged 50 or older, direct recruit in the service and with at least 12 years' experience in the service, and was in pay band 3 or 4. Belongs to the social category 'general' and has a Masters degree in humanities or law.



Married male, 40-49 years old, had graduated from college and was working in government for 10-15 years of which 5 had been spent in his current position. In 5 years time, the average respondent expects to be a public official in the same organization.



Male, in his early 40s, held a high school diploma, had occupied the same position for 5 years but did not expect to be in the same position in 5 years time.




Male, 40-50 years old, with a university degree, and had served in his present organization fewer than 3 years.


Self-conducted surveys Not stated





Face-to-face interviewsFemale, 45 years of age, higher education (post-graduate degree). Earns less than R$ 1.500,00, works in an administrative or operational role and has been working in the municipality for more than 2 years


Face-to-face interviews Support or auxiliary staff (lower ranks).





Male, in his mid forties, and attended university (undergraduate level).





Male, aged 40, with a medium-level education and working in provincial government.




Not stated The typical respondent was a white male, highly education and with a high compensation (over $100,000).



Not stated

Not stated





96% self-conducted online survey, 4% paper survey

97% self-conducted online survey, 3% paper survey

Female, aged between 40 and 49, based in the Australian Capital Territory.

The typical APS employee is a 43 year-old female, with graduate qualifications, working at the APS 6 level. The typical new starter in the APS this year is a 33 year-old female, with graduate qualifications, engaged at the APS 3 level.



Self-administered paper surveys

Self-administered paper and online surveys

60% were teachers, 12% technicians, and 9% supervisors (all non-gazetted civil servants); while 20% were gazetted civil servants (5% pre-service; 8% staff officers; 7% directors). Respondents were almost equally divided among four age groups: (1) 18-24 years old; (2) 25-29 years old; (3) 30-34 years old; and (4) 35+ years old; 75% were women, and 78% self-identified as being of Bamar ethnicity.

ORGANISATION IN CHARGE OF FIELDWORK NOTES

Sofres Ibope

ORIMA Research

Organisation responsible for implementation of fieldwork

Institute for Contemporary Studies (ISB) and the Albanian Center for Economic Research (ACER)

Caribbean Centre for Development Administration (CARICAD)

Restricted access to officials caught up in the budget exercise, and Easter festivities in the islands resulted in the actual number of responses from each country being slightly less than ideal samples suggested to CARICAD.

The survey responses were re-weighted to reflect the characteristics of the underlying population of APS employees (294 different weights applied).

ORC International

Encuestas y Estudios (E&E)

Team headed by Professor Muzaffar Ahmed of Dhaka University

The survey questionnaire was designed for administration to Class I i.e. 'higher category' civil servants only from ministries (departments and directorates) and from statutory bodies. However, during the survey the sample was extended to include district level officials and some officials not belonging to Class I. The available information does not permit analysis by classes of respondents.

While drawing the sample, 14 out of the15 organizations identified for the survey did not give E&E a list of employees to construct the sampling frame. As a result, E&E used the 1992 Public Employees Census as an initial database for constructing the sampling frame. As they obtained more accurate (but still partial) lists of agency employees, they corrected the original sampling frame. For this reason, they were not able to draw a probability sample, and they resorted to quota sampling (sampling based on certain pre-determined characteristics of the respondents such as gender, ethnicity, etc.).

Not stated

Statistics Canada

Statistics Canada

Re-weighting the respondents so that the respondent and population distributions have the same overall distribution with respect to the department/agency and the aggregate occupational group.


Colombian National Administrative Department of Statistics

Colombian National Administrative Department of Statistics

Public Service Management/Office of the President

Ministry of Personnel, Public Grievances and Pensions (GOI)

MenPan

InsightTwo separate questionnaires were administered to the two staff groups (general officials and heads of organisations). These covered similar topics.

Steadman Research Services

Survey is not conducted anonymously.

The three organizations sampled had been identified as special cases of interest. The regions sampled were identified to facilitate allocation of interviews using proportion-to-size method across the three organizations. Those officials who had been selected but could not be found/ reached, were substituted through random sampling.

Directorate of Government, Public Security and Justice Information (DGAIGSPIJ)

Not stated

World Bank

Team led by Dan Rogger from University College London.

Reasons for non-participation included: staff were on long leave, away for training, simply not at work at the time of the survey, on field assignment, or disinterested.

World Bank

Gallup Organization Romania

Survey was conducted in collaboration with the Department of Budget and Management and the Inter-Agency Task Force (IATF) on government performance.





ORC International Weighted

United States Office of Personnel Management Weighted



OPW (Czech Republic and Slovakia), CSD (Bulgaria) and USM (Ukraine)

Survey of officials down-weighted from 1307 to 1200, weighting only used on the officials' dataset. Dataset is down-weighted to 20 officials each of the 15 officials' sub-categories, as the Czechs, Slovaks and Bulgarians 'over fulfilled' their quotas.

Princeton Survey Research Center Post-stratification weights (sample-balance)

NORC (University of Chicago )

Vox Populi

Two-stage weighting scheme.Sample sizes vary by country. Overall very small samples: 24-196, including survey's entire population of interest (host government and development partner officials, civil society leaders, private sector representatives, and independent experts). Breakdown details not available.

CIALE

Comité de Suivi de l’Enquête, Government of Burundi.

Pilot project cinducted prior to implementation of survey to all public officials to test the survey instrument (25 public officials participated).

StatView

BRIDES

MERCAPLAN Weighted by city, hierarchical level and institution.

Cassals & Associates

Not stated

Governance Baseline Survey Team (GBST), Government of Zambia

Survey instruments were pre-tested on 15 public officials.

The Government of Mauritania, launched the Mauritania Sectoral Governance Diagnostic in November 2007. By the spring of 2008, a local private statistical firm had been selected to conduct 3 surveys (household, enterprise and public official). In early August 2008, in the midst of the first data collection (of enterprises), the country experienced a coup d’état. Fortunately, the enterprise data collection was completed, but the political volatility made collection of household and public officials’ data impossible. The project was put on hold in the midst of the political uncertainty. In late spring 2009, a decision was made to finalize and close out the project. A final report was submitted in May 2009 summarizing the results of the enterprise data collection.

Survey instruments were pre-tested on 15 public officials.

Not stated

Not stated

Center forDemocracy and Development (Ghana)

VAT service and Bank of Ghana refused to cooperate by providing lists of their employees in order for them to be given the chance to be included in the study through random sampling method. A significant number of institutions in Accra (selected for the study) owned and/ or headed by expatriates adopted subtle methods to decline participation. Some individual respondents were reluctant to participate in the survey because they felt uncomfortable with the reactions of management.

National Consulting Center (Colombia)

Center for Urban and Regional Sociology

AMAN Coalition and the Palestinian Central Bureau of Statistics

Lack of documentation regarding non-response cases (number and reasons).

Not stated

Apoyo

Not stated

Department for Statistics, Surveys and Censuses (Paraguay)

All public officials in some government bodies, like in the case of the Health Ministry, the Supreme Court, the Superior Court and EsSalud, refused to participate in the survey, despite the official support of the Ministry of Justice.

NASP-IV is the fourth wave of the National Administrative Studies Project. The NASP I-IIIaves survey public officials from different sectors/ levels, and cover different topics.







Because of the differing response rates among the various demographic groups completing the survey, the data were weighted to further ensure that the results are statistically unbiased.










ORC International

ORC International

ORIMA Research

ORIMA Research



Because of the use of stratified random sampling in the 2010 employee survey, survey weights must be applied to analyse the data correctly.

Statistics Canada

World Bank

Myanmar Survey Research


Randomized controlled trial.

The survey is conducted on behalf and under the auspices of the Ministry for Economic Development of the Russian Federation. The project is being implemented by a number of organizations, including the World Bank and the Center for Sociological Studies of the Moscow State University. Theme of the survey – peculiarities of self-governance in Russia.

UNDP initiative. In addition authors organized 12 Focus Group Discussions that gathered approximately 150 participants

Survey Country Topic Sub-topic


NGA.566 Nigeria

Abou

t res

pond

ent

Age

Civi

l Ser

vant

Sur

vey

Nig

eria

GenderMarital status

Education

EthnicityReligion

Political affiliationFamily

Location

Abou

t pos

ition

Connections

Position

Years in position/ organisation

Level

Department/ branch

Joining

Staying

Career path

Previous employmentJob satisfaction

Job description/ performanceWork-life balance

Motivation

Abou

t org

anisa

tion

Profile

Civi

l Ser

vant

Sur

vey

Nig

eria

Abou

t org

anisa

tion

Institutional evaluation

ComparisonEnvironment

Processes and proceduresTargets and goals

Guidelines/ regulationsFunding/ budgeting

PlanningEnforcement and monitoring

Employee contribution

ManagementDirect manager

Organisation's management

Team

Work group environment

Relationship with colleagues

Evaluation of staff

Resources

Learning and developmentInformation

SupportHuman/ staffingMaterial/ space

HR management

RecruitmentPerformance evaluation

RewardsPromotion

Punishment/ sanctionsFair treatment

Diversity and inclusionIrregular practices/ corruption

Pay and benefits

SalaryAllowance

LeaveIncome

NewOngoing

Potential/ hypothetical

Service delivery

Public participation

Interaction with the public

Evaluation of programmes/ policy

Civi

l Ser

vant

Sur

vey

Nig

eria

Service delivery

Interaction with other officials

Interaction with other dept/org

Interaction with contractors/ suppliers

Interaction with the private sector

Irregular practices/ corruption

Accountability

Socio-political issuesSocio-economic issues

Survey specific


IDN.360 Indonesia

Abou

t res

pond

ent

Age

Publ

ic E

mpl

oyee

Sur

vey

of B

urea

ucra

cy R

efor

mIn

done

sia


EducationEthnicityReligion


Location

Abou

t pos

ition

Connections Position


Level

Department/ branchJoiningStaying

Career pathPrevious employment

Job satisfactionJob description/ performance

Work-life balanceMotivation

Abou

t org

anisa

tion

Profile

Evaluation of socio-politico-economic issues

Publ

ic E

mpl

oyee

Sur

vey

of B

urea

ucra

cy R

efor

mIn

done

sia

Abou

t org

anisa

tion


Comparison

EnvironmentProcesses and procedures

Targets and goalsGuidelines/ regulations

Funding/ budgetingPlanning

Enforcement and monitoring




Team

Work group environmentRelationship with colleagues

Evaluation of staff

Resources



HR management

Recruitment

Performance evaluationRewards

Promotion

Punishment/ sanctions

Fair treatmentDiversity and inclusion


Pay and benefits

SalaryAllowance

Leave

Publ

ic E

mpl

oyee

Sur

vey

of B

urea

ucra

cy R

efor

mIn

done

sia

Pay and benefits

Income

NewOngoing


Service delivery

Public participationInteraction with the public

Interaction with other officialsInteraction with other dept/org

Interaction with contractors/ suppliersInteraction with the private sector


AccountabilitySocio-political issues

Socio-economic issuesSurvey specific


PHL.608 Philippines

Abou

t res

pond

ent

Age

Phili

ppin

es P

ublic

Sec

tor S

urve

yPh

ilipp

ines




Location

Abou

t pos

ition



LevelDepartment/ branch

Joining

StayingCareer path

Previous employment



Phili

ppin

es P

ublic

Sec

tor S

urve

yPh

ilipp

ines

Abou

t pos

ition

Job satisfaction

Job description/ performance


Abou

t org

anisa

tion

Profile Institutional evaluation

Comparison

EnvironmentProcesses and procedures







Team


Evaluation of staff

Resources



HR management

Recruitment

Performance evaluation

Rewards

Promotion


Fair treatment

Phili

ppin

es P

ublic

Sec

tor S

urve

yPh

ilipp

ines

HR management


Pay and benefits

SalaryAllowance

Leave

Income

New

OngoingPotential/ hypothetical

Service delivery




Irregular practices/ corruptionAccountability


Survey specific


COL.170 Colombia

Abou

t res

pond

ent

Age

Nati

onal

Sur

vey

on In

stitu

tiona

l Env

ironm

ent a

nd P

erfo

rman

ceCo

lom

bia




Location

Abou

t pos

ition


Years in position/ organisationLevel



Nati

onal

Sur

vey

on In

stitu

tiona

l Env

ironm

ent a

nd P

erfo

rman

ceCo

lom

bia

Abou

t pos

ition Department/ branch

JoiningStaying




Abou

t org

anisa

tion

Profile


Comparison

Environment

Processes and procedures

Targets and goals

Guidelines/ regulations

Funding/ budgeting





TeamWork group environment

Relationship with colleaguesEvaluation of staff

Resources

Learning and development

InformationSupport

Human/ staffing

Material/ space

Nati

onal

Sur

vey

on In

stitu

tiona

l Env

ironm

ent a

nd P

erfo

rman

ceCo

lom

bia

HR management

Recruitment


PromotionPunishment/ sanctions



Pay and benefits

SalaryAllowance

LeaveIncome

New


Service delivery




Interaction with the private sectorIrregular practices/ corruption

Accountability


Survey specific


ALB.008 Albania

Abou

t res

pond

ent

Age

Publ

ic O

ffici

als'

Surv

eyAl

bani

a


EducationEthnicity



Publ

ic O

ffici

als'

Surv

eyAl

bani

a

Abou

t res

pond

ent

ReligionPolitical affiliation

FamilyLocation

Abou

t pos

ition




JoiningStaying




Abou

t org

anisa

tion

Profile


Comparison

Environment



Funding/ budgeting







Publ

ic O

ffici

als'

Surv

eyAl

bani

a

Resources



HR management

Recruitment


Rewards

Promotion




Pay and benefits

SalaryAllowance

LeaveIncome

New

Ongoing


Service delivery






Survey specific


PAK.586 Pakistan

Abou

t res

pond

ent

Age

Paki

stan

FBR

Sta

ff Su

rvey

201

4Pa

kist

an

Gender



Paki

stan

FBR

Sta

ff Su

rvey

201

4Pa

kist

an

Abou

t res

pond

ent

Marital statusEducationEthnicityReligion


Location

Abou

t pos

ition




JoiningStaying


Job satisfaction



Abou

t org

anisa

tion

Profile


Comparison

Environment





Management

Direct manager

Paki

stan

FBR

Sta

ff Su

rvey

201

4Pa

kist

anManagement


Team


Evaluation of staff

Resources



HR management

Recruitment


Rewards


Fair treatment


Pay and benefits

SalaryAllowance

Leave

Income

NewOngoing


Service delivery






Paki

stan

FBR

Sta

ff Su

rvey

201

4Pa

kist

an

Socio-political issues

Socio-economic issues

Survey specific


ATG.028Antigua & Barbuda

Abou

t res

pond

ent

Age

Antig

ua &

Bar

buda




Location

Abou

t pos

ition




Career path



Motivation

Abou

t org

anisa

tion

Profile


Comparison

Environment


Publ

ic O

ffici

als'

Surv

ey -

Antig

ua &

Bar

buda

, Dom

inic

a, G

rena

da, S

t Kitt

s & N

evis,

St L

ucia

, and

St V

ince

nt &

the

Gren

adin

es

Antig

ua &

Bar

buda

Abou

t org

anisa

tion


Targets and goals


Funding/ budgeting

Planning



Management

Direct manager




Resources


Information

Support

Human/ staffing

Material/ space

HR management

Recruitment


RewardsPromotion

Publ

ic O

ffici

als'

Surv

ey -

Antig

ua &

Bar

buda

, Dom

inic

a, G

rena

da, S

t Kitt

s & N

evis,

St L

ucia

, and

St V

ince

nt &

the

Gren

adin

es

Antig

ua &

Bar

buda

HR management




Pay and benefits

Salary

AllowanceLeave

IncomeNew

Ongoing


Service delivery









Survey specific


ARG.032 Argentina

Abou

t res

pond

ent

Age

Publ

ic O

ffici

als'

Surv

ey -

Arge

ntina

Arge

ntina



Publ

ic O

ffici

als'

Surv

ey -

Antig

ua &

Bar

buda

, Dom

inic

a, G

rena

da, S

t Kitt

s & N

evis,

St L

ucia

, and

St V

ince

nt &

the

Gren

adin

es



Publ

ic O

ffici

als'

Surv

ey -

Arge

ntina

Arge

ntina

Abou

t res

pond

ent


Location

Abou

t pos

ition




JoiningStaying


Job satisfaction



Abou

t org

anisa

tion

Profile


Comparison

Environment



Funding/ budgeting







Publ

ic O

ffici

als'

Surv

ey -

Arge

ntina

Arge

ntina

TeamEvaluation of staff

Resources



HR management

Recruitment


RewardsPromotion




Pay and benefits

SalaryAllowance

LeaveIncome

NewOngoing


Service delivery






Survey specific


BGD.050 Bangladesh

Abou

t res

pond

ent

Age

Publ

ic O

ffici

als'

Surv

ey -

Bang

lade

shBa

ngla

desh




Publ

ic O

ffici

als'

Surv

ey -

Bang

lade

shBa

ngla

desh

Abou

t res

pond

ent

Education

EthnicityReligion


Location

Abou

t pos

ition




JoiningStaying

Career path

Previous employment

Job satisfaction



Abou

t org

anisa

tion

Profile

Institutional evaluationComparison

Environment


Targets and goals


Publ

ic O

ffici

als'

Surv

ey -

Bang

lade

shBa

ngla

desh

Abou

t org

anisa

tion

Funding/ budgeting

Planning



Management

Direct managerOrganisation's management



Resources



HR management

Recruitment


Rewards

Promotion




Pay and benefits

Salary

AllowanceLeave

Income

NewOngoing


Service delivery



Publ

ic O

ffici

als'

Surv

ey -

Bang

lade

shBa

ngla

desh

Service delivery







BOL.068 Bolivia

Abou

t res

pond

ent

Age

Publ

ic O

ffici

als'

Surv

ey -

Boliv

iaBo

livia


Education

EthnicityReligion

Political affiliation

Family

Location

Abou

t pos

ition

Connections

Position



Career path





Publ

ic O

ffici

als'

Surv

ey -

Boliv

iaBo

livia

Abou

t org

anisa

tion

Profile


Comparison

Environment










Resources


InformationSupport

Human/ staffingMaterial/ space

HR management

Recruitment


Rewards

Promotion


Fair treatment

Diversity and inclusion

Publ

ic O

ffici

als'

Surv

ey -

Boliv

iaBo

livia

HR management


Pay and benefits

Salary

AllowanceLeave

Income

NewOngoing


Service delivery






Survey specific


BGR.100 Bulgaria

Abou

t res

pond

ent

Age

Publ

ic O

ffici

als'

Surv

ey -

Bulg

aria

Bulg

aria




Location

Abou

t pos

ition






Publ

ic O

ffici

als'

Surv

ey -

Bulg

aria

Bulg

aria

Abou

t pos

ition

JoiningStaying

Career path

Previous employment

Job satisfaction



Abou

t org

anisa

tion

Profile


Comparison

Environment



Funding/ budgeting







Resources


Information

Publ

ic O

ffici

als'

Surv

ey -

Bulg

aria

Bulg

aria

Resources


HR management

Recruitment


Rewards

Promotion




Pay and benefits

SalaryAllowance

LeaveIncome

NewOngoing


Service delivery






Survey specific


GUY.328 Guyana

Abou

t res

pond

ent

Age

Publ

ic O

ffici

als'

Surv

ey -

Guya

naGu

ayan

a




Publ

ic O

ffici

als'

Surv

ey -

Guya

naGu

ayan

a

Abou

t res

pond

ent

Education

EthnicityReligion


Family

Location

Abou

t pos

ition




JoiningStaying

Career path

Previous employment

Job satisfaction



Abou

t org

anisa

tion

Profile


Comparison

Environment


Targets and goals


Publ

ic O

ffici

als'

Surv

ey -

Guya

naGu

ayan

a

Abou

t org

anisa

tion

Funding/ budgeting







Resources


InformationSupport

Human/ staffing

Material/ space

HR management

Recruitment


Rewards

Promotion




Pay and benefits

Salary

AllowanceLeave

Income

Publ

ic O

ffici

als'

Surv

ey -

Guya

naGu

ayan

a

NewOngoing


Service delivery






Survey specific


Indonesia

Abou

t res

pond

ent

Age

Publ

ic O

ffici

als'

Surv

ey -

Indo

nesia

Indo

nesia


Education

EthnicityReligion


Family

Location

Abou

t pos

ition




JoiningStaying



IDN.360_2

Publ

ic O

ffici

als'

Surv

ey -

Indo

nesia

Indo

nesia

Abou

t pos

ition

Career path

Previous employment

Job satisfaction


Work-life balance

Motivation

Abou

t org

anisa

tion

Profile


Comparison

Environment



Funding/ budgeting







Resources


InformationSupport

Publ

ic O

ffici

als'

Surv

ey -

Indo

nesia

Indo

nesia

Resources


HR management

Recruitment


Rewards

Promotion




Pay and benefits

Salary

AllowanceLeave

Income

NewOngoing


Service delivery






Survey specific


KEN.404 Kenya

Abou

t res

pond

ent

Age

Publ

ic O

ffici

als'

Surv

ey -

Keny

aKe

nya





Publ

ic O

ffici

als'

Surv

ey -

Keny

aKe

nya

Abou

t res

pond

ent


Location

Abou

t pos

ition







Abou

t org

anisa

tion


Comparison

Environment



Funding/ budgeting







Resources


Information

Publ

ic O

ffici

als'

Surv

ey -

Keny

aKe

nya

ResourcesSupport

Human/ staffing

Material/ space

HR management

Recruitment


Rewards

Promotion




Pay and benefits

SalaryAllowance

LeaveIncome

NewOngoing


Service delivery







Survey specific


MDA.498 Moldova

Abou

t res

pond

ent

Age

Publ

ic O

ffici

als'

Surv

ey -

Mol

dova

Mol

dova

Gender



Publ

ic O

ffici

als'

Surv

ey -

Mol

dova

Mol

dova

Abou

t res

pond

ent Marital status

Education

EthnicityReligion


Location

Abou

t pos

ition



Department/ branch

Joining

Staying

Career path




Abou

t org

anisa

tion


Comparison

Environment



Funding/ budgeting







Publ

ic O

ffici

als'

Surv

ey -

Mol

dova

Mol

dova

TeamEvaluation of staff

Resources



HR management

Recruitment


Rewards

Promotion




Pay and benefits

SalaryAllowance

Leave

Income

NewOngoing


Service delivery






Survey specific




GAC International

Abou

t res

pond

ent

AgeGA

C Pu

blic

Offi

cial

s Sur

vey

Inte

rnati

onal


Education

EthnicityReligion


LocationAb

out p

ositi

on

Connections

Position



JoiningStaying

Career path

Previous employment

Job satisfaction



Abou

t org

anisa

tion

Profile


Comparison

GAC

Publ

ic O

ffici

als S

urve

y In

tern

ation

al

Abou

t org

anisa

tion

Environment


Targets and goals


Funding/ budgeting





Team


Evaluation of staff

GAC

Publ

ic O

ffici

als S

urve

y In

tern

ation

alResources


Information

SupportHuman/ staffing

Material/ space

HR management

Recruitment


RewardsPromotion




Pay and benefits

Salary

AllowanceLeave

Income

NewOngoing


GAC

Publ

ic O

ffici

als S

urve

y In

tern

ation

alPotential/ hypothetical

Service delivery





Accountability



Survey specific


Ukraine, Bulgar

Abou

t res

pond

ent

Age

Copi

ng W

ith G

over

nmen

tU

krai

ne, B

ulga

ria, S

lova

kia

and

the

Czec

h Re

publ

ic


Education

Ethnicity

Religion




UKR.BUL.SVK.CSK.

Copi

ng W

ith G

over

nmen

tU

krai

ne, B

ulga

ria, S

lova

kia

and

the

Czec

h Re

publ

ic

Abou

t res

pond

ent

FamilyLocation

Abou

t pos

ition




Career path



Motivation

Abou

t org

anisa

tion


Comparison

Environment




Enforcement and monitoringEmployee contribution





Resources


InformationSupport

Copi

ng W

ith G

over

nmen

tU

krai

ne, B

ulga

ria, S

lova

kia

and

the

Czec

h Re

publ

ic

Resources

Human/ staffing

Material/ space

HR management


RewardsPromotion



Pay and benefits

Salary

AllowanceLeave

Income

NewOngoing


Service delivery






Copi

ng W

ith G

over

nmen

tU

krai

ne, B

ulga

ria, S

lova

kia

and

the

Czec

h Re

publ

ic

Service delivery


Accountability



Survey specific


USA.840 US

Abou

t res

pond

ent

Age

Fede

ral E

mpl

oyee

Vie

wpo

int S

urve

yU

S




Location

Abou

t pos

ition





Job satisfaction


Fede

ral E

mpl

oyee

Vie

wpo

int S

urve

yU

S

Abou

t pos

ition



Abou

t org

anisa

tion




Targets and goals


Planning



Management

Direct manager




Resources


Information

Support

Human/ staffing

Fede

ral E

mpl

oyee

Vie

wpo

int S

urve

yU

S

Resources

Material/ space

HR management

Recruitment


Rewards

Promotion




Pay and benefits

Salary

AllowanceLeave

IncomeNew


Service delivery






Survey specific


GBR.826 UK

Abou

t res

pond

ent

Age

Civi

l Ser

vice

Peo

ple

Surv

ey (C

SPS)

UK

Gender



Civi

l Ser

vice

Peo

ple

Surv

ey (C

SPS)

UK

Abou

t res

pond

ent

Marital statusEducationEthnicityReligion


Location

Abou

t pos

ition





Job satisfaction


Work-life balance

Motivation

Abou

t org

anisa

tion

Profile


Comparison

Environment


Targets and goals



Civi

l Ser

vice

Peo

ple

Surv

ey (C

SPS)

UK

Abou

t org

anisa

tion


Management

Direct manager




Resources


InformationSupport


HR management

Recruitment


RewardsPromotion



Pay and benefits

Salary

AllowanceLeave

Income

Civi

l Ser

vice

Peo

ple

Surv

ey (C

SPS)

UK

NewOngoing


Service delivery






Survey specific


INT_1 International

Abou

t res

pond

ent

Age

2014

Ref

orm

Effo

rts S

urve

yIn

tern

ation

al


Education

EthnicityReligion


Location

Abou

t pos

ition




JoiningStaying

Career path

Previous employment

Job satisfaction


Work-life balance



2014

Ref

orm

Effo

rts S

urve

yIn

tern

ation

al

Motivation

Abou

t org

anisa

tion

Profile


Comparison

Environment









Resources



HR management


RewardsPromotion



Pay and benefits

SalaryAllowance

LeaveIncome

2014

Ref

orm

Effo

rts S

urve

yIn

tern

ation

al

New


Service delivery







Survey specific


CAN.124 Canada

Abou

t res

pond

ent

Age

Publ

ic se

rvic

e Em

ploy

ee S

urve

y (P

SES)

Cana

da


Education

EthnicityReligion


Location

Abou

t pos

ition

Connections

Position



Publ

ic se

rvic

e Em

ploy

ee S

urve

y (P

SES)

Cana

da

Abou

t pos

ition


Level

Department/ branch

JoiningStaying


Job satisfaction


Work-life balance

Motivation

Abou

t org

anisa

tion


Comparison

Environment





Publ

ic se

rvic

e Em

ploy

ee S

urve

y (P

SES)

Cana

daManagement

Direct manager




Resources


InformationSupport

Human/ staffing

Material/ space

HR management

Recruitment


Rewards


Fair treatment



Pay and benefits

SalaryAllowance

LeaveIncome

Publ

ic se

rvic

e Em

ploy

ee S

urve

y (P

SES)

Cana

da

NewOngoing


Service delivery






Survey specific


MEX.484 Mexico

Abou

t res

pond

ent

Age

Nati

onal

Gov

ernm

ent S

urve

y- E

xecu

tive

Auth

ority

Mex

ico




Location

Abou

t pos

ition









Nati

onal

Gov

ernm

ent S

urve

y- E

xecu

tive

Auth

ority

Mex

ico

Abou

t org

anisa

tion

Profile

Institutional evaluationComparisonEnvironment



Planning






Resources


Information

SupportHuman/ staffing

Material/ space

HR management


Rewards

Nati

onal

Gov

ernm

ent S

urve

y- E

xecu

tive

Auth

ority

Mex

ico

HR managementPromotion



Pay and benefits

SalaryAllowance

LeaveIncome

NewOngoing


Service delivery







Survey specific


USA

Abou

t res

pond

ent

Age

Surv

ey o

n th

e Fu

ture

of G

over

nmen

t Ser

vice

USA




Location

Abou

t pos

ition





USA.840_2

Surv

ey o

n th

e Fu

ture

of G

over

nmen

t Ser

vice

USA

Abou

t pos

ition


Joining

Staying

Career path




Abou

t org

anisa

tion

Profile




Targets and goals





Surv

ey o

n th

e Fu

ture

of G

over

nmen

t Ser

vice

USA

Management Organisation's management



Resources



HR management


RewardsPromotion



Pay and benefits

SalaryAllowance

LeaveIncome

NewOngoing


Service delivery






Survey specific


RUS.643 Russia

Abou

t res

pond

ent

Age

Char

acte

ristic

s of L

ocal

Gov

erna

nce

Refo

rm in

Rus

siaRu

ssia


Education

EthnicityReligion



Char

acte

ristic

s of L

ocal

Gov

erna

nce

Refo

rm in

Rus

siaRu

ssia

Abou

t res

pond

ent


Family

Location

Abou

t pos

ition

Connections

Position



JoiningStaying

Career path

Previous employment

Job satisfaction



Abou

t org

anisa

tion

Profile


Comparison

Environment



Char

acte

ristic

s of L

ocal

Gov

erna

nce

Refo

rm in

Rus

siaRu

ssia

Abou

t org

anisa

tion

Funding/ budgeting







Resources



HR management

Recruitment





Pay and benefits

Salary

AllowanceLeave

Income

New


Char

acte

ristic

s of L

ocal

Gov

erna

nce

Refo

rm in

Rus

siaRu

ssia

Ongoing


Service delivery







Accountability



Survey specific




MMR.104 Myanmar

Abou

t res

pond

ent

Age

Mya

nmar




Location

Abou

t pos

ition







Abou

t org

anisa

tion


Comparison

Environment









Perc

eptio

n Su

rvey

on

‘Eth

ics,

Equ

al O

ppor

tuni

ties a

nd M

erito

crac

y in

the

Mya

nmar

Civ

il Se

rvic

e’e

Refo

rm in

Rus

sia

Mya

nmar Resources


Information


HR management

Recruitment


Rewards

Promotion


Fair treatment


Pay and benefits

SalaryAllowance

LeaveIncome

NewOngoing


Service delivery



Perc

eptio

n Su

rvey

on

‘Eth

ics,

Equ

al O

ppor

tuni

ties a

nd M

erito

crac

y in

the

Mya

nmar

Civ

il Se

rvic

e’e

Refo

rm in

Rus

sia


Mya

nmar

Service deliveryInteraction with contractors/ suppliers

Interaction with the private sector





EU_1 Europe

Abou

t res

pond

ent

Age

Euro

pe


Education

EthnicityReligion


Location

Abou

t pos

ition




JoiningStaying

Career path

Previous employment


Work-life balance

Motivation

Abou

t org

anisa

tion

Profile

Perc

eptio

n Su

rvey

on

‘Eth

ics,

Equ

al O

ppor

tuni

ties a

nd M

erito

crac

y in

the

Mya

nmar

Civ

il Se

rvic

e’e

Refo

rm in

Rus

sia


Coor

dina

ting

for C

ohes

ion

in th

e Pu

blic

Sec

tor o

f the

Fut

ure

(CO

COPS

) and

M

erito

crac

y in

the

Mya

nmar

Civ

il Se

rvic

e’e

Refo

rm in

Rus

sia

Euro

pe

Abou

t org

anisa

tion Institutional evaluation










Resources



HR management


RewardsPromotion



Pay and benefits

SalaryAllowance

LeaveIncome

New

Ongoing


Service delivery




Interaction with contractors/ suppliersInteraction with the private sectorCo

ordi

natin

g fo

r Coh

esio

n in

the

Publ

ic S

ecto

r of t

he F

utur

e (C

OCO

PS) a

nd

Mer

itocr

acy

in th

e M

yanm

ar C

ivil

Serv

ice’

e Re

form

in R

ussia


Euro

pe

Service delivery




Coor

dina

ting

for C

ohes

ion

in th

e Pu

blic

Sec

tor o

f the

Fut

ure

(CO

COPS

) and

M

erito

crac

y in

the

Mya

nmar

Civ

il Se

rvic

e’e

Refo

rm in

Rus

siaEvaluation of socio-politico-

economic issues

General description

General description

-1-

2

11-1 Employment in Federal Service (1)-

5

-

2

1 SGL (1)

2

3

-

12

2 Past employers (2)1 Current posting2 Effective training (2)--

16

Number of questions

Number of questions

Level (1)Institution (1)

Family connections (1)Prior relationships (2)Networks (1)Favourable connections (1)

Service (1)Organisation (1)

Cadre (1)LGA (1)

Process (1)Reasons (1)Influence (1)

Personal control (5)Transfers (3)Special requests (1)Future career path (3)

GP election year (1)GP chairperson (2)GP activities (4)Committees (2)N. of schools (1)N. of GP members (1)GP member characteristics (2)GP members' children (3)

7

---------1 Amount of supervision (1)1 Employee involvement by management (1)1 Composition of work teams (1)

1

--------------1 Salary adequacy---1 Project failure (1)-1 Spending priorities (1)-

5

Quality of school (2)Teacher absenteeism (2)Teacher contracting (2)Evaluation of GP (1)

Interaction among colleagues (1)

Project success (2)Engagement with community (1)Implementation (1)Service users (1)

4

3

5

1 Experience with private sector (1)

3

2

---

General description

11-1 Level (1)-------

2

2

1 K/L (1)1 Attractiveness to top graduates (1)---1 Pride (1)1 K/L regulation enforcement (1)---

Lobbying (1)Project success (2)Open discussions (1)

Project success (2)Enagement with other groups (1)

Project delays (2)Project success (2)Role of contractors/ suppliers (1)

Political influence (1)Open communication (1)Sharing benefits (1)

Challenges (1)Personal accountability (1)

Number of questions

Civil service (1)K/L (1)

Rank in Golongan (1)Grade in BR allowance scheme (1)

-

2

1 K/L workload (1)-----

2

--2 Management's focus (2)--

8

-----

4

-1 Basis of rewards (1)1 Reasons for promotion (1)

5

2 Fair pay (2)---2 Receipt of BR allowance (2)-

K/L to private sector (1)K/Ls (1)

Implementation of policies (1)Monitoring hours worked (1)

K/L employee contributions (1)Accepting change (1)Trustworthiness (2)Use of working hours (1)Extra-official hours (1)Hours worked (2)

Quality of candidates (2)Selection (2)

Types of punishment (1)Reasons for punishment (2)Witholding of BR allowance (1)Removal of staff (1)

5

4 Evaluation of BR allowance (4)----1 Delays in responding to minister requests (1)---

2

----

General description

1111 Level (1)-------

3

1 Salary grade (1)1 Department (1)

4

1 Retaining staff (1)1 Promotion (1)2 Past employment in service (1)

Income before BR allowance (1)Income relative to others (2)Higher officials' income (1)K/L total income (1)

Level of compliance (1)Reasons for non-compliance (1)

Number of questions

Civil service (1)Department (1)Service (1)

Recommending department (1)Reasons for joining (1)Dept attraction to top graduates (1)Public sector attraction to top graduates (1)

-

4

---1 Performance rating (1)

3

1 Workload (1)-2 Quality of target-setting (2)---

2

1 Discrepancies in contribution (1)1 Objective evaluation (1)

2

--

5

-----2 Selection criteria (2)

5

2

3

3

2 Favouritism (2)

Knowledge on promotions (1)Knowledge on regulation enforcement (1)Performance ratings (2)

Department to private sector (1)Departments (1)Salary in private sector (1)

Regulatory decisions (1)Compliance (1)

Management focus (1)Target-setting (1)

Trustworthiness (2)Hours worked (2)Use of working hours (1)

Evaluation process (2)Openness (1)Defining performance measures (1)Objective target-setting (1)

Evaluation of PBB system (1)Types of rewards (1)

Promotion criteria (2)Political influence (1)

Receiving sanctions (2)Types of santion/ punishment (1)

--1 Satisfaction with salary (1)1 Significance of PBB allowance (1)-

2

18

-1 Potential changes to PBB system (1)--1 Frequency of interaction with government employees (1)---1 Political influence (1)----

General description

-------------

Higher officials' income (1)Public employment total income (1)

Evaluation of PBB ranking system (1)Policy effect on workload (1)Policy effect on hours worked (2)Policy effect on management (2)Policy effect on motivation (3)Policy effect on relationships (4)Policy effect on processes (3)Timing of changes (1)Reasons for policy change (1)

Number of questions

--1 Reasons for staying in position (1)---1 Involvement in budget (1)---

2

-

6

-

4

1 Internal guidelines (1)

6

1 Organisational planning (1)1 Monitoring of activities (1)1 Impact on strategic activities (1)--

3

-1 Employee conduct (1)

4

---

4

Institutional evaluation (1)Governor Mayor's management (1)

Influences on organisation (1)Reporting irregular practices (2)Knowledge of national policy (1)Information sharing (2)

Achievement of gargets (2)Review of targets (1)Monitoring of targets (1)

Planning (3)Implementation (2)Management (1)

Relationships (2)Conflict resolution (1)

Effectiveness (1)Impact on objectives (1)Promotion of opportunities (2)

Tools (1)Technology (1)Space (1)Facilities (1)

2

2 Evaluation of performance appraisal system (2)-1 Nature of promotions (1)-2 Inappropriate behaviour (2)-

2

----

3

--1 Level of public participation (1)--1 External policy (1)

4

-1 Requesting favours/ gifts (1)

5

---

General description

11-1 Level (1)-

Discretionary appointments (1)Contractor staff (1)

Types of practices (1)Reasons behind irregular practices (1)

Prevalence of irregular practices (1)Accountability measures (1)Organisational performance (1)

Favouritism (1)Payments (1)Nature of procurement services (1)Knowledge of processes (1)

Knowledge of procedures (1)Participation in procedures (1)Information sharing (1) Impact of procedures (1)Strategy of accountability (1)

Number of questions

-----1 Current position (1)

3

-1 Level of public administration (1)1 Reasons for joining (1)-1 Future employment (1)--1 Control over personnel management (1)---

3

-

2

1 Authority over budget changes (1)1 Strategy clarity (1)

5

19

-4 Expenditure monitoring (4)--1 Employee suggestions (1)--2 Quality of staff (2)

Position (1)Budget instituion (1)Public administration (1)

Best performing organisations (2)Sanctions for underperformance (1)

Communication (1)Knowledge of government submissions (1)

Written guidelines (2)Personnel management guidelines (1)Implementation (2)

Consistency (1)Prioritising (1)Formulating the budget (6)Implementing the budget (1)Budget management (4)Discrepancies (3)Budgetary planning requirements (3)

2 Training opportunities (2)----

7

5

2

-

2

---1 Compensation (1)--1 Total annual earnings (1)

2

-

4

-1 Complaints (1)-1 Budget management (1)-------

General description

11

Advertising (3)Written guidelines (2)Recruitment practices (1)Selection criteria (1)

Performance evaluation process (2)Performance standards (2)Attestation (1)

Rewarding performance (1)Type of rewards (1)

Dismissal (1)Appealing sanctions (1)

Administration Reform Strategy (1)Change in government (1)

Budget performance (1)Public administration performance (3)

Number of questions

-1 Level (1)------1 Department (1)

5

1 Current grade (1)-1 Attractiveness to top graduates (1)---1 Pride (1)

5

---

3

2

2

-----1 Hiring of outside specialists (1)

2

-

Grade (1)Civil service (1)FBR (1)Current position (1)Current manager (1)

Input into job description (1)Autonomy (1)Authority (1)Experience with tax regulation enforcement (1)Change in tasks and responsibilities (1)

Well functioning (FBR) (1)Development of efficiency outcomes (1)Cross-disciplinary knowledge (1)

Relative to private sector firms (1)Overall prestige (1)

Development of demands on the staff (1)Development of work effort (1)

Overachievement (1)Staff input into the reform process (1)

8

--

5

--2 Support for reform implementation (2)-1 Implementation of changes (1)

5

-

3

1 Meritocratic promotion decisions (1)2 Meritocracy (2)

2

-----

3

1 Knowledge of and agreement with reform agenda (1)---2 Compliance with tax regulations (2)------

Country's interests (1)Benefit of the country (1)Implementation of reforms (1)Removing of inefficient senior staff (1)Autonomy (4)Tenure (1)

Willingness to accept change (3)Trustworthiness (1)Working hours (2)

Quality of staff (3)Selection process (2)

Meritocratic awarding (2)Unjustified rewards (1)

Payment compared to other staff in the FBR (1)Payment compared to staff in other ministries (1)

Relative standard of living (1)Income of higher officials (1)Total household income (1)

-

3

General description

--------------1 Reasons (1)-

2

-1 General satisfaction (1)--

-

11

3

4

Impact of revenues on welfare (2)Formulation and implementation of policies (1)

Number of questions

Job security (1)Job opportunities (1)

Delegation of government functions (3)Ineffective planning functions (1)Public expenditure (3)Metting expectations (1)Coordination mechanisms (1)Impact of function-overlaps (1)Ministry functions (1)

Effectiviness compared to the private sector (2)Expected salary in the private sector (1)

Exiting the organisation (2)Political micro-management (1)Donor assistance (1)

5

3

-

2

1 Conducting annual reviews (1)

10

1 Organization's performance (1)-

5

2 Delegating work (2)--

4

5

-

2

1 Effect of computers on organization's work (1)1 Replacing senior officials (1)

5

1 Rewards/ recognitions (1)-

Decision-making priorities (3)Approval seeking (1)Vacant posts (1)

Performance targets (1)Target knowledge and understanding (1)Evaluation of the organization's performance (1)

Target vs actual expenditures (1)Budget preparation (1)

Project evaluation system (2)Internal audit function (3)Frequency of evaluation of programs (1)Job security (1)Consequence management (1)Generating information/ statistics (1)PAC (1)

Financial management flexibility (1)Flexibility in day-to-day operations (1)Personnel management (2)Delegating hiring /firing powers (1)

Training (1)Job relevance (1)Strategy (1)Adequacy (1)

Human Resource Management Information System (HRMIS) (4)Employee records (1)

Weeks lost due to emergencies (1)Giving information about future work plans (1)

Performance appraisal system (2)Knowledge of appraisal criteria (1)Frequency of appraisals (1)Consequences (1)

3

---

2

--

Living expenses (1)--

4

3

4

-

4

3

-----

2

General description

-1-1 Highest degree (1)--

Penalties (1)Disicpline (1)Retrenchment decisions (1)

Willingness to work with the government (1)Job incentives (1)

Pooling resources (2)Cost efficiency of regional training facilities (2)

Receiving feedback on service quality (1)Effectiveness of checks and balances (1)Civil society (1)

Meeting of consumers (1)Sharing official information (1)Responsiveness to feedback (1)Dealing with complaints (1)

Functions (1)Communication (1)Coordination meetings (2)

Organizational priorities (1)Organizational goals (1)Allocation of funds (1)

Unions (1)Brain-drain (1)

Number of questions

----1 First government position (1)

3

--2 Decision influences (2)-1 Current job (1)--

5

1 Life quality (1)

-

6

-

5

---

11

-2 Recording information (2)1 Performance of duties (1)----

Organization (1)Position (1)Government (1)

Budget preparation (1)Budget implementation (1)Budget evaluation (1)Involvement in personal management (1)Discretion (1)

Alignment of needs and plans (1)Provincial ministry (1)Policy consistency (2)Policy agreement (2)

Instructions by the National government (1)Discussion of policies (2)Corruption (2)

Target vs actual budget (4)Budget cuts (2)Budget authorization (5)

-1 Provision of adequate training (1)----

6

6

4 Rewarding performance (3)-

3

1 Treatment (1)-

7

2 Late payments (2)-----------------

General description

1--

Advertisement (3)Job description (2)Selection criteria (1)

Performance evaluation (2)Fairness of evaluation (1)Written standards (3)

Disciplinary actions (2)Appeals (1)

Meritocratic hiring (6)Job assurance (1)

Number of questions

7

-------

2

1 Grade and pay scale (1)---1 Looking for private sector job (1)

3

-

6

-

4

1 Policy Agreement (1)-

3

1 OSD transferal status (1)

2

-

Level (1)Field (1)Studies abroad (2)Training in recent past (1)Job preparation (1)Goal (1)

Current job (1)Government (1)

Previous organizations (1)Title (1)Years in previous position (1)

Written job description (2)Illness (1)Authority (1)Responsibilities (1)Receiving awards (1)OSD status (1)

Number of subordinates (1)Number of people at the same level (1)Number of people for whom to write ACRs (1)Average tenure (1)

Corruption (1)Contradictions (1)Policy change (1)

Failed objectives (1)Achieving objectives (1) (1)

5

-

3

2 Decision-making (2)

3

--------

4

-

3

1 Promotions (2)

8

--

21

4

1 Honaria, travel savings and others (1)-

2

-----

Target vs actual budget (3)Adjustment to spending cuts (1)Unpaid bills (1)

Contract payments (1)Audit characterization (2)

Agreement with supervisor's decisions (1)Delegating decisions (1)Decision-making (1)

Meritocratic recruitment (3)Replacement influence (1)

Rewards (2)Meritocratic awarding (1)

Disciplinary actions (3)Unfavorable postings (4)Special Duty Status (1)

Non-merit based recruitment (20)Bribery (1)

Salary (2)Compensation in the private sector (1)Private sector salaries (1)

Wealth report (1)Supplemental income sources (1)

--

9

------

General description

--1

5

---

3

--

3

1 Start date (1)--4 Reasons (4)-

4

1 Employment in previous years (1)-

4

-

Advertisement and bids (1)Adjustment of contracts (2)Timeframe (1)Payments to suppliers (4)Advantage of suppliers with connections (1)

Number of questions

Highest degree (1)Field (2)Education abroad (2)

Spouse's job (2)Number of dependent children (1)

Current Position (1)Reduction in working hours (2)

Job loss (3)Future plans (1)

Political Involvement (3)Flexibility in decision making (1)

5

9

-

8

-1 Compatibility of instructions (1)

4

--

2

------

3

----

3

3

3

-

6

3

-

Number of parties controlled by the organization (1)Employee turnover (3)Number of people working in the organization (1)

Organizational efficiency (8)Organizational type (1)

Corruption (6)Political pressure (2)

SAFCO norms (1)Norms in general (2)Establishment of administrative systems (1)

Availability of records (1)Obtaining information from records (1)

Job-related skill accumulation (1)Training in the recent past (2)

Advertisement (1)Meritocracy (2)

Availability of POAI (1)Performance standards (1)Evaluations (2)

Reasons (2)Reward options (1)

Reasons (2)Susceptibility of different employee types (1)Sanction options (1)Appeals (2)

Meritocracy (2)Fair treatment (1)

2

4

--

6

1 Influence of the SAFCO law on behaviour (1)-

4

-----------

General description

-1-1 Level (1)------1 Position (1)

4

-1 Type of organization (1)

Political influence on recruitment (1)Job assurance (1)

Contributions to parties (3)Adequacy of payment (1)

Shortfall adjustments (1)Bonuses (1)Salary reduction (1)Late payments (3)

Reporting corruption (4)

Number of questions

First year in current position (1)First year in public administration (1)First year in current administrative structure (1)Years as public official (1)

1 Reasons (1)-

2

2

-

4

1 Quality of life (1)

-

6

-

9

--1 Organizational changes (1)

5

--------

4

-

Interest in private sector job (1)Future plans(1)Previous positions in the public administration (1)First position in the administration (1)

Involvement in budget related tasks (1)Discretion (1)Job description (2)

Consistency (1)Effectivity of coordination (1)Internal guidelines (6)Organization Management Policy (3)Political Independence (3)General state of the organization (3)General policy towards administration (3)Anti-corruption laws (1)

Inter-organizational coordination (1)Intra-organizational coordination (1)Horizontal coordination (2)Political influence (2)Corruption (3)

Target vs actual funds (3)Budget cuts (2)

Training (2)Sufficiency of trainings (1)Familiarity with trainings (1)

---

5

10

4

-

3

1 Political connections (1)--1---2 Modernization policy (2)-1 Influences on performance of different interventions (1)---------3 EU related policies (3)-

General description

111

Advertisement (2)Recruitment process (1)Selection criteria (2)

Performance standards (6)Reporting activities (1)Performance evaluation (3)

Rewards (1)Frequency (1)Justification (1)Meritocratic procedures (1)

Reasons (2)Appeals (1)

Frequency of late payments (1)

Number of questions

4

1--

2

---

3

--1 Influence factors (1)-1 Future expectations (1)

2

1 Job loss (1)

3

-

-

4

-

9

-

3

-

Highest qualification (1)Field (1)Education abroad (2)

Spouse's job (1)Dependent children (1)

Present job (1)Organization (1)Government (1)

Position (1)Number of years holding that position (1)

Decision competency (1)Involvement in budget related tasks (2)

Organizational performance (2)Policy disagreement (1)Consistency of policies/instructions (1)

Political interference (1)Extend to which corruption is a problem (2)Forms of corruption and bribery (2)Most common place for corruption (1)Frequency of reporting corruption (1)Measures to reduce corruption (1)Measures to increase corruption reporting (1)

Knowledge about the organization's mission (1)Realization of the organization's mission (1)Target-setting system (1)

6

--------

5

--

2

-

3

6

4

-

6

1 Employees with connections (1)-1 Job assurance (1)

3

--1 Quality of life (1)

Target vs actual funds (2)Diversion (1)Budget cuts (1)Consequences (2)

Availability of job orientation periods (1)Methods for job learning (1)Receiving formal training (1)Identification of training needs (1)Job relevance of formal training (1)

Staff turnover (1)Communication channels(1)

Advertisement (1)Selection criteria (1)Role of written tests (1)

Last evaluation (1)Agreement with appraisal (1)Own influence on performance ratings (1)Performance standards (3)

Reasons (3)Frequency (1)

Sufficiency of divisional head's authority (1)Reasons (2)Forms (1)Appeals (2)

Sufficiency (1)Shortfall adjustment methods (1)Frequency of late payments (1)

--------------

General description

1

11

5

---

8

---

5

--1 Decision influences (1)1 Influence of different benefits (1)

Number of questions

Highest degree (1)Field (2)Education abroad (2)

Parents' education (2)Parents' work (2)Spouse's employment (2)Dependent children (2)

Government (1)Current position (3)Organization (1)

4

1

1 Reasons for joining the public service (1)

10

2

2-

3

-

5

---

12

--------

3

--

Future position (1)Future organization (1)Reasons for different position / organization (1)Future tasks (1)

First government position (1)Prior position (1)Years in prior position (1)

Discretion (1)Authority (1)Involvement in budget related tasks (3)Budget cuts (1)Involvement in personnel management (4)

Weekly working hours (1)Optimal vs actual working hours (1)

Record keeping (1)Policy consistency (1)Matching of (public) supply and demand (1)

Corruption (3)Staff circulation among government organizations (1)Staff turnover between public and private sector jobs (1)

Target vs actual budget (6)Budget cuts (1)Budget management (1)Consequences (4)

Adequacy of job related training (1)Availability of training measures (1)Impact of training on performance (1)

--

4

6

6

-

10

--6 Non-meritocratic recruitment practices (4)

4

--

2

----1 Public response action to substandard services (1)---------

General description

---1 Highest degree (1)--

Advertisement (1)Channels for hiring (1)Selection methods (2)

Performance standards (3)Performance evaluation (3)

Rewards (5)Recognition criteria (1)


Pay cuts (1)Late payments (3)

Sufficiency (1)Shortfall adjustment methods (1)

Number of questions

-----1 Current position (1)--1 Influence factors (1)-1 Future plans (1)1 Previous employer (1)---

-1 Service delivery (1)-

11

--1 Guideline formalization (1)

9

--------

2

3

Information channels (1)Consistency of policies (1)Directives (1)Corruption (4)National political priorities (1)Alignment of policies and priorities (1)Staff composition 2)

Budget allocation autonomy (3)Amount of budgeted funding (1)Target vs actual budget (3)Budget cuts (2)

Provision of adequate training (1)Frequency of training (1)

Record-keeping (2)Access to cross-departmental information (1)

-1 Availability of adequate staff (1)

1

8

4

3

-

3

1 Differential treatment conditional on connections (1)--1--1 Standard of living (1)2 Public sector reform (2)-1 Expenditure (1)-

3

----1 Frequency of unofficial payments (1)----

General description

11

Department areas with computer use (1)Availability of personal computer (1)

Advertisement (2)Selection criteria (2)Personal connections (1)Hiring methods (1)Job description (1)

Performance standards (3)Performance evaluation (1)

Meritocratic awarding (1)Availability of rewards (1)Justification (1)


Late payments (1)

Complaints (1)Meetings with customers (1)Sharing official information (1)

Number of questions

-

2

-------1 Current position (1)--

2

-

2

1 Holding managerial position before 1990 (1)-

3

-

---

7

---

6

-------

Level (1)Degree (1)

Influential factors (1)Job prestige (1)

Expected time working in the current organization (1)Moving to the private sector (1)

Jon satisfaction (1)Involvement in budget preparation (1)Discretion (1)

Government priorities (1)Information about policy changes (1)Staff turnover (2)Corruption (3)

Bbudget allocation (1)Target vs actual budget (3)Budget cuts (2)

1 Performance standards (1)1 Training adequacy (1)----

6

9

4

1 Training opportunities (1)

3

1 Connections (1)-

2

1--

2

2 Public administration reform (2)-1 Organizational performance (1)-----------

Advertisement (2)Selection criteria (1)Skill assessment tasks (1)Job description (2)

Written standards (2)Performance evaluation (4)Objectivity (1)Availability of information (1)Evaluation criteria (1)

Availability of rewards (1)Justification (1)Absence of rewards (2)


Political influence (1)Organization's responsiveness to political pressure (1)Late payments (1)

Quality of life (1)Family income (1)

General description

11-

2

----

2

-

2

2

----1 Job security (1)

2

-

2

1 Number of weekly working hours (1)

1 Dealing directly with the public (1)

7

1 Work satisfaction compared to private sector (1)

Number of questions

Highest level (1)Last year of studies (1)

Home district (1)Home province (1)

Current position (1)Type of appointment (1)

Current organization (1)Government (1)

Prior type of employer (1)Years in private sector (1)

Involvement in budget related tasks (1)Number of people the respondent supervises (1)

Institutional objectives (2)Clear responsibilities (1)Purchasing plans (1)Budget planning (1)Integrity/ honesty rating (1)Combatting corruption (1)

11

13

4

-

19

2 Consideration of financial requirements (2)---2 Consideration of subordinate's opinions (2)--

2

Intra- and inter-organizational communication (1)Job changes (1)Illegal practices (1)Corruption (4)Bribes (1)Types of bribes (1)Budget irregularities (1)Fear of punishment (1)

Degree of formality (1)Clarity (2)Supervision (1)Implementation (1)Decision making (2)Centralization of the decision making process (2)Reporting corruption (2)Fighting corrution (2)

Mission statement (1)Performance standards (2)Consistency of policies (1)

Degree of formality (1)Clarity (2)Supervision (1)Implementation (1)Transparency of decision-making process (3)Formalization of criteria for decision making (1)Regional influence (1)Political pressure (1)Connections (1)Illegal payments (1)Planning (1)Budget expenditure monitoring system (2)Target vs actual budget (2)Budget management (6)

Battling poverty (1)Sufficiently qualified staff (1)

2

4

--

4

13

2

1 Frequency (1)-

3

--

3

5

1 Satisfaction (1)-

4

2 Support for public sector reforms (2)-

Participation in training (1)Duration of training (1)

Information flow (2)Decision-recording mechanisms (2)

Budget resources (1)Qualified personnel (1)Office equipment/ computers (1) Space/ Offices (1)

Advertisement (1)Job description (1)Extent to which personnel management decisions were:Transparent (1)Useful for efficiency (1)Subject to audit (1)Subject to a formal procedure of appeal (1)Based on written criteria (1)Based on meritrocracy/seniority (6)

Written evaluations (1)Performance evaluation criteria (1)

Frequency (1)Reasons (1)Monitoring (1)

Connections (1)Purchasing of jobs (1)

Satisfaction (1)Late payments (3)Net salary (1)

Supplementing earnings (1)Second jobs (3)

11

-7 Quality of services offered to the public (7)-2 Bribes (2)

6

-1 Impact of corruption (1)

2

10

-

General description

1

11

2

2

2

-

Support for following reforms:New career structure (1)Decreasing staff and increasing salary (1)Decentralization (1)Public control (1)Privatization (1)Free access to information (1)Resources (1)Penalties and rewards (1)Operational management (1)Administrative procedures (1)Objectives and norms (1)Declaration of assets (1)

Formalization of guidelines (1)Contract values (2)Competitive bidding (1)Gratifications (2)

Causes of corruption (1)Evaluation of socio-economic issues(1)

Paying bribes (1)Bribery among different groups (9)

Number of questions

University (1)Degree obtained (1)

Ethnic background (1)Primary household language (1)Religion (1)Attendance to religious services (1)

-1 Domestic location (1)

1 Current occupation (1)-----

4

1 Occupation (1)-------

4

--

7

------1 Combatting bad behaviour (1)--

19

--

Job loss probability (1)Finding another job (1)Preferred organization / sector of work (1)Expected job in the future (1)

Combatting corruption (3)Accepting bribes (1)

Instructions (1)Guidelines and discretion (1)Guidelines on accepting gifts (2)Consistency and clearness of regulations (1)Changes (2)

Types of training (12)Insufficient training (1)Usefulness of Western / international training (6)

-

2

-------1 Consequences of accepting gifts (1)

2

--

4

--

12

-

23

----

Availability of adequate equipment (1)Availability of adequate funds (1)

Payments (1)Sufficiency (1)

Standard of living (1)Adequacy (1)Other income sources (1)Supplementing income through bribes (1)

Role of public opinion in performance assessment (1)Citizen treatment (1)Incentives for better citizen treatment (10)

Helping people (1)Contacting officials (2)Different treatment (4)Knowledge of citizen rights (1)Personnel relationships (1)Appeals (1)Direct requests for bribes (1)Priorities (1)Citizen behaviour (7)Complaints (1)Relationships (2)

38

-

12

5

10

General description

------------------

4

Treatment of citizens (1)Prevalence of bribes (13)Justification of bribes (2)Reasons for acceoting bribes (1)Offering bribes (1)Behaviour (9)Differential treatment (4)Personal involvement in corruption (7)

Corruption (10)Discipline vs freedom (1)Law (1)

Market economy (3)Role of competitive elections (1)Performance of politicians (2)

Political affiliation (3)Personal beliefs (7)

Number of questions

Personal accomplishment (1)Satisfaction(2)Recommending the organization (1)

6

6 Satisfaction with offered programs (6)1 Motivating staff (1)-1 Satisfaction with the organization (1)--1 Reporting infractions (1)

2

---

2

4

7

6

2

-1 Overall work quality (1)

6

2

2

-

Skill use (1)Supporting innovation (1)Awareness of job expectations (1)Willingness to provide extra effort (1)Workload (1)Personal growth (1)

Communication of goals (1)Agency's success (1)

Progress evaluation (1)Collaboration (1)

Personal goals (2)Personal empowerment (1)Involvement in job relevant decisions (1)

Trust (6)General performance (1)

Honesty (1)Respect (1)Communication (1)Policies and practices (1)General performance (1)Support for Work/Life programs (1)

Cooperation (1)Sharing knowledge (1)

Skill improvement (2)Assessment of training needs (1)Sufficiency of knowledge (1)Satisfaction with received training (1)Support by supervisors (1)

Sufficiency (1)Satisfaction with information (1)

Protection from hazards (1)Protection from threats (1)

2

1 Adequate staff (1)

6

4

2

1 Consequences for bad performance (1)-

3

2 Consequences for different actions (2)

2

----------------1 Impact of survey (1)

General description

--

Adequacy of infrastructure (1)Sufficiency of resources (1)

Fairness (1)Accountability (1)Understanding (1)Recognizing performance differences (1)Quality of discussions (1)Frequency (1)

Meritocratic awarding (2)Rewarding creativity (1)Satisfaction (1)

Meritocratic decisions (1)Satisfaction (1)

Promotion of diversity (1)Integration (1)Commitment (1)

Performance-based pay raises (1)Satisfaction (1)

Number of questions

----------------

3

1

2

2

-

7

-

2

-

3

----

Personal Accomplishment (1)Challenge (1)Interest (1)

Clear knowledge of expectations (1)Clear work objectives (1)

Workload (1)Assessment of work-life balance (1)

Inspiration (1)Achieving objectives (1)

Pride (1)Recommendation of workplace (1)Personal attachment (1)Quality of management (2)Assessment of changes (1)Collective feeling (1)

Adequacy of information (1)Challenging the norm (1)

Organization's objectives (2)Vision (1)

5

6

3

8

--

5

1 Adequacy information to do the job well (1)1 Availability of tools (1)---

6

------

3

---

Involvement in job-relevant decisions (2)Organization's objectives (1)Influencing decisions (1)Support for new ideas (1)

Motivation (1)Consideration of employees'private life (1)Openness to employee ideas (1)Manager's decisions (1)Recognition of good work (1)Organization's objectives (1)

Visibility of senior managers (1)Manager's actions (1)Confidence in decisions (1)

Treatment (3)Respect of individual differences (1)Friendships at work (1)Team work (3)

Adequacy of skills (1)Access to learning opportunities (1)Improving career opportunities (2)Performance improvement (1)

Feedback (2)Fairness (1)Effective handling of poor performance (1)Trust (1)Performance evaluation (1)

Performance pay (1)Satisfaction with benefits (1)Relative payment (1)

-------------3 Impact of survey (3)

General description

---

2

------1 Working for particular organizations (1)

2

-1 Primary area of focus (1)---

4

-

6

-

Number of questions

Highest level (1)Information about the degree (1)

Government (1)Current position (1)

Years in position (1)Former employment with development partners/ international orgabizations (3)

Competence (2)Former employers (2)Time distribution (2)

-

5

-

8

-----------------------------

External assessments of government performance (1)Coordination of positions (1)Assessments on governmental design (1)Usefulness of development efforts (1)Interactions with other organizations (1)

Communiation (1)Agreement of political actors (1)Empirical evidence (1)Prevention of differences (1)Government seeks input of:Government requests for input (4)

11

-----

21

-------

General description

11-

2

1 Aborigine (1)---

2

-

7

Attempted reforms (3)Reform success (4)Reform shortfalls (2)Ddevelopment effort practices (2)

Development partners (2)Communication (1)Coordination on policy decisions (1)Provision of data and information (2)Provision/Investment in training and equipment (2)Provision of staff (6)Provision of budget support (3)Design and implementation of reforms (4)

Number of questions

First official language (1)Highest level (1)

Province (1)Bilingual areas (1)

Shift worker (1)Full-time (1)Flexible working arrangements (1)Employee status (1)Language (2)Direct interaction with the public (1)

2

1 Occupational group and level (1)

4

1 Recommending the department (1)---

6

5

5

--1 Staying in position (1)

13

1 Communication (1)---1 Goal review (1)-

Federal public service (1)Current department / agency (1)

Department (2)Organizational unit (1)Identification with communities (1)

Fit with interests (1)Fit with skills (1)Satisfaction (3)Pride (1)

Extra effort (1)Contribution to job-relevant decisions (1)Innovation (1)Supervisor (1)Collective agreement (1)

Health and safety (1)Support (2)Claiming overtime compensation (1)Workload (1)

Official language (3)Quality of work (1)Ethical dilemmas (2)Respectful treatment (1)Harassment (5)Prevention of discrimination (1)

Initiating processes (1)Harassment (2)Discrimination (2)

5

7

4

1 Working relationships (1)1 Public interest (1)

3

1 Flow of information (1)1 Service (1)-

3

2

2

3

1 Promotion opportunities (1)-4 Discrimination (4)

5

-----

Useful feedback (1)Keeping promises (1)Information (1)Language (1)Collective agreement (1)

Support (1)Ethical behaviour (1)Respondent's confidence (1)Decision-making (1)Solving concerns (1)Access to senior management (1)Collective agreement (1)

Solving interpersonal issues (1)Respect (1)Quality of supervision (1)Team members (1)

Training needs (1)Languages (1)Supporting career development (1)

Provision of materials needed (1)Language (1)Suitability of infrastructure (1)

Hiring capable people (1)Fair selection process (1)

Managing bad performance (1)Immediate supervisor (1)

Recognition (1)Contribution to the department's goals (1)Extra effort (1)

Implementation of supporting activities (1)Respect (1)Accommodating needs (3)

1 Union-management consultation process (1)------------

2

General description

-------------1--------

Disability (1)Minority group (1)

Number of questions

--2 Transparency/ anti-corruption programme (2)--1 Execution of X functions (1)-

17

1 Review of existing law (1)-------

--

2

---

Number of instotutions (2)Auditors (1)Planning / sanctioning of public officials (1)Reporting and analyses (2)Social control mechanismsStatistical and/or geospatial activities (1)Autonomous bodies (2)Number of employees (2)

Statements concerning the COPLADEImplementation (1)Contribution of public officials (1)Public participation (1)Functions of governing body (4)Internal control system (1)Vision (1)Development plan (1)Feedback management (2)Quality manual (1)Technical evaluation (1)Management support (3)

Transparency mechanisms (1)Statistical / geospatical activities (3)Publicly available information (3)

Number of computers (2)

-------------

2

---------

General description

1

--1 Highest level (1)-------

1

Types of services available on the website (1)Service catalogue (1)

Number of questions

Current position (1)Agency (1)Federal government (1)Private sector (1)Not-for-profit (1)Other public sector (1)

-1

1

4

5

--

8

1 Working hours (1)

-

3

---

1

------

Recruitment of best employeesRecommending the agency (1)

Talent retention (1)Job security (1)Salary (1)Work-life-balance (1)Influence on public policies (1)Agency's mission (1)Development of professional skills (2)Leaving (1)Reasons for leaving (1)

Senior Executive Service (1)Understanding of key statutes (1)External job opportunities(2)Imminent retirement (1)

Dealing directly with different types of decisionsPriority setting and management (2)Developing rulemaking notices (1)Budget related tasks (1)Enforcement responsibilities (1)Grants (1) Allocation of personnel (1)Information management (1)

Availability of skills (1)Development of skills (1)Maintenance of skilled workforce (1)

Fulfilling organization's mission (1)Inadequately skilled workforce (1)

----1 Sufficient training (1)----1 Onboarding experience (1)--2 Promoting staff (2)2 Time-frame for dismissal (2)---1 Amount (1)---------1 Interaction with agencies (1)-------

General description

111

2

11

Number of questions

Highest (1)Degree (1)

2

13

5

-

2

3

-1 Organisation (1)1 Deterrents (1)-1 Position (1)

2

-

3

-

3

7

-

5

---

Language (1)Number of family members (1)Number of persons in household (1)Family members' education (5)Family members' work (5)

Locality (2)Oblast (1)Distances (2)

Job title (1)Type of appointment (1)

Office (2)Settlement (2)

Organisation (1)Position (1)

Visits to locality (2)Number of subordinates (1)

Number of settlements (1)Waste removal (2)

Performance of municipality (2)Media portrayal (1)Quality of service (1)Maintenance (3)

Council meetings (3)Voluntary engagement (2)

15

-------21 Types of training (1)--2 Number of staff (2)-

3

3 Frequency (3)-1 Criteria (1)1 Offences (1)---

2

--

16

-

Waste removal (1)Education (1)Healthcare (1)Yearly budget (1)Funding sources (1)Funding delays (2)Flexibility (2)Citizen involvement (2)Influences (2)Investment programmes (3)

Head of administration (1)Qualified candidates (1)Flexibility (1)

Flexibility (1)Delay (1)

Secondary job (1)Sources (1)Material wealth (2)Expenditures (1)Savings (1)House (3)Land (7)

4

2

15

18

-

15

--

2

-

10

12

4

General description

Socio-economic development (2)Citizen information (2)

Organisations for improvement (1)Increasing taxes (1)

Role of citizens (1)Level of engagement (4)Types of engagement (1)Effectiveness of engagement (4)Complaints (2)Services and voting (1)Public meetings (2)

Citizen enquiries (1)Meetings (3)Citizen feedback (3)Access (2)Relationships (2)Social development (3)

Technical/ material assisstance (3)Cross-government communication (2)Cross-government meetings (3)Cross-government support (6)Support (1)

Evaluation of corruption (1)Prevalence (1)

Power (1)Conflict (7)Civic engagement (1)Trust (1)

Standard of living (2)Spending preferences (3)Education spending preferences (2)Healthcare spending preferences (2)Reasons for leaving municipality (2)Reasons for coming to/ staying in municipality (1)

Personal health (1)Personal happiness (1)Personal satisfaction (1)Personal identity (1)

Number of questions

1

1-1 Level1----1 Relatives (1)11 Years in civil service (1)-1 Organisation (1)1---2 Postings (2)--3---

3

--

3

-----1 Evaluation of management (1)1 Values (1)--

Time management (2)Prioritising (1)

Postings (2)Irregular practices (1)

11

2

1 Resources (1)--

7

5

-

3

3

9

--11 Pension (1)1--------

Training courses (2)Quality (2)Improvement (1)Subjects (2)International training (3)Criteria (1)

Civil Service Regulations (1)Postings (1)

Processes (1)Advertising vacancies (3)Information (2)Connections (1)

Performance evaluation (1)Frequency (1)Procedures (1)Civil Service Regulations (1)Improvement (1)

Promotion (1)Regulations (1)Connections (1)

Unethical behaviour (1)Types of punishment (1)Procedures (1)

Type of harassment (3)Frequency of harassment (1)Discrimination against minorities (1)Benefit allocation (2)Complaint mechanisms (2)

--

4

----

General description

11-

2

------1 Type (1)

3

-----

2

-1 Autonomy (1)-

4

3

Corruption among civil servants (1)Complaints (1)Reporting corruption (1)Values (1)

Number of questions

Level (1)Subject (1)

Civil service (1)Organisation (1)Position (1)

Years in public sector (1)Years in non-profit (1)

Role as senior executive (1)Perception of role (1)Important aspects of job (1)Control (1)

Type (1)Policy area (1)Number of employees (1)

3

-1 Use of tools (1)-1 Clarity and communication (1)-------1 Evaluation of work environment (1)-------------------2 Response to fiscal crisis (2)

2

----

2

--

Coordination in policy field (1)Performance in policy area (1)Improvements (1)

Now and then (1)Public sector reform (1)

Frequency (1)Conflicts of interest (1)

--

2

1 Fiscal crisis (1)

Perception of politicians (1)Reform trends (1)

Author

TOPIC Survey name

Country

About respondent

age

gender

marital status

education

About respondent

ethnicity

religion

political affiliation

About respondent

family

location

About position

connections in org

About position

position

years in position/ organisation/ govt service

About position

grade or responsibility level

department/ branch

About position

attractiveness: joining

About position

attractiveness: staying

About position

career path

About position

previous employment

About position

job satisfaction

About position

job description/ performance

work-life balance

Motivation

About organisation

profile

About organisation

institutional evaluation

About organisation

comparison

About organisation

institutional environment

About organisation

processes/ procedures

About organisation

targets and goals

About organisation

guidelines/ regulations

About organisation

funding/ budgeting

About organisation

planning

About organisation

enforcement/ implementation/ monitoring

About organisation

employee contribution

Management

respondent's direct manager

Management

organisation's management

Team

work group environment

relationship with colleagues

Team

evaluation of staff

Resources

learning and development

Resources

information

support

Resources

human/ staffing

material/ space

HR management

recruitment

HR management

performance evaluation

HR management

rewards

HR management

promotion

HR management

punishment/ sanctions

HR management

fair treatment

diversity and inclusion

HR management

irregular practices/ corruption

Pay and benefits

salary

allowance

leave

Pay and benefits

income

new

Evaluation of projects/ programmes/ policy

ongoingEvaluation of projects/ programmes/ policy

potential/ hypothetical


public participation

Service delivery

interaction with the public

Service delivery

interaction with other officials

Service delivery

interaction with other dept/org

Service delivery

interaction with contractors/ suppliers

interaction with the private sector

Service delivery


Service delivery

accountability

Service delivery

socio-political issues


socio-economic issues


Survey specific

Notes

Rogger Banuri and Keefer

Civil Servant Survey

Nigeria Indonesia26. What is your age (in years)

Tick your sex: 1. Male 2. Female 25. What is your gender?


What is your highest completed schooling qualification? At which institution did you obtain your highest qualification?

33. Please indicate the highest degree you have earned:o High school diploma o One year college diploma (Diploma 1)o Three year college diploma (Diploma 3)o Diploma 4 or Bachelor’s degree or equivalent (S1)o Master’s degree or equivalent (S2)o Doctorate or equivalent (S3)

What is your ethnicity?

What is your religion?

Are you the first member of your family to enter the [Federal] service? If you answered ‘No’, how many of your family have worked in the [Federal] service? If you answered ‘yes’, how many of your family entered in the [Federal] service after you did?

How are you related to members of the service? 1. Member(s) of my family work(s) in this organisation 2 I have previously worked with member(s) of my family in another tier/organisation of the service 3 Member(s) of my family work(s) in another tier/organisation of the service, but I have never worked with them 4 Members of my family have retired from service 5 Members of my community work in this organisation 6 Members of my community work in another tier/organisation and I have worked with them in some other organisation 7 Members of my community work in another tier/organisation but I have never worked with them 8 None of my relatives or members of my community have ever worked in the service. Think about all of your bosses in your organisation. How did you know your bosses before you came to this organisation? Now think about your direct boss. How well (if at all) did you know your boss before you came to this organisation?When you need something done, how strong would you say your network of contacts in the service is? If you feel you do have some connections [in the service], how did you get these connections? Imagine you had

How many years have you been in service? How many years have you been at this organisation?

31. How long (in years) have you worked in the civil service? 32. How long (in years) have you worked in your K/L?

Tick your SGL: G7, G8, G9, G10, G12, G13, G14, G15, G16, G17.

28. Please indicate your current rank (golongan) in your K/L: o IIIAo IIID o IVAo Other 29. Please indicate your grade as part of the BR allowance in your K/L.

What is your cadre?What is your Local Government Authority (LGA)?

27. Please indicate which K/L you currently work for:o Supreme Audit Agency (BPK)o Ministry of Administrative and Bureaucratic Reform (MenPan)o Directorate General, Tax (Pajah), Ministry of Finance.o Directorate General Treasury (Perbendaharan), Ministry of Finance o Ministry of Industry (Perindustria)o Food and Drug Bureau (BPOM)o Statistics Agency (BPS)o Science Agency (LIPI)o Ministry of Agriculture (Pertanian)o Ministry of Manpower and Transmigration (Tenaga, Transmigrasi)o Ministry of Education and Culture (Pendidikan)o Ministry of Public Works (Pekerjaan)o Ministry of Transportation (Perhubungan)o Ministry of Energy and Mineral Resources (Energi)o National Land Agency (Pertanaken)

How did you arrive at your current posting? What most influenced you to take up a career in the service? Who most influenced you to take up a career in the service? (What did you mean by family/ community)

7.1 To what extent do you agree with the following statement: Graduates of the country's most elite university(ies) think a career in your K/L is the best possible public sector career option.

How much control do you feel you have over the organisation in the service you work for? Would you have liked to have moved more/ the same/ fewer times? How much control did you have over your initial posting in the service?Did you go to your preferred organisation in your initial posting in the service? Imagine this scenario: Wole was initially placed in an agency of government in which he had no interest. He then went to talk to an old boss of his who now worked in another agency. Wole convinced his former boss to transfer Wole to his department. Would you say Wole has total, some, or no control over his career path in the service? How much control do you feel you have over your career path in the service since your initial posting? How many times have you moved from one organisation to another in the [Federal] service? Given your experience in the service, why might Wole’s old boss transfer him to his department?Given your experience in the service, how often do such special requests occur [employees convincing their managers to transfer them]?Now think about the job you actually expect to be doing in five [5] years time. Do you expect to be working for:Which of the following best characterise how you feel about your future career path? If you answered ‘unsatisfied, but

What were the last TWO [2] organisations you worked for?

How satisfied are you with your current posting?

7.3 To what extent do you agree with the following statement: You are proud to work at your K/L.

If you could choose ONE [1] training that would improve how effective you were in your job, what would that training be on? Do you directly utilise the skills learnt in the trainings you’ve had in your official duties?(If you answered ‘yes’, how do you utilise the skills learnt)

13. Do you have direct experience with how your K/L enforces regulations?30. Are you:o Structural staffo Functional staffOther staff

6. How do you compare your K/L as a place to work with private sector firms that are in a similar area as your K/L? o Much worse o Worseo Neither better nor worse o Bettero Much better 23 For individuals of your rank (golongan), compared to other K/Ls, how prestigious is it to work for your K/L?o Much less prestigious o Less prestigious o Neither more nor less prestigious o More prestigious o Much more prestigious

16.1 To what extent do you agree with the following statement: the demands on the staff of your K/L and their workloads have increased.

15. Do most people in your K/L use a fingerprint machine to record their arrival and departure from work? 20 To what extent do you agree with the following statement: Specialists from outside the civil service should be brought into senior positions in the K/L to improve the implementation of policies.

Do you think you get too little/ the right amount of/ too much supervision at your current organisation?

Indicate how you feel about the statements relating to your bosses in the table below. If you answered ‘boss has a set of people s/he trusts to involve in projects and only involves them’, where are these people from?

1.6 To what extent do you agree with the following statement: Management in your K/L is focused on serving the country’s interests.16.4 To what extent do you agree with the following statement: management is more focused on serving the country.

Think of all the people you have worked with. Do you find yourself working with the same people as you move through the service?

Now think about those FIVE [5] people you work most closely with on a daily basis (not necessarily within your department). How are you acquainted with these people?

1.2 To what extent do you agree with the following statement: Others of the same rank in your K/L contribute more than is expected of them in their jobs.1.7 To what extent do you agree with the following statement: In your K/L, employees are willing to accept change initiatives, such as restructuring and changes to their responsibilities and authority.2. In general, would you say that most people in your K/L can be trusted, or that you can’t be too careful in dealing with the people in your K/L.o Most people in my K/L can be trusted o You can't be too careful in dealing with people in my K/L3. In general, would you say that most people in other K/Ls can be trusted, or that you can’t be too careful in dealing with the people in other K/Ls.o Most people in other K/L can be trusted o You can't be too careful in dealing with people in other K/Ls4. On any given day, what is your best guess of the approximate percentage of others of your rank in your K/L who stop work and leave early, or spend a lot of time on personal matters (more than two hours)?o 0 -10% o 20-30% o 50-100%o 10 -20% o 30-50% 5. On any given day, approximately what

7.2 To what extent do you agree with the following statement: Your K/L easily recruits high quality staff. 8.1 To what extent do you agree with the following statement: The selection process identifies the best people for the job. 8.2 To what extent do you agree with the following statement: In nearly all cases, jobs in the civil service are assigned based only on the results of [the formal] selection process.16.5 To what extent do you agree with the following statement: the overall quality of new applicants has improved.

1.5 To what extent do you agree with the following statement: Promotions, raises, and bonuses go to those who work hard to achieve the goals of the K/L.

10. Please give us the two most likely reasons that people who did not meet the formal qualifications were nevertheless promoted in K/L 1.o Formal qualifications do not match the qualifications needed to do the job o Political connectionso Manager favoritismo Side paymentso Other (please specify)

14 a) To that extent do you agree with the following statement: Punishments may include things like undesirable postings, delayed promotions, denying meeting allowances, among others. 14 b) To that extent do you agree with the following statement: These punishments are applied to those who do the least to further the goals of the K/L. 17.4 About how many cases can you think of where the BR allowance has been withheld as a punishment in your K/L? o None o 1-5 o 6-10 o 11-15 o 16 or more 17.5 Please give us the two most common reasons as to why the punishments occurred.o I can think of no cases where punishment occurred.o Absenteeismo Indisciplineo Poor performanceo Manager prejudiceo Political reasonso Other (please specify)18.1 To what extent do you agree with the following statement: The minister should have the authority to remove senior staff who are not following policy priorities. 18.2 To what extent do you agree with the following statement: The minister should have the authority to remove

1.2 To what extent do you agree with the following statement: Your pay is fair compared to staff doing similar jobs in K/Ls. 1.4 To what extent do you agree with the following statement: Your pay is fair compared to staff doing similar jobs in your K/L.

Is your salary (including allowances) sufficient to cover your household’s basic needs such as food and housing?

17 Have employees in your K/L already started to receive the BR allowance in their paychecks?17.1 If not, what is your best guess about when employees in your K/L will actually receive the BR allowance in their paychecks? o less than 6 months from now o more than 6 months, but less than 12 monthso More than a yearo Don’t expect to get the allowanceo Don’t know

17.2 Think about your total income before the BR allowance. Compared to your total income before the BR allowance, would you say your total income today is... o Much lower o Lower o About the same o Higher o Much higher17.3 Think about the total income of others of the same rank as you in your K/L. Relative to others of the same rank as you, would you say your total income today is...o Much lower o Lower o About the same o Higher o Much higher21 For individuals of your rank (golongan), compared to other K/Ls, how high is the total job-related income / standard of living in your K/L?o Much lower o Lower o About the same o Higher o Much higher22 Compared to the managers of those private sector firms in a similar area as your K/L, what is your best guess of the total income of higher officials in your K/L with roughly comparable qualifications and responsibilities?K/L higher officials’ total income is:o Less than 50% of the private sector

What are the main reasons public projects fail to be implemented?

1.1 To what extent do you agree with the following statement: The BR initiative is a good idea overall. 24.1 To what extent do you agree with each of the following statement: The BR initiative was introduced to enable public sector employees to better serve the citizens of Indonesia. 24.2 To what extent do you agree with each of the following statement: The BR initiative was introduced to better match public sector salaries to competence, experience, and levels of responsibility. 24.3 To what extent do you agree with each of the following statement: The BR initiative was introduced to make work in the public sector more attractive to experienced and competent people. Therefore, the BR initiative substantially raises public sector salaries, especially for high rank public employees.

The following question relates to an actual distributional decision. We have N1,000,000,000 to distribute on social sector projects in the 2011 budget. We would like to collect information from you on what would be your priorities for investment. Below are five methods for expending these funds. Please distribute this N1,000,000,000 in the column below as you suggest we invest it. 1. Additional funds for capital projects to be run by organisations in your sector. 2 Constituency projects in your sector chosen to meet the constituency needs of National Assembly members. 3 A new specialised programme in your sector run separately from any existing organisation. Examples of such programmes include the Universal Basic Education Commission and the National Health Insurance Scheme. 4 Increased allocation to states and local governments through the Conditional Grants Scheme (CGS) to implement projects in your sector. Note, the CGS has the highest project completion rate of all debt relief funded projects. 5 Other (please specify)

Think about the whole process of delivering services to citizens. Rate the influence you think each of the following type of person has on the success of a typical project implemented by your organisation: Local elite(s)/head(s) of community/ rest of community… Why did you answer as you did? How often, if at all, do you personally engage with the communities in which your organisation implements its projects? Think about recent projects and/or programmes you worked on for this organisation. What proportion of the citizens you’ve dealt with as part of your official duties..... Think about recent projects and/or programmes you worked on for this organisation. In what proportion of the projects have the following parties intervened in the implementation of a project?

From the above scenario, now suppose an individual has been coming to the office and telling you that all his community deserves is a [water system] for a number of years. There are communities where the people are in [greater need of water]. Will his lobbying affect your decisions? Think about the whole process of delivering services to citizens. Rate the influence you think each of the following type of person has on the success of a typical project implemented by your organisation: Members of your organisation… Why did you answer as you did? Imagine this scenario, and then tick how you think you would respond. Your department has been delegated to organise a [community water system] is put into a local community. In a discussion, everyone felt that it is not the right community because it already has a [good water supply]. What would you do?

19 Reasons for delays responding to ministers' requests: To what extent do you agree with the following statement: The K/L is already overloaded with work. To what extent do you agree with the following statement: The new policy idea looks technically impractical.To what extent do you agree with the following statement: The minister might change her/his mind again rapidly.To what extent do you agree with the following statement: All new policy initiatives from the minister should be reviewed critically before considering implementation.To what extent do you agree with the following statement: The President sets policy, the minister should focus on implementation.

Think about the whole process of delivering services to citizens. Rate the influence you think each of the following type of person has on the success of a typical project implemented by your organisation: Relevant member(s) of NASS… Why did you answer as you did? Think about recent projects and/or programmes you worked on for this organisation. How often, if at all, do you personally engage with members of the following groups in the work that you do?

Imagine this scenario. Usman is a civil servant in a [relevant tier organisation]. His department is in charge of putting a [community water system] into a local community. Having gained [Due Process certification] early in the year, Usman has too much work to manage and by the time he gets round to organising the contractors/ suppliers/ consultants to mobilise to site, it is rainy season, and no work can be done. Once the rainy season has ended, Usman is once again too busy with his other work and the project is abandoned. Indicate how you feel about the actions taken in the table below.Imagine this scenario. Ngozi is a civil servant in a [relevant tier organisation]. Ngozi is awarded [Due Process certification] for a [water project] in a local community that needs [a source of clean water]. Ngozi is directed by her boss to use the funds for three yet to be‐ ‐ ‐certified projects in other villages that need the [water projects] more. Ngozi does as she is directed, and pays the contractors/ suppliers/ consultant his advance payment for the three uncertified projects. However, the contractors/ suppliers/ consultant does not mobilise to site, and no work is done. Indicate how you feel about the actions taken in the table below. Think about the whole process of delivering services to citizens. Rate the influence you think each of the following type of person has on the success of a typical project implemented by your Which of the following statements best reflects your experience of the private sector you have dealt with in recent projects and/or programmes you have worked on?

Now suppose that your direct boss tells you that it is not his place to change your minds. Rather, you will implement the project in that community that has [least access to water]. However, you receive a visitor representing the constituency in the National Assembly saying that he wants you to put the [water system] in a village of his choosing. Do you act on this request?Instead, suppose that your boss’s friend comes to the department and says he would like to be awarded the contract for the [water supply]. Your boss agrees. Do you think your boss would inform you about what is happening? The contract is awarded and your boss receives some benefit. Would you expect to receive a part of this benefit, even though you had nothing to do with the arrangement?

11 Which of these K/Ls best describes your K/L?o K/L 1, where most who were declared to be compliant were not actually compliant.o K/L 2, where most who were declared to be compliant were compliant.12 Please give us the two most likely reasons why K/L 1 declared many noncompliant individuals and organizations to be compliant.o Unclear regulationso Managers give unclear instructions about how to implement regulationso Political connectionso Side paymentso Managerial favoritismo Other (please specify)

Think about recent projects and/or programmes you worked on for this organisation. In what proportion of the projects have you had to face the following difficult challenges? Do you expect to be held accountable for breaking the Public Service Rules in any of the ways mentioned above?

Banuri and Hasnain Keefer

Philippines Public Sector Survey Pakistan FBR Staff Survey 2014

Philippines Pakistan34. What is your age (in years)? 26. What is your age?

33. What is your gender? 25. What is your gender?

35. What is your marital status?o Singleo Married o Separated o Divorced o Widowed

44. Please indicate the highest degree you have earned:o High school diploma o Some collegeo Bachelors degree or equivalento Masters degree or equivalento Doctorate or equivalent

31. Please indicate the highest degree you have earned:o High school diploma (grade 12 FSc/ FA) o One year college diploma o Three year college diploma o Bachelor’s degree or equivalent o Master’s degree or equivalent o Doctorate or equivalent

27. Please indicate which department you currently work for:

A. Large Taxpayers Unito Audit wingo Enforcemento Legalo HRMo Registrationo Other B. Regional Tax office o Audit wingo Enforcemento Legalo HRMo Registrationo Other C. FBR HQo Audit wingo Enforcemento Legalo HRMo Tax Policyo IR operationso Customso Strategic Planning D. FATE E. Customs Collectorate

41. How long (in years) have you worked in the civil service?42. How long (in years) have you worked in your department?43. How long (in years) have you worked in your current service?

29.1 How long (in years) have you been in your grade? 29.2 How long (in years) have you worked in the civilservice?30. How long (in years) have you worked in the FBR?30 a) How long (in years) have you been in your currentposition?30 b) How long (in years) have you had your currentmanager?

28. Please indicate your current grade.37. Please indicate your salary grade (SG) in your department.

36. Please indicate which department you currently work for.

2.5 To what extent do you agree with the following statements: You don’t hesitate to recommend a job in your department to your best friends or family members. 6. Please tell us why you chose to (and continue to) work in your job (please check all that apply): o Job securityo Good salary o Benefits o Flexible hours o Reasonable work load o Advancement potential o Social status o Personal satisfaction o Missiono Other (please specify)12.1 To what extent do you agree with the following statement: Among graduates of the country's most elite university(ies), a career in your department is considered the best possible public sector career option.16.3 To what extent do you agree with the following statement: Among graduates from the country's most elite universities, the best and brightest join the private sector.

7.1 To what extent do you agree with the following statement: Graduates of the country's most elite university (ies) think a career in the FBR is the best possible public sector career option.

12.2 To what extent do you agree with the following statement: Your department has no problems retaining high quality staff.

45. How many times in your career in the civil service have you been promoted?

46. How many different departments have you worked in during your career in the civilservice?47. How many different bureaus in your current department have you worked in duringyour career in the civil service?

7.3 To what extent do you agree with the following statement: You are proud to work at the FBR.

23. Do you have personal knowledge of promotion decisions in your department?26. Do you have personal knowledge of how your department enforces regulations?38. Have you or your department received your performance ratings?40. In your last performance evaluation, your performance was rated as... (Note: if you have not yet been rated, please give us your best estimate as to what rating you expect):o Best Performer o Better Performero Good Performer o Below Satisfactory Performer

1.8. To what extent do you agree with the following statement: You have significant input into your own job description.1.9. To what extent do you agree with the following statement: You have enough autonomy to do your job.1.10. To what extent do you agree with the following statement: You have the authority to make the decisions that correspond to your position.13. Do you have direct experience with how the FBR enforces tax regulations?15.6 To what extent do you agree with the following statement: The responsibilities and tasks of your position have changed significantly [in the last 5 years].

39. In your last performance evaluation, your bureau was rated as... (Note: if your bureau has not yet been rated, please give us your best estimate as to what rating you expect):o Best Bureau o Better Bureau o Good Bureau o Below Satisfactory Bureau

1.1. To what extent do you agree with the following statement: The FBR is functioning very well.15.12 To what extent do you agree with the following statement: The integration of sales and income tax into IRS has made FBR more efficient [in the last 5 years].15.13 To what extent do you agree with the following statement: Income tax officers are sufficiently knowledgeable about sales tax and sales tax officers are sufficiently knowledgeable about income tax [in the last 5 years].

7. How would you compare your department as a place to work compared with private sector firms you know about?o Much worse o Worse o Neither better nor worse o Better o Much better9. For individuals at your level, compared to other departments, how prestigious is it to work for your department?o Much less prestigious o Less prestigious o Neither more nor less prestigiouso More prestigious o Much more prestigious10. If you left your job for the private sector, how much of a salary increase would you expect?o I would not expect an increaseo 1¬-10% o 11¬-20% o 20¬-50% o 50¬-100%o More than double my current salary

6. How do you compare the FBR as a place to work with private sector firms (e.g., auditing or accounting firms) that are in a similar area as the FBR?o Much worseo Worseo Neither better nor worse o Bettero Much better21. For individuals of your rank, compared to other agencies, how prestigious is it to work for the FBR?o Much less prestigiouso Less prestigiouso Neither more nor less prestigious o More prestigiouso Much more prestigious

12.3 To what extent do you agree with the following statement: Your workload is higher than others at your level.

15.1 To what extent do you agree with the following statement: The demands on the staff of the FBR and their workloads have increased [in the last 5 years]. 15.2 To what extent do you agree with the following statement: Others of the same rank as you in the FBR now work harder in their jobs [in the last 5 years].

31.2 To what extent do you agree with the following statement: Your services' performance targets are fair, objective, and measured with up-to-date data.32. If your individual/services’ performance targets are not fair/objective/measured with up-to-date data, please tell us the most likely reasons for this (please check all that apply):o External factors (such as additional demand / limited staff / limited resources) o Focus on quantity rather than quality o Favoritism o Performance indicators not aligned with performance targetso Subjective / unquantifiable targets o Difficulty in comparing services / individuals o Other (please specify)

24. We have heard about how most departments issue and enforce regulations. Sometimes these apply to the private sector, and sometimes to the public sector. One aspect of regulatory enforcement is to judge whether individuals or organizations are complying with the regulation or not. It seems that two different departments examined an equal number of individuals and organizations to see if they were in compliance with regulations. The departments declared some of the individuals and organizations to be out of compliance and most to be in compliance. However, Of those that department 1 declared to be out of compliance, only half were, in fact, out of compliance; the other half were actually in compliance. Moreover, many of those that department 1 said were compliant were actually not compliant. Of those that department 2 declared to be out of compliance, all were, in fact, out of compliance. Moreover, very few of those that department 2 said were compliant were actually not compliant. Which of these best describes your department?o Department 1o Department 225. Please give us the two most likely reasons why department 1 made these regulatory decisions.o Unclear regulationso Political connectionso Side paymentso Managerial favouritism

18. To what extent do you agree with the following statement: Specialists from outside the civil service should be brought into senior positions in the FBR to improve the implementation of policies.

2.2 To what extent do you agree with the following statements: Others of the same level in your department contribute more than is expected of them in their jobs.

1.2. To what extent do you agree with the following statement: Others of the same rank as you in the FBR contribute more than is expected of them in their jobs. 15.10 To what extent do you agree with the following statement: Staff had significant input into the reform process [in the last 5 years].

12.6 To what extent do you agree with the following statement: Your supervisor rated you on how well you did your job, and not on his/her personal opinion of you.

2.3 To what extent do you agree with the following statements: Management in your department is focused on working with staff to serve the public’s interests. 13.1 To what extent do you agree with the following statements: Management and staff in your bureau are working together to set clear, achievable targets for your bureau.

1.7. To what extent do you agree with the following statement: Management in the FBR is focused on serving the country’s interests.15.3 To what extent do you agree with the following statement: Management is now more focused on working for the benefit of the country [in the last 5 years].15.4 To what extent do you agree with the following statement: Management is now more focused on implementing reforms [in the last 5 years].16.1 To what extent do you agree with the following statement: The chairman of the FBR should have the authority to remove senior staff who are not following policy priorities.16.1 To what extent do you agree with the following statement: The Chairman should have the authority to carry out reforms that better enable the FBR to fulfill its mission.16.1 To what extent do you agree with the following statement: The Ministry of Finance should set policy and the FBR Chairman should have the autonomy to implement it.17.1 To what extent do you agree with the following statement: Senior managers and other senior staff should have a guaranteed minimum tenure in their positions.17.2 To what extent do you agree with the following statement: Senior staff should have the autonomy to carry out policy initiatives in the way that they

2. In general, would you say that most people in your department can be trusted, or that you can’t be too careful in dealing with the people in your department? o Most people in my department can be trusted o You can't be too careful in dealing with people in my department3. In general, would you say that most people in other departments can be trusted, or that you can’t be too careful in dealing with the people in other departments? o Most people in other departments can be trustedo You can't be too careful in dealing with people in other departments4. On any given day, approximately what percentage of others at your level in your department leave work early (i.e. work less than 8 hours)? o 5 10%o 10 15%o 15 20%o 20 100%5. On any given day, approximately what percentage of others at your level in your department work late (i.e. work more than 8 hours)? o 5 10%o 10 15%o 15 20%o 20 100%12.4 To what extent do you agree with the following statement: A substantial number of others at your level are not

1.7a) To what extent do you agree with the following statement: In the FBR, employees are willing to accept internal reforms.1.7b) To what extent do you agree with the following statement: In the FBR, employees are willing to accept functional reorganization.1.7c) To what extent do you agree with the following statement: In the FBR, employees are willing to accept changes to the responsibilities and authority of their current positions.2. In general, would you say that most people in the FBR can be trusted, or that you can’t be too careful in dealing with the people in the FBR?o Most people in the FBR can be trusted o You can't be too careful in dealing with people in the FBR3. The FBR has frequent dealings with other agencies, such as the Ministry of Finance and NADRA. In general, would you say that most people in other agencies can be trusted, or that you can’t be too careful in dealing with the people in other agencies.o Most people in other public organisations can be trusted o You can't be too careful in dealing with people in other public organisations4. On any given day, what is your best guess of the approximate percentage of others of your rank in the FBR who stop work and leave early, or spend a lot of time on personal matters (more than two hours)?

15.8 To what extent do you agree with the following statement: FBR management offered the sustained support necessary to implement reforms [in the last 5 years].15.9 To what extent do you agree with the following statement: Public officials outside of FBR offered the sustained support necessary to implement reforms [in the last 5 years].

15.7 To what extent do you agree with the following statement: The FBR made the necessary changes in infrastructure, IT, training and procedures that were required to fully implement reforms (such as functional reforms) [in the last 5 years].

11. Nearly all officials at your level enter the civil service via a formal examination system. To what extent do you agree with the following statements?a) The exam results identify the best people for the job.b) Interviews identify the best people for the job.

7.2 To what extent do you agree with the following statement: The FBR easily recruits high quality staff.8.1 To what extent do you agree with the following statement: The selection process in FBR identifies the best people for the job.8.2 To what extent do you agree with the following statement: In nearly all cases, jobs in the FBR are assigned based only on the results of that selection process.8.3 To what extent do you agree with the following statement: Jobs and positions in FBR are almost always filled by people who are fully qualified for them.15.5 To what extent do you agree with the following statement: The overall quality of new entrants into the FBR has improved [in the last 5 years].

13.1 To what extent do you agree with the following statements: The annual performance appraisal process identifies individuals that do not contribute.13.2 To what extent do you agree with the following statements: The rating process for individual PBB is transparent.13.4 To what extent do you agree with the following statements: You know the individual performance targets of others at your level.13.3 To what extent do you agree with the following statements: You had direct input in defining your own performance goals.31.1 To what extent do you agree with the following statement: Your individual performance targets are fair, objective, and measured with up-to-date data.

2.1 To what extent do you agree with the following statements: The PBB system is a good idea overall.2.6 To what extent do you agree with the following statements: Rewards may include things like promotions, raises, bonuses, desirable transfers and trips, among others. These rewards go to those who work hard to further the goals of the department.

1.6. To what extent do you agree with the following statement: Raises, and rewards or bonuses go to those who work hard to achieve the goals of the FBR9. Two agencies gave bonuses or other rewards to the same number of people. However: In agency 1: The rewards mostly went to people who did not meet the formal criteria for receiving them. In agency 2: The rewards mostly went to people who did meet the formal criteria for receiving them. Which of these best describes the FBR?o Agency 1, where most rewards went to people who did not meet the formal criteria. o Agency 2, where most rewards went to people who did meet the formal criteria.10. Please give us the two most likely reasons that people who did not meet the formal criteria were nevertheless rewarded in Agency 1.o Formal criteria do not match the criteria that in reality matter most for good performanceo Political o Manager o Side payments o Pther (please specify)

21. We have heard about how people get promoted in different departments. It seems that in two different departments a similar proportion of staff met the formal qualifications for promotion and a similar proportion were in fact promoted. However: In department 1: Most promotions went to people who did not meet the formal qualifications for promotion. Most of the people who did meet the formal qualifications were not promoted. In department 2: Most promotions went to people who did meet the formal qualifications for promotion. Most of the people who did meet the formal qualifications were promoted. Which of these best describes your department?o Department 1o Department 222. Please give us the two most likely reasons as to why the promotions occurred in department 1.o Formal qualifications are flawedo Political connectionso Manager favoritism o Side paymentso Other (please specify)30.1 To what extent do you agree with the following statement: Promotion decisions are more likely to be based on political endorsements, than on merit.

1.5. To what extent do you agree with the following statement: Promotions go to those who work hard to achieve the goals of the FBR

2.4 To what extent do you agree with the following statements: Your department routinely punishes underperformers. 15. How does management impose punishments, if ever?o Forced transfers o Withholding promotions o Below satisfactory ratings o Withholding bonus o Suspension from work o Dismissal from work o Punishments are never imposed o Other (please specify)16.1 To what extent do you agree with the following statement: Punishments are applied to those who do the least to further the goals of the department.

14.1 To what extent do you agree with the following statement: Punishments (job actions) like undesirable postings and delayed promotions are applied to those who do the least to further the goals of the FBR.14.2 To what extent do you agree with the following statement: Punishments like removal from service and stoppage of increments are applied to those who do the least to further the goals of the FBR.

30.3 To what extent do you agree with the following statement: Favouritism among managers and employees often make it difficult for public officials to perform in their jobs.16.2 To what extent do you agree with the following statement: Promotions are mainly given to those that have friends and family at higher levels in your department.

1.3. To what extent do you agree with the following statement: Your pay is fair compared to staff doing similar jobs in other ministries.1.4. To what extent do you agree with the following statement: Your pay is fair compared to staff doing similar jobs in the FBR.

12.5 To what extent do you agree with the following statement: You are satisfied with the pay you receive for your work.

13.5 To what extent do you agree with the following statements: The bonuses associated with the PBB system are a substantial component of your compensation.

27. How would you estimate the total job-related income of higher officials in your department relative to those of private sector employees with roughly comparable qualifications and responsibilities?o less than 50% o 50 ¬-80% o 80-¬90% o Comparable o Higher28. Please think about the total income of your household every year, and the fraction of that total income that comes from your employment with your department. What would you say is the fraction of your household's total income that comes from your employment with your department?o My department¬ related income is less than 25% of my household's total income o At least 25% and less than 50% o At least 50% and less than 75o More than 75% and less than 90% o More than 90%

19. For individuals of your rank, compared to other public organizations (government departments), how high is the total job-related income / standard of living in the FBR?o Much lowero Lowero About the sameo Highero Much higher20. Compared to the managers of private sector firms with similar responsibilities as those in the FBR, what is your best guess of the total income of higher officials in the FBR with roughly comparable qualifications and responsibilities?o Higher officials’ total income is:o Less than 50% of the private sector managers’ incomeo 50%-80% of private sector managers’ o 80%-90% of private sector managers’ incomeo Comparable to private sector managers’ incomeo Higher than private sector managers’ income32. Please think about the total income of your household every year, and the fraction of that total income that comes from your employment with your agency. What would you say is the fraction of your household's total income that comes from your employment with your agency?o Less than 25% of my household's total o At least 25% and less than 50% of my

14. Please select the statement that best describes your views about the PBB ranking system (please check one option):o Both bureau and individual rankings are a good ideao Bureau rankings are a good idea, but not individual rankingso Individual rankings are a good idea, but not bureau rankingso Neither bureau nor individual rankings are a good idea17.1 To what extent do you agree with the following statements: Since the PBB system was the demands on the staff of your department and their workloads have increased.17.2 To what extent do you agree with the following statements: Since the PBB system was the percentage of others (at the same level as you) in your department that work late (more than 8 hours) has increased.17.3 To what extent do you agree with the following statements: Since the PBB system was management is more focused on working with staff to serve the public’s interests.17.4 To what extent do you agree with the following statements: Since the PBB system was you are more likely to trust people in your department 17.5 To what extent do you agree with the following statements: Since the PBB system there is more favoritism in your department.18.1 To what extent do you agree with the following statement: Since the PBB

15.11 To what extent do you agree with the following statement: You know about and agree with the FBR reform agenda [in the last 5 years].

48. Please tell us your thoughts about the PBB incentive system. Are there any policies or regulation changes you would like to suggest?

11. There are two tax agencies. Both declared most taxpayers to be in compliance with tax regulations. However: In agency 1: Many of the taxpayers who were declared to be compliant with the regulations were not actually compliant. In agency 2: Nearly all of those who were declared to be compliant with the regulations were actually compliant. Which of these agencies best describes the FBR?o Agency 1, where most who were declared to be compliant were not actually compliant.o Agency 2, where most who were declared to be compliant were compliant.12. Please give us the two most likely reasons why Agency 1 declared many noncompliant taxpayers to be compliant.o Unclear o Managers give unclear instructions about how to implement regulations o Political connectionso Side paymentso Managerial favouritismo Pressure to meet quotas and revenue o Other (please specify)

8. How frequently do you interact with other government employees?o Very Infrequently (less than 5 times per year) o Infrequently o Neither more nor less frequently o Frequently o Very Frequently (More than 100 times per year)

30.2 To what extent do you agree with the following statement: Politicians often try to influence staff in your department, such as on decisions on the choice of projects or procurement.

22. Please read the two statements below (A and B). With which statement are you most in agreement? A. The lack of revenues is the most important reason why governments in Pakistan have not been able to do more to improve the welfare of average citizens. B. Other factors are far more important reasons why governments in Pakistan have not been able to do more improve the welfare of average citizens.o Agree entirely with (A) o Mostly agree with (A) o Mostly agree with (B) o Entirely agree with (B) o Neither agree with (A) nor with (B)23. Assume that tax revenues increase enough to allow the government of Pakistan to increase spending by 50 percent. The two statements below (A and B) describe the effects of this spending. With which statement are you most in agreement? A. If government increased its spending by 50 percent, this spending would have a significant positive impact on the lives of average Pakistani citizens. B. If government increased its spending by 50 percent, this spending would have no positive impact on the lives of average Pakistani citizens.o Agree entirely with (A) o Mostly agree with (A) o Mostly agree with (B) o Entirely agree with (B) o Neither agree with (A) nor with (B)24. Revenue collection is not only a question of tax policy, but also of policy

World Bank Public Officials' Survey

Public Officials' Survey - Albania

Colombia Albania417. Age

418. Gender

Colombian National administrative Department of statistics


419. Which is the highest level of education you completed?o secondary school, finishedo undergraduate university, unfinishedo undergraduate university, finishedo post-graduate studies, unfinishedo masters degreeo doctoral degree

3. What is respondent's current position?o head of organization with budget authorityo director of general directorateo head of departmento director of directorateo chief of sectoro office chiefo specialisto other

427. How many years have you worked in the current position?428. How many years have you worked in the current budgetinstitution?429. How many years have you worked in the publicadministration?

10. Level of public administration?o central administration (including district branch offices administration)o prefectureso local self-government (districts, municipalities)o other

80. Why did you decide to join the public administration?o stability / work securityo official salaryo benefitso flexible hourso reasonable work loado international training possibilitieso learning / traning possibilities (other than international training)o personal satisfaction in worko social status / prestigeo powero to be in a position to help friends and family to find jobs or succeed in businesso to be able to earn money on the sideo limited opportunity elsewhere

C04 Reasons for staying in position: o Job stability. o Opportunities for gaining professional experience. o Opportunities for professional development. o Social standing. o Working hours. o Opportunities for promotion. o Pay scale. o Professional incentives and rewards.

160. If you leave the organization, will you probably be working in:o public administration but another organizationo the public sector, but outside of the Public Administrationo the private sectoro Albanian NGOso international organizationo retired

J03 In the last 12 months did you belong to a department that designed or executed the budget?

18. In general terms, do you think that you are provided with sufficient control over personnel management to ensure high-quality job performance of your staff?

H08 In the last 12 months, to what extent has the organisation taken into consideration the following factors in its evaluation of institutional management: o The results of public policy. o The results of resource administration. o Public satisfaction. o The results of the organisation's employees' performance evaluation. o The quality of services provided to the public by the organisations' employees. o Comments and suggestions from citizen watchdogs or other social organisations. L01 In the last 12 months, with respect to the Governor/ Governing Mayor and his/her team's management, it can be said that: o (S)he has held public meetings to inform the public about the key programmed and projects of the Development Plan. o (S)he has had a strategy of public participation in his/her territory. o (S)he has had a strategy of online Government.

381 & 384. The following is the list of government organizations. Please select the best organization in terms of performance. Please also select the three worst organization in terms of performance. o Ministry of Healtho Ministry of Justiceo Ministry of Economic Cooperation and Tradeo Ministry of Agriculture and Foodo Ministry of Financeo Ministry of Public Economy and Privatizationo Ministry of Education and Sportso Ministry of Labor and Social Affairso Ministry of Foreign Affairso Ministry of Transport and public workso Ministry of Interioro Customs Officeo Tax Officeo Ministry of Cultureo Ministry of Justiceo National Agency of Privatizationo Electricity companieso National Assemblyo Courts 351. During the past two years, has your budget institution received any sanctions or measures for not performing well?

H06 In the last 12 months, to what extent did the following entities exert an undue influence on your organisation: o Business association and /or other economic associations. o Delegates. o Trade unions. o Senior central government public servants. o Businessmen and/or contractors. o Outlawed groups. o International organisations. o Multinational companies. E05 How comfortable would you feel reporting an irregular practice to...: o the head of the organisationo your immediate managero the head of internal/ disciplinary control? o the head of HR E06 If you had to report a case of corruption in your organisation, where would you go first? the head of the organisationo the head of the organisationo your immediate managero the head of internal/ disciplinary control? o the head of HR G01 In the last 12 months were you aware of ANY national policy that was being implemented in your organisation?I02A To what extent do you agree with the following statement: In the last 12 months the organisation's institutional plans were shared with the employees. J04 To what extent do you agree with the

387. To what extent do you agree with the following statements: Among budget institutions in the public administration there do not exist good communication. 416. Were you aware that the Government has submitted a revised draft Civil Service Law to Parliament?

295-298. If during the year it is necessary to increase the total budget of your budget institution, whose authority is required for this change:295. The Head of your budget institution296. The Ministry of Finance297. The Council of Ministers298. Parliament

H07B To what extent do you agree with the following statement: In the last 12 months in your organisation strategic actions led to the achievement of established targets. H07D To what extent do you agree with the following statement: In the last 12 months in your organisation administrative organisation facilitated the achievement of strategic targets. I01E In the last 12 months do you consider the organisation to have reviewed and evaluated it's targets?I02B To what extent do you agree with the following statement: In the last 12 months the organisation's institutional plans facilitated monitoring of the organisation's strategic targets.

310. Do you believe your budget institution has a clear set of strategic objectives?

F01 In the last 12 months, internal guidelines were generally:o Communicated in a timely manner. o Easy to interpret and understand. o Consistent with one another. o Easy to implement. o Facilitated compliance with the organisation's mission. o Favoured political interests. o Favoured personal interests.

316. Does your budget institution provide staff with written guidelines, which instruct your staff how they should execute important aspects of their job? 318 & 320. What is your assessment of the quality of these written guidelines? Please tell us the extent to which you agree with the following statements.o 318. Relatively simple to understand and implemento 320. Very useful in executing my main functionso 35-39. To what extent do you agree with the following statements: The personnel management guidelines are... o 35. Relatively simple to understand and implement. o 36.Relatively flexible, providing our budget institution with adequate discretion in their implementation. o 37. Helpful for effective personnel management. o 38. Stable over time. 39. What are reasons for imperfect implementation of formal, written guidelines related to personnel management? Of these reasons, which two are most important?o The guidelines are not satisfactory and need major improvement o There is too much discretion in interpreting the guidelineso The guidelines are overruled by other directives within our budget institution or from other government units o The guidelines in our budget institution

J05 With regards to budgetary planning do you consider that: o there exists a technically-rigorous budgetary planning process? o the needs of different branches and departments in the organisation are considered? o resource allocation criteria for each branch and/or department are clear? J06 With regards to the implementation of the budget do you consider that: o the request for payment from the Treasury or the organisation is met in a timely manner? o the systems for internal control work are adequate for the budget and the Treasury? o financial and budgetary figures are reliable?J02 In the last 12 months, budgetary planning and implementation was based on: o Personal connections. o Political connections and/ or pressure. o Unofficial payments and/ or favour-exchange. o Regionalist connections. o Pressure from outlawed groups. I02 To what extent do you agree with the following statements: o In the last 12 months the organisation's institutional plans allowed for efficient management of budgetary resources. J01C To what extent do you agree with the following statement: In the last 12 months in your department the budget was established in accordance with the

311. How consistent would you say policies that your budget institution is asked to implement are?184. To what extent do you agree with the following statements: the process of setting priorities in the national budget involves close consultation among members of the Council of Ministers.185. To what extent do you agree with the following statements: the process of formulating the national budget involves close consultation between the Ministry of Finance and the line ministries.186. To what extent do you agree with the following statements: the process of formulating municipal budgets involves close consultation with the Ministry of Finance and line ministries.187. To what extent do you agree with the following statements: the process of formulating the organizational budgets involves close consultation between the budget managers and department/division managers.189. What is the dominant method for preparing your budget institution's budget:o based on cost of inputs needed to deliver programs and serviceso based on norms of service delivery (e.g. the number of hospital beds per thousand people). These norms are used to calculate budget requirements based on expected costs of required inputs.o based on previous year's expenditures with incremental adjustments for inflation and other macroeconomic

I01 In the last 12 months do you consider the organisation to have:o had activity planning tools. o planned the use of resources (human, physicial, financial). o your branch to have participated in the organisation's project planning.

I01 In the last 12 months do you consider the organisation to have: monitored the execution of activities?

291-294. Please evaluate the following opposing statements about practices in monitoring commitments and managing aggregate expenditure. 291. In your budget institution, a system for monitoring and controlling the total stock of expenditure commitments incurred is present/ note present. 292. In your budget institution the total stock of expenditure commitments is monitored frequently throughout the year and controls are in place to ensure that total commitments do not exceed total budget authorization.293. In your budget institution weaknesses in the monitoring of expenditure commitments almost never result in accumulation of arrears.294. In your budget institution some accumulation of arrears is inevitable in view of the constraints on your budget institution's budget, such as unpredictability of actual budget.

C03A To what extent do you agree with the following statement: My work contributed towards achieving the organisation's strategic targets.

390. Please choose an appropriate response: When decisions are taken in your budget institution, managers seldom/ always take into consideration opinions and suggestions from their subordinates.

C01C To what extent do you agree with the following statement: The organisation encouraged team work and comradeship in the workplace.C01A To what extent do you agree with the following statement: In the last 12 months relationships between employees, regardless of their position, were based on trust and respect. C01B To what extent do you agree with the following statement: In the last 12 months conflicts in the workplace were resolved through formal mechanisms.

E01 In the last 12 months employees’ conduct has been characterised by: o Their compliance with rules and regulations. o Their contribution to facilitating social control of the public. o Their safeguarding of the correct use of public resources.

335. How qualified would you say the civil service staff in your budget institution are?336. How productive would you say the civil service managerial and professional staff in your budget institution are?

C03C To what extent do you agree with the following statement: My professional skills and capabilities have improved. H07A To what extent do you agree with the following statement: In the last 12 months in your organisation training programmes contributed to the achievement of objectives. C02C To what extent do you agree with the following statement: In the last 12 months managers promoted the personal and professional growth of their employees. C05C To what extent do you agree with the following statement: In the last 12 months professional development and capacity-building was promoted among employees.

132. Please evaluate the following opposing statements about training that you received. In general, training that you received during the past year was:o not very useful for enhancing your performance in the position that you heldo extremely useful for enhancing your performance in the position that you held at that time140. What are problems with training of staff in your budget institution? Please indicate with "x" the two main problem with training in your budget institution.o limited training opportunitieso the funding is insufficiento inadequate selection processo ineffective training programo officials' leaving the public administration position after training

323. To what extent does your budget institution have adequate financial resources to provide an appropriate level of service?333. Which of the following resources in shortest supply for your budget institution? o number of staff o skills of staff o computers o office supplies (excluding computers) o goods or services (excluding computers or other office supplies) o office spaceo political support

D01 To what extent do you agree with the following statements, in the last 12 months on the organisation: o The provision of tools was adequate for the tasks assignedo Technology and communication support was adequate for the tasks assignedo Work space was adequate for the tasks assigned. o Sites have facilities for disabled persons, pregnant women and/or elderly people.

C06 To what extent do you agree with the following statements, in the last 12 months on the organisation, discretionary appointments (of free appointment and dismissal): o Were public knowledge. o Followed formally-established criteria. o Were made based on work competencies. o Were based on personal connections. o Were based on political influence. o Were based on regionalist influence and connections. o Were based on unofficial payments and/ or favour-exchanges. C07 To what extent do you agree with the following statements, in the last 12 months in the organisation, the recruitment of contractor staff: o Followed formally-established criteria. o Was public knowledge. o Was based on work competencies (educational qualifications and professional experience). o Was based on political influence. o Was based on regionalist influence and connections. o Was based on personal connections. o Was based on unofficial payments and/ or favour-exchanges.

65-67. How did you learn about the opening for your current position? 65. Advertisement of positions in media (newspaper, Radio, TV). 66. Internal announcement within the budget institution. 67. Personal notification from someone in the budget institution. 70. As part of the process for obtaining your current position, were you provided with a written job description: 71. If yes, when?72. When there is a job opening in your budget institution, are positions advertised?22. Are the formal, written guidelines for recruitment carried out in full, in part, or not at all?100. Please evaluate the following opposing statements about recruitment practices in your budget institution.o completely unclear and not transparento completely clear and transparent104-109. In general how important are the following in obtaining a position in the public administration? This question is not about your case but in general in the public administration.104. Education105. Work Experience:106. Knowing the hiring manager on his/her supervisor107. Government / Political connections108. Non-political connections including family, friends and regional connections109. Providing a gift or making an unofficial payment

E02 In the last 12 months did your organisation have an employee performance evaluation system? E03 To what extent do you agree with the following statements: In the last 12 months, employee performance evaluations:o Were conducted in a timely manner by the Planning or HR departments. o Were conducted in compliance with established norms. o Incentivised employees to improve their performance. o Were taken into consideration in the improvement of service delivered by the organisation.

142. How frequently is performance of your staff formally evaluated in writing?147. Is there a written description of the criteria on which performance evaluation of your staff is based?349. In many countries, public organizations are evaluated based on objective, measurable criteria of success, known as performance standards. Are there written standards of performance for your budget institution?350. If yes, roughly to what degree are these performance standards met?20. Are [the personnel management] rules of staff conduct enforced? 30. Are the formal, written guidelines for attestation carried out in full, in part, or not at all? 155. Please tell us about your opinion on performance evaluation process: Your last performance evaluation was:o completely unclear and not transparento completely clear and transparento completely unfairo completely fair

175. Does your budget institution reward excellent performance? 118. Across individuals within your budget institution, all types ofbonuses and similar payments are:o very unequally distributedo equally distributed

C08 To what extent do you agree with the following statements, in the last 12 months in the organisation, internal promotions among regular full-time staff were characterised by:o fairness and equality among candidateso their transparency

161. In the past year, has anyone in your budget institution beenthe subject of the following types of sanctions:Dismissal.173. Do you know any instances in your budget institution in which a public administration employee has appealed a disciplinary sanction in the past year?

H09 In the last 12 months, how frequently have the following occurred in your organisation:o instances of workplace harassmento instances of discrimination based on gender identity and/or sexual orientation

H09C In the last 12 months, how frequently have the following occurred in your organisation: o misuse of public goods or assetso public information was concealed or doctored. E08 In your opinion how much do the following help explain the development of irregular practices: o Absence of sanctionso Low salaries

121. Please choose the most appropriate option: Compensation practices are:o completely unclear and not transparento completely clear and transparent

115. What are your total annual net earnings from sources other than your job?

E04 In the last 12 months how effective were each of the following practices in the prevention of irregular practices? o Selection of employees based on a merit system. o Strengthening of internal monitoring. o Streamlining of procedures. o Promotion of citizen watchdogs. o Creation of public accountability mechanisms. o Risk-detection through the transparency index. H03 As a result of these accountability procedures, your organisation: o Increased the level of project monitoring of projects by managers. o Improved the level of public trust. o Increased the organisation's receptiveness to the public's feedback. G03 In the last 12 months, how much has your organisation's performance improved as a result of the implementation of the following strategies: o A Streamlining of procedures. o Selection of employees based on a merit system. o Quality assurance norms. o Promotion of citizen watchdogs. o Creation of public accountability mechanisms. o Online government. o Standard Model for Internal Control (MECI). o Improvement of public service delivery.

315. To what degree did the last change in government leadership lead to a change in key policies of your budget institution? 413. How strongly do you support the public Administration Reform Strategy?

358. Which of the following would be the most effective measure for improving your budget institution's performance? o more budgetary resourceso more staffo competent staffo more and better trainingo higher salaryo greater managerial autonomyo immunity from political influenceo tighter connection between performance and reward/disciplineo more and better equipmento better communication (this is not about technology or equipment.)o more effective budgeting processo participatory decision makingo better legal frameworko reduced operational mandateo better capacity to detect and punish corruptiono greater credibility of judiciary 391, 395 & 397. Speaking generally about reforms to improve public administration performance, how supportive would you be of the following types of reforms? 391. Steps to create a more professional, merit-based and transparently recruited and managed civil service (Such steps could include: require open competitions via formal examinations or other formal evaluation procedures for all recruitment and promotion decisions, require central authorities as well as direct supervisors to exercise some say in recruitment, selection and promotion decisions, etc.)?

L02: In the last 12 months, in your experience how much public participation was there in: o Accountability procedures. o The design of the Department/ District Development Plan. o The creation of the budget for the Department/ District Capital. o Public monitoring of the management of the Governorate/ District Capital.

361-363. Which of the following methods can be used by the public to register complaints or make requests related to interaction with your budget institution? 361. Open hours, specifically so that the public can meet with representatives of your budget institution. 362. Telephone. 363. Written complaints.

G02 In the last 12 months, external policy… o Was communicated in a timely manner. o Was easy to interpret and understand. o Was easy to implement. o Was consistent. o Favoured political interests. o Favoured personal interests. o Restricted the organisation's autonomy.

272 & 273. During the past year, how often did you or anyone in your budget institution come in contact with the following organizations in regard to issues related to budget management of your budget institution? 272. Ministry of Finance, Budget Office. 273. Ministry of Finance, Treasury Office.

H09D In the last 12 months, how frequently have the following occurred in your organisation: favouritism in the contracting of suppliers. J01B To what extent do you agree with the following statement, In the last 12 months in your department payments to contractors, suppliers and regular full-time staff were made on time. D02 To what extent do you agree with the following statement: In the last 12 months procurement of goods and services was: o public knowledge. o based on the quality of proposals. o based on personal connections. o based on political influence. o based on regionalist influence and connections. o based on unofficial payments and/ or favour-exchange. o Included unnecessary requirements.D03 In the last 12 months were you aware of any process for the procurement of goods and services in your organisation?

D04 To what extent do you agree with the following statement: In the last 12 months, the procurement process:o Followed an established timeline. o Promoted the submission of different proposals. o Applied the selection criteria based on the merit of each proposal. o Complied with all legal requirements.D05 To what extent do you agree with

H09A In the last 12 months, how frequently have the following occurred in your organisation: an employee requested or received cash, favours or gifts in exchange for preventing, facilitating or slowing down procedures and/ services.

H02 In the last 12 months did you have awareness of, or participate in, any accountability procedures initiated by your organisation? H05 In the last 12 months, did you know of, or participate in, any of the following accountability procedures in your organisation? o Meetings, forum, focus groups with members of the public. o Publications or management reports. o Public hearings. o Training sessions on accountability for members of the public. o Social networks, chat rooms, online forums etc. H04 Do you know if during these accountability procedures your organisation provided information about the following: o Targets and results of the institutional action plan. o Investment and budgeting related to the institutional action plan. o Regular full-time staff and contractor staff in the organisation. o Difficulties and problems encountered. o Actions taken towards guaranteeing public participation. o Frequent citizen complaints and claims. o Target and action planning for the next fiscal period. H01 In the last 12 months, the accountability mechanisms in your organisation have resulted in: o An improvement in the quality of information delivered to the public.


Public Officials' Survey - Argentina

Antigua & Barbuda Argentina

1. What is the respondent's gender?

Public Officials' Survey - Antigua & Barbuda, Dominica, Grenada, St Kitts &

Nevis, St Lucia, and St Vincent & the Grenadines

7. What is the highest educational degree you hold?

5. Is this your first government position?

2. How long have you been in this organization?3. How long have you been in your current position?6. When did you begin working for the government?

People have different reasons for wanting to work for the public sector. Please rank in order, marking the most important No. 1, the second most important No. 2 and so on the factors that apply to you.

13. Please tell me if any of these factors influenced your decision to pursue a government job: o job securityo good salaryo benefitso flexible hourso reasonable work loado advancement potentialo social statuso powero limited opportunities elsewhereo personal satisfaction in work/ commitment to organization missiono other14. Among those factors that influenced your decision to pursue a government job, please tell me which three factors had the strongest influence.o job securityo good salaryo benefitso flexible hourso reasonable work loado advancement potentialo social statuso powero limited opportunities elsewhereo personal satisfaction in work/ commitment to organization missiono other

How probable is it that in the near future you will lose your job? If you decided to leave your present job, do you expect to find a job in the private sector: Immediately, After looking around a little bit, It would be difficult to find a comparable job in the private sector.

4. In five years' time, do you expect to be in the same organization in which you're currently employed?

Do you enjoy your work?

32. How involved are you in budget preparation?33. How involved are you in budget implementation?34. How involved are you in budget evaluation?9. How directly involved are you in issues of personnel management, for example recruitment, performance evaluation, training decisions, and disciplinary actions?28. Overall, how much discretion do you have in the performance of your duties?

8. How would you assess the quality of your life over the past year?

Some say that the government is performing functions that it need not be involved in. Do you: agree or disagree.Of the functions that government is currently performing could some e.g. child care, neighborhood watches, agricultural extension, be delegated to civil society groups, associations or societies? If the answer to the above question is yes, what public sector functions, in your opinion could be delegated to civil society? Of the functions that government is currently performing could some e.g. hospital catering, laundering services, printing, be delegated to the private sector? If the answer to the above question is yes, what public sector functions, in your opinion could be delegated to the private sector? Some consider that planning functions in the Ministry of Finance or the Ministry of Planning, as the case may be, are NOT performed effectively. Please rank in order of importance (No. 1 most important, No. 2 second most important etc.) what you consider are the main reasons for this? No consensus on national objectives, Lack of a medium term strategic focus, Staff do not have the necessary skills, The planning division does not have adequate information and tools to analyze different policy options, The actual actions of government diverge greatly from the plans, as such planning is not taken seriously. Do you think there is any scope

51. Do national plans in this sector respond to the particular needs of your province?52. Which of the following sentences best describes the role of this provincial ministry in defining sectoral policies in this province: o The federal government establishes the most appropriate programs for our needso The federal government proposes various programs and we select the one that is most appropriate for our particular needso We adapt federal government programs to our particular needso We define the content of programs in this sector and the federal government supplies funding o Programs in this sector are devised and funded by the province54. What accounts for consistencies across policies?55. What accounts for inconsistencies across policies?56. How often do you disagree with the policies that your organization is asked to implement?57. What do you do when you disagree with a policy?

Some people consider the private sector to be more efficient than the public sector. Do you think this is true in your country?? If the answer to the previous question is no, what are the deficiencies? If you left your present job to work in the public sector, what do youexpect your salary in the private sector to be compared with your salary in your present job?

Some people leave government jobs to work elsewhere. At which level of your organization do you see the most number of persons leaving your organization for better opportunities elsewhere: 1) Most in: Top management, Middle management, Technical, Clerical, Unskilled. 2) Some in: Top management, Middle management, Technical, Clerical, Unskilled. 3) Least in: Top management, Middle management, Technical, Clerical, Unskilled. Political micro-management or interference by political leaders and ministers in day to day working of public sector entities can sometimes hamper the efficiency of these organizations. In your organization, is the problem of political micro-management? Some officials think that ready availability of donor assistance creates a culture of dependence that comes in the way of developing in-house capacity for policy formulation and implementation. In your opinion, is this: true or false? In the past year, how many persons from your organization were moved to jobs that have an international focus such as trade negotiations,projects financed by international donors?

49. How many of these instructions emanate from the national government?50. How often do you discuss policies and performance in your sector with representatives of the national government?53. How often do you discuss policies and performance in your sector with colleagues in your provincial ministry?71. To what extent would say that corruption is a problem?72. In general, are cases of corruption always, frequently, occasionally or never reported to proper authorities?

Who decides the priorities of your ministry/ department? PM, Cabinet, Minister, Permanent secretary.Before an election, does each party clearly outline in its election manifesto the national priorities it would pursue if voted to power?After a government is formed, to what extent are policies formulated within the previously announced priorities?How often does a ministry have to seek cabinet approval for actions falling within its ambit? One method of adjusting the size of the civil service is by not filling the posts of those who retire or leave the job. In your opinion, is this the preferred mode in your organization?

Does your organization have any performance targets?Do you know what part of your organization's target is translated to your performance target?The next question is about implementation of projects in ministry or department. In each of the following aspects of project implementation, evaluate your organization's performance: Achievement of objectives.

46. What is the mission of your organization?47. How successful has your organization been in fulfilling its mission objectives?48. How consistent or inconsistent with one another are the various policies your organization is asked to implement?

Are requested expenditures linked to physical outputs to be delivered by your organization? The budget is prepared mostly on the basis of…

35. Do you expect that actual funds for your organization will differ from budgeted funds this year?36. Will actual funds exceed or fall short of budgeted funds?37. To what extent do you expect that actual funds will differ from budgeted funds?38. How typical is it, in your experience, for actual funds to differ from budgeted funds?39. When budget cuts are made, where are they most likely to be made first?40. How much discretion does your organization have in deciding where its budget is cut?41. In any of the past three years, has your organization exceeded its total budget authorization?42. In how many of those past three years did your organization exceed its total budget authorization?43. On those occasions when your organization exceeded its total budget authorization, did it incur any penalties?44. What were these penalties? -externally imposed by government-internally imposed by organization leadership-external and internal -dismissals-demotions-fines against the organization-fines of the employees-salary cuts-benefit cuts-public rebuke/official sanction

The budget is prepared mostly on the basis of…As far as you know, does your organization conduct annual reviews to project manpower needs?

The Constitution provides job security for public officials. Do you thinkthis comes in the way of enforcing accountability for performance andintegrity? Is there a formal system of evaluating programs/projects being implemented by your organization? If so, how effective is the evaluation system?[How often] Are programs and projects evaluated?If a program or project is found to be unsatisfactory, what happens? At the end of the year, are physical outputs of your organization measured and evaluated against the expenditure incurred? During audit of your organization, the auditor general's staff focus more on: Financial transactions, Cost effectiveness & usefulness of expenditure, Transparency.Does your organization have an internal audit function? If yes, how effective is the internal audit in ensuring compliance with internal control systems?During the past fiscal year, did your office have to furnish any information/statistics to parliament?During the past year, how many times did you / the head of your organization have to appear before the Public Accounts Committee (PAC)?

30. Does your organization have financial records from the last five years?31. How difficult is it to obtain information from those records?

Do you feel that you are contributing to your organization's performance?

29. Of the other employees in your organization, would you say that they have too many, or too few choices in the performance of their duties?

Within your organization, what kind of flexibility do managers have in: (a) Financial management?, (b) Day to day operations of your organization?Has the Public Service Commission delegated some recruitment/promotion/discipline powers to the head of your organization?What, in your opinion, could be the principal reason for NOT delegating hiring/firing powers to the head of your organization? He may recruit people with the wrong skills, This will increase corruption, This will reduce job security, This will reduce the Public Service, Commission's powers.Has this delegation improved the efficiency of your organization?

When you are away on official work or on leave, some part of your workremains undone. What percent of your work cannot be completed byyour next-in-command? If you had to be away from office for some reason, to what level wouldyou be willing to delegate the functions that you normally perform?

Did you receive any training within your own organization during the past year?How relevant was your training to the job that you were doing at that time?As far as you know, does your organization have an adequate strategy for training and professional development of managers and staff?Overall, do you feel that you were given adequate instruction/training for the position that you currently hold?

19. Overall, do you feel that you were given adequate instruction/training for the position that you currently hold?

Does your organization have a Human Resource Management Information System (HRMIS) containing records of employees? How reliable is the information contained in your organization's HRMIS?Does your organization's HRMIS contain the following: Updated records of all training you attended, The dates when you got increment or moved from one scale to another, Performance evaluation reports, The date you will retire from service.When were your own records last updated on HRMIS?How easy or difficult is to obtain for official purposes records of employees in your organization?

Does the management/HR division ask for detailed information from your unit about future work-plans and staffing needs? How many weeks per year are lost from regular duties because you haveto work on emergencies such as natural disasters?

Do you think that introducing computers will make your organization'swork:

Do you know of any systematic mechanism in your organization to plan for replacement of senior officials when they retire/move to another position?

9.1. How did you find out about your current position?10. How did you first learn about your position?11. Are positions like yours generally advertised to the public?15. How many [employees] do you think were hired primarily on the basis of merit? 17. Were you provided with a written job description?18. How well did the written job description reflect your current functions and responsibilities?

As far as you know, does your organization have a stated performance appraisal system?In your performance evaluation, how much importance is laid on your achievement of your targets?Are the criteria for appraisal known to you?How long ago was your last appraisal conducted?How much would it matter, in terms of salary increments or promotion, if your supervisor gave you a bad report?

22. When was your last performance evaluation?23. Who last evaluated your performance?24. Do you feel that you were evaluated fairly?25. Does your organization maintain written standards of expected performance for its personnel?26. Overall, would you say that these standards tend to remain pretty much the same over time, change somewhat over time, or change significantly over time?27. How often, would you say, that the performance standards are met?

In the past year, how many employees in your organizationreceived:(a) reward or recognition for good performance?

67. In the past three years, have staff in your organization been recognized/rewarded for anyo taking prompt action on citizen requests or complaintso providing outstanding serviceo othero no recognition/reward68. How many employees of your organization with excellent performance have not receivedrecognition/reward?69. Why do you think some employees with outstanding performance have not receivedrewards/recognition?70. Overall, do you think that these rewards were justified?

If it is reasonably well established that an employee displayed serious misconduct or performed very poorly, how long would it take for the employee to be disciplined? In the past year, how many employees in your organizationreceived:(b) some kind of penalty for non-performance?Could you make a retrenchment decision on someone who is known toyou socially (even indirectly) if that person was performing poorly?

64. In the past three years, have staff in your organization been disciplined for any of the following reasons?o poor work performanceo misappropriating fundso insubordination65. Consider the employees who were disciplined for poor performance or poor conduct. Overall, do you think that these sanctions were justified?66. Can an employee appeal a dismissal?

63. Overall, would you say that employees who appear to be competent and hard working aretreated better than employees who do not appear to be competent and hard working?

12. Before you applied to this position, were you ensured that you would obtain the job?16. Of those employees who are not hired primarily on the basis of merit, would you say that they are hired most often for: o family connectionso political connectionso paymento gift to some public authorities58. In the past three years, have elected officials, their appointees or political party officials influenced any hiring decisions or promotions in your organization?59. Is this a frequent occurrence?60. In general, how responsive was your organization to this influence?61. To what do you attribute its responsiveness?62. Overall, would you say that employees with connections to political leaders or powerful family members are treated better that those without political connections?

Would you be willing to work on contract with the government i.e. without retirement benefits, if the salary was higher than your present salary by: Should new entrants to the civil service be given an option to work for a lower salary with tenure security and retirement benefits or to work on contract for a higher salary with no tenure security or retirement benefits?

20. In the past year, approximately how many times did you receive wage payments late?21. On these occasions, on average, byapproximately how many weeks was your salary delayed?

If you stopped working, the social insurance/social security/pension you would get could cover what part of your living expenses?

In your opinion, which of the following could be feasible options for pooling of resources within the east Caribbean? (Please rank these in order of importance No. 1 most important. No. 2 second most important) External representation, Regional civil service, Regional customs service, Regional police service, Regional Tax service, Regional audit service, Magistracy, Trade policy coordination, Policing of exclusive economic zones, Other. Some consider that there is considerable possibility for further pooling of resources within the OECS governments. However, various factors come in the way of achieving this objective. Please rank in order of importance (most important No. 1, second most important No. 2 etc.) what you consider are the main reasons for this. Nationalist feelings are very strong, Political leaders do not want to give up power, The interests of different OECS countries do not converge in many areas, It is difficult to build consensus on joint actions, Even when joint decisions are made, it is difficult to ensure that all countries implement them faithfully, Each country thinks it will not benefit from pooling of resources as much as other countries, Some regional and sub-regional agencies are perceived to have little utility to individual countries. Some countries do not pay their dues. Do you think it will be cost effective for government to establish regional (as opposed to

Does your organization receive feedback on quality of services provided to the public and civil society?Do you agree that different civil society groups/ associations/ societies/ NGOs provide effective checks and balances for the public sector? Rank in order of importance the reasons which impede civil society from providing a strong voice: Few civil society organizations exist, Civil society organizations lack skilled staff, Civil society organizations lack financial resources, Civil society organizations do not have access to information relating to functioning of the government, The government does not encourage civil society participation in public affairs. Civil society organizations lack access to senior decision makers.

Have you ever met with associations/ groups of citizens who are the users, consumers of the services produced by your organization?Are you obliged to share official information, especially that relates to performance of your organization, with them?In your opinion is your organization responsive to feedback from the public and civil society?Which of the following are steps that your organization might take when it receives complaints from the public?

Are there any functions that your ministry/department performs that is also being performed by another ministry/department? What happens when you need to exchange information with a colleague from another organization? Hold a meeting, Talk on the telephone, Refer the matter to higher authorities, Write a memorandum, Do not take any action. [How often are] Coordination meetings between the concerned organizations are held? Such coordination meetings are most often between: Ministers, Permanent secretaries, Middle management.

During 1999 was the private sector/any NGO invited by your organization for consultations/inputs: (a) Fixing the organization's priorities? (b) in evaluating the organization's performance against goals? (c) in allocating funds among different projects ?

If the government plans to introduce any measures that may adverselyaffect the interest of public employees, do you estimate the unions to beeffective in arguing the case of employees' interest? Some people consider that emigration of educated and trained persons from the Caribbean to US, UK and Canada drains the public sector ofskilled persons. How severe is this problem in your organization?


Public Officials' Survey - Bangladesh Public Officials' Survey - Bolivia

Bangladesh Bolivia10. How old are you? 6. How old are you?

1. Gender

12. What is your marital status?o marriedo singleo widowedo divorced / separated

11. What is the highest degree that you received in school or university?12. In what field did you earn this degree?13. How many months of education or training have you received abroad, including diploma, degree or shorter training courses?14. Did you earn a University degree abroad?15. During the past three years, have you received any new training or additional training, either inside the country or outside?16. By the time you took your current position, how well did you think your previous education, training and experience had prepared you for it?17. To what extent was your training aimed at improving your performance in your current position?

7. What is the highest degree that you have recieved in school?8. In what field did you earn this degree?9. Have you ever received any training or education outside of this country?10. In which country did you received the last training?11. What was your major field of study?

13. Where does your spouse work, and what is his/ her position ? o Public sector - the same organization as the interviewee o Public sector - different organization as the intervieweeo Private sectoro Does not work14. What is your spouse's hierarchical level? o Superior (i.e., CEO level)o Directoro Middle managemento Professionalo Technical15. How many dependent children do you have?

2. When did you begin in this job?

3. In this organization do you work as a:o Employee of the Civil Service Programo Consultanto Consultant paid by donor agencieso Public employee that is none of the above 19. During the last year, have you had a reduction in work hours?20. Why did this occur?

5. How many years have you been in the current job?6. How many years have you been working for the Government orautonomous agencies and parastatals?

4. How is the grade and pay scale of the respondent?

26. There are many different reasons why people choose to work for thepublic sector. In this card, I would like you to make a list of reasonswhy you decided to work in the public sector.27. Now I'm going to read you a list of factors that other people sayinfluenced their decision to join the public sector. If any of thesefactors influenced your decision to pursue a government job, pleaseadd it to your list.o job securityo good salaryo benefitso flexible hourso reasonable work loado advancement potentialo social statuso powero limited opportunities elsewhereo personal satisfaction in work/ commitment to organizationmission28. Of those factors on your list, please list the factors in the order ofimportance. Please write the number "1" next to the factor that had thestrongest influence on your decision, the number "2" next to the factorthat had the second strongest influence, and so on. If there are twofactors with the same importance, you can use the same numbertwice.29. Among the factors you wrote down,

69. Many people complain that conditions of work in the private sector are better than in the public sector. Are you actively looking for a job in the private sector?

23. How probable is it that you will lose your job in the near future?24. How worried are you about losing your job sometime in the near future?99. Have you ever signed a letter of resignation without date?5. In five years time, where do you expect to be working?

7. What organization did you work for in your previous position?8. What was your title in your previous position?9. How many years were you in your previous position?

4. Where have you worked in the last five years?

42. Do you have a written job description for your current position?43. How well does the written job description reflect your current functions this job description is? 68. How many days, in the last three months, did illness keep you away from the office?44. To what extent do you have the authority to carry out your responsibilities, either as defined in your job description as you are told to implement? 46. Which of the following best describes the responsibilities of your position? o you supply technical, legal, or other professional guidance to superiors who make final decision and dispositions regarding the business of your organizationo you make final decision in consultation with your superioro you make final decisions that are only occasionally reviewed by superiors before implementation. 57. Have you received any award in the last year? 65. Have you ever been placed on OSD status involuntarily or given an unfavorable posting?

94. Have you participated in or worked actively in campaigns of political parties?95. How have you participated?96. Did you do so voluntarily or were you forced to do so?44. Overall, how much decision-making flexibility do you have in the performance of your duties?

1. Number of people with authority over respondent. 2. Number of people at same level as respondent. 3. Number of people for whom the respondent writes Annual ConfidentialReviews (ACRs).58. What is the average number of years that officials in your organization spend in their position?

89. How many parties control your organization as part of political quotas? 73. What percentage of the employees of your organization change in a given year?74. What would you say was the level of personnel turnover in your organization with the last change of government?47. To your knowledge, more or less how many people have been hired into your organization in the past six months? 71. Roughly how many people work in your organization?

82. Do you disagree with policies that your organization is asked to implement?

61. Make a list of attributes you consider necessary for an organization like yours to work efficiently.62. Here is a list of attributes which contribute to an organization's efficiency. If your organization lacks any of them, add it your list please: o good leadershipo computer equipmento disbursement of budget resources without delayo capable human resourceso more financial resourceso more training programso clear instructions (policies)o simplified administrative procedureso absence of political interferenceo better salary63. Of the qualities you just listed, which do you think is the most important? o good leadershipo computer equipmento disbursement of budget resources without delayo capable human resourceso more financial resourceso more training programso clear instructions (policies)o simplified administrative procedureso absence of political interferenceo better salary64. Write the letter "X" next to the attributes that are most lacking in your organization.o good leadershipo computer equipmento disbursement of budget resources

77. How much would you say corruption prevents your organization from accomplishing its mission?80. If contradictions in directive are problematic, what might be an example of a contradiction that was particularly troublesome in the last year?81. If there are frequent changes in policy, what was the last such major change that created problems for your organization?

81. Would you say that, in the public sector as a whole, corruption is a serious problem?82. Would you say that, in your organization, corruption is a very serious problem, a serious problem, a somewhat serious problem, or not a serious problem at all?83. In your view, what sort of corruption is the most common (if any)?84. And where do you think this type of corruption takes place most often? 85. Which of these do you think are the most prone to corruption?86. In general, cases of corruption are always, frequently, occasionally or never reported to proper authorities? 97. How frequently do employees of your organization receive political pressure to perform tasks in a way they would not have otherwise done?98. What would happen if they did not comply with such political pressure?

66. How would you characterize the process by which officials are against their will, transferred or placed on an OSD status?

78. On a scale of 1 to 5, please indicate how much each of these undermine the ability of your organization to fulfill [its] objectives: o insufficient budgetary allocationo unpredictable budgetary allocation o contradictory policies and directiveso frequent and significant changes of policies and directiveso insufficient skilled manpower o inadequate commitment on the part of the people that matter.79. If your budgetary allocation was insufficient last year, what targeted outcome were you able to achieve?

60. Agencies receive instructions and policies from different parts of government, some of which are incompatible with each other. How compatible, or consistent, are the instructions and policies which your agency receives?

76. Which of these SAFCO norms are you familiar with?77. In which of these systems has your organization established specific norms?78. To what extent are the specific norms for personnel management being followed in your organization?79. The SAFCO Law requires establishment of administrative systems in each entity according to the basic norms in force. If these administrative systems have not been established in your organization, to the best of your understanding, which are the reasons why this has not happened?

84. What percent of the originally budgeted amount did actual funds received exceed or fall short of the original budget for your organization in fiscal year 1998-9? Less/more than originally budgeted.85. This question asks how spending cuts are made when actual budget falls short of original budgets. I will identify different individuals and groups and ask you how influential each of them was in determining how your organization adjusted to mid-year budget cut: o the top civil servants and political functionaries in your organizationo other members of the cabinet and the prime ministero members of parliamento trade unions, including staff associationo organized interest outside of governmentso other.86. How much of its bill was your organization unable to pay last year?87. By what fraction did you expect the actual budgetary allocation in FY 2000 to differ from originally budgeted amount?88. How much would it surprise you if the actual budgetary allocation diverged from budgeted funds by twice as much as your answer in the last question?

97. What fraction of all contract payments is examined by external auditing bodies?98. Which of the following best characterizes the audits? o always superficialo occasionally thorougho usually superficialo sometimes thorougho sometimes superficialo usually thorougho occasionally superficialo always thorough99. In your opinion which of the following best describes the audits in recent years? o nearly all audits are triggered by statutory criteria and not by political or personal motivationso some audits are triggered by political or personal motivations o around half of all audits have a political or personal motivationo most audits are triggered by political or personal motivationo nearly all audits have political or personal motivation

45. Does your organization have records of the last five years?46. How difficult is to obtain information from those records?

48. Consider all the decisions that you ask your superiors to make, or the files that you pass on to them. The following are possible reasons why they might do this. Could you please tell me, for each possible reasons, whether you think the reason applies to very few or none of the cases (1) some of the cases (2) to about half of the cases (3) to most of the cases (4) to almost all or all of the cases: o because the rules of business or other formal procedures of your organization require that you or your superior make the decisiono because the decision required your professional reviewo because you felt the decision was too risky for your careero because they did not want to be seen interfering with the authority of your superiors. 50. In the last 3 months how many times has your superior returned a file to you instructing you to decide the matter but without telling you on how to decide it?

83. Do you disagree with decisions of your superiors? 47. Consider the decisions that you are asked to make by your subordinates (the files, for example forwarded to you). The following are possible reasons why they might do this. Could you please tell me, for each possible reasons, whether you think the reason applies to very few or none of the cases (1) some of the cases (2) to about half of the cases (3) to most of the cases (4) to almost all or all of the cases: because the rules of the business or other formal procedures of your organization require that you or your superior make the decision, because the decision required your professional review, because they felt that the decision was too risky to their careers, because they did not want to be seen interfering with your authority. 49. In the last 3 months, how many times have you returned files to subordinates, instructing them to make decisions at their level, but without instructing them on how to decide?

32. In your organization which of the following methods have you used to learn your job: o verbal instructions from a superioro verbal instructions from a colleagueo self – taught.33. During the past year have you received any new training or additional training?34. Did this training help much, somewhat, a little or not at all to improve your performance at work?

18. How many Class III and IV employees in your organization do you think received their positions primarily because they exhibited greater merit than other candidate? 45. Consider those officials whom you write ACRs. If one of these officials were to leave, how much influence would you have in the replacement? 24. How many Class I officials are selected after the exams primarily because they exhibited greater merit than any other candidate? 30. How many Class I officials are given their first appointment or posting primarily because they expected greater merit than other candidates?

25. Are positions like yours generally advertised to the public?30. In your organization, would you say that the employees are hired more often as a result of:o Performance on an examinationo Personal connectionso Political connectionso Family relationso Payment or gift to some public authoritieso CV72. How many of the [people who work in your organization] do you think will be re-hired, if a merit-based recruitment process is introduced?

38. Does your organization have Individual Annual Operations Plans (POAI) for its employees? 40. Are there any other evaluation performance methods in your organization? 43. Overall, would you say that the performance standards in POAI are clear?39. When was your last POAI evaluation? 41. When was your last evaluation?

54. In the last three months, how many staff do you know of in your organization who have received official recognition or rewards (e.g. scholarship and training opportunities, monetary rewards, accelerated promotion, desirable posting?)? o Class III and IV employees (Number) o Officials and officers (Number)55. What was the form of reward given to officials and officers? o fellowshipso monetary rewardso accelerated promotiono desirable postingso public recognition56. To what extent do you believe that these rewards and recognition was justified by exceptional performance?

55. In the past year have staff in your organization been recognized/ rewarded for any of the following reasons?o taking prompt action on consumer requests or complaintso providing outstanding serviceo othero no recognition / reward58. During the last year, has anyone in your organization received any of these rewards? 59. Overall, do you think these rewards were justified?

36. How many mid-level Class I officials are promoted primarily because they exhibited greater merit or seniority than other candidate (e.g. from deputy to joint, or joint to additional secretary)?

51. In the last three months, how many instances do you recall in which staffs in your organization have been disciplined? o Class III and IV employees (Number) o Officials and officers (Number)52. What were the reasons for the disciplinary actions that you recall from the past three months that affected class III or IV employees from your organization? o non-performance of duties, including chronic tardiness, absence, incompetence; insubordination o embezzlement or briberyo holding second jobo personality conflict with superior o unwillingness to cooperate with the superior in illegal activitieso other (specify).53. What were the reasons for the disciplinary actions that you recall from the past three months that affected officials or officers from your organization? o non-performance of duties, including chronic tardiness, absence, incompetence; insubordination o embezzlement or briberyo holding second jobo personality conflict with superior o unwillingness to cooperate with the superior in illegal activitieso other (specify).59. In the past year, how many officials do you know of who received unfavorable posting?60. What fractions of unfavorable

49. In the past year have staff in your organization been disciplined for any of the following reasons: o for poor work performanceo for having a second job incompatible with the worko for embezzlemento for accepting bribes for insubordinationo no discipline50. Which of these [types of public employees] do you think are more susceptible to being disciplined for the performance problems listed above?51. To the best of your knowledge, has any of the employees of your organization been disciplined with any of these measures? 52. Overall, do you think these sanctions were justified?53. Can an employee appeal a dismissal?54. Are you aware of any such appeals that have recently succeeded?

56. How many employees of your organization with excellent performance records have not received recognition / reward?57. Why do you think some employees with outstanding performance records have not received rewards / recognition?42. Do you feel that you were evaluated fairly [in your last evaluation]?

19. In how many of the cases where merit was not the primary deciding factor did senior officials from your organization help them get their jobs? 20. In how many of the cases where merit was not the primary deciding factor did politicians from your organization help them get their jobs?21. In how many of the cases where merit was not the primary deciding factor did political functionaries from outside your organization (e.g. MPs, other ministers) help them get their jobs?22. In how many of the cases where merit was not the primary deciding factor did other high officials, such as military officers or senior officials from other public or private organizations help them get their jobs?23. Now I will give you a list of possible reasons why high officials and functionaries might help someone receive a class III or IV job. Could you please tell me, for each possible reason, whether you think the reason applies to 1) very few or none of the cases 2) some of the cases 3) to about half the cases 4) to most of the cases 5) or to almost all or all of the cases: o family tieso personal tieso village tieso political tieso payment was made for the jobo union pressure25. In how many of the non-merit cases did senior officials from your organization

31. Before you applied to this position, you were ensured to obtain the job? 48. Of the [people hired into your organization in the last 6 months], how many do you believe were appointed because of influence of some political parties?

70. Assume that you were offered a job in the private sector tomorrow in your area of professional expertise. What is the minimum amount as a factor of counted salary and benefits, the total compensation package would have to be per month for you to consider taking it?71. Assume that tomorrow you are offered a job by a foreign donor organization. In this case, what is the minimum amount, as a factor of counted salary and benefits, the total compensation would have to be, per month, for you to consider taking it?72. Do you know of anybody at your level and your age who has taken a job in the private sector recently? 73. If yes, what is their total compensation package per month?

90. What percentage of your salary do you contribute to the party?91. To how many parties do you make contributions?93. What would be the consequence if you refused to make the contribution?16. Is your salary sufficient to pay your living expenses?

67. Besides regular benefits that you received in the last year, how much did you receive for: honoraria for attending board meetings savings from tours of districts savings from per diem for overseas travel other approved sources of income connected with position?

74. Did you file a wealth report with the National Revenue Board last year?75. Government compensation is widely recognized as too low for civil servants to maintain a family at a middle class. What percent of colleagues in your organization of service obtain supplemental income from these sources: o wife's incomeo income from inherited property o savings from training and travel per diems, and other approved special paymentso second jobso bribes and other illicit payments

17. If [your salary] is insufficient, how do you make up the shortfall: o Bonuseso Pensiono A second jobo Spouse's incomeo Support from other family memberso Other 18. Please mark with an X all the bonuses and additional benefits you receive. 21. During the last year, has your salary been reduced for any reason?22. Why did it happen?35. In the past year, approximately how many times did you receive wage payments late?36. On these occasions, on average, by approximately how many weeks was your salary delayed?37. What was the longest number of weeks that your salary was ever delayed?

80. How has the SAFCO Law affected the behavior of employees in your organization?

87. Among the list of measures, which do you think would encourage public employees to report cases of corruption within their organizations? 88. Among these measures, which do you think would help reduce corruption in public organizations?69. In your view, which of these measures would contribute to improving the performance of your organization: o merit-based recruitmento protection from political interferenceo protection of job securityo rigorous evaluation system70. Which of these measures do you think could be successfully implemented in your organization:o merit-based recruitmento protection from political interferenceo protection of job securityo rigorous evaluation system

89. At what level of procurement of goods and services does your agency advertise the procurement and solicit multiple bids? 90. With your agencies larger procurements, how common is it for the supplier and agency to adjust or relax the terms of the supply contract (to agree to variations in the contract) in response to unforeseen circumstances?91. With your agencies larger procurements, how common is it for the supplier and agency to adjust or relax the terms of the supply contract (to agree to variations in the contract) in response to unforeseen circumstances?92. On average, in the actual experience of your agency, how long does it take to complete all steps necessary for the supplier to be paid once an invoice is submitted?93. This question refers to payments to suppliers in the fourth quarter of the fiscal year. On average, from the time that the agency submitted all necessary paperwork for suppliers to be paid, how much time elapses before the Accountant General's Office issues the check?94. What fraction of suppliers waits more than two months for payment after submitting an invoice?95. How many invoices of your organization pay only partly or delay paying, because it has not received expected sanctions from the finance or controlling ministry?96. When organizations have cash flow


Public Officials' Survey - Bulgaria Public Officials' Survey - Guyana

Bulgaria Guyana8. How old are you?

Gender of the respondent 1 a) Gender

13. What is your marital status?o singleo married / common law relationshipo widowedo divorced / separated

Education level of the respondent:o PhD o University Degree o Semi-higher Education o Secondary Education

9. What is your highest academic qualification?o CXC / GCE (certificate)o Undergrad. diplomao Bachelor's degreeo Post Grad. diplomao Masters' degreeo Ph.D10. In what field did you earn this qualification?11. Have you ever received any training or education outside of thiscountry?12. Where did you receive this training?

1 b) Ethnicity:o east indiano africano portugueseo chineseo mixed raceo amerindian

14. Where does your spouse work and what is his/ her position ?o public service: upper-level, mid-level, lower-levelo other public sector: upper-level, mid-level, lower-levelo private sector: upper-level, mid-level, lower-levelo self-employedo does not work15. Do you have any dependent children?

Respondent's position: o Technical Specialist o Senior Specialist o Chief Specialist o Junior Expert o Chief Expert o State Expert o Advisor o Sector Manager o Head of Department o Director o General Secretary, Administrative Secretary Type of employment:o Public official o Labour contract

4. In what year did you begin working in your current position?1. In what year did you begin working in public administration?2. In what year did you begin working at your current administrativestructure?12. When were you made a public official?

2. When did you begin working in your present job?3. When did you begin working in this organization?5. When did you begin working for the government?

Type of organization of the respondent:o Administration of the Parliament o Municipal Administration o Regional Administration o Territorial Structures of Exec. Authority o Territorial Administration of Exec. Authorityo Executive Agency o State Commission o State Agency o Ministries o Ministry of Councils Administration o Central Administration of the Exec. Authority

13. What were your motives to pursue a government job?o Job security o Moderate workload o Social status o Good salary o Social status o Benefits o Advancement potential o Power o No opportunities elsewhere

22. There are many different reasons why people choose to work for thegovernment. Below is a list of factors that other people say influencedtheir decision to join the public sector. Please tell me if any of thesefactors influenced your decision to pursue a government job, and howwould you rank them in terms of greatest influence. Secondly, indicate whether any of these features are absent from your job. o job securityo good salaryo benefitso flexible hourso reasonable work loado opportunity for personal developmento social statuso powero limited opportunities elsewhereo personal satisfaction in worko commitment to organization missiono 12 other (specify)

11. If you were selected would you move to a job in the private sector? o Yes, if the salary is highero Yes, if there are opportunities for rapid professional developmento Yes, if there are more contacts with foreign partners o Yes, but only in foreign company o No, I would not move in any 9. In five years time do you expect to be in the same position youcurrently hold?

4. In five years time, where do you expect to be working?o in the same positiono in a different position in the same organizationo in a different public service / sector organizationo in the private sector

6. Excluding your current position, what other positions have you held inthe public administration?o Technical Specialist o Senior Specialist o Chief Specialist o Junior Expert o Chief Expert o State Expert o Advisor o Sector Manager o Head of Department o Director o General Secretary, Administrative Secretary3. What is the first position you held in the administration?o Technical Specialist o Senior Specialist o Chief Specialist o Junior Expert o Chief Expert o State Expert o Advisor o Sector Manager o Head of Department o Director o General Secretary, Administrative Secretary

6. What position did you hold prior to this one?7. How long did you hold that position?

20. How worried are you about losing your job sometime in the near future?

47. To what extent are you involved in the preparation, implementation and evaluation of the budget of your organization? 34. Overall, how much discretion do you have in the performance of your duties? 15. When you first joined in your current position were you provided with a job description?16. How well does this job description coincide with your current functions?

39. Are you allowed to make any decisions relating to the performance of your duties? o I seldom need to refer decisions to my bosso I refer half of the decisions that need to be made to my bosso I refer most of the decisions that need to be made to my bosso Any decision that is required is made by my boss 53. To what extent are you involved in budget preparation?54. When your division's budget is cut, to what extent are you involved in the adjustment of planned programmes?

10. In your opinion what is the quality of life that you have maintained overthe past year?

56. Organizations are instructed to do many different things. Have you noticed any inconsistencies between different instructions in your organization? 58. In your opinion, the coordination between the different organizations in the public administration is: o Very effectiveo Not at all effective. 64. What is your evaluation for the characteristics of your organization which are listed below? o Internal rules for organization of the work processo Organization Management Policy o Political Independence o General state of the organization o General policy towards administration65. If you compare the state of the characteristics of your organization which are listed below now and three years ago, would you say that it has gotten better? o Internal rules for organization of the work processo Organization Management Policy o Political Independence o General state of the organization o General policy towards administration66. Would you expect improvement in the next five years in the variations of the characteristics of your organization listed below? o Internal rules for organization of the work processo Organization Management Policy o Political Independence

23. Below is a suggested list, please indicate, first, which of these contribute to poor performance in your organization, next, rank them in order of greatest influence / impact: o management styleo unclear objectives and targetso poor communicationso poor physical working conditionso missing deadlineso unresponsive policies to customers’ needso low concern for worker's welfareo inadequate resourceso lack of employee recognitiono poor pay and inadequate benefitso 11.limited use of technologyo poor supervisiono cumbersome systemso limited technical capacity in organizationo conflicting instructions from different sourceso Other.4. How often do you disagree with the policies that your organization is asked to implement? 66. Which of the following do you think would contribute most to improving the organizational performance of your organization? o merit-based pay schemeo performance evaluation schemeo institutionalizing work / performance standardso restructuring agencies and developing improvement plans

58. In your opinion, the coordination between the different organizations in the public administration is: o Effectiveo Not at all effective59. Do you believe that when the working level horizontal coordination among the different structures of the public administration is insufficient this is because: o Officials are afraid to take such responsibilityo Organizations do not benefit from sharing informationo Communication structure is underdeveloped60. In your opinion, the coordination between the different departments (sections) in your organization is: o Effectiveo Not at all effective61. Do you believe that when the working level horizontal coordination among the different departments (sections) in your organization is insufficient this is because: o Officials are afraid to take such responsibilityo Organizations do not benefit from sharing informationo Communication structure is underdeveloped35. How often do political party officials influence hiring decisions in your organization?36. Do political officials have influence on the work of your organization?44. In your opinion, how much of a

67. In your opinion, how would you rate the incidents of political interference that exists in your organization? 68. In your opinion, to what extent is corruption a significant problem in the public sector as a whole?69 a). In your opinion what form does corruption (if any) take:o for economic and regulatory serviceso for legal services and professional qualifications 69 b) Which of these are common types of bribery from your observation? o for economic and regulatory services from your observationo for legal services and professional qualifications from your observation70. In your view, where is corruption most common ( if anywhere )?71. How often are cases of corruption, generally, reported to the proper authorities?72. Which of these measures do you think would encourage public officials to report corruption cases in their organizations to proper authorities?73. Which of these measures do you think would help to reduce corruption?74. In your opinion, to what extent is corruption a significant problem in your organization?

61. Do you know the mission of your organization?62. In your opinion, to what extent would you say that your organization has realized its mission?33. Does your organization have a system where annual objectives/ targets that are measurable are agreed to between employees and supervisors at the beginning of every year?

57. When policies governing your organization change, who do you hear about these first? o From your head of organization o From the newspapers/ TV/ radio o From union leaderso From other colleagues

48. Do you expect that actual funds for your organization will differ from budgeted funds this year?49. Do you expect that actual funds will differ from budgeted funds by: o a loto not at all50. How typical, in your experience, is it for actual funds to differ from budgeted funds?51. When budget cuts are made, where are they most likely to be made first: o new hiringo office supplieso service to the people52. How much discretion does your organization have in deciding where its budget is cut?o great discretiono no discretion

55. Do you think that actual funds approved for next year's budget will exceed or fall short of budgeted requirements?56. In what way do you expect that actual funds will differ from budgeted funds?57. When budget cuts are made, where are they most likely to be made first? o employment costso other chargeso capital expenditureo other58. In any of the past three years, has your organization or any sub head of charge exceeded its total budget authorization?59. Are any penalties applied to an organization if it exceeds its budgetary authorization?60. What form do these penalties take? o surcharge of top officialso budget reductions in the next yearo other

17. Did you undergo training when you first joined in your current position?18. Do you think that you need any additional instructions and/or training for your position?19. Are you familiar with the opportunities for additional training in your organization?20. The training opportunities in your organization depend on: o Seniorityo Merito Employees' personal choice and activityo Program for promoting employees' qualificationo Currying favor with supervisoro Political connectionso The opportunities for additional training are not announced

27. In your organization, is there a period of job/ organizational orientation before an officer is placed to function?28. In your organization which of the following methods have you used to learn your job: o written procedure guideo verbal instructions from a superior o verbal instructions from a colleague o self - taught29. During the past year have you received any formal training at all?30. How was this training identified? o personnel officero supervisoro head of divisiono yourself31. How much of this new knowledge are you now using on the job?

42. How difficult is it to obtain adequate and timely information from the records management system in your organization?

41. At what levels would you say there is a high turnover of staff? o clerical levelso technical levelso middle management levelso senior technical levelso top management65. How are changes in policy usually communicated to you? o written correspondenceo orallyo staff meetingso managemento not at all

5. How did you learn about your first position at the public administration?o Through advertisement o Through relatives/friends o Through another employee in the organization7. How did you join your current position? o I passed an interviewo The organization management offered me this positiono The position was not occupied o Hired through job posting according to regulations8. How are vacant positions like yours are usually announced?o They are announced publicly o They are not announced publicly o Sometimes they are announced publicly o Sometimes not14. In general what are the reasons for hiring employees in your organization: o Professional skills and good performanceo Personal connectionso Family connectionso Political connectionso Payment or gift to public authorities14. The reasons for (always or sometimes) hiring employees in your organization: o Professional qualifications as a numeraireo Professional skills and good performanceo Personal connectionso Family connections

21. Are positions like yours generally advertised to the public?24. In your organization would you say that employees were hired more often for: o good performance at entry testo qualifications met job requirementso personal connectionso political connectionso family status in communityo payment of gift to some public authoritieso knew a senior official 26. Would you say that written tests are a regular practice in your organization's recruitment process?

22. Does your organization maintain standards of expected performance for its personnel?24. Is it a common practice for the employees in your organization to report their performed activities regularly?29. Do you expect any changes in performance standards toward your work to be made?31. In your opinion who has to inform you for such a change? o The management of the organizationo My direct chiefo A special commissiono External persons for the organization32. In your organization, how often are the performance standards met?26. When was your last performance evaluation?23. Are you familiar with the performance standard that is expected from you?25. How often has your performance been evaluated?27. Who evaluates your performance? o The management of the organizationo My direct chiefo A special commissiono External persons for the organization28. Do you know when your next performance evaluation is due?

34. When was your performance last appraised by your supervisor?35. Did you agree with your supervisor's appraisal of your performance?36. Were you able to influence a change in your performance ratings?37. Are there documented work / performance standards for each function in your organization?38. a. Are you aware of these standards? Are they generally achieved?

41. In the past three years, have staff in your organization been rewarded for taking prompt action on citizen requests or complaints or providing outstanding service?42. How many employees of your organization with excellent performance have received recognition or reward?43. Overall, do you think that these rewards were justified?63. What is the main issue with implementing merit-based procedures such as recruitment and promotion? o There are obstacles because of the bureaucracyo Politicians want to retain influence over appointmentso There are obstacles of formal character

48. In the past year have staff in your organization been recognized /rewarded for any of the following reasons? o taking prompt action on customers / clients/ end users' requests or complaintso providing outstanding serviceo improving qualificationso excellent attendance recordo consistent courtesyo other49. Overall, do you think these rewards were justified?50. How many employees of your organization with excellent performance have not received recognition / reward?51. Why do you think some employees with outstanding performance have not received rewards / recognition? o there is no money for rewardso no functioning performance system in placeo good work is generally not appreciatedo no incentive scheme existso not having the 'right' party affiliationo absence of a 'recognition' culture

38. In the past three years, have staff in your organization been disciplined for any of the following reasons? o Poor work performanceo Misappropriating fundso Insubordination.39. Consider the employees who were disciplined. Would you say that the sanctions were justified?40. Can an employee appeal a dismissal?

40. Do you think that there is need for divisional heads to have more authority in their areas of work in relation to reward and discipline staff?43. In the past year have staff in your organization been disciplined for any of the following reasons? o poor work performanceo insubordinationo absence from work without leave o embezzlemento accepting bribeso doing another job to the detriment of substantive jobo for lack of discipline44. To the best of your knowledge, within the past three years, has anyone in your organization been subject to any of the following types of sanctions? o Dismissalo Demotion/ reduction of position/statuso Denial of other benefitso Loss of salary/ wageso Postponement of promotion or pay increaseo Fineo Public censure or reprimando Official warningo Other 45. Overall, do you think these sanctions were justified?46. Can an employee appeal a dismissal?47. Are you aware of any recent such appeals that have succeeded?

37. In your opinion is there a different attitude towards employees with connections to political leaders in comparison to employees without political connections? Overall, would you say that the attitude towards employees with connections to political leaders in comparison to other employees is: o Bettero No difference

52. In your experience do you think that employees with high politicalconnections or who are from wealthy or prominent families are treateddifferently from employees who have lesser connections?

25. Before you applied for your current job or when you first joined the government, were you assured that you would get the job?

21. In the past year, approximately how many times did you receive wagepayments late?

16. Is your salary sufficient to meet your living expenses?17. If it [your salary] is insufficient, how do you make up the shortfall? o Salary or wages from another jobo Overtime in my organisationo Support from other family memberso Support from relatives overseaso Pensiono Additional financial benefits from my organisation 32. How often do you receive salary or wages late?

18. Would you describe the quality of life that you have maintained over the past year as unacceptable, acceptable, or good?

53. Regarding the government's new policy on public administration modernization: o Do you consider yourself as well informed? o Do you think that this policy would succeed?54. What will the principal benefit of government modernization will be? o Higher quality of public serviceso Smaller resources for public administrationo Better information systems in government

33. In your opinion, what would be the influence of applying the interventions that are listed below on the level of performance in your organization? Positive influence | Negative influence: o Greater number of staffo Less number of better trained staff o Employees trainingo Higher salaryo More autonomy for managerso Merit-based promotionso More activities to be computerizedo Less political micro-managemento Less corruptiono Better leadership from the head

55. How aware are you of the government's policy on EU accession and approximation towards the EU legislation? Do you consider yourself as well informed? Do you think that this policy would succeed?


Public Officials' Survey - Indonesia Public Officials' Survey - Kenya

Indonesia Kenya14. What is your age?

1. What is the respondent's gender?

24. Are you married now?

15. What is the highest degree that you received in school?16. In what field did you earn this degree?17. Have you ever received any training or education outside of thiscountry?18. Where did you receive this training?19. What was your major field of study?


20. What is the highest level of education completed by your father?21. What kind of work did your father do for a living while you weregrowing up?22. What is the highest level of education completed by your mother?23. What kind of work did your mother do for a living while you weregrowing up?25. Is your spouse currently employed?26. What position does your spouse currently hold?27. Do you have any dependent children?28. How many dependent children do you have?

2. When did you begin working for the government?3. How long have you been in your current position?4. Have you been in your current position:5. When did you begin working in this organization?6. Have you been in your current position:

1. How long have you been in your current position?

35. Which would you say most strongly influenced your decision to pursue a career in the public sector ? o Personal satisfactiono Job securityo Benefitso Advancement potentialo Social statuso Flexible hourso Reasonable work-loado Limited opportunities elsewhereo Good salary o Power

7 d) Please rank in order of importance in the way the following factors influenced your decision to join the public sector. o Job securityo Moderate/ manageable workloado Social status/ prestigeo Good salaryo Other benefitso Advancement/ promotion potentialo Power associated with posto Few opportunities elsewhereo My people wanted me to join

53. Please indicate the benefits that most motivated (1), somewhat motivated (2), less motivated (3) public servants to keep their career in this agency.o Annual leaveo Sick leaveo Medical benefitso Maternity benefitso Maternity Leave o Housingo Transportationo Children's educationo Retirement plan/pensiono Other (please specify)

7. In five years time, do you expect to be a public official in the sameorganization that you are now?8. In five years time, do you expect to be in the same position in whichyou're currently employed?9. If no, why not ?10. What do you expect to be doing?

2. In five years' time, do you expect to be in the same organization inwhich you're currently employed?

11. Is this your first government position?12. What position did you hold prior to this one?13. How long did you hold that position?

7 c) What did you do immediately before you began working in this department/authority? o Worked in other organizations of the governmento Worked in a political partyo Worked in state owned enterpriseso Worked in private sector or private businesso Worked in an NGOo Was a student

36. Of the factors on the list you just compiled, the factors that initially motivated you to pursue a career in the public sector, which ones would you say are notably absent from your present job? o Personal satisfactiono Job securityo Benefitso Advancement potentialo Social statuso Flexible hourso Reasonable work-loado Limited opportunities elsewhereo Good salary o Power

5. If you got selected, would you move to a similarly paid job in the private sector?

61. Overall, how much discretion do you have in the performance of your duties?62. Overall, how much discretion do OTHER EMPLOYEES have in the performance of their duties? 86. Overall how involved are you in budget preparation?87. Overall how involved are you in budget implementation?88. Overall how involved are you in budget evaluation?94. How much discretion does your organization have in deciding where its budget is cut?50. Overall how involved are you in evaluating other workers' performance? 51. How involved are you in training organization personnel? 49. How involved are you in recruiting organization personnel? 52. How involved are you in disciplining organization personnel?

47. Does your department/authority deal directly with the public? 21. Overall, how much freedom do you have in the performance of your duties?

29. About how many hours do you work on your job in the average week?30. Do you work more or fewer hours than you'd like?

63. In general, how effective or ineffective is record keeping at your organization? 102. Organizations are asked to do many different things, and as a result, coordinating organization activities is often very difficult. To what extent do you think that the various policies your organization is asked to implement contribute to this problem? In other words, how consistent or inconsistent with one another are the various policies your organization is asked to implement? 107. Do you think the public service provided by this organization necessary to have a clear and certain standard quality that meet public demand?

48. Please assess to what extent you would agree or disagree to the following statements about the service delivered by your department/ authority.o Is perceived to be of high quality by users of the serviceo Is effective given the budget of your organizationo Is accessible to the pooro Helps to reduce povertyo Your staff are customers friendly

103. Some claim that one of the main problems affecting the performance of the government and some of its organizations is corruption. Would you say that corruption is a significant problem, somewhat of a problem, or not much of a problem at all? 104. In your view, what sort of corruption is common (if any) and where are corrupt activities most likely to take place? o Petty bribery for jobso Payments for tax evasiono Evasion of tax dutieso Purchase of criminal court decisionso Purchase of civil court decisionso Payments to avoid economic regulationso Purchase of other state-regulated professional qualifications105. In your view, where is corruption is common (if anywhere) and where are corrupt activities most likely to take place? o officials in regulatory agencies and private businesso officials responsible for purchasing and private businesso officials in service delivery agencies and private businesso government ministers and private businesso all public officials and private businesso all public officials and the publico members of parliament and private businesso public officials and their superiors or subordinates within agencies

46a. When policies governing your department/authority change, from where do you hear about the changes first? o Head of organisationo Newspaper/ tv/ radioo Union leaderso Colleagues 45. Government departments/ authorities are instructed to do many different things, some of which may be incompatible with each other. How consistent or inconsistent with one another are the various policies your organization is asked to implement? 23. How does your department/ authority respond/ react to directives by political officials?33a. Would you say that corruption is a significant problem, or not much of a problem?33b. Would you say that employees in your organization are corrupt most of the time, frequently corrupt, occasionally corrupt or rarely corrupt?33c. Which sections in your organization if any do you think staff are corrupt? o Personnelo Accountso Supplieso General administrationo Revenueso Registry34. In general, how often are cases of corruption reported to proper authorities? 53. Before an election, does each party clearly outline

46b. In your department/authority, how often are guidelines/ policies/ regulations of procurement management formalized in writing?

89. Do you expect that actual funds (prospective fiscal year)for your organization will differ from budgeted funds current fiscal year? o routine o development90. Will actual funds exceed or fall short of budgeted funds? o routineo development91. To what extent do you expect that actual funds will differ from budgeted funds? o routineo development92. How typical, in your experience, is it for actual funds to differ from budgeted funds? o routine o development93. When budget cuts are made, where are they most likely to be made first? o Wageso Non wage recurrent expenditureo Capital expenditureo Other 95. In any of the past three years, what usually happens with organization budget balance at the end of fiscal year? o routine o development96. In how many of those past three years did your organization exceed its total budget authorization?97. By how much did your organization exceed its total budget authorization?98. On those occasions when your

35. How much of your Department's budget allocation between functions was actually decided by the Department under which your office belongs?36a. How much of your Department's budget allocation between functions was actually decided by the ministry under which your office belongs?36b. How much of your organization's/department's budget allocation between functions was actually decided by the finance ministry?36c. Do you know how much funding was budgeted for your department/authority last financial year?37. Do you expect that actual funds provided for your organization in the next financial year will differ from the funds your department/authority budgeted for?38. Do you expect that actual funds provided for your department/authority will differ from the funds your organization budgeted for by a very large amount, a large amount, a small amount or a very small amount?39. In your experience, how frequent is it for actual funds provided to differ from budgeted funds in your department/authority?40. If budget cuts are made in your department/authority, where are they most likely to be made first?o Hiring of new staffo Provision of office supplieso Provision of services to the peopleo HR development/ training

40. Overall, do you feel that you were given adequate instruction/training for the position that you currently hold ?41. During the past three years, have you received any new training or additional training?42. Did this training help to improve your performance at work?

13a. Overall, do you feel that you were given adequate orientation/ induction for the position that you currently hold ?13b. During the past two years, how many times have you participated intraining on your job sponsored by your department /authority ?14. In your department/authority, do o Seniorityo Merito Political favorso Political connectionso Family connections

50a. Does your department/authority have records for the last 1 year? 51. In general, how effective or ineffective is record keeping at your department/ authority?52. How easy is it to obtain information from other government departments?

32. Do you think your department has adequate staff to handle all the tasks your department is expected to perform?

50 b) In what areas does your department use computers? o HRD management/ personnelo Procurement/ supplieso Accountso Administrationo Registries 50 c) Are you yourself allocated a computer for use in the office?

34. Are positions like yours generally advertised to the public?37. How do most people get jobs in your office? o performance on an examinationo degree from school, university or instituteo family connectionso political connectionso payment or gift to some public authorities38. Please rank the five methods, starting with the method most common in your organization and ending with the least common: o performance on an examinationo degree from school, university or instituteo family connectionso political connectionso payment or gift to some public authorities39. When you were being considered for your current position, were you interviewed by an organization official?

6. Are positions like yours generally advertised to the general public?7. Within an organization, different people are hired using different criteria. We're interested in learning about these general hiring trends. Please think about the employees in your organization. Of these employees, are their hiring based on: o Personal connections with an organization officialo Political connectionso Family connectionso Payment or giving a gift to public authoritieso Merit7 a) How did you learn about your current position? o From an advertisemento From acquaintances (relatives)o From employees of this particular organizationo Other7b) Did you know anyone in the department/ authority before you obtained the position?8. When you were being considered for your current position, did you complete a formal skill assessment task? 9. When you first joined in your current position, were you provided with a written job description?10. How well did the written job description reflect your current functions and responsibilities?22. In the past three years, how often have elected officials, their appointees or political party officials influenced hiring

56. Does your organization maintain written standards of expected performance for its personnel?57. To what extent are these performance standards met or exceeded by organization personnel?58. Overall, would you say that the performance standards are:o clearo unclear60. Overall, would you say that these standards tend to: o changeo remain the same46. When was your last performance evaluation?47. Do you know who last evaluated your performance?48. Do you feel that you were evaluated fairly?

16. Does your department/authority maintain written standards of expected performance for its personnel?17. In your department/authority, how often are these performance standards met?18. Do you know what performance standard is expected from you? 19. The next few questions are about your own performance evaluation. Which of the following apply to your performance evaluation? o It was never done at allo It was done in the last twelve monthso You were evaluated fairlyo You know when your next performance evaluation is dueo You will know of any changes in performance standards soon after they are made20. Do you know what performance standard is expected from you?

79. In the past three years, have staff in your organization been recognized/ rewarded for taking prompt action on consumer requests or complaints?80. In the past three years, have staff in your organization been recognized/ rewarded for providing outstanding service?81. In the past three years, have staff in your organization been recognized/ rewarded for anything else?82. In general, what does it take for a staff member to receive positive recognition?83. Can you think of any reasons why staff members who have performed well have NOT been rewarded?84. To the best of your recollection, within the past three years, has anyone in your organization received any of the following types of rewards?

28. In the past three years, have staff in your department/authority beenrecognized/ rewarded for taking prompt action on clients/citizensrequests or complaints or providing outstanding service?29. In your experience, have any employees in your department/ authority with excellent performance received recognition/ reward?30. Overall, do you think that these rewards were justified?

70. In the past three years, have staff in your organization been disciplined for poor work performance ?71. In the past three years, have staff in your organization been disciplined for allowing a second job to interfere with their work at the organization ?72. In the past three years, have staff in your organization been disciplined for embezzlement ?73. In the past three years, have staff in your organization been disciplined for accepting bribes ?74. In the past three years, have staff in your organization been disciplined for insubordination ?75. To the best of your recollection, within the past three years, has anyone in your organization been subject to any of the following types of sanctions? 48. Do you feel that you were evaluated fairly?48. Do you feel that you were evaluated fairly?o Dismissalo Demotiono Official warningo Postponement of promotion/ pay increaseo Othero Denial of bonuso Denial of other benefitso Denial of salary/ payo Fineo Public censure/ reprimand. 76. Do you believe that those employees disciplined for poor performance or poor

25. In the past three years, have any staff in your department/authority been disciplined for any of the following reasons? o Poor work performanceo Misuse/ misappropriating fundso Insubordination/ Disobedience of orders 26. Consider the employees in your department/authority who were disciplined for poor performance or poor conduct, if any. Would you say that the sanctions/disciplinary actions were most of the time, frequently, a few times or very rarely justified?27. Can an employee appeal against a dismissal/ sack in your department/ authority?

24. Overall, would you say that employees with connections to political leaders or powerful family members are treated much better than, somewhat better than or the same as employees without politicalconnections?

64. In the past three years, have elected officials, their appointees or political party non- structural organization officials (such as public service corps) specifically directed any hiring decisions or promotions in your organization ?65. Is this a frequent occurrence?66. In general, how responsive was your organization to this direction?67. In the past three years, have elected officials, their appointees or political party non- structural organization officials (such as public service corps) indirectly influenced any hiring decisions or promotions in your organization ?68. Is this a frequent occurrence?69. In general, how responsive was your organization to this influence?

33. During the last year, have you had a reduction in work hours and consequently a cut in your pay at any time for reasons other than illness or personal choice?43. In the past year, approximately how many times did you receive wage payments late?44. On these occasions, on average, by approximately how many weeks was your salary delayed?45. What was the longest number of weeks that your salary was ever delayed?

15. In the past year, approximately how many times did you receivewage payments late?

31. Is your current income sufficient to pay your living expenses? 32. If it is insufficient, how do you make up the shortfall? o Bonuseso Financial rewardso Second jobo Other

4. Would you describe the standards of living that you have maintainedover the past one year as good, fair or bad ?

44a. The government is in the processes of implementing public sector reform in order to improve service delivery. Are you supportive of these reforms?44b. Do you think that the Public Sector Reforms will succeed?

43. Do you think there is any scope for: o Reducing wasteful expenditure in your department/ authority?o Making public your department/ authority every expenditure?

108. In your opinion, what action should be taken by the public if they find the services your organization delivers are substandard? o Do nothingo Directly complain to the officer who delivers the serviceso File complaint to your organization or the head of organizationo File lawsuit to the Public Administration Court

49. In your own perception do you think customers/ citizen have a right to complain to the next higher office if they are dissatisfied with services offered by your department? 42a. Have you ever met with associations/ groups of citizens who are the users, consumers of the services produced by your department/ authority?42b. Are you obliged to share official information, especially that related to performance of your department/ authority with service consumers?

33d. In many countries, it is common for government organizations to make additional, unofficial payments to win a procurement contract. How often do you think suppliers to your department/ authority practice that?


Public Officials' Survey - Moldova GAC Public Officials Survey

Moldova International6. Age Age

7. Gender Gender

World Bank- Governance and Anti-Corruption Diagnostic Survey

4. Your education?o Secondaryo Incomplete higher education o Higher education5. Your scientific degree?o Bachelor’s degree o Master’s degree o Doctor’s degree o PhD

Education / Training(a) Which is the highest level of education you completed?o Primaryo Secondaryo College/ universityo Post-graduate studies(b) In what year did you finish the education indicated above?

Which district do you come from? Which province do you come from?

What is your current position? o Head or deputy head of organizationo Head/deputy head of department/ officeo Other senior management/ professional/ technicalo Junior managemento Supporting staffs/ administrationo Other(b) What type of appointment do you currently have? o Patronage or political appointmento General appointment through examo Electedo Appointment due to expertiseo Contract serviceso OtherHow many persons do you supervise, if any?

1. How long have you been in the current position?

How many years have youo Worked in the current organization?o Worked in the government?

13. How did the following factors influence your decision to pursue a government job?o Security of employment o Acceptable workload o Social status o Good salary o Benefits o Guaranteed pension o Professional interest o Possibility to make responsible decisions o Possibilities for professional growth o No alternative job offerings14. Assess the prestige of your profession.o Not prestigious at allo Not very prestigious o Prestigious o Very prestigious

2. In your opinion, how long will you work in this organization?10. If you have the opportunity to move to a similarly paid job in theprivate sector, would you use it?

On a scale from 1 to 5, how secure is your job or position?

3. Did you hold a managerial position before 1990?

What did you do before you began in your current position? 1. Worked in some other government organization(s), 2. Worked in political party, 3. Worked in educational or medical institution, 4. Worked in state-owned enterprises, 5. Worked in private business, 6. Worked in mass media, 7. Worked in NGO, 8. Other. How many years have you worked in the private sector (any non-government job)?

60. Are you satisfied with your work in this organization? 49. To what extent are you involved in the preparation of your organization's budget? 35. Overall, how much discretion do you have in the performance of your duties?

How directly involved are you in issues of budget management, including budget preparation, implementation, and evaluation? How many persons do you supervise, if any?

Typically how many hours do you work for your current main job a week?

Does your organization deal directly with the public?

Please indicate to what extent you and your colleagues would be in agreement with the following expressions: o All levels of public servants have a clear understanding of the Institution’s objectives and strategieso All levels of public servants consider the citizens and users of public services, without discrimination, as our clientso All levels of public servants identify with and are involved with the institutions’ objectives and strategieso For all levels of public servants, there are incentives to improve the quality of services renderedo I clearly understand my institutional roles and responsibilities and what duties comprise each roleo The purchasing plan is considered an important planning exercise and takes into consideration the investment plans of the institution and its inventory requirementso The budget is an effective tool for planning and executing the plans and strategies of the institution. How would you rate the integrity/ honesty of the following public institutions:o Cabineto Parliamento Customs Departmento Income Tax Departmento Ministry of Finance (Treasury Department /Budget Office)o Ministry of Trade and Industryo Ministry of Works and Public

Do you think working in the public sector is generally far worse, worse, the same, better or far better than working in the private sector?

56. Are you informed regarding the government's reform intentions in the area of public administration? 59. What is the source you used to learn from about the changes in policies governing your organization during the last year? o Head of organisationo Colleagueso Union leaderso Mass media33. Is staff turnover a problem for your organization?34. If yes, what are the main causes?46. Some consider corruption a primary problem affecting theperformance of the government and its structures. How important is this problem?47. In general, how often are cases of corruption reported to proper authorities?48. What are, in Your opinion, the main causes of corruption in the State administration?

As far as you know to what extent does good communication exists: (a) among department/ organizations in the government? (b) among departments (offices) within your organization (department) there exists good communication? Evaluate the tendency of the public officials in your institution to change jobs and rotate from the public sector to the private:o Directoro Executiveo Professional/ Techniciano Assistants Imagine that a corrupt bureaucrat extracts gratification. Typically in your department/ organization, what proportion of the gratification does s/he share with the following types or groups of people:o with superioro with his colleagueso with politician/ political party?Please complete the following sentence in the way that best describes your feelings by ticking the most suitable alternative. The government regards low-level corruption as…:o A corrupt practice which the government must eliminateo Unfortunate but unavoidable until it can pay better salarieso An informal way of charging for state services and paying officialsHow significant is the amount of income received from bribes when compared to

Evaluate to what extent the decisions of your institution related to administration/ policies/ regulations of personnel management: 1. Are formally written/well communicated2. Are simple, clear, easy to understand3. Require an excessive number of administrative steps4. Are well supervised (managers make sure that the rules are followed5. Are strictly applied (non-compliance always leads to negative consequences for defaulters)How much do you agree with the following statements: In your institution… 1. There are too many levels in the decision-making process2. The decision making process is too centralized3. There are very few levels in the decision making process4. the decision making process is well centralised On a scale from 1 to 5, how effective would you say the process of reporting corruption cases is?How simple/ difficult would you say the process of reporting corruption cases is? As far as you know how protected is the reporter of corrupt practice from potential harassment?(a) In your department/ organization to what extent would you say that there is a genuine and sincere concern to fight corruption currently? (b) In the Government, to what extent

Is there a formal written mission statement on the main purpose of your organization?Are there written standards of performance for your organization?(If yes) How far does your institution meet these standards?On a scale from 1 to 5, how consistent are policies that your organization is asked to implement to each other?

50. How does the Ministry of Finance or other higher authorities influence the budget allocation within your organization?51. Do you expect that actual funds will be less than budgeted funds this year?52. If yes, how much?53. How often, in your experience, actual funds differ from budgeted funds?54. When budget cuts are made, where are they most likely to be made first? o Staffo Office supplies, change in the working conditions (heating, electricity, etc)o Services to the population55. How much discretion does your organization have in deciding where to cut its budget?

Please evaluate to what extent policies/ guidelines and regulations of the administration of the budget: 1. Formally (written)2. Simple, clear, easy to understand3. Do not require an excessive number of administrative steps4. Well supervised (managers make sure that the rules are followed)5. Strictly appliedDuring the last two years to what extent would you agree that decisions relating to the budget administration (amounts assigned to the budget, services, programs which they were carried out, groups that received budget allocations) have been:o Done transparently (we know who received what and why)o Announced/open to public knowledge through various legal meanso Subjected to regular audits by the internal control unito Subject to regular external audits performed by professionals qualified and experienced in conducting auditso Based on specific criteria defined in writingo Influenced by regional tieso Based on political pressureo Based on influential connections within the institutionso Influenced by illegal paymentso Planned with consideration given to institutional fulfilmentIn your organization is budget expenditure monitored?

On a scale from 1 to 5, how far are you in agreement with the following expression: o Executive decision do not take into consideration the financial requirements of the institution. o Executive decisions do take into consideration the financial requirements of the institution.

On a scale from 1 to 5, how far are you in agreement with the following expressions:o When managers make decisions, they never take into consideration the opinions of their subordinates o When managers make decisions, they always take into consideration the opinions of their subordinates.

30. To what extent do the employees of your organization meet the performance standards?

In your department/ organization what proportion of staff members believe that battling against poverty is one of their functions as a public servant?In your department/ organization what proportion of staff members are qualified for their rank or position?

19. Overall, do you feel that you were given adequate instruction /training for the position that you currently hold?

During the past two years did you participate in training activities? Approximately how many total weeks were spent on training?

On a scale from 1 to 5, how far are you in agreement with the following expressions:o People affected by broad public sector decisions are the last to know about them. o The institution does not have an adequate system for recording managerial decisions. o People affected by broad public sector decisions are the first to know about them. o The institution does have an adequate system for recording managerial decisions.

To what extent do the following resources fulfil your needs as well as the needs of your colleagues in carrying out your activities? o Amount of budgetary resourceso Properly qualified personnelo Office equipment/ computerso Space/ Offices/ Physical plants

11. How did you learn about your current position?12. Does your organization advertise vacant positions to the public?15. To what extent, in your opinion, do the following factors influence employment decisions inyour organization?o Professional qualifications o Past merits o Personal relationship with managing officials of the organization o Relatives o Political ties o Services, gifts16. When you were being considered for your current position, did you complete an examination or skill assessment task?17. When you first joined in your current position were you provided with a written job description?18. If yes, how well does it reflect your current functions and responsibilities?

The following questions refer to your first position in the government. (a) How did you come to know about the vacancy? o Advertisement of positions on media (newspaper, Radio, TV Gazette) o Posted on bulletin boardso Personal notification from someone in the organizationo By chanceo OtherWere you provided with a written job description prior to accepting the position or soon after? Evaluate to what extent during the last two years (2001-2002) personnel management decisions (hiring, assignments, changes, promotions, salary increases) were: 1. Made in a transparent manner (know who were assigned, promoted, transferred, or received wage increase and why)2. Position vacancies announced within the institution as well as announced publicly outside the institution (when appropriate) 3. Useful for the improvement of institutional efficiency 4. Subjected to regular audits by the internal unit of control 5. Subject to a formal procedure of appeal 6. Based on specific criteria defined in writing (as opposed to tacit – not written and informal rules) 7. Based on professional experience/ merit/ performance

22. Does your organization maintain written standards of expected performance for its personnel?23. If yes, do you know what performance standard is expected from you?24. Does Your organization have a performance evaluation system?25. If yes, when did you pass the evaluation for the last time?26. If you passed the evaluation, do you think it was objective?27. Do you know who evaluated your work?28. Do you know when the next evaluation is going to be held?29. Are you informed of changes in the professional standard requirements related to your job?31. Mark the criteria, based on which the evaluation and promotion decisions related toemployees of your organization are made:o Professional qualities o Work tenure o Personal relations with the management o Relatives o Political affiliation o No clear criteria

How often is your performance formally evaluated in writing? Was there a written description of the criteria on which your last performance evaluationwas based?

42. Over the past three years, has staff in your organization been recognized/ rewarded forsuccessful performance?43. If yes, were these rewards justified?44. In your opinion, are there employees with excellent performance in your organization thathave not received recognition/ reward?45. If yes, are there many or few of such employees?

How often does your organization reward excellent professional achievement?

20. What do you think, what are the factors determining training opportunities in your organization?

39. Over the past three years were the employees of your organization penalised for any of thebelow:o Poor work performance o Misappropriating funds o Insubordination40. If yes, do you think these sanctions were justified?41. Can an employee of your organization appeal a dismissal?

How often do complaints from the public lead to discipline of erring staff? In the past year, has anyone in your organization been the subject of sanctions for: o poor performanceo unprofessional conductIn your opinion, how effective have these sanctions been as a tool for monitoring publicofficials in your department/ office?

38. Overall, would you say that employees with connections to political leaders or powerfulfamily members have advantages at work (promotion, bonuses, benefits...)?

36. Did elected officials or political activists influence employment or promotion in your organization over the last three years?37. How responsive was your organization to politicians' pressures?

In the past twelve months have elected officials, their appointees, or political party officials influenced any hiring decisions or promotions in your organization/ department? We know that in many countries, public officials pay to “buy” positions in the public sector. Based on your direct or indirect experience, how common is the practice of “purchasing jobs” in your country….1. Your colleagues superiors (people at a higher level than you not including your superiors) 2. Co-workers (people at your same level not including yourself) 3. Your colleagues subordinates (people at a lower level than you, not including your subordinates)

21. How many months is your wage payment late?

How satisfactory is your salary? During the last twelve months:(i)Was salary ever paid later than due date? (ii) Approximately how many times did you receive your salary late? (iii) When payment of salary was delayed in your organization, what was the average number of weeks of the delay? What was your net monthly (take-home) salary, for the year 2001?

On a scale from 1 to 5, how satisfactory are your other benefits (pension, health etc.)?

8. How would you assess the quality of your life over the past year? 9. How would you assess your family income?

How often does a public official such as yourself engage in other work activities in order to supplement his official earnings?Do you know any of your colleagues who during the past twelve months has received compensation from working in a secondary job outside the public sector? Do you know if those colleagues were you required to get official permission (for example, from a supervisor) to accept this secondary job? How many hours a week do these colleagues work on this secondary job?

57. Do you think [the government's public administration] reform will succeed? 58. In your opinion, what could be its positive results? o Improved quality of administrationo Decreased corruptiono Decreased budgetary expenses

In your view, how much support of public officials does Government have in implementing public sector reforms? In your view, how much support of the general public does government have in implementing public sector reforms?

32. How would you assess the following measures intended to improve the performance ofyour organization:o Increase in the number of employees o Staff reduction accompanied by improvement in professional level of employees o Improvement of the professional level of employees o Increased salary o More autonomy for managers o More autonomy for non-managerial staff o Merit-based promotions o Computerization o Less political involvement o Less corruption o Better leadership skills of top management

Please indicate to what extent you would be in favour of the following types of reforms: 1. establish a public service career structure based on defined job performance criteria 2. Decrease in the number of public officials if salary and benefits are increased 3. Decentralization of state administration 4. greater control given to the public and civil society over public sector activities 5. Privatization of public sector services 6. Establish effective mechanisms for allowing citizens free access to all information held by the state 7. a law that ensures that economic resources used by political parties will have their origin and final use clearly identified 8. A public servant statute regulating the application of penalties and rewards according to job completion 9. Strengthen the operational management 10. Simplifying administrative procedures 11. Establishing objectives and norms for fulfilment of services 12. Regular declaration of assets of public officials

To what extent are the services offered by your institution: 1. High quality2. Performed according to informal (not written) rules3. Offered at relatively low cost4. Fully satisfactory to the user5. Accessible by the poorIn relation to the implementation of the activities/ delivery of services, to what extent at the institution where you work there exist: 1. clearly defined mechanisms that take into consideration the feedback and needs of the users2. clearly defined mechanisms that channel user’s complaints as well as their preferences3. receipts for the different transactions saved in hard copy for use

It is a common practice that companies and people from the community pay “bribes” or make payments “under the table” to public servants. In your opinion how widespread is this practice among public servants/ in the public sector?

In your department/ organization, to what extent are guidelines/ policies/r egulations of procurement management formalized in writing? According to official guidelines, what is the maximum value of a contract that can generally be procured by your department /organization? (i) Without approval from outside your organization? (ii) Without competitive bidding? How often are exceptions made to requirement for competitive bidding? In many countries, it is common for enterprises to make additional gratification to win a procurement contract. (i) What proportion of public procurement contracts in your organization involves any gratification? (ii) When gratification is made for a procurement contract of your organization, typically what percentage of the value of the contract has to be paid in order to win the procurement contract?

In many of the countries in the world, there are known to be different actors and groups in the private sector that apply pressure on the government through the payment of bribes to further their own interests. Using a scale from 1 to 5, tell me to what extent the following forms of corruption have a significant impact on the business environment of this country: o Bribes to employees of the Central Bank in order to ensure that their personal interests are favoured by bank decisionso Bribes to elected representatives to ensure that particular laws favour their interestso Bribes to public officials to ensure that presidential or ministerial decisions favour their interestso Bribes to regulatory commission officials or supervising agencies to ensure specific group interesto Bribes directed to the authorities to revert a ruling or decision and benefit particular interests

Please state how any of the following are important causes of corruption:o Cultural reason, i.e., bribes have been a custom for a long time o Lack of effective incentive mechanism for public officials, such as lack of meritocracy o Poor economic policies, such as privatisationo Low salary of public officials o Lack of transparent and accountable political process o Lack of independent and effective Judiciary o Lack of independent and effective media o Lack of effective corruption reporting system How serious would you say each of the following problem is? o Cost of Living o Consumption of Drugs o Drug Trafficking o Delinquency o Violence o Corruption o Unemployment o Cost of education o Cost of health services o Lack of housing o Public Services (cost, quality, availability) o Poor quality of roads o Destruction of the environment o Lack of leaders o Any other problem?

It is a common practice that companies and people from the community pay “bribes” or make payments “under the table” to public servants. In your opinion how widespread is this practice among local businessmen? o Todayo Three years agoIn your opinion how widespread is this practice among foreign investors?o Todayo Three years agoIn your opinion how widespread is this practice among international organisations?o Todayo Three years agoFrom the corruption cases that you have knowledge of either directly or indirectly, evaluate how frequently these practices occur. 1 With a household: i. The public official would insinuate that a bribe must be paid ii. The user offers the bribe iii. Normally, the groups know how the process works and how much money they need to pay2. With a domestic firm: i. The public official would insinuate that a bribe must be paid ii. The user offers the bribe iii. Normally the groups know how the process works and how much money they need to pay3. With a foreign firm: i. The public official would insinuate that

Miller et al US

Coping With Government Federal Employee Viewpoint Survey

Ukraine, Bulgaria, Slovakia and the Czech US189. How old are you now?

188. Sex

200. Are you:o singleo married or living with partnero divorced or separatedo widowed

191. Did you go to a university? IF YES: Did you complete a degree, leave without a degree, or are you still studying?o completed a degreeo left without a degreeo no degree yet, but still studyingo did not go to university

207. What is your nationality (ethnic background)?Q208 What language do you primarily use within your household?

198. To which religion do you belong, if any? 199. Do you attend a religious service?

201 Do you live in:o (THE CAPITAL CITY) - Kyiv / Sofiya / Bratislava / Prahao another city or big towno a small towno a rural area or village

X70 What is your main occupation now?

X8 In the next year or two, do you think you might lose your job because of job-cuts? How likely is it?X9 If you did lose your job because of job-cuts how difficult do you think it would be to find anothersuitable job? X10 If you had a choice, would you prefer to work for: o the same organisation as now, and at the same levelo the same organisation as now, but at a higher levelo a different organisation, but still in the public (state) sectoro a private or foreign companyo yourself, that is self-employedo prefer to be retiredo prefer to be not working / unemployedo other / dependsX11 Now please think about the job you actually expect to be doing in five years time. Do you expect to be working for:o the same organisation as now, and at the same levelo the same organisation as now, but at a higher levelo a different organisation, but still in the public (state) sectoro a private or foreign companyo yourself, that is self-employedoexpect to be retiredo expect to be not working / unemployedo other / depends

X71 And (UNDER COMMUNISM), what was your main occupation?

4. To what extent do you agree with the following statement: My work gives me a feeling of personal accomplishment.5. To what extent do you agree with the following statement: I like the kind of work I do.69. Considering everything, how satisfied are you with your job? 40. To what extent do you agree with the following statement: I recommend my organization as a good place to work.

11. To what extent do you agree with the following statement: My talents are used well in the workplace. 3. To what extent do you agree with the following statement: I feel encouraged to come up with new and better ways of doing things.6. To what extent do you agree with the following statement: I know what is expected of me on the job.7. To what extent do you agree with the following statement: When needed I am willing to put in the extra effort to get a job done.8. To what extent do you agree with the following statement: I am constantly looking for ways to do my job better.10. To what extent do you agree with the following statement: My workload is reasonable.

79 – 84. How satisfied are you with the following Work/ Life programs in your agency? 79. Telework80. Alternative Work Schedules (AWS)81. Health and Wellness Programs (for example, exercise, medical screening, quit smoking programs)82. Employee Assistance Program (EAP)83. Child Care Programs (for example, daycare, parenting classes, parenting support groups)84. Elder Care Programs (for example, support groups, speakers

53. To what extent do you agree with the following statement: In my organization, senior leaders generate high levels of motivation and commitment in the workforce.

71. Considering everything, how satisfied are you with your organization?

180-182 Governments in many European countries say they want to combat corruption. Do you think that our government in (COUNTRY) is really making a strong and sincere effort to combat corruption:180 amongst top businessmen 181 amongst top government officials?182 amongst officials who deal with ordinary peopleX69 Which of these comes nearest to your view? The (COUNTRY) government regards low-level officials accepting money or expensive presents from ordinary people as:o a corrupt practice which it must liquidateo unfortunate but unavoidable until it can pay officials better salarieso an informal way of charging for state services and paying officialso officials do not accept money or expensive presentso depends

17. To what extent do you agree with the following statement: I can disclose a suspected violation of any law, rule or regulation without fear of reprisal.

39.To what extent do you agree with the following statement: My agency is successful at accomplishing its mission.56. To what extent do you agree with the following statement: Managers communicate the goals and priorities of the organization.

X26 Do the higher officials in your work issue too many or too few instructions or guidelines about how you should behave?X27 Which of these would be better? o more detailed instructions or guidelines about how to do your jobo more freedom and discretion to decide for yourself how to do your jobo neither / dependso don't knowX28 Do you feel that guidelines about taking presents would be useful?X29 At present, are there any guidelines about taking presents in your work?X32 Which comes closer to your view? The laws, regulations and instructions that you have to follow in your job are:o clear and consistento unclear and contradictoryo neither / dependsX33 Which comes closer to your view about recent changes in the laws relevant to your job: Over the last few years there have been: o too many changes to the lawsotoo few changes to the lawso neither / dependsX34 Have recent changes to the laws relevant to your job generally been good or bad?

57. To what extent do you agree with the following statement: Managers review and evaluate the organization's progress towardmeeting its goals and objectives.59. To what extent do you agree with the following statement: Managers support collaboration across work units to accomplishwork objectives.

12. To what extent do you agree with the following statement: I know how my work relates to the agency's goals and priorities. 13. To what extent do you agree with the following statement: The work I do is important.30. To what extent do you agree with the following statement: Employees have a feeling of personal empowerment with 63. To what extent do you agree with the following statement: How satisfied are you with your involvement in decisions that affectyour work?

49. To what extent do you agree with the following statement: My supervisor treats me with respect. 42. To what extent do you agree with the following statement: My supervisor supports my need to balance work and other life issues.43. To what extent do you agree with the following statement: My supervisor provides me with opportunities to demonstrate my leadership skills.46. To what extent do you agree with the following statement: My supervisor provides me with constructive suggestions to improve my job performance.48. To what extent do you agree with the following statement: My supervisor listens to what I have to say.51. To what extent do you agree with the following statement: I have trust and confidence in my supervisor52. Overall, how good a job do you feel is being done by your immediate supervisor?

54. To what extent do you agree with the following statement: My organization's senior leaders maintain high standards of honestyand integrity.61. To what extent do you agree with the following statement: I have a high level of respect for my organization’s senior leaders.58. To what extent do you agree with the following statement: Managers promote communication among different work units (for example, about projects, goals, needed resources).66. To what extent do you agree with the following statement: How satisfied are you with the policies and practices of your senior leaders?60. Overall, how good a job do you feel is being done by the manager directly above your immediate supervisor?62. To what extent do you agree with the following statement: Senior leaders demonstrate support for Work/Life programs.

X31 If you discovered that one of your colleagues was behaving towards the public in a way that you personally thought was very wrong, would you be able to do anything to stop it, or would you just have to ignore it?

20. To what extent do you agree with the following statement: The people I work with cooperate to get the job done.26. To what extent do you agree with the following statement: Employees in my work unit share job knowledge with each other.

28. How would you rate the overall quality of work done by your work unit?

X12-17 Now I want to ask about whether you feel you have had enough training, some training but not enough, very little, or none at all, in different aspects of your official duties.X12 First, training in the use of equipment which is necessary for your job?X13 And training in the laws and regulations relevant to your job?X14 And training about the legal rights of the public which are relevant to your job?X15 And training in how to create good relations with the public?X16 And training in ethics – that is how people doing your job should behave?X17 And training in what to do if offered money or presents?X12 Do you have training in: Use of equipmentX13 Do you have training in: Laws and regulationsX14 Do you have training in: The legal rights of the publicX15 Do you have training in: Good relations with the publicX16 Do you have training in: Ethics – how to behaveX17 Do you have training in: What to do with presentsX18 Suppose you could choose to get more training in one of these aspects of your job. Which would you choose? o use of equipmento laws and regulationso other legal rights of the publico good relations with the public ethics

1. To what extent do you agree with the following statement: I am given a real opportunity to improve my skills in my organization.18. To what extent do you agree with the following statement: My training needs are assessed.27. To what extent do you agree with the following statement: The skill level in my work unit has improved in the past year.29. To what extent do you agree with the following statement: The workforce has the job–relevant knowledge and skills necessary toaccomplish organizational goals.47. To what extent do you agree with the following statement: Supervisors in my work unit support employee development.68. How satisfied are you with the training you receive for yourpresent job?

2. To what extent do you agree with the following statement: I have enough information to do my job well.64. To what extent do you agree with the following statement: How satisfied are you with the information you receive from management on what's going on in your organization?

35. To what extent do you agree with the following statement: Employees are protected from health and safety hazards on the job. 36. To what extent do you agree with the following statement: My organization has prepared employees for potential security threats.

X65 Do you have adequate equipment to get your work done efficiently?X66 Do you have adequate funds available to give people their legal rights?

14. To what extent do you agree with the following statement: Physical conditions (for example, noise level, temperature, lighting, cleanliness in the workplace) allow employees to perform their jobs well. 9. To what extent do you agree with the following statement: I have sufficient resources (for example, people, materials, budget)to get my job done.

21. To what extent do you agree with the following statement: My work unit is able to recruit people with the right skills.

15. To what extent do you agree with the following statement: My performance appraisal is a fair reflection of my performance.16. To what extent do you agree with the following statement: I am held accountable for achieving results.19. To what extent do you agree with the following statement: In my most recent performance appraisal, I understood what I had to do to be rated at different performance levels (for example, Fully Successful, Outstanding).24.To what extent do you agree with the following statement: In my work unit, differences in performance are recognized in a meaningful way.44. To what extent do you agree with the following statement: Discussions with my supervisor about my performance are worthwhile.50. To what extent do you agree with the following statement: In the last six months, my supervisor has talked with me about my performance.

25. To what extent do you agree with the following statement: Awards in my work unit depend on how well employees performtheir jobs.31. To what extent do you agree with the following statement: Employees are recognized for providing high quality products and services.32. To what extent do you agree with the following statement: Creativity and innovation are rewarded.65. How satisfied are you with the recognition you receive for doing agood job?

22. To what extent do you agree with the following statement: Promotions in my work unit are based on merit.67. How satisfied are you with your opportunity to get a better job inyour organization?

23. To what extent do you agree with the following statement: In my work unit, steps are taken to deal with a poor performer whocannot or will not improve.

34. To what extent do you agree with the following statement: Policies and programs promote diversity in the workplace (for example, recruiting minorities and women, training in awareness of diversity issues, mentoring). 55. To what extent do you agree with the following statement: Supervisors work well with employees of different backgrounds. 45. To what extent do you agree with the following statement: My supervisor is committed to a workforce representative of allsegments of society.

X30 What would most likely happen to person in a job like yours who did accept money or a present fromsomeone who came to them with a problem: o nothingothe present would be confiscatedothey would suffer a more severe penaltyothey would be dismissedoother / depends

37. To what extent do you agree with the following statement: Arbitrary action, personal favoritism and coercion for partisan political purposes are not tolerated. 38. To what extent do you agree with the following statement: Prohibited Personnel Practices (for example, illegally discriminating for or against any employee/applicant, obstructing a person’s right to compete for employment, knowingly violating veterans’ preference requirements) are not tolerated.

X4 Over the last five years, has your salary been paid in full and on time always/ never?X5 Is it possible for people in your job to live on their official salary?

33. To what extent do you agree with the following statement: Pay raises depend on how well employees perform their jobs.70. Considering everything, how satisfied are you with your pay?

1 Over the last five years, has your family’s standard of living got better/ worse?192 Taking account of the number of people in your family, how adequate is your family income? X6 Do you personally have another source of income than your official salary?X7 Are tips and presents an important part of your income?

X25 How should public opinion be involved in assessing the performance of people doing jobs like yours? 1 not at all 2 by surveys and questionnaires 3 by public meetings 4 by writing letters of complaint 5 another way 8 neither / depends. Q162 In your view, which of these would do most to encourage officials to treat citizens with more fairness, politeness and consideration? 1 higher salaries for officials 2 more pleasant offices to work in 3 less pressure of work (for example, smaller queues) 4 more respect from the public 8 depends.Q163-172 Here are some other suggestions for ensuring that citizens get fair treatment from officials, without having to give them money or presents. For each one, could you say whether you think it would be very effective for improving the situation in (COUNTRY), useful though not very effective, not necessary, or actually harmful? Q163 Higher salaries for officials Q164 Better training for officials to give them the necessary knowledge and skills Q165 Better appeal and complaints procedures for citizens Q166 Less official forms and documents Q167 Make all officials sign a ‘code of conduct’, setting out how they should behave towards citizens Q168 Display the rights of citizens on notices in all offices Q169 More openness – require officials to explain their actions to citizens and the press Q170 Encourage officials to tell the public if they find things that are

X64 On the whole, are you now more able or less able to help people who come to you than you were (UNDER COMMUNISM)? Q126 Usually, when you or your family contacted officials was that because... 1 you were required to contact them for some official reason 2 you wanted to contact them to ask for something 8 depends.Q127 On the whole, were these personal experiences of dealing with officials in the last few years satisfactory/ unsatisfactory.Q128 Was this mainly because of... 1 the personality and behaviour of the officials 2 the resources available to the officials 3 the laws which the officials had to apply 8 depends.Q129-132 How often did these officials...Q129 ...treat you or your family as equals? Q130 ...give you or your family fair treatment? Q131 ...give you or your family specially favourable treatment? Q132 ...make unnecessary problems for you or your family, in order to get money or a present for solving them?Q133 When you had to deal with these officials, did you or your family usually know what you were entitled to by law, or did you usually not know, or were you usually not quite sure about your rights?Q134 And usually, did you or your family personally know... 1 the official 2 not the official, but someone else in the office 3 no one in the office 8 depends.Q143 If you or your family ever appealed

55 Do you feel that most of these officials treat people better or worse now than they did (UNDER COMMUNISM)?60-70 Now think of a person seeking something to which they are entitled by law. Is it likely or not likely that such a person would have to offer money, a present or a favour to get help from each of the following --- I mean offer more than the official charge?60 hospital doctors61 school teachers 62 university staff63 officials in state ministries64 officials in local government offices65 court officials66 the police67 customs officials68 MPs69 elected politicians on local councils70 people working in the private sectorQ72 When such people give something to an official before their problem has been solved, is that usually because:o the official asks for somethingo officials expect rewards, even if they do not ask directlyo people feel it would be impolite not too people just want to give somethingo people never giveo dependsQ73 When people give something to an official after their problem has been solved, is that usually because: o the official asks for somethingo officials expect rewards, even if they do not ask directly

145 If you had an important problem, and an official asked you directly for money to solve it, would you: o pay, if you could afford ito refuse to pay, even if you could afford ito depends153 Which comes closest to your view about the use of money, presents, favours or contacts to influence officials?o it is bad for (COUNTRY) and for those involved oit is bad for (COUNTRY), but unavoidable for people who have to live here o I prefer it that way because, when you need a favour from an official, you can get ito it never happenso neither / depends156 Which would you prefer? A system where: officials never accepted presents and never did favours for people 2 officials sometimes accepted presents and, in return, did favours for people 8 depends.Q157 Which do you think most officials in (COUNTRY) would prefer? A system where: o they never got presents from people, but were paid an adequate salaryothey sometimes got presents from people, but did not get an adequate salary o dependsQ158-160 Do you think the press, radio and television in (COUNTRY) give too much or too little attention to corruption: 158 amongst top businessmen

7 Do you feel that the move towards a market economy in (COUNTRY) was right or wrong in principle?8 Do you think the move to a market economy was handled well/ badly.9 Who do you think benefited most from the move to a market economy? o politicians and officials o ordinary citizens o the former communist nomenklatura o the mafia o foreigners o none of these / mixed36 Which comes closer to your view? In principle competitive elections:o make politicians pay more attention to what ordinary people wanto do not give ordinary people much influence over politicianso depends53 Even though they often quarrel and make mistakes, do you feel that most politicians: o try to do what they think is best for our country o are mainly interested in gaining special privileges for themselves or their friends o neither / both54 Do you think that most politicians now behave better or worse than they did (UNDER COMMUNISM)?

Political affiliation Q202 Do you think of yourself as a supporter of any political party?Q203 If there was a parliamentary election held this week, what kind of party would you most prefer to vote for... 0 (UKRAINE ONLY) a party representing ethnic Russians within Ukraine 1 a communist party 2 a socialist party 3 the party most strongly committed to the market economy 4 a (COUNTRY) nationalist party 5 a party representing minority nationalities within (COUNTRY) 6 a green party (ecological or environmental party) 7 other party / no party 8 depends.X72 Were you ever a member of the Communist Party? IF YES: Were you just a rank-and-file member, or did you ever hold a position of any kind (party official, committee member, etc) in the party? Personal beliefs Q17 Should health care and hospitals be... 1 run mainly by the government 2 left mainly to private businesses and the market economy 8 neither / mixed.Q18 Should large industrial enterprises be... 1 run mainly by the government 2 left mainly to private businesses and the market economy 8 neither / mixed.Q39 Do you agree or disagree with the statement: ‘Where a majority of people in part of (COUNTRY) speak a language different from (STATE LANGUAGE), they should be able to use their own language as an official language.’ Strongly or not

41. To what extent do you agree with the following statement: I believe the results of this survey will be used to make my agency abetter place to work.

UK AidData

Civil Service Peoples Survey (CSPS) 2014 Reform Efforts Survey

UK International

42 What is the highest level of education you have completed?• Primary • Secondary• Technical/Vocational • College/University • Postgraduate• Doctorate 43 Please provide the following information about your most advanced degree:(1) Name of degree (e.g., Bachelor of Arts in Economics)(2) Year degree earned: <<1940 - 2014>>(3) Name of university (e.g., University of London)(4) Country of university

45 Do you currently work for any of the following organizations or groups, either in country X or in another country?• Government institution or program • Development partner • Civil society organization • Non-governmental organization • Private sector council, chamber, or association • Labor union or workers association • The media • University or think tank

1 Over your entire career, for approximately how many years have you worked with orfor the Government?46 About how long have you held your current position?• 0-6 months • 7-12 months • 1-2 years • 3-4 years • 5 or more years

9 Thinking of your time spent working as <position Q7> with Org X, which of the following best describes your primary area of focus?• Macroeconomic management • Finance, credit, and banking • Trade • Business regulatory environment• Investment • Health • Education • Family and gender • Social protection and welfare • Labor • Environmental protection • Agriculture and rural development • Energy and mining • Land • Infrastructure • Decentralization • Anti-corruption and transparency • Democracy • Public administration • Justice and security • Tax • Customs • Public expenditure management • Foreign policy • I did not have a particular area of focus

2 It is our understanding that, since 2004, you have held at least one position with Org X in country X. Are our records correct that you have held at least one position with Org X?7 Please think of the one position you held with Org X in which you had the most interaction with development partners working in country X.(1) What was the name of this position? (E.g., Director)(2) In which of the following years did you hold this position?-2003-201347 Have you ever worked as a full-time employee, part-time employee, or consultant or in any other capacity for any of the following international organizations or development partners?

B01. To what extent do you agree with the following statement: I am interested in my workB02. To what extent do you agree with the following statement: I am sufficiently challenged by my workB03. To what extent do you agree with the following statement: My work gives me a sense of personal accomplishment

B30. To what extent do you agree with the following statement: In my job, I am clear what is expected of me B32. To what extent do you agree with the following statement: I have clear work objectives

3 We believe the experiences you gained while working with Org X give you an important perspective on policies and programs in country X. Do you feel thatyou are able to accurately answer questions about your time with Org X?4 Thinking of all of the professional assignments you have held in country X since 2004, are you able to answer questions about your experience with a government institution or program other than Org X?5 Please write the full name of this other institution or program in the space below. 6 While with Org X, did you work with any development partners (i.e., international organizations, foreign embassies, and development finance agencies)?10 Thinking of an average day working as <position Q7> did you usually participate in each of the following activities?• Research and analysis • Agenda setting • Advocacy • Consultation • Coordination • Resource mobilization • Policy formulation • Policy implementation • Policy monitoring and evaluation • Program design • Program implementation • Program monitoring and evaluation 11 On an average day working as <pos Q7>, approximately what percentage of your time would you say was spent on each of the following:

B35. I have an acceptable workload B36. I achieve a good balance between my work life and my private life

B53. [My organisation] inspires me to do the best in my jobB54. [My organisation] motivates me to help it achieve its objectives

B50. To what extent do you agree with the following statement: I am proud when I tell others I am part of [my organisation]B51. To what extent do you agree with the following statement: I would recommend [my organisation] as a great place to workB52. To what extent do you agree with the following statement: I feel a strong personal attachment to [my organisation] B40. To what extent do you agree with the following statement: I feel that [my organisation] as a whole is managed well B45. To what extent do you agree with the following statement: I feel that change is managed well in [my organisation]B46. To what extent do you agree with the following statement: When changes are made in [my organisation] they are usually for the betterB61. To what extent do you agree with the following statement: When I talk about my organisation I say "we" rather than "they”

29 Are you familiar with any of the following assessments of government performance?30 From your experience with Org X, can you think of any other external assessments of government performance that may have informed the <issue Q18> of the Government of country X between <start year> and <end year>?Q31 Earlier you indicated that the Government of country X undertook reforms to address these specific <issue Q16>:(1) <Q20.Sub 1>(2) <Q20.Sub 2>(3) <Q20.Sub 3>How much influence did each of the following assessments have on the Government of country X’s decision to pursue <issue Q20> focused on solving these particular problems?32 How much influence did each of the following assessments have on the design of the Government of country X’s <issue Q18>?33 You identified Assessment X as an assessment that influenced the Government of country X’s <issue Q18>. In your opinion, why was Assessment X influential?• It created a way for the government to highlight its policy credentials to key development partners• It created a way for the government to highlight its policy credentials to foreign investors• It strengthened the government’s

B47. To what extent do you agree with the following statement: [My organisation] keeps me informed about matters that affect me B49. To what extent do you agree with the following statement: I think it is safe to challenge the way things are done in [my organisation]

36 Please indicate how often each of the following statements applied to the <issue Q15> in country X between <start year> and <end year>.• The government clearly defined its <issue Q13>• A majority of domestic political actors agreed with the government’s <issue Q9>• The government’s <issue Q9> were supported by sound empirical evidence• National leadership prevented differences of opinion on <issue Q12> from becoming irreconcilable conflicts • The government sought the input of civil society organizations • The government sought the input of private sector groups• The government sought the input of development partners • The government sought the input of local communities

B06. To what extent do you agree with the following statement: I have a clear understanding of [my organisation's] purposeB07. To what extent do you agree with the following statement: I have a clear understanding of [my organisation's] objectivesB43. To what extent do you agree with the following statement: I believe that [the board has] a clear vision for the future of [my organisation]

B04. To what extent do you agree with the following statement: I feel involved in the decisions that affect my workB05. To what extent do you agree with the following statement: I have a choice in deciding how I do my work B08. To what extent do you agree with the following statement: I understand how my work contributes to [my organisation's] objectives B48. To what extent do you agree with the following statement: I have the opportunity to contribute my views before decisions are made that affect me B59. To what extent do you agree with the following statement: I believe I would be supported if I try a new idea, even if it may not work

B09. To what extent do you agree with the following statement: My manager motivates me to be more effective in my jobB10. To what extent do you agree with the following statement: My manager is considerate of my life outside workB11. To what extent do you agree with the following statement: My manager is open to my ideasB12. To what extent do you agree with the following statement: My manager helps me to understand how I contribute to [my organisation's] objectivesB13. To what extent do you agree with the following statement: Overall, I have confidence in the decisions made by my managerB14. To what extent do you agree with the following statement: My manager recognises when I have done my job well

B41. To what extent do you agree with the following statement: [Senior managers] in [my organisation] are sufficiently visibleB42. To what extent do you agree with the following statement: I believe the actions of [senior managers] are consistent with [my organisation's] valuesB44. To what extent do you agree with the following statement: Overall, I have confidence in the decisions made by [my organisation's senior managers]

B26. To what extent do you agree with the following statement: I am treated fairly at workB27. To what extent do you agree with the following statement: I am treated with respect by the people I work withB28. To what extent do you agree with the following statement: I feel valued for the work I doB29. To what extent do you agree with the following statement: I think that [my organisation] respects individual differences (e.g. cultures, working styles, backgrounds, ideas, etc)B62. To what extent do you agree with the following statement: I have some really good friendships at workB19. To what extent do you agree with the following statement: The people in my team can be relied upon to help when things get difficult in my jobB20. To what extent do you agree with the following statement: The people in my team work together to find ways to improve the service we provideB21. To what extent do you agree with the following statement: The people in my team are encouraged to come up with new and better ways of doing things

B33. To what extent do you agree with the following statement: I have the skills I need to do my job effectively B22. To what extent do you agree with the following statement: I am able to access the right learning and development opportunities when I need toB23. To what extent do you agree with the following statement: Learning and development activities I have completed in the past 12 months have helped to improve my performanceB24. To what extent do you agree with the following statement: There are opportunities for me to develop my career in [my organisation]B25. To what extent do you agree with the following statement: Learning and development activities I have completed while working for [my organisation] are helping me to develop my career

B31. To what extent do you agree with the following statement: I get the information I need to do my job well

B34. To what extent do you agree with the following statement: I have the tools I need to do my job effectively

B15. To what extent do you agree with the following statement: I receive regular feedback on my performanceB16. To what extent do you agree with the following statement: The feedback I receive helps me to improve my performanceB17. To what extent do you agree with the following statement: I think that my performance is evaluated fairlyB18. To what extent do you agree with the following statement: Poor performance is dealt with effectively in my teamB58. To what extent do you agree with the following statement: I am trusted to carry out my job effectivelyB60. To what extent do you agree with the following statement: My performance is evaluated based on whether I get things done, rather than on solely following process

B37. To what extent do you agree with the following statement: I feel that my pay adequately reflects my performanceB38. To what extent do you agree with the following statement: I am satisfied with the total benefits packageB39. To what extent do you agree with the following statement: Compared to people doing a similar job in other organisations I feel my pay is reasonable

18 To the best of your knowledge, how much <issue Q17> did the Government of country X attempt between <start year> and <end year>?• No reform at all • Minor reform • Substantial reform • Comprehensive reform 19 Given the political, economic, and social realities in country X between <start year> and <end year> do you think the Government of country X attempted too much <issue Q17>, too little reform, or about the right amount?• Too much reform • Too little reform • About the right amount • Don’t know / Not sure 20 What specific <issue Q16> did the reforms pursued by the Government of country X try to solve?23 How much progress did the reforms pursued between <start year> and <end year> make towards solving each of the following problems in country X?(1) <Q20.Sub 1>• No progress at all • Only a little progress• A moderate amount of progress• A great deal of progress (2) <Q20.Sub 2>• No progress at all • Only a little progress • A moderate amount of progress • A great deal of progress (3) <Q20.Sub 3>• No progress at all

12 Thinking of your time as <position Q7>, please select all of the development partners (i.e., international organizations, foreign embassies, and development finance agencies) that you worked directly with on <issues Q4> in country X.13 During your time as <positionQ7>, approximately how often did you communicate with each of the following development partners about <issue Q4> in country X? We are interested in any of the following forms of communication: phone, video, email, or face-to-face. 14 Please take a moment to think about any advice that you may have received from each of the following development partners on issues related to <issue Q4> in country X. Approximately how often did this advice contain useful information about ways to address <issues Q16> in country X?15 To what extent did development partners coordinate their positions on specific policy issues with those of other development partners? (Please select the statement that best reflects your views.) • Development partners never made efforts to coordinate their positions on policy issues with those of other development partners• Development partners occasionally made efforts to coordinate their positions on policy issues with those of other development partners, but were rarely able to do so because of conflicting interests• Development partners often made

B55. To what extent do you agree with the following statement: I believe that [senior managers] in [my organisation] will take action on the results from this surveyB56. To what extent do you agree with the following statement: I believe that managers where I work will take action on the results from this surveyB57. To what extent do you agree with the following statement: Where I work, I think effective action has been taken on the results of the last survey

Australia Canada

Public service Employee Survey (PSES)

Australia Canada-What is your age group?

-What is your gender?


-What is your first official language?-What is the highest level of education you have ever completed?1: Secondary or high school graduation certificate, equivalent or less2: Diploma or certificate from a community college, CEGEP, institute of technology, nursing school, etc., or a trades certificate or diploma3: University certificate or diploma below the bachelor's level4: Bachelor's degree5: University certificate or diploma above the bachelor's level including a master's degree, a professional degree or an earned doctorate

-Are you an Aboriginal person?

-In which province or territory do you work?-Do you work in one of the following designated bilingual areas of [Ontario/Quebec]?

-Are you currently a shift worker?-Do you work full-time or part-time?-Do you currently work according to any of the following flexible working arrangements?1: Compressed workweek2: Flexible work schedule (i.e., variable start and end times)3: Telework4: Job sharing5: Income averaging6: I do not work according to one of these flexible working arrangements.-What is your current employee status?01: Indeterminate (permanent)02: Seasonal03: Term04: Casual05: Student06: Contracted via a temporary help services agency07: Governor in council appointee08: Other (e.g., minister's exempt staff)-What are the language requirements of your position?-Do you occupy a position in which you provide services directly to the public as a regular part of your job?-In what official language(s) do you provide services to the public?

-In total, how many years have you been working in the federal public service?-In total, how many years have you been working in your current department or agency?

-Please indicate your occupational group and level.-Please indicate your occupational group and level.

-Do you work for the following department or agency?-For which department or agency are you currently working?-In which organizational unit are you currently working?-With which of the following communities do you most closely identify in relation to your current job?01: Client contact centre02: Health care practitioners03: Federal regulators04: Compliance, inspection and enforcement05: Communications or public affairs06: Access to information and privacy07: Security08: Science and technology09: Library services10: Legal services11: Administration and operations12: Human resources13: Financial management14: Procurement15: Real property16: Materiel management17: Information management18: Information technology19: Internal audit20: Evaluation21: Other services to the public22: None of the above

-I would recommend my department or agency as a great place to work.

-Do you intend to leave your current position in the next two years?'-Please indicate your reason for leaving.*To retire*To pursue another position within my department or agency*To pursue a position in another department or agency*To pursue a position outside the federal public service*Other

-My job is a good fit with my interests.-My job is a good fit with my skills.-I get a sense of satisfaction from my work.-I am proud of the work that I do.-Overall, I like my job.-I am satisfied with my department or agency.

-I am willing to put in the extra effort to get the job done.-I have opportunities to provide input into decisions that affect my work.-I am encouraged to be innovative or to take initiative in my work.-Are you a supervisor?'-I am familiar with the provisions of my collective agreement.

-I have the information, training and equipment I need to ensure my health and safety at work.-I have support at work to balance my work and personal life.-I feel I can claim overtime compensation (in money or in leave) for the overtime hours that I work.-I can complete my assigned workload during my regular working hours.-Subject to operational requirements, my immediate supervisor supports the use of flexible work arrangements (e.g., flexible hours, compressed workweeks, telework).

-I would prefer to remain with my department or agency, even if a comparable job was available elsewhere in the federal public service.

-When I prepare written materials, including emails, I feel free to use the official language of my choice.-I feel that the quality of my work suffers because of...*constantly changing priorities.*lack of stability in my department or agency.*too many approval stages.*unreasonable deadlines.*having to do the same or more work, but with fewer resources.*high staff turnover.*overly complicated or unnecessary business processes.-During meetings in my work unit, I feel free to use the official language of my choice.'-If I am faced with an ethical dilemma or a conflict between values in the workplace, I know where I can go for help in resolving the situation.'-Discussions about values and ethics occur in my workplace.-During meetings in my department or agency, the chairpersons create an environment where I feel free to use the official language of my choice.-Overall, my department or agency treats me with respect.'-Have you been the victim of harassment on the job in the past two years?-From whom did you experience harassment on the job?1: Co-workers2: Individuals with authority over me3: Individuals working for me

-I feel I can initiate a formal recourse process (e.g., grievance, complaint, appeal) without fear of reprisal.-Why did you not file a grievance or formal complaint about the harassment you experienced?01: The issue was resolved.02: I did not think the incident was serious enough.03: The behaviour stopped.04: The individual apologized.05: Management intervened.06: The individual left or changed jobs.07: I changed jobs.08: I did not know what to do, where to go or whom to ask.09: I was too distraught.10: I had concerns about the formal complaint process (e.g., confidentiality, how long it would take).11: I was advised against filing a complaint.12: I was afraid of reprisal (e.g., having limited career advancement, being labelled a troublemaker).13: Someone threatened me.14: I did not believe it would make a difference.15: Other-I am satisfied with how matters related to harassment are resolved in my department or agency.-Why did you not file a grievance or formal complaint about the discrimination you experienced?01: The issue was resolved.02: I did not think the incident was

-My department or agency does a good job of communicating its vision, mission and goals.

-My department or agency reviews and evaluates the progress towards meeting its goals and objectives.

-I receive useful feedback from my immediate supervisor on my job performance.-I can count on my immediate supervisor to keep his or her promises.-My immediate supervisor keeps me informed about the issues affecting my work.-When I communicate with my immediate supervisor, I feel free to use the official language of my choice.-My immediate supervisor understands and respects the provisions of my collective agreement.

-I receive the support I need from senior management to address unsatisfactory performance issues in my work unit.-Senior managers in my department or agency lead by example in ethical behaviour.-I have confidence in the senior management of my department or agency.-Senior management in my department or agency makes effective and timely decisions.-I believe that senior management will try to resolve concerns raised in this survey.-I have access to senior management in my department or agency.-Senior managers respect the provisions of my collective agreement.

-I am satisfied with how interpersonal issues are resolved in my work unit.-In my work unit, every individual is accepted as an equal member of the team.-In my work unit, individuals behave in a respectful manner.-I am satisfied with the quality of supervision I receive.

-I have positive working relationships with my co-workers.

-Employees in my department or agency carry out their duties in the public's interest.

-I get the training I need to do my job.-The training offered by my department or agency is available in the official language of my choice.-My department or agency does a good job of supporting employee career development.

-Essential information flows effectively from senior management to staff.

-I have support at work to provide a high level of service.

-I have the materials and equipment I need to do my job.-The material and tools provided for my work, including software and other automated tools, are available in the official language of my choice.-My physical environment (e.g., office, workspace) is suitable for my job requirements.

-In my work unit, I believe that we hire people who can do the job.-In my work unit, the process of selecting a person for a position is done fairly.

-In my work unit, unsatisfactory employee performance is managed effectively.-My immediate supervisor assesses my work against identified goals and objectives.

-I receive meaningful recognition for work well done.Z37I know how my work contributes to the achievement of my department's or agency's goals.Z24I am willing to put in the extra effort to get the job done.AC23

-I believe I have opportunities for promotion within my department or agency, given my education, skills and experience.

-Have you been the victim of discrimination on the job in the past two years?-From whom did you experience discrimination on the job?1: Co-workers2: Individuals with authority over me3: Individuals working for me4: Individuals for whom I have a custodial responsibility (e.g., inmates, offenders, patients, detainees)5: Individuals from other departments or agencies6: Members of the public (individuals or organizations)7: Other-Please indicate the type of discrimination you experienced.01: Race02: National or ethnic origin03: Colour04: Religion05: Age06: Sex07: Sexual orientation08: Marital status09: Family status10: Disability11: Pardoned conviction or suspended record12: Other-What action(s) did you take to address the discrimination you experienced?01: I discussed the matter with my supervisor or a senior manager.02: I discussed the matter with the person(s) from whom I experienced the -My department or agency implements activities and practices that support a diverse workplace.-I think that my department or agency respects individual differences (e.g., culture, work styles, ideas).-Have you requested measures to accommodate your needs in the workplace in the last two years?-Were any measures taken to accommodate your needs?-I am satisfied with the measures that were taken to accommodate my needs.

-The union-management consultation process has been effective in addressing issues in my workplace.

-Are you a person with a disability?-Are you a member of a visible minority group?

India Mexico

Civil Service Survey

India Mexico

Mational Government Survey- Executive Authority

Position.

Branch/ Unit.

1.Enumerate the total number of institutions (according to their administrative classification: central administration, parastatal administration) which comprised the structure of the Public Puministration of your organization at the end of 2009.-Central administration institutions-Parastatal administration institutions-Total2. Enumerate the number of institutions (according to their administrative classification: central administration, parastatal administration) which comprised the structure of the Public Administration at the end of 2009 for each of the functions listed below:• Office of the Executive• Judicial Legal Issues and/ or Judicial Council• Improvement of government management• Gender equality and women’s rights• Administrative Office• Internal Controllership• Planning and/ or evaluation• Transparency• Environment and natural resources• Water, sewerage and/ or sanitation• Public security and/ or transit• Civil protection• Judiciary• Social reintegration• Rural development• Urban development and/ or urban issues• Economic development

29. Does the Public Administration of the organisation currently have a transparency and/ or anti-corruption programme?30. If yes, which issues are covered by this transparency/ anti-corruption programme? • Acquisitions• Deposits• Service contracting • Public services and transactions• Public works • Declaration of assets by public officials• Public services• Public security • Other• Don’t know

32. Enumerate the total number of internal regulations/ norms for the execution of X functions in place at the end of 2009.

9. Select the elements are true at your organisation in relation to the Development Planning Committee (COPLADE) or similar:• Total implementation• Public officials contributed to the defining of the Development Plan• The public participated in defining of the Development Plan• The Committee has a control and/ or evaluation mechanism• The Committee has a governing body• The Committee was in session at least once in 2009• The Committee is currently operative• No Development Plan (or similar)• Don’t know4. Select the elements of internal control which are currently part of the Public Administration of your organisation for planning and/ or evaluation: • Defined mission, vision and/ or objectives• Development plan• Strategic programmes and/ or operations derived from the Development Plan• Management indicators and/ or defined results• Independent technical evaluations• Control and monitoring panel of objectives. Targets, indicators and/ or results• Quality manual and/ or standards for the management of transactions and/ or public services• Complaint, suggestion and/ or feedback

32. When was the last time state laws applicable to the Public Administration of your organisations were revised/ updated (or published if they have not yet been revised)?

25. Seleccione los mecanismos de transparencia y acceso a la información pública con los que actualmente cuenta la Administración Pública de la entidad:25. Which of the following transparency and access to information mechanisms exist in the Public Administration of your organisation:• Norms regulating access to information• Public official responsible for managing requests for public information in each of the organisations institutions• Public information request management system• Document organisation, protection and maintenance system• Training programme for public officials on the rights and duties pertinent to the access to public information• No transparency mechansisms• Don’t know

6. ¿Qué tipo de información genera a través de sus actividades estadísticas y/o geográficas?

6. What type of information does the organisation generate through it’s statistical and geospatial activities?

• Government/ organisation information• Government/ organisation information at the municipal/ local level• Social and demographic information• Social and demographic information at the municipal/ local level• Financial information

17. ¿Cuál es la cantidad total de computadoras en funcionamiento que tuvo la Administración Pública de la entidad al cierre del año 2009?17. How many computers did your organisation have at the end of 2009?18. How many personal computers (desktops and laptops) did your organisation count with at the end of 2009? (please specify type of computer) in each of the below:• Office of the Executive• Judicial Legal Issues and/ or Judicial Council• Improvement of government management• Gender equality and women’s rights• Administrative Office• Internal Controllership• Planning and/ or evaluation• Transparency• Environment and natural resources• Water, sewerage and/ or sanitation• Public security and/ or transit• Civil protection• Judiciary• Social reintegration• Rural development• Urban development and/ or urban issues• Economic development• Labour• Tourism• Housing• Government• Treasury or finance• Primary and secondary education,

19. What types of services were available on your organisation’s website at the end of 2009?• Information services (information can be searched for, read and downloaded through the website)• Interactive services (facilitate information exchange through the use of email or telephone)• Transaction services (permit the execution and/ or tracking of transactions and payments, as well as requests for licenses and permits)• None• Don’t know21. Did your organisation have a catalogue of services/ transactions at the end of 2009?

Moraru and Iorga Lewis and Cameron

Civil Services Barometer

Romania USA


Q28. What is your age?

Q27. What is the highest level of education you completed in school? • High school degree or less • Some college • College graduate • Some post-graduate work • Graduate degree

Q22. About how many years, in total, have you been employed in the following? Please include all positions and all time periods even if it has not been continuous (round to the nearest year). • Current position at [your agency] • All positions at [your agency] • Federal government (including [your agency]) • Private sector • Not -for -profit sector • Other public sector (e.g., state or local government)

Q3. Please select your workplace from the list below.

Q8. To what extent do you agree or disagree with the following statements? • [My agency] is unable to recruit the best employees.• I recommend that a young person work in public service today.

Q8. To what extent do you agree or disagree with the following statements? [My agency] is able to retain its best employees.Q20. We’d like to understand what you value about your job. How important are each of the following job attributes to you? • Job security • Salary and benefits • Work-life balance • Opportunities to influence public policies that are important to me • Opportunities to support the mission of [your agency] • Opportunities to develop professional skills to move to a job in the private sector • Opportunities to develop professional skills to move to a higher job in the federal government Q25. How likely is it that you will leave [your agency] in the next 12 months?Q26. If you plan to leave [your agency], would you be: • Retiring • Becoming a government contractor or consultant• Taking a job other than government contractor or consultant in the private sector• Moving to another job within the federal government • Joining a state or local government • Other (please specify)

Q15. I am interested in becoming a member of the Senior Executive Service or a Senior Professional.Q16. I have a good understanding of key statutes related to managing the career civil service (e.g., the Merit System Principles and Prohibited Personnel Practices).Q18. Have you been approached about a job outside [your agency] since July 1, 2013?Q19. If so, by what type of organization? [check all that apply] • Lobbying firms and organizations • Other private businesses • Federal agencies other than [your agency] • State or local agency • Not-for-profits • Other Q24. Are you now or will you become eligible to retire in the next 12 months?

Q5. Does your job deal directly with decisions about: • Setting overall priorities in [your agency] • Developing Notices of Proposed Rulemaking, summarizing related comments, writing final rules • Budget formulations/proposals • Procurement and contract management • Deciding what enforcement responsibilities to prioritize • Grants to state or local governments, other organizations, or individuals • Allocation of personnel to different jobs or offices • Information management (e.g., Information Technology, Database Management) • Managing completion of agency priorities once priorities are set

Q21. How many hours per week do you USUALLY work at your job at [your agency]?

Q6. There has been a lot of discussion recently about the capacity of federal agencies to implement effectively the policies chosen by Congress and the president. Does [your agency] have the skills necessary to implement the core tasks given it by congress and the president?Q7. Have the skills of [your agency] worsened, improved, or stayed about the same during your time in [your agency]?Q9. To what extent do the following factors contribute to the difficulty [your agency] has in maintaining a skilled workforce• Lack of proactive recruiting strategy • Political pressure to keep growth of workforce low • Lack of qualified applicant pool • Aging workforce with high employee retirement rate • Inadequate career growth opportunities for staff • Rigid civil service rules• Cannot compete with salariesoffered by other employers

Q8. To what extent do you agree or disagree with the following statements? • I am confident in the ability of [my agency] to successfully fulfill its core mission• An inadequately skilled workforce is a significant obstacle to [my agency] fulfilling its core mission.

Q17. I have received sufficient training and guidance on how to manage (e.g., hire, promote, reward, and discipline or dismiss) employees in the career civil service.

Q14. How satisfied were you with your onboarding experience into the Senior Executive Service?

Q10. What is the primary way that non-managers are promoted at [your agency]? • Promotions are based solely on performance and ability • Promotions are based partly on performance and ability, and partly on other factors (for example, tenure or personal connections) • Promotions are based mainly on factors other than performance and ability (for example, tenure or personal connections)• Non-managers are not normally promotedQ11. What is the primary way that managers are promoted at [your agency]? • Promotions are based solely on performance and ability • Promotions are based partly on performance and ability, and partly on other factors (for example, tenure or personal connections) • Promotions are based mainly on factors other than performance and ability (for example, tenure or personal connections) • Non-managers are not normally promoted

Q12. When is an under-performing non-manager reassigned or dismissed? • Within 6 months of identifying non-manager under-performance • After 6 months of identifying non-manager under-performance • Rarely/ NeverQ13. When is an under-performing manager reassigned or dismissed? • Within 6 months of identifying non-manager under-performance • After 6 months of identifying non-manager under-performance • Rarely/ Never

Q23. What is your salary?

Q4. The work of public managers involves working with other federal agencies. We are interested in which federal agencies you have worked with the most in the context of your current job. Please select the three agencies you have worked with the most in order of how often you work with them.

Beuermann and Amelina Politis et al

Russia Myanmar111. Age 2. Age

118. Gender of the respondent. 1. Gender

117. Your marital status?


Perception Survey on ‘Ethics, Equal Opportunities and Meritocracy in the

Myanmar Civil Service’

109. Your level of education? (If higher education, ask whether one or more diplomas)1. Scholarly (post-graduate) degree2. Two ore more university Diplomas.3. Higher.4. Incomplete higher.5. Secondary specialized6. Professional-technical school7. General secondary8. Incomplete secondary9. Primary110. What is your area(s) of specialization according to your degree?

4. What is your level of education? (Select one) 1. Can read and write2. Primary level (Grade 5) 3. Middle school (Grade 9) 4. High school (Grade 10 and 11)5. University degree or similar6. Diploma degree 7. Master degree 8. Doctorate degree or similar

113. What is the ethnicity you consider yourself as belonging to?

3. Please identify your ethnicity/race. (Select one)1. Kayah2. Kayin3. Chin4. Bamar5. Mon6. Rakhine7. Shan8. Kachin9. Ethnic minority (please specify):10. Mixed (please specify): Explain

114. To what religion (confession) do you consider to belong?

115. Do you belong to any political party?116. If yes, please indicate to which party do you belong

112. In what language do you speak at home?N125. How many people are there in your family? (Family is people who live at one address, as a rule officially registered (but not always) and collectively perform household duties).119. Who of your relatives lives with you in the same household, how old are they?S120. What is the level of education of your….1. Father2. Mother.3. Husband/wife4. Son.5. Daughter6. Other relative (indicate relation) __________121. Where do they work, study…. // If they work, what do they do1. Father2. Mother.3. Husband/wife4. Son.5. Daughter6. Other relative (indicate relation) __________

002. Name of the locality003. Name of the oblast district004. Classification of the locality1. City.2. Urban municipal.3. Village.4. Other (specify) N007. Distance to the oblast districtN008. Distance to the nearest city

9.Do you have family member(s) or relatives working in the civil service?

006. Respondent’s Job title / PositionN3. Please, tell us whether you have been appointed or elected to your current position?1. Appointed by a higher governing body.2. Elected by a representative governing body.3. Elected by the population in the course of direct elections.

5. Type of civil servant (Select one)a) Type of civil servant b) Civil service officer - Director General c) Civil service officer - Deputy Director General d) Civil service officer – Director e) Civil service officer - Deputy Director f) Civil service officer - Assistant Director g) Civil service officer - Staff Officerh) Support staff - Office Superintendent/ Supervisor i) Support staff - Branch Clerk/Assistant Supervisor j) Support staff - Upper Division Clerk/Technician grade (6) k) Support staff - Lower Division Clerk/Technician grade (4) l) Support staff - Record Keeper/Head Peon m) Other (please specify)

N4. In which year have you entered this office (took this position)?S100. How many years have you worked at your current position?104. How many years have you lived in this settlement?

8. How many years have you been working in the civil service? (Select one)1. Pre-service trainee2. Less than one year 3. Less than 10 years4. Less than 20 years5. Less than 30 years6. Between 31-42 years

005. Respondent’s place of work (organization)

6. Please tell me the Ministry/organization where you work7. Please tell me the government level you work for. (Select one)1. Union level2. Regional/State level3. District level4. Township level5. Village Tract/Village level6. Mixed (please specify):

87. What stands in the way of the most qualified specialist receiving the job?1. Work in not interesting (for qualified specialists).2. Salaries are too low.3. Corruption and nepotism in local government.4. Specialists are not provided with housing.5. Poor living conditions in the municipality.96. Other.97. Nothing prevents (stands in the way)

10. Please tell me why you became interested in joining the civil service? (Please mark three reasons)1. Opportunity to make a difference to society2. Job security3. Good social status 4. Good salary and benefits5. Opportunity to become wealthy6. Due to no other options7. Access to housing8. Access to pension9. Absence of other employment options10. Other (please specify)

N5. Would you like to continue your job in this position during the next term?

102. Please state your previous place of work.103. Please state your previous position.

21. Please qualify the following statement: I am satisfied with my postings.1. All the time2. Most of the time 3. Some of the time4. Rarely5. Never99. Do not know22. Please tell me which of the following things can make you dissatisfied with a posting. a) Do not like rural areas. b) Do not like urban areas. c) Lack of good healthcare facilities. d) Insecurity and possibility of losing personal property. e) Poor housing f) Lack of banking or financial facilities g) Poor communication/transport connections h) Inadequate opportunities for social life. i) Being part of a different community (e.g. Bamar among the Shan) j) Inability to take care of aged parents. k) Spouse/family not posted at the same duty station. l) Poor economic environment in area of posting. m) Non-availability of educational institutions. n) No adequate transport or roads.

23. Approximately, how often do you visit localities (settlements) of your municipality?1. Biannually.2. Quarterly.3. Monthly.4. Two or three times a month.5. Weekly.6. When it is necessary.S24. How many localities in your district have you visited in the last month?101. How many subordinates do you have?

68. Please qualify the following statements.a) I would recommend the civil service to my children. b) I am proud to belong to the civil service. C) I have enjoyed my work in the civil service. 69. Please tell me what you think of the following statements. a) I am interested in helping to improve the public service. b) I am satisfied when I see people benefiting from the public programs I was involved in. c) I like to discuss topics regarding public programs and policies with others. 70. Based on your experience, could you tell me what you think of the following statements? a) Contributing to making a difference to society means more to me than personal achievements. b) I am prepared to make sacrifices for the good of society. c)I believe in putting civic duty before self.

22. How many settlements are there in your municipality?48. How is residential garbage removed in your municipality? 1. Centralized waste removal.2. Residents remove their waste independently.3. Waste is not removed (it is burned, buried, etc.).47. Who MAINLY maintains the cleanliness of the streets in your municipality?1. Municipality administration (specialized municipal enterprises).2. Residents of each street do so independently.3. Community organizations.

2. How would you evaluate, as of today, the performance of your municipality according to the indicators which are listed below.• Development of non-agricultural small business.• Support to the former collective farms.• Support to private farmers.• Support to individual small-scale farming (LPKh).• Condition of the housing fund.• Condition of communal services.• Public transportation.• Roads.• Law and order.• Problems of youth.• Condition of cultural institutions and recreational areas.• Preservation of natural and cultural monuments.• Collection, removal and utilization of waste.• Availability (access to…) General education.• Availability (access to…) Pre-school education.• Level (e.g. quality) of medical treatment• Maintenance of cemeteries.3. How satisfied are you with the media’s reflection of the work of the local administration?S4. Has the performance of your municipality according to these indicators changed in the last 5 years? • Development of non-agricultural small business.• Support to the former collective farms.

53. How many meetings did the local council / local representatives hold since beginning of [1st wave= 2005] [2nd wave= 2006]?54. Which issues from the following list were discussed most frequently? (No more than THREE answers).1. Development of non-agricultural small business.2. Support to the former collective farms.3. Support to private farmers.4. Support to individual small-scale farming (LPKh).5. Condition of the housing fund.6. Condition of communal services.7. Public transportation.8. Roads.9. Law and order.10. Problems of youth.11. Condition of cultural institutions and recreational areas.12. Preservation of natural and cultural monuments.13. Collection, removal and utilization of waste.14. Availability (access to…) General education.15. Availability (access to…) Pre-school education.16. Level (e.g. quality) of medical treatment.17. Maintenance of cemeteries.57. How often in the current year were council meetings cancelled due to the absence of a quorum (insufficient number of members)? N61. Are there in your municipality active

59. Please qualify the following statement: I can decide how to plan my work to prioritise the most important tasks each day.1. All the time2. Most of the time 3. Some of the time4. Rarely5. Never60. Does your department help you manage your time adequately?1. All the time2. Most of the time 3. Some of the time4. Rarely5. Never61. What issues do you think affect your time management? (Select three)1. Office requires more staff 2. Staff lacks adequate skills 3. Heavy work load 4. Too many meetings 5. Lack of coordination6. Attitude of senior officers7. Procedures need to be updated8. Lack of office resources, computers and infrastructure9. Excessive paperwork and reports10. No electricity

20. Please qualify following statements.a) Civil servants cannot choose where they are posted. b) Postings to urban areas are better than to rural areas. c) Civil servants are never posted in their place of origin. d) Postings to desired or popular duty stations are generally based on merit. e) The best postings are given to friends and relatives of superiors. f) Transfers to new posts are decided based on civil servant needs. g) A change in posting is easy to obtain. h) Superiors follow the rules and regulations to assign postings to civil servants. Postings are used by superiors as a means of rewarding and punishing civil servants. 23. Please qualify the following statement: In Myanmar, civil servants’ postings are made based on merit.1. All the time2. Most of the time 3. Some of the time4. Rarely5. Never99. Do not know33. Please qualify the following statements.a) My superior encourages junior civil servants to discuss the integrity of the work we do. b) Civil servants follow rules and regulations in the place of work. c) Existing complaint mechanisms are

49. Which resources are used to fund street waste collection and removal in your municipality?1. Directly from the municipal budget.2. From the municipal budget through performance-based contracting.3. Residents themselves according to the official tariffs approved by the municipal council or administration.4. Funded by private enterprises.5. On the costs of a specialized municipal enterprise responsible for the street cleaning and the utilization of garbage.6. Funded by resident payments/ voluntary fees.7. Funded by resident contributions (got together and funded based on need).51. Education can be funded by a budget, by parents, by local enterprises or from grants. Please, evaluate (estimate), from which sources comes funding for…1. School renovation.2. Wages for Teachers and other employees.3. School food program.4. Educational materials.5. Communal services (electricity, heating, etc.)6. Transportation expenditures (school bus).7. Excursions/ field trips.96. Other, indicate_________...by...-Budget -Parents -Former collective farms -Other local enterprises

62.Perceptions about superiorsa) Are fair in their dealing with subordinates. b) Take sufficient time to mentor juniors. c) Can convey organisational goals effectively. d) Can inspire juniors with a positive vision. e) Can take tough decisions when needed. f) Can show personal commitment to results. g) Can coordinate and work with other agencies. h) Follow rules and regulations. i) Have many last minute requests. j) Take time to plan for work activities.

51. Please qualify the following statements.a) Employees should refrain from practicing such behaviours that can degenerate their moral values, or which can be regarded beneath one’s dignity. b) Employees have to enjoy their daily work. c) Employees should refrain from taking bribes, and misusing powers for their private benefit. d) Employees shall follow all orders and directives on duties assigned by their seniors. e) Employees have to do their best at work.

84. Using a five-mark scale, where “1” is “no one”, and “5” is “everyone”, please evaluate How many people working in the municipality administration/council… 1. Have a clear understanding of their tasks and functions.2. Are devoted to their work.3. Are well-prepared and competent in their work.4. Have the necessary equipment and resources to do their job well.85. Sometimes, people get jobs and receive salaries, but don’t do any work in return. How often does this happen in your municipality?

97. During this year of your government work, approximately how many days did you spend in improving your qualifications, studying, in training?

46. Can you tell me which CICS training courses have you attended?47. Please qualify the following statementsa) CICS training is relevant for the work civil servants do. b) CICS training provides adequate management skills. c) CICS training has to be provided more regularly. d) CICS training programs are too general. e) CICS training provides updated information on rules and regulations. f) CICS training helps to understand the rights and duties of civil servants. g) CICS training do not match the specific needs of my job. h) CICS training programmes should be expanded to address real-life situations on corruption, conflict of interest, and reporting misconduct and mismanagement. i) CICS training gives information on what other ministries and departments are doing. 48. How would you qualify the CICS training environment?1. Very good2. Good3. Acceptable4. Bad5. Very bad49. Could you tell me two things that you think could improve CICS training courses?50. Can you tell me if you received

18. Could you tell me which of the following statements is taken from the Myanmar Civil Service Personnel Act? (Select one)1. A civil servant can be assigned a vacant position.2. More than two people can be assigned the same posting.3. Postings can only be assigned to civil servants younger than 18 years of age.4. If the person is an outsider, a medical certificate of fitness must be submitted prior to confirmation of a new posting.19. Please tell me how you learned about the rules and regulations regarding postings? (Select three)1. CICS training2. Mother department3. Civil Service Act4. Personnel Code of Conduct5.. Colleagues6.. Other (please specify):

24. Please qualify following statements. a) My place of work provides its staff with adequate means, such as infrastructure and equipment, to accomplish their daily tasks.

82. How many staff members are there in the administration of your municipality?83. Since the beginning of 2006, has the number of staff members in the administration of your municipality increased, decreased or stayed the same?

N11. How do you think the head of local administration should get this position?1. He or she should be appointed by a higher governing body.2. He or she should be elected by a representative governing body.3. He or she should be elected directly by the citizens.86. From your point of view, how often in the administration and budgetary institutions of your municipality does the most qualified specialist get the job? 89. How flexible is your administration in forming its list of staff (deciding who it hires)?

11. Can you tell me which process did you follow for your recruitment? (Select one) [Explain this is the first 1. Ministry pre-selection process (non-gazetted officers)2. UCSB general examination (gazetted officers)3. Promoted from volunteer to support worker (non-gazetted)4. Promoted from support worker to permanent position as civil servant (non-gazetted)5. Other (please specify)12. How did you learn about the civil servant vacancy? (Select one)1. Government newspaper 2. Private newspaper3. UCSB website4. Through friends/colleagues5. Notice board in government administration closer to you6. Universities and colleges7. Radio/TV8. Internet9. Other (please specify):13. Was the post publicly advertised?14. Did the vacancy advert state requirements and qualifications for the position?1. All required information2. Most information3. Some information4. Very little information5. No information99. Do not know15. Please qualify the following statements.

94. Does the administration of your municipality conduct performance evaluations (attestatsia) of its staff and heads of departments?Staff members.Heads of departments.95. When was the last time you went through such an evaluation? Please name the year.96. When was the last time you carried out such an evaluation? Please name the year.

63. Have you ever been subject to a performance appraisal?64. How often are you subjected to a performance appraisal?1. Once in your career2. Every year3. Every five years4. Before promotion5. Before retirement6. Before transfer7. Never8. Other (please specify):99. Do not know65. Please qualify the following statements.a) Existing promotion system takes into account the civil servants’ performance. b) I have all information I need about the performance appraisal system. c) I can challenge a bad performance appraisal. d) In my service, high achievers are recognized and rewarded e) The superior appraising me understands my work and performance. f) The appraisal is fair, objective and transparent. 66. Please identify which of the following statements are correct based on the Civil Service Rules and Regulations. a) Assessment of civil servants’ performance is done by the committee for promotion.b) Completing a training course is an example of good performance.

88. Evaluate the importance of each of the following criteria for getting promoted in your municipality. Evaluate on a 5 pt. Scale where «1» indicates not important, and «5» - very important ... 1. Relationship with management/ supervisors.2. Quality of work with the community.3. Awards, merits.4. Political connections.5. Family connections.6. Professional connections.7. Years of work.8. Faith.9. Gender.10. Presents, bribes.11. Nationality/ ethnicity.

42. Have you ever been promoted?43. Please qualify the following statements. a) Superiors follow rules and regulations to assign promotions to junior civil servants. b) Promotions are given based on performance. c) Promotions are given based on social connections. d) Promotions are given based on merit. e) Promotions are given based on friendships. f) Promotions are given based on bribes. g) UCSB ‘Outstanding Participant Awards’ are useful for obtaining promotions. 44.. In obtaining promotions, how much of an advantage do civil servants with connections to high level officials have, over other civil servants?1. Very little advantage 2. Little advantage 3. Some advantage 4. Large advantage5. Very large advantage99. Do not know

93. How serious are the following offenses/ actions considered to be in the administration of our municipality? Evaluate on a 5 pt. Scale where «1» indicates insignificant, and «5» - very serious. 1. Being late to work.2. Being impolite to visitors/ the public.3. Being impolite to other subordinates.4. Not completing work on time.

37. Are civil servants punished for unethical behaviour?1. All the time2. Most of the time 3. Some of the time4. Rarely5. Never99. Do not know38. What did the punishment consist of? (Select one)1. Civil servant was verbally reprimanded2. Civil servant was suspended3. Civil servant was demoted4. Civil servant was moved from posting5 Civil servant was fired6. Other (please specify):99. Do not know39. Please identify which of the following reasons explain why this was the case. (Select one)1. There is lack of clarity on how to deal with unethical behaviour2. Superiors did not take action3. Colleagues support unethical behaviour4. Unethical behaviour is widespread5. Unethical behaviour is required by superior6. Other (please specify):99. Do not know

25. Have you witnessed harassment in your work?1. All the time2. Most of the time 3. Some of the time4. Rarely5. Never99. Do not know24. Please qualify the following statements:a) All women civil servants are given maternity benefits and other entitlements without any discrimination. b) Civil servants from minority ethnic groups/races receive their benefits and entitlements without any discrimination. 26. What do you perceive the cause of harassment to be? (Select one)1. Refusal to comply with orders 2. Affiliation to a particular race/ ethnic category 3. Being seen as close to someone in the organization4. Being asked for sexual favours 5. Other (please specify):99. Do not know27. Have you witnessed discrimination in your place of work?1. All the time2. Most of the time 3. Some of the time4. Rarely5. Never99. Do not know28. Please select the type of discrimination that you saw? (Select one)1. Based on race/ethnicity

90. How much flexibility does the administration have in setting wages for its staff?91. In the last year, was the payment of your personal salary ever delayed more than 2 weeks?

24. Please qualify following statements. a) My salary is adequate to cover the cost of living of my family. b) Having a higher salary would reduce corruption in the civil service.

45. Please qualify the following statements.a) The pension system covers life expenses after retirement. b) It is easy to access a pension once you have retired. A better pension can reduce corruption within the civil service.

24. Please qualify following statements. c) Leave approval is allocated on an equal basis to all civil servants without discrimination.

92. Do you need an additional job to make your family’s ends meet?122. What is the budget of your household (your family)? Please estimate approximate share of each source of incomes of your family members living with you.N129. What approximate income did your family (household) get from the following sources during the last year? 1. Plot of land/other agricultural income.2. Private business, farming, entrepreneurship.3. Assistance from friends and relatives.4. Bank deposits.123. Please evaluate the level of material wealth of your family?1. We don’t have enough money even for food.2. We have enough money only for food and necessary goods.3. We have enough money to buy durable goods (T.V., fridge, etc.), however the purchase of a car or an apartment is not feasible.4. We don’t have serious material difficulties. We could make large purchases if we needed to (car, apartment).124. How much money does your household usually spend per month on:1. Food.2. Clothing.3. Communal services.4. Transportation (including fuel for transport).5. Leisure (guests, presents,

8. Does your municipality have a Program for socio-economic development?9. Taking into account resource-related limitations, how would you evaluate the effect of the program for the time being?S10. Does your municipality have an approved program for informing citizens and the press about the activities of the municipality local government?S11. How would you evaluate its effect?73. For the past 2 years, has your municipality increased, decreased or not changed the fees for the following services?1. Waste removal.2. Visits to cultural and sports institutions.3. Additional educational services.4. Additional healthcare services.5. Services provided by the administration (provision of certificates, Xerox copies, etc.).

31. Do you know any organizations that would really help to improve the quality of residents’ lives in your municipality? 1. Labor unions.2. Church.3. Parent’s committee (PTA).4. Political party.5. Veteran’s organizations.6. Amateur talent activities, interest groups.7. Voluntary militias (organizations to keep law and order).8. Do not know (this option should not be shown in the card).72. If it depended on you, would you increase any tax rates?(Multiple answers allowed.)1. Would not increase.2. Personal income tax.3. Enterprise property tax.4. Land tax.5. Personal property tax.

N20. Would you say that during the last year the role of population in the governance…… of your SETTLEMENT… of your DISTRICT-Has improved-Has remained the same-Has worsened30. Please state approximately what percent of residents of your municipality participate in the following types of organizations?• Worker’s unions.• Political parties.• Amateur talent activities, interest groups. •Voluntary militias (organizations to keep law and order).• Young people organizations.39. In your opinion, where does the population go to voice their complaints with municipality leaders or other members of the population most frequently? (Multiple answers possible).1. To the regional or federal governmental bodies.2. To the municipal bodies.3. To mass media.4. To the court.5. Non-governmental or community organizations.6. Political parties.7. They don’t go anywhere to complain.40. Where did the population go most frequently to voice their complaints about local authorities one year ago? (Multiple answers possible).

S12. Does your municipality have an approved local regulation relating to the handling of public/ citizens’ inquiries?Which of the following actions have local authorities taken since the beginning of 2005 in order to ascertain the needs of local citizens? S13. Meetings with municipality residents.S14. How often do such meetings take place?S15. Do you have a plan to held such meetings the next month, quarter or do this in the second half of 2005?N17. How do the municipal authorities learn about the demands of the population?(Multiple answers possible)1. During the meetings with public activists.2. During the personal meetings with citizens.3. Through the department that deals with complaints and written appeals.4. Through the mass media channels: open air on the TV, telephone hotline, etc.N18. How often in your municipality take place meetings of local authorities with the public (municipality residents), if any?N19. How many persons took part in these meetings, on average?16. Have the municipal authorities ever organized public opinion surveys (using their own means/funding or grants)?17. How many surveys were carried out since the beginning of [1st wave= 2005]

N23. Has your municipality received any material or technical assistance (consultations, information services, communication or office equipment) from the governmental or non-governmental bodies, or international organizations in the course of the implementation of the Federal Law on municipal self-governance (FZ 131) in your municipality?N24. Who has provided this assistance?(Multiple answers are possible.)1. Federal government.2. Administration of the province (oblast, krai, republic).3. Non-governmental organizations.4. International organizations.N25. How useful has been this assistance... -On-site consultations.-Information services.-Equipment.S76. Do higher authorities work with local governments (municipal administrations) to inform them about new laws and regulations? S77. In comparison with 2000, regional efforts to inform local governments in 2005 has: 1. Improved.2. Stayed the same.3. Gotten worse.78. How many times since the beginning of 2006 have you been invited to a meeting with Regional authorities?S79. How many times since the beginning of 2005 have you been unable

98. Which view of corruption do you agree with?1. Corruption should be fought against, in spite of other circumstances.2. Corruption is impossible to overcome until salaries are raised/ higher.99. From your point of view, how common is corruption in the following levels of government? Please use a five-mark scale where “1” is “corruption doesn’t exist” and “5” means “it is widespread”.1. In central government. 2. At the level of regional leadership/ authorities.3. At the level of district leaders/ authorities.4. At the level of settlement leaders/ authorities.5. In schools.6. In healthcare centers.

34. Please qualify the following statements.a) Civil servants ask for additional payments, such as bribes, to do their work. b) Civil servants perform their duties without asking for additional payments c) Civil servants use their influence or contacts/connections to get the posting they want. d) Civil servants perform their duty considering the public/ citizens first e) Civil servants have to pay superiors to get access to pensions or promotions f) Civil servants accept expensive gifts from interested parties g) Civil servants try to do their best despite limited resources available h) Civil servants use formal mechanisms to denounce corruption. 35. Do civil servants lodge complains about corruption following official mechanisms?1. All the time2. Most of the time 3. Some of the time4. Rarely5. Never99. Do not know40.In your experience, how often are cases of accepting bribes, involving civil servants, reported to higher authorities?1. All the time2. Most of the time3. Some of the time4. Rarely5. Never

N10. According your opinion, who has a REAL POWER in your municipality?1. Local municipal council.2. Head of the local municipal council.3. Administration of the local municipal council.4. District administration.5. Head of the collective farm or a state-owned farm.6. Head or director of any other enterprise.7. Assembly of citizens of this municipality.8. Religious organization (a church, a mosque, etc.)5. I will now read a list of problems, which many local governments come up against. Please evaluate how often these situations occur in your municipality in [1st wave= 2005] [2nd wave= 2006-2007]?• Too much pressure on local council members (deputies/representatives) while they are making decisions.• Important decisions are blocked due to disagreement between local council members (during the meetings of representatives).• Conflict between local council members and the local municipal administration.• Too much pressure put on municipality authorities by the regional authorities.• Lack of participation by the local population in deciding municipality problems.6. Have you ever had any conflicts (even small ones) in your municipality since the

1. In your opinion, in your municipality do people on the whole live better, worse, or more or less the same as in other municipalities of your oblast (krai, republic)?N2. Would you say that during the last year life in your municipality…1. Has improved.2. Remained the same3. Has worsenedImagine that the municipal budget receives an additional 10 million rubles. 33. For what of the following would the population of your municipality prefer to spend this money? (Not more than THREE options)1. Development of non-agricultural small business.2. Support to the former collective farms.3. Support to private farmers.4. Support to individual small-scale farming (LPKh).5. Condition of the housing fund.6. Condition of communal services.7. Public transportation.8. Roads.9. Law and order.10. Problems of youth.11. Condition of cultural institutions and recreational areas.12. Preservation of natural and cultural monuments.13. Collection, removal and utilization of waste.14. Availability (access to…) General education.15. Availability (access to…) Pre-school

105. Please evaluate the state of your health as of now. Would say your health is …1. Good.2. Somewhat good.3. Somewhat bad.4. Bad.106. Taking into account all circumstances of your life, would you consider yourself as…1. Happy.2. Somewhat happy.3. Somewhat unhappy.4. Unhappy.107. How satisfied are you with the following:1. Your housing.2. Quality of the water which you drink.3. Quality of the air which you breathe.4. The supply of electricity to your house.5. The level of safety (security of life) in your settlement / locality.6. Public transportation services in your locality.7. Your work.8. Your education.9. Your personal earnings (income).10. Financial stand (situation) of your family as of today.11. In general, with your life as of today.108. Do you feel yourself in the first instance as a…1. Citizen of the Russian Federation.2. Resident of your province (oblast / republic).3. Resident of your town, settlement, village.

European Commission

Europe27. Age [brackets]


28. What is your highest educational qualification?29. What was the subject of your highest educational qualification? (please tick two max)a) Lawb) Business/ management/ economics/ Political science/ public administrationc) Other social sciences and humanities Medical scienced) Natural sciences and engineering

4. What kind of position do you currently hold?a) Top hierarchical level in organisationb) Second hierarchical level in organisation Third hierarchical level in organisationc) Other (please specify):

30. How many years have you been working… a) …in the public sector b) …in your current organization c) …in your current position

31. How many years of work experience outside the public sector do you have? a) …in the private sector b) …in the non-profit sector

6. In my position, I have the following degree of decision autonomy with regard to a) Budget allocations b) Contracting out services c) Promoting staff d) Hiring staff e) Dismissing or removing staff f) Changes in the structure of my organisation g) Policy choice and design h) Policy implementation9. In my work I use performance indicators to a) Assess whether I reach my targets b) Monitor the performance of my subordinates c) Identify problems that need attention d) Foster learning and improvement e) Satisfy requirements of my superiors f) Communicate what my organisation does to citizens and service users g) Engage with external stakeholders (e.g. interest groups)h) Manage the image of my organisation

5. I mainly understand my role as public sector executive as a) Ensuring impartial implementation of laws and rulesb) Getting public organisations to work together c) Achieving results d) Providing a voice for societal interests e) Developing new policy agendasf) Providing expertise and technical knowledge g) Finding joint solutions to solve problems of public concern h) Ensuring efficient use of resources15. When thinking about my work and the organisation I work for a) I get a sense of satisfaction from my work b) I feel valued for the work I do c) I regularly feel overloaded or unable to cope d) I would recommend it as a good place to work e) I really feel as if this organisation's problems are my own f) I would be very happy to spend the rest of my career with this organisation g) It would be very hard for me to leave my organisation right now, even if I wanted to h) I was taught to believe in the value of remaining loyal to one organisation i) Things were better in the days when people stayed with one organisation for most of their career24. How important do you personally think it is in a job to have

1. What type of organisation do you work for?a) Ministry at central government levelb) Agency or subordinate government body at central government level Ministry at state or regional government levelc) Agency or subordinate government body at state or regional government level Ministry or other public sector body at other subnational levelOther (please specify): 2. Which policy area does your organisation work in? a) General governmentb) Foreign affairs Financec) Economic affairs Infrastructure and transportationd) Defence Justice, public order & safetye) Employment services Healthf) Other social protection and welfare EducationEnvironmental protection Recreation, culture, religion Other (please specify): 3. What is the approximate overall number of employees (in heads, not FTE) in your organisation?

11. How would you characterize the coordination in your own policy field, along the following dimensions: a) Coordination among national government bodies within the same policy area b) Coordination among national government bodies from different policy areas c) Coordination with local/regional government bodies d) Coordination with supra-national bodies/international organizations e) Coordination with private sector stakeholders, interest organizations, user groups, and civil society organizations19. Thinking about your policy area over the last five years how would you rate the way public administration has performed on the following dimensions a) Cost and efficiency b) Service quality c) Innovation d) Policy effectiveness e) Policy coherence and coordination f) External transparency and openness g) Citizen participation and involvement h) Social cohesion i) Internal bureaucracy reduction / cutting red tape j) Ethical behaviour among public officials k) Equal access to services l) Fair treatment of citizens m) Staff motivation and attitudes towards work n) Attractiveness of the public sector as an employer

7. To what extent are the following instruments used in your organisation? a) Business/strategic planning b) Customer/ user surveys c) Service points for customers (e.g. one stop shops) d) Quality management systems e) Codes of conduct f) Internal steering by contract g) Management by objectives and results h) Benchmarking i) Cost accounting systems j) Decentralisation of financial decisions k) Decentralisation of staffing decisions l) Performance related pay m) Staff appraisal talks / performance appraisal n) Risk management

8. To what extent do the following statements apply to your organisation? a) Our goals are clearly stated b) Our goals are communicated to all staff c) We have a high number of goalsd) It is easy to observe and measure our activities e) We mainly measure inputs and processes f) We mainly measure outputs and outcomes g) We are rewarded for achieving our goals h) We face clear sanctions for not achieving our goals i) Our political leaders use indicators to monitor our performance

14. People in my organisation a) Engage in open and honest communication with one another b) Share and accept constructive criticisms without making it personal c) Willingly share information with one another d) Have confidence in one anothere) Have a high team spirit f) Are trustworthy g) Share the same ambitions and vision for the organisation h) Enthusiastically pursue collective goals and mission i) View themselves as partners in charting the organisation’s direction

20. In response to the fiscal crisis, how would you describe the broader approach to realizing savings in your policy area.a) Proportional cuts across-the-board over all areasb) Productivity and efficiency savings Targeted cuts according to priorities (reducing funding for certain areas, while maintaining it for the prioritized ones)c) None / no approach required21. In response to the fiscal crisis, to what extent has your organisation applied the following cutback measures? a) Staff layoffs b) Hiring freezes c) Pay cuts d) Pay freezes e) Cuts to existing programmes f) Postponing or cancelling new programmes g) Downsizing back offices h) Reducing front office presence i) Increased fees and user charges for users

16. Compared with five years ago, how would you say things have developed when it comes to the way public administration runs in your country?18. Please indicate your views on public sector reform using the scales below. Public sector reforms in my policy area tend to be a) Top down / Bottom up b) Consistent / Inconsistent c) Comprehensive / Partial d) Driven by politicians / Driven by public officials/administration e) Crisis and incident driven / Planned f) Substantive / Symbolic g) Contested by unions / Supported by unions h) About cost-cutting & savings / About service improvement i) No public involvement / High public involvement j) Unsuccessful / Successful k) Too much / Not enough

19. Thinking about your policy area over the last five years how would you rate the way public administration has performed on the following dimensions a) Cost and efficiency b) Service quality c) Innovation d) Policy effectiveness e) Policy coherence and coordination f) External transparency and openness g) Citizen participation and involvement h) Social cohesion i) Internal bureaucracy reduction / cutting

10. Please indicate how frequently you typically interact with the following actors or bodies a) My responsible Minister b) Other politicians c) My administrative superiors and higher administrative levels d) My direct staff e) Subordinate agencies and bodies f) Administrative units within my organisation such as budget, personnel, IT etc. g) Audit organisations, inspectorates and regulatory bodies h) Other government departments outside my own organisation i) Local/regional government j) Private sector companies k) Trade union representatives l) European Union institutions m) International bodies (e.g. IMF, OECD, ILO) n) Media13. When my organisation’s responsibility or interests conflict or overlap with that of other organisations, my organisation typically a) Refers the issue upwards in the hierarchy b) Refers the issue to political actors and bodies c) Sets up special purpose bodies (more permanent) d) Sets up a cross-cutting work/project group (ad hoc, temporary) e) Sets up a cross-cutting policy arrangement or program

12. What is your view on the following statements a) Politicians respect the technical expertise of the administration b) Politicians regularly influence senior-level appointments in my organisation c) In my organisation politicians interfere in routine activities d) The administration and not the political level is the initiator of reforms or new policies e) Removing issues and activities from the realms of politics allows for more farsighted policies17. How important are the following reform trends in your policy area? a) Public sector downsizing b) Citizen participation methods/initiatives c) Creation of autonomous agencies or corporatization d) Contracting out e) Focusing on outcomes and results f) Extending state provision into new areas g) Treatment of service users as customers h) Collaboration and cooperation among different public sector actors i) Internal bureaucracy reduction / cutting red tape j) Flexible employment k) Privatisation l) Digital or e-government m) External partnerships and strategic alliances n) Mergers of government organisations

22. As result of the fiscal crisis a) The power of the Ministry of Finance has increased b) Decision making in my organisation has become more centralized c) The unit dealing with budget planning within my organisation has gained power d) The conflict between departments has increased e) The power of politicians (vs. non-elected public officials) in the decision making process has increased f) The relevance of performance information has increased

Author

TOPIC Survey name

Country

About respondent

age

gender

marital status

education

About respondent

ethnicity

religionpolitical affiliation

family

About position

location

About position

connections in org

About position

position

years in position/ organisation/ govt service

About position

grade or responsibility level

About position

department/ branch

About position attractiveness: joining

About position

attractiveness: staying

About position

career path

About position

previous employment

About position

job satisfaction

About position

job description/ performance

Motivation work-life balance

About organisation

About organisation

profile

About organisation

institutional evaluation

About organisation

comparison

About organisation

institutional environment

About organisation

processes/ procedures

About organisation

targets and goals

About organisation

guidelines/ regulations

About organisation

funding/ budgeting

About organisation

planning

About organisation

enforcement/ implementation/ monitoring

Management

employee contribution

Management

respondent's direct manager

Team

organisation's management

Team work group environment

Team

relationship with colleagues

Resources

evaluation of staff

Resources

learning and development

Resources

information

support

Resources

human/ staffing

HR management

material/ space

HR management

recruitment

HR management

performance evaluation

HR management

rewards

HR management

promotion

HR management

punishment/ sanctions

HR management

fair treatment

HR management

diversity and inclusion

Pay and benefits


Pay and benefitssalary

allowance

Pay and benefits

leave

income


newEvaluation of projects/ programmes/ policy

ongoing


potential/ hypothetical

Service delivery

public participation

Service delivery

interaction with the public

Service delivery

interaction with other officials

Service delivery

interaction with other dept/org

Service delivery

interaction with contractors/ suppliers

Service delivery

interaction with the private sector

Service delivery


Service delivery

accountability


socio-political issues


Survey specific socio-economic issues

Rogger Banuri and Keefer

Civil Servant Survey

Nigeria Indonesia

26. Berapa usia Saudara (dalam tahun)?

Tick your sex: 1. Male 2. Female 25. Apakah jenis kelamin anda?


What is your highest completed schooling qualification? At which institution did you obtain your highest qualification?

33.Tolong sebutkan pendidikan terakhir yang telah Saudara peroleh: • Ijazah SMU• Diploma 1• Diploma 3• Diploma 4 dan Sarjana S1• Sarjana S2• Sarjana S3

What is your ethnicity?

What is your religion?

Are you the first member of your family to enter the [Federal] service? If you answered ‘No’, how many of your family have worked in the [Federal] service? If you answered ‘yes’, how many of your family entered in the [Federal] service after you did?

How are you related to members of the service? 1. Member(s) of my family work(s) in this organisation 2 I have previously worked with member(s) of my family in another tier/organisation of the service 3 Member(s) of my family work(s) in another tier/organisation of the service, but I have never worked with them 4 Members of my family have retired from service 5 Members of my community work in this organisation 6 Members of my community work in another tier/organisation and I have worked with them in some other organisation 7 Members of my community work in another tier/organisation but I have never worked with them 8 None of my relatives or members of my community have ever worked in the service. Think about all of your bosses in your organisation. How did you know your bosses before you came to this organisation? Now think about your direct boss. How well (if at all) did you know your boss before you came to this organisation?When you need something done, how strong would you say your network of contacts in the service is? If you feel you do have some connections [in the service], how did you get these connections? Imagine you had

31. Berapa lama Saudara sudah bekerja sebagai PNS (dalam tahun)? 32. Sudah berapa lama Saudara bekerja di dalam K/L Saudara (dalam tahun)?

How many years have you been in service? How many years have you been at this organisation?

28. Mohon sebutkan golongan/ruang kepangkatan Saudara di K/L Saudara: • IIIA• IIID• IVA• Lainnya (mohon sebutkan) 29.Mohon sebutkan “grade tunjangan kinerja RB” Saudara. Mohon dijawab jika ini berlaku bagi Saudara, jika tidak tulis “NA”):

Tick your SGL: G7, G8, G9, G10, G12, G13, G14, G15, G16, G17.

27. Mohon sebutkan di K/L mana Saudara saat ini bekerja: • Badan Pemeriksa Keuangan (BPK)• Kementerian Pemberdayaan Aparatur Negara dan Reformasi Birokrasi • Direktorat Jenderal Pajak, Kementerian Keuangan• Direktorat Jenderal Perbendaharaan, Kementerian Keuangan• Kementerian Perindustrian• Badan Pengawas Obat dan Makanan (BPOM)• Badan Pusat Statistik (BPS)• Lembaga Ilmu Pengetahuan Indonesia (LIPI)• Kementerian Pertanian • Kementerian Tenaga Kerja dan Transmigrasi• Kementerian Pendidikan dan Kebudayaan• Kementerian Pekerjaan Umum • Kementerian Perhubungan• Kementerian Energi dan Sumber Daya Mineral (ESDM)• Badan Pertanahan Negara (BPN)

What is your cadre?What is your Local Government Authority (LGA)?

(7.1) Apakah Saudara setuju atau tidak setuju dengan pernyataan-pernyataan berikut ini? Lulusan perguruan-perguruan tinggi terbaik beranggapan bahwa berkarir di K/L Saudara merupakan pilihan karir sektor publik yang terbaik.

How did you arrive at your current posting? What most influenced you to take up a career in the service? Who most influenced you to take up a career in the service? (What did you mean by family/ community)

How much control do you feel you have over the organisation in the service you work for? Would you have liked to have moved more/ the same/ fewer times? How much control did you have over your initial posting in the service?Did you go to your preferred organisation in your initial posting in the service? Imagine this scenario: Wole was initially placed in an agency of government in which he had no interest. He then went to talk to an old boss of his who now worked in another agency. Wole convinced his former boss to transfer Wole to his department. Would you say Wole has total, some, or no control over his career path in the service? How much control do you feel you have over your career path in the service since your initial posting? How many times have you moved from one organisation to another in the [Federal] service? Given your experience in the service, why might Wole’s old boss transfer him to his department?Given your experience in the service, how often do such special requests occur [employees convincing their managers to transfer them]?Now think about the job you actually expect to be doing in five [5] years time. Do you expect to be working for:Which of the following best characterise how you feel about your future career path? If you answered ‘unsatisfied, but

What were the last TWO [2] organisations you worked for?

(7.3) Apakah Saudara setuju atau tidak setuju dengan pernyataan-pernyataan berikut ini? Saudara bangga bekerja di K/L Saudara.

How satisfied are you with your current posting?

13. Apakah Saudara memiliki pengalaman langsung bagaimana K/L Saudara menegakkan regulasi? 30. Apakah Saudara... • Pejabat struktural • Pejabat fungsional

If you could choose ONE [1] training that would improve how effective you were in your job, what would that training be on? Do you directly utilise the skills learnt in the trainings you’ve had in your official duties?(If you answered ‘yes’, how do you utilise the skills learnt)

6. Bagaimana Saudara membandingkan K/L Saudara sebagai tempat bekerja dengan perusahaan swasta yang bekerja di bidang yang serupa dengan K/L Saudara? 23. Untuk individu-individu dalam golongan yang sama dengan Saudara, seberapa prestisiuskah bekerja di K/L Saudara bila dibandingkan dengan K/L lain?

(16.1) Apakah Saudara setuju atau tidak setuju dengan pernyataan-pernyataan berikut ini? Tuntutan kerja dan beban kerja pada pegawai meningkat .

15. Apakah sebagian besar pegawai di K/L Saudara menggunakan mesin 'fingerprint' untuk mencatat jam masuk dan keluar kantor? 20. Apakah Saudara setuju atau tidak setuju dengan pernyataan berikut ini? Para ahli dari luar pemerintahan seharusnya dimasukkan ke dalam posisi senior di dalam K/L untuk meningkatkan implementasi kebijakan.

Do you think you get too little/ the right amount of/ too much supervision at your current organisation?

1.6 1. Apakah Saudara setuju atau tidak setuju dengan pernyataan-pernyataan berikut ini? Manajemen di K/L Saudara fokus untuk melayani kepentingan negara. 16.4 Apakah Saudara setuju atau tidak setuju dengan pernyataan-pernyataan berikut ini? Manajemen lebih fokus bekerja untuk melayani kepentingan negara.

Indicate how you feel about the statements relating to your bosses in the table below. If you answered ‘boss has a set of people s/he trusts to involve in projects and only involves them’, where are these people from?

Think of all the people you have worked with. Do you find yourself working with the same people as you move through the service?

Now think about those FIVE [5] people you work most closely with on a daily basis (not necessarily within your department). How are you acquainted with these people?

1.2 Apakah Saudara setuju atau tidak setuju dengan pernyataan-pernyataan berikut ini? Pegawai lain dari golongan yang sama di K/L Saudara memberikan kontribusi lebih banyak dibanding yang diharapkan, dalam melakukan pekerjaannya.

7.2 Apakah Saudara setuju atau tidak setuju dengan pernyataan-pernyataan berikut ini? K/L Saudara dapat merekrut pegawai berkualitas tinggi dengan mudah.8.1 Apakah Saudara setuju atau tidak setuju dengan pernyataan-pernyataan berikut ini? Proses seleksi tersebut berhasil mengidentifikasikan orang-orang terbaik untuk pekerjaan mereka.8.2 Apakah Saudara setuju atau tidak setuju dengan pernyataan-pernyataan berikut ini? Hampir semua kasus, pekerjaan di PNS diberikan hanya berdasarkan hasil proses seleksi tersebut.16.5 Apakah Saudara setuju atau tidak setuju dengan pernyataan-pernyataan berikut ini? Secara keseluruhan, kualitas pelamar baru mengalami perbaikan. 16.2-16.3 Apakah Saudara setuju atau tidak setuju dengan pernyataan-pernyataan berikut ini? Prosentase pegawai dari golongan yang sama di K/L Saudara yang meninggalkan pekerjaan (pulang kantor) lebih awal telah berkurang.Prosentase pegawai dari golongan yang sama di K/L Saudara yang bekerja melebihi waktu kerja (over time) telah meningkat.

1.5 1. Apakah Saudara setuju atau tidak setuju dengan pernyataan-pernyataan berikut ini? Kenaikan jabatan, kenaikan gaji dan bonus diberikan kepada mereka yang bekerja keras untuk mendukung tercapainya target dan tujuan K/L.

10. Berikan dua alasan yang paling mungkin yang menjelaskan mengapa kenaikan jabatan (promosi) terjadi meskipun kualifikasi formal tidak terpenuhi di K/L 1. • Kualifikasi formal tidak sesuai dengan kualifikasi yang sebenarnya dibutuhkan untuk melakukan pekerjaan• Koneksi politik • Favoritisme pimpinan • Uang pelicin • Lainnya (sebutkan)

14. Apakah Saudara setuju atau tidak setuju dengan pernyataan-pernyataan berikut ini? Sanksi dapat meliputi, antara lain: demosi, penundaan kenaikan jabatan, pemotongan tunjangan. Sanksi-sanksi ini diterapkan kepada mereka yang kurang berkontribusi dalam pencapaian target dan tujuan K/L.(17.5) Tolong jelaskan dua alasan paling umum mengapa sanksi tersebut terjadi. Sepengetahuan saya, sanksi tersebut tidak pernah terjadi.• Mangkir (tidak hadir tanpa izin)• Tidak disiplin • Kinerja buruk • Prasangka atasan• Koneksi politik • Lainnya (sebutkan) 18.1 Apakah Saudara setuju atau tidak setuju dengan pernyataan-pernyataan berikut ini? Yang tidak menjalankan prioritas kebijakan K/L.

1.4 Apakah Saudara setuju atau tidak setuju dengan pernyataan-pernyataan berikut ini? Gaji Saudara cukup adil jika dibandingkan dengan pegawai yang melakukan pekerjaan serupa di K/L anda.

Is your salary (including allowances) sufficient to cover your household’s basic needs such as food and housing?

17. Apakah para pegawai di K/L Saudara telah menerima tunjangan RB mereka?• Sudah (lanjutkan ke pertanyaan 17.2 – 17.5 sebelum melanjutkan) • Belum (lanjutkan hanya ke pertanyaan 17.1 sebelum melanjutkan)(17.1) Apabila K/L Saudara belum menerima Tunjangan RB: Kira-kira kapankan menurut Saudara, K/L Saudara akan mendapatkan tunjangan RB tersebut? • Kurang dari 6 bulan sejak sekarang • 6-12 bulan • Di atas satu tahun • Saya tidak berkspektasi untuk mendapatkan Tunjangan RB• Tidak tahu

(17.2) Dibandingkan dengan total pendapatan Saudara sebelum pemberian tunjangan kinerja RB, total pendapatan Saudara saat ini….• Jauh lebih rendah • Lebih rendah • Kira-kira sama • Lebih tinggi• Jauh lebih tinggi(17.3) Dibandingkan dengan pegawai lain yang golongannya sama dengan Saudara di K/L Saudara, total pendapatan Saudara saat ini …..• Jauh lebih rendah • Lebih rendah • Kira-kira sama • Lebih tinggi• Jauh lebih tinggi21. Dibandingkan dengan individu-individu lain dengan golongan yang sama di K/L lainnya, berapa besar/tinggi total pendapatan yang diperoleh dari pekerjaan di K/L Saudara? 22. Bila dibandingkan dengan perusahaan di sektor swasta dengan bidang yang serupa dengan K/L Anda, kira-kira berapa perbandingan total pendapatan para petinggi organisasi yang memiliki kualifikasi dan tanggungjawab yang sebanding? 34.Dari total pendapatan tahunan rumah tangga Saudara, berapa persen yang diperoleh dari pekerjaan Saudara di K/L? • Pendapatan terkait dengan pekerjaan di K/L saya kurang dari 25% dari total pendapatan rumah tangga saya. • Lebih dari 75% dan kurang dari 90%

1.1 Apakah Saudara setuju atau tidak setuju dengan pernyataan-pernyataan berikut ini? Secara keseluruhan, Inisiatif RB adalah ide yang baik. 24.1 Apakah Saudara setuju atau tidak setuju dengan pernyataan-pernyataan berikut ini, mengenai alasan inisiatif Reformasi Birokrasi diperkenalkan? Inisiatif RB ini diperkenalkan untuk membuat para PNS melayani masyarakat Indonesia dengan lebih baik.24.2 Apakah Saudara setuju atau tidak setuju dengan pernyataan-pernyataan berikut ini, mengenai alasan inisiatif Reformasi Birokrasi diperkenalkan? Inisiatif RB diperkenalkan untuk penyesuaian gaji PNS dengan kompetensi, pengalaman, dan tingkat tanggung jawabnya. 24.3 Apakah Saudara setuju atau tidak setuju dengan pernyataan-pernyataan berikut ini, mengenai alasan inisiatif Reformasi Birokrasi diperkenalkan? Inisiatif RB ini diperkenalkan untuk menjadikan pekerjaan di sektor pemerintahan lebih menarik bagi orang-orang yang berpengalaman dan kompeten.

What are the main reasons public projects fail to be implemented?

The following question relates to an actual distributional decision. We have N1,000,000,000 to distribute on social sector projects in the 2011 budget. We would like to collect information from you on what would be your priorities for investment. Below are five methods for expending these funds. Please distribute this N1,000,000,000 in the column below as you suggest we invest it. 1. Additional funds for capital projects to be run by organisations in your sector. 2 Constituency projects in your sector chosen to meet the constituency needs of National Assembly members. 3 A new specialised programme in your sector run separately from any existing organisation. Examples of such programmes include the Universal Basic Education Commission and the National Health Insurance Scheme. 4 Increased allocation to states and local governments through the Conditional Grants Scheme (CGS) to implement projects in your sector. Note, the CGS has the highest project completion rate of all debt relief funded projects. 5 Other (please specify)

Think about the whole process of delivering services to citizens. Rate the influence you think each of the following type of person has on the success of a typical project implemented by your organisation: Local elite(s)/head(s) of community/ rest of community… Why did you answer as you did? How often, if at all, do you personally engage with the communities in which your organisation implements its projects? Think about recent projects and/or programmes you worked on for this organisation. What proportion of the citizens you’ve dealt with as part of your official duties..... Think about recent projects and/or programmes you worked on for this organisation. In what proportion of the projects have the following parties intervened in the implementation of a project?

19. Terkadang K/L tidak merespon permintaan-permintaan menteri secara cepat. Berikut alasan mengapa K/L tidak dapat merespon permintaan Menteri/Kepala Lembaga secara cepat. Apakah Saudara setuju atau tidak setuju dengan pernyataan-pernyataan berikut ini? • K/L sudah dibebani pekerjaan terlalu banyak. • Ide kebijakan baru nampak tidak praktis secara teknis. • Menteri/Kepala Lembaga mungkin berubah pikiran dengan cepat. • Semua inisiatif kebijakan baru dari menteri harus ditinjau ulang secara kritis sebelum diimplementasikan. • Presiden menetapkan kebijakan, menteri hanya fokus pada pelaksanaan.

From the above scenario, now suppose an individual has been coming to the office and telling you that all his community deserves is a [water system] for a number of years. There are communities where the people are in [greater need of water]. Will his lobbying affect your decisions? Think about the whole process of delivering services to citizens. Rate the influence you think each of the following type of person has on the success of a typical project implemented by your organisation: Members of your organisation… Why did you answer as you did? Imagine this scenario, and then tick how you think you would respond. Your department has been delegated to organise a [community water system] is put into a local community. In a discussion, everyone felt that it is not the right community because it already has a [good water supply]. What would you do?

Think about the whole process of delivering services to citizens. Rate the influence you think each of the following type of person has on the success of a typical project implemented by your organisation: Relevant member(s) of NASS… Why did you answer as you did? Think about recent projects and/or programmes you worked on for this organisation. How often, if at all, do you personally engage with members of the following groups in the work that you do?

Imagine this scenario. Usman is a civil servant in a [relevant tier organisation]. His department is in charge of putting a [community water system] into a local community. Having gained [Due Process certification] early in the year, Usman has too much work to manage and by the time he gets round to organising the contractors/ suppliers/ consultants to mobilise to site, it is rainy season, and no work can be done. Once the rainy season has ended, Usman is once again too busy with his other work and the project is abandoned. Indicate how you feel about the actions taken in the table below.Imagine this scenario. Ngozi is a civil servant in a [relevant tier organisation]. Ngozi is awarded [Due Process certification] for a [water project] in a local community that needs [a source of clean water]. Ngozi is directed by her boss to use the funds for three yet to be‐ ‐ ‐certified projects in other villages that need the [water projects] more. Ngozi does as she is directed, and pays the contractors/ suppliers/ consultant his advance payment for the three uncertified projects. However, the contractors/ suppliers/ consultant does not mobilise to site, and no work is done. Indicate how you feel about the actions taken in the table below. Think about the whole process of delivering services to citizens. Rate the influence you think each of the following type of person has on the success of a typical project implemented by your

Which of the following statements best reflects your experience of the private sector you have dealt with in recent projects and/or programmes you have worked on?

11. Mana di antara K/L ini yang paling menggambarkan K/L anda? • K/L 1: Kebanyakan di antara mereka yang dinyatakan patuh sebenarnya tidak patuh terhadap regulasi. • K/L 2: Kebanyakan di antara mereka yang dinyatakan patuh memang patuh terhadap regulasi. 12. Sebutkan dua alasan paling memungkinkan mengapa K/L 1 melakukan hal tersebut? (kebanyakan individu/organisasi yang dinyatakan patuh sebenarnya tidak patuh terhadap regulasi)• Regulasi yang tidak jelas • Petinggi di K/L tidak memberikan instruksi yang jelas mengenai cara mengimplementasikan regulasi • Koneksi politik • Uang pelicin • Favoritisme pimpinan • Lainnya (sebutkan)

Now suppose that your direct boss tells you that it is not his place to change your minds. Rather, you will implement the project in that community that has [least access to water]. However, you receive a visitor representing the constituency in the National Assembly saying that he wants you to put the [water system] in a village of his choosing. Do you act on this request?Instead, suppose that your boss’s friend comes to the department and says he would like to be awarded the contract for the [water supply]. Your boss agrees. Do you think your boss would inform you about what is happening? The contract is awarded and your boss receives some benefit. Would you expect to receive a part of this benefit, even though you had nothing to do with the arrangement?

Think about recent projects and/or programmes you worked on for this organisation. In what proportion of the projects have you had to face the following difficult challenges? Do you expect to be held accountable for breaking the Public Service Rules in any of the ways mentioned above?

Banuri and Hasnain Keefer

Philippines Public Sector Survey Pakistan FBR Staff Survey 2014

Philippines Pakistan

ہے کتنی عمر کی ت ا

ہے کیا جنس کی ت ا

د تعلیمی ی ز ی سے ت س جو نے ت ا نی ا مہرپ ئے ا ز یکریں ندہی سا ن سکی ا کی حاصل گری

لکھیں د گرپ ہ پناموجود ا نی ا مہرپ ئے ا ز ی

ت ا جہاں منٹ ر ا پ د ہ موجود پنے ا نی ا مہرپ ئے ا ز یکریں ندہی سا ن سکی ا ہیں ہے کرر کا

ہیں پر د گرپ ہ موجود ت ا سے لوں کتنےشا پچھلےہیں ہے ر کر کا میں س سرو سول ت ا سے لوں کتنےشا پچھلےہیں ہے ر کر کا سے لوں کتنےشا پرپچھلے عہدے ہ موجود ت ا

کا تھ شا کے مینیجر ہ موجود پنے ا ت ا سے لوں کتنےشا پچھلےہیں ہے ر کر

: ہیں کرتے تفاق ا ک پ حد کس ت اا سے ت ا بیاپ یل د مندرمیں خیال کے علموں ت ل کےطا سٹی یونیور کی طبقہ للی ع ا

سے لے حوا کے ت م ر لا ی FBRسرکار ا بہترین ت م ر لا کیہے ت نتخا

FFک FFFپ FFدFFح FFFFFسFک FFFت اFFا FFےFFFFس FFFت FFا FFFپFFاFیFب FFFلFی FFد FFرFFدFنFFFم : کو ت ا یں کرت تفاق ہا ے FBR فخر پر کرنے کا میں

ہے

ہیں سےمتفق ت ا بیاپ یل د مندر ک پ حد کس ت اا : حد کای رضضی پکی ا میں ناننے ت ہرسس کی کا کے ت اا

ہے مل شا ک پہیں مختار خود ک پ حد کای میں کرنے کا پنا ا ت اا .

حاصل ختیار ا کامکمل فیصلےکرنے مطابق کے عہدہ پنے پکوا اہے ا .ہوپ

طرح ہے FBR جس ا کرپ لاگو کو بط ضوا عدو ا قو کے ٹیکسہے تجربہ ت س ا ر ہ ا ز سکای ا کو ت ا کیا

تے کر تفاق ا ک پ حد کس سے ت ا بیاپ یل د مندر ت اہ: خوا طرطر میں کا ر و ا یوں ر ا د د کی عہدہ پکے ا ہیں

ہے ئی ا تبدیلی

ہیں سےمتفق ت ا بیاپ یل د مندر ک پ حد کس ت اا : FBR ہے ہا ر کر کا سے طرح چھی ا بہت

تے کر تفاق ا ک پ حد کس سے ت ا بیاپ یل د مندر ت اکی: ٹیکس نکم ا ر و ا ٹیکس سیل شمولیت IRSہیں میں

ہے FBRسے ہوا ضافہ ا میں گی کرد کار کیو میںا ر پا فسراںکوسیلٹیکسک ا نکمٹیکسک ےا ے ے

میں ے ر ا پ کے ٹیکس نکم ا کو ں فسرا ا کے ٹیکس سیل رہیں ت معلوما کای

گر ا سے ط لحا کے کےماحول جگہ کی نے کر کاموا FBR کانہ مت ( FBRر لے ا و کرنے کا میں ے ر ا د ا نجی کا طرح کی

ح ) کسطس سے ت د ا پ ت ی کاو ا ٹیکس، پر طور کے ل اکرینگے

پر عہدے پکے فخر FBRا ل پ ت کتنا ا پ کر ت م ر لا میںکر کا ں ںمی و ر ا د ا یگر د نسبت بہ ہے

تے کر تفاق ا ک پ حد کس سے ت ا بیاپ یل د مندر ت ا :ہیں

FBR بوجھ کا کا ر و ا ہیں گئی ھ ز ی ت جقعا عملےسے کےہے گیا ھ ز ی بھی

ز ی ا ز ی کے عہدہ کے ت ت FBRا ا ر لا سرے و د میںہیں تے کر کا سے نت ہ د ا پ د سے پہلے

ہیں مطمئن ک پ حد کس سے ں بیا یل د مندر ت FBR :اکوسینئر ین ش ماہ سے ش ہ ا پ ہ علاو کے س سرو کوسول

ا سےعملدر طریقہ پربہتر لیسی ا پ ا پ چاہیے ا پرلاپ ں عہدوجاسکے کیا مد

: ا ہیں سےمتفق ت ا بیاپ یل د مندر ک پ حد کس ت ااز ی ا ز کےی م FBRپکےعہدہ ر لا پنی ا ر لا سرے و د میں

میں ہیں FBRت کرتے کا ہ د ا پ د سے ت جقعا .کیتے کر تفاق ا ک پ حد کس سے ت ا بیاپ یل د مندر ت ا

ر: کردا ں ا نماپ عملےکا میں ز ی تجاو کی ت صلاحا ا ہیںہے

تے کر تفاق ا ک پ حد کس سے ت ا بیاپ یل د مندر ت ا:ہیں

پر نے کر کا میں مفاد کے لک ج کی نتظامیہ اہے ر رضکو

ےر د ج ہ د ا پ د پر کرنے لاگو کو ت صلاحا ا ت ا نتظامیہ اہے ہی

سٹاف سینئرا پر FBRجو ت ترجیحا سکی ا ر و ا لیسی ا پ کیا کا کرنے طرف ز ی سے ت م ر لا سکو ا کرے نہ عمل

چاہیے FBRختیار ا ہوپ س ا پ کے چیرن کےا کم ر ا کم پر ں عہدو نکے ا کو عملے سینئر ر و ا سینئرمینیجر

ہونی ت ر جا ا کی نے کر کا ک پ ت مد مخصوص ک پچاہیے

ت د FBRا بدپ صوا ر و ا ت ا ختیار ا ہ موجود کے چیرن کےسے ت ا بیاپ گئے ے ئ ی د یل د مندر میں ے ر ا پ کے

ہیں تے کر تفاق ا ک پ حد کست ت FBRا ا ختیار ا ہ موجود کے مینیجر ر و ا فسر ا سینئر کےگئے ے ئ ی د یل د مندر میں ے ر ا پ کے د بدپ صوا ر و ا

ہیں تے کر تفاق ا ک پ حد کس سے ت ا بیاپ

ہیں سےمتفق ت ا بیاپ یل د مندر ک پ حد کس ت اا : FBR عملہFBR قبول کو ت ما قدا ا کے لانے ت صلاحا ا میں

ہے ضی ا ر میں .کرنےFBR عملہ قبول FBRکا کو ت ما قدا ا کے نوکرنے تنظیم میں

ہے ضی ا ر میں .کرنےFBR ا ر و ا یوں ر مہدا د کی عہدہ ہ موجود پنے ا عملہ کا

ہے۔ ضی ا ر میں کرنے قبول کو تبدیلی میں ت ا ختیارگ یں یہ ت ا پرکیا طور FBRعا ا پر عملے تر ہ د ا پ د کے

ا پ ہے جاسکتا کیا نے FBRعتبار کر کا تھ شا کےعملےکےہے ت ر ضرو کی ہنے ر محتاط ہ د ا پ د بہت .میں

FBR ہتاہے ر بھی سے ں و ر ا د سرےا و د کے لک سہ ا کاو . یہ ت ا کیا عموما غیرہ و ا ر د ا پ ر و ا نہ خزا ت ر ا ر و جیسا

عتبار ا پر عملے تر ہ د ا پ د کے ں و ر ا د ا سرے و د گ یںتھ شا کے عملے کے ں و ر ا د ا سرے و د ا پ جاسکتاہے کیا

ہے ت ر ضرو کی ہنے ر محتاط ہ د ا پ د بہتFBR ر ندا ا بہترین پکے ا پر ں د گئے ے ئ ی د بھی کسی

مطابق کے ےکے ے ر ندا ا بہترین پکے ا پر ں د گئے ے ئ ی د بھی کسی

لوگوں FBRمطابق لے ا و کرنے کا پر عہدے جیسے پکے ا میںجاتے چلے جلدی کر ر چھو کا لو فصدر کتنے میں ں د سے میں

ئد ا ر سے گھنٹے و د میں ں د نہ ا ر و ر فصدرلو کتنے ا پ ہیںہیں تے ر گذا میں ت معملا تی ا د ت ق و

کے ے ر ندا ا بہترین پکے ا پر ں د گئے ے ئ ی د بھی کسیلوگوں FBRمطابق لے ا و کرنے کا پر عہدے جیسے پکے ا میںد کے ت ت و ا کے ک ر د لو فصدر کتنے میں ں د سے میں

ہیں۔ کرتے کا ککا ر د ک پ یر د شا بھی ب


FBR لئے کے نے کر لاگو کو ت صلاحا ا نے نتظامیہ ا کیہے س ی پ کی ت ی حما پر بنیاد مستقل

FBR نے ں فسرا ا ی سرکار کے ش ہ ا پ FBRکے


FBR لئے کے نے کر لاگو کو ت صلاحا ا نے نتظامیہ ا کیہے س ی پ کی ت ی حما پر بنیاد مستقل

کی س ک نے FBR میں ں فسرا ا ی سرکار کے ش ہ ا پ کےFBR ت ی حما پر بنیاد مستقل لئے کے د نفا کے ت صلاحا ا

ہے س ی پ کی

ہیں کرتے تفاق ا ک پ حد کس ت اا سے ت ا بیاپ یل د :مندرFBR ےد د ت م ر لا سے نی شا اا کو لوگوں کے ر معیا للی ع ا

یتاہےFBR بہترین یعے ر د کے کار طریقہ کھنےکے ر پر ت م ر لا میں

ہے۔ ا جاپ کیا ت نتخا ا کا لوگوںمیں جں صور تما طریقہ FBR تقریبا نتخابی ا صرف تیں ر لا میں

ہے جاتی ی د پر بنیاد کی نتائج کے .کارFBR پرلوگوں بنیاد کی ہلیت ا صرف عہدہ ر و ا ت م ر لا میں

ہیں ہوتے حاصل .کوFBR پ د پر طور مجموعی ر معیا کا عملے لے ا و نے ا نئے میں

ہے بہترہوگیا ہ د ا

ہیں سےمتفق ت ا بیاپ یل د مندر ک پ حد کس ت اا :FBR ہے پر ت ا مفاد ملکی ج کی نتظامیہ ا .کی

کار طریقہ سا ا FBR کون کرپ ترجمانی بہترین کی کار کےطریقہ:ہے

ا جو ملتاہے کو یسےلوگوں ترا ہ د ا پ ر نعا ا جہاں ہ ر دا ا پہلاترتے ا نہیں ا پور پر معیار ہ مقرر کے کرنے حاصل .نعا

ملتاہے کو یسےلوگوں ترا ہ د ا پ ر نعا ا جہاں ہ ر ا د ا سرا و دترتےہیں۔ ا پور پر معیار ہ مقرر کے کرنے حاصل نعا ا جو

ملتاہے کو یسےلوگوں ترا ہ د ا پ ر نعا ا جہاں ےمیں ر ا د ا پہلےہمیں نی ا مہرپ ےے ا ز ی ترتے ا نہیں ا پور پر معیار ہ جومقرر

ہیں ہوکتی ت جوہا و ممکنہ و د کونسی سکی ا :بتائیں کے گی کرد کار چھی ا قیقت معیار ہ کامقرر ینے د نعا ا

ا کھت ر نہیں ثلت مما سے معیار بستگیاں ا و سی سیا

ت ی حما کی لا ا oooںپ فسرا ا ت شو ر

کریں ت ضاخ و یگر د

ہیں سےمتفق ت ا بیاپ یل د مندر ک پ حد کس ت اا :ہے ہوتی کی نہی ا ر FBR ترقی کرنےمیں حاصل کو مقاصد کے

ہیں کرتے نت ہ د ا پ


عملہ میں FBR جو نے کر حاصل مقاصد ا FBR کے ر ر کاجگہ ہ د پسندپ ا پ پر طور کے سزا نکا ا یتا د نہیں تھ شا بھیکی سے یر د بھی ترقی نکی ا ر و ا ہے ا پ جا ا پ کرد لہ تباد

ہے جاتیعملہ میں FBR جو نے کر حاصل مقاصد ا FBR کے ر ر کا

ا پ کرد طرف ز ی سے ت م ر لا کو پ ا یتا د نہیں تھ شا بھیک و ر کو عمل کے ضافے ا میں ہ تنخوا نکی ا ر و ا ہے ا پ جا

ہے ا جاپ ا پ د

ہیں سےمتفق ت ا بیاپ یل د مندر ک پ حد کس ت اا :کرنے ت م ر لا میں جں ر ا ر و یگر د ز ی ا ز کےی پکےعہدہ اہے ت مناس ہ تنخوا پکی ا مقابلےمیں کے ہ تنخوا کی لوں ا و

لے ا و کرنے کا طرح کی ہی ت اا FBR کی ن ر لا یگر د میںہے ت مناس ہ تنخوا پکی ا میں مقابلے کے ہ تنخوا

FFا FFو FFےFFنFFFرFک FFFت FFFم FFارFFFFل FFFرFپ عFFFہدFFہ FFےFFFFسFیFFج FFےFک FFFت FFا FFی FFرFFاFFکFFFرFFFFس FFFرFگFی FFد FFFیFFFFسFک FہFن FFر FFاFFوFFFم FFاFک FFد FFFFFسFFFف FFےFFل

ج جائ کیا س ل ا و کرن کا میں ےمحکم ے ے ے ے FBR / ر ا عت م مدنی ا کل گئی کی سےحاصل ت م ر لا میں

مقابلے کے لوں ا و کرنے کا محکمےمیں ی سرکار یگر د ندگی رہے۔ بہتر کتنی میں

ر ا د ا نجی نہ ر موا کا مدنی ا کل لاکی ا پ ں فسرا کےامطابق FBR ےکے کے ے ر ندا ا بہترین پکے ا

ا د د ر و ا بلیت ت کی ں خ جائے کیا سے مدنی ا کی ں فسرا اکتنی مدنی ا کی ت جا ہوں ز ی ا ز ی پکے ا یبا تقر ں ا پ ر

گی۔ ہومدنی ا لانہ شا ککل نےکی گھرا پنے ا ت ا نی ا مہرپ ئے ا ز ی

پنی ا کی ت ا میں س ا ر و ا کھیں نظرر مد کوہیں۔ کرتے حاصل سے ے ر ا د ا پنے ا ت ا جو حصہ کا مدنی ا

کے ت ا میں کےخیال ت احصہ کاکتنا مدنی ا کی ت ا میں مدنی ا لانہ شا ککل نےکی گھرا

ہیں۔ کرتے حاصل سے ے ر ا د ا پنے ا ت ا جو ہے ا ہوپ


پکو و FBR ا ا میںعلم ر پا حاتک ہےکیاصال ے ےہیں تے کر تفاق ا سے س ا ت را

ہ ر ا د ا سا کون سے میں ں بہترین FBR ا کی گی کرد کار کیہے ا کرپ :ترجمانی

لے ا و نے ا کرو ترٹیکس ہ د ا پ د جسکے ہ ر ا د ا پہلاتے ا کرو نہیں ٹیکس مطابق کے ں نو ت

ا و نے کرا ٹیکس تر ہ د ا پ د جسکے ہ ر ا د ا سرا و دہیں تے ا کرو ٹیکس مطابق کے ں نو ت لے

کیوں یسا ا بتائیں ت جوہا و و د کوئی ہمیں نی ا مہرپ ئے ا زا کے ہے ا کرپ واہ د کا ت ا پ س ا ہ ر ا د ا جو ہے ا ہوپ

کے ں نو ت تر ہ د ا پ د ں لوںمی ا و نے کرا ٹیکس سکےکے ں نو ت ہ و قیقت لیکن ہیں تے ا کرو ٹیکس ہی مطابق

تے۔ ا کرو نہیں ٹیکس مطابق ں نو ت ضح ا غیرو

ر ا پ کے نے کرا مد ا ر د عمل پر بط ضوا عدو مینیجرقوایتےہیں د ت ا پ ہدا ضح ا و غیر میں ے

بستگی ا و سی سیا ت شو ر

ت ی حما کی ں فسرا ا و ا پ د کا کرن ا پور کو دف ےمقرر ہ ہ

کریں ت ضاخ و یگر د

کس ت ا بتائیں ہمیں کر پڑھ ت ا بیاپ نوں و ر B( د و ی (A اا ہ د ا پ د سے ں بیا ےہوئے ئ ی د نیچے نی ا پ مہر ئے ا ز

ہیں تے کر :تفاقA. کیفالحو ےپاکستاںمیںاپکعاپاستدکی متوں خکو و ہم ا سے ت س کی ہونے نہیں ضافہ ا میں بہبود

ہے مدنی ا کمB. ا پ سے و جکیل ۔ ہیں ہم ا ہ د ا پ د ت جوہا و یگر دکیفالحو ےکستاںمیںخکوتیںاپکعاپاستد

ہوں ہی ر کا ا پ میں لانے بہتری میں بہبودک پ حد س ا میں مدنی ا شدہ سےحاصل ٹیکس کریں ص فس

ت م خکو ہے ا جاپ ہو ضافہ ں (A ا کستا ا ا 53پ فصدرے ئ ی د نیچے ہے۔ جاتی ہو لائق کے ضافہ ا میں ت جا خرا

ت ضاخ و کی ت ثرا ا کے ت جا خرا ا ں ا ت ا بیاپ و د گئےت ا سے ں بیا کس سے میں ں ا ہے۔ گئی ا B( کی پ د ر و ا

ہے۔ متفق ہ :دمیں ت جا خرا ا پنے ا ں کستا ا پ ت م خکو گر ا 50ا فصدر

ک پ ا کا ت جا خرا ا ں ا ج کرے ت .A ضافہ م خکو گر امیں ت جا خرا ا پنے ا ں کستا ا ا 50پ ج کرے ضافہ ا فصدر

پر ندگی ر کی ے تد س ا پ عا ک پ ا کا ت جا خرا ا ںپڑا ثر ا مبت

B. میں ت جا خرا ا پنے ا کا ں کستا ا پ ت م و 50خکپر ندگی ر کی ے تد س ا پ عا ک پ ا کا ھانے ز ی فصدر

پڑا ثرنہیں ا مبت کوئیہے نہیں ا پ کر ت محصولا صرف قصد کا لیسی ا پ ٹیکسلے حوا کے تعلق نیچے ہے بھی د نفا کا لیسی ا پ ٹیکس بلکہ

ت ا سے ں بیا کس میں ں ا ہیں۔ ر B( سے و ے (A ا ئ ی دہیں متفق ہ د ا پ د ت ا بیاپ و د گئے

A. نہیں ا پ کر ت محصولا صرف قصد کا لیسی ا پ ٹیکسکے تعلق س نیچے ہے بھی د نفا کا لیسی ا پ ٹیکس بلکہ ہے


Public Officials' Survey - Albania

Colombia Albania

Colombian National administrative Department of statistics


C04: Las siguientes son razones para permanecer en la entidad:• Estabilidad laboral.• Posibilidades de acumular experiencia.• Posibilidades de capacitación.• Prestigio Social.• Horarios de trabajo.• Perspectivas de ascenso.• Asignación salarial.• Incentivos y reconocimientos laborales.

J03 Durante los últimos doce meses, ¿usted perteneció a un área que diseñó o ejecutó presupuesto?

H08: Durante los últimos doce meses, para la evaluación de la gestión institucional ¿qué tanto ha tenido en cuenta la entidad, los siguientes aspectos?• Los resultados de las políticas públicas.• Los resultados de la administración de recursos.• La satisfacción de los ciudadanos.• El resultado de la evaluación de desempeño de los funcionarios en la organización• La calidad de los servicios que los funcionarios prestan a los ciudadanos• Las observaciones o sugerencias de veedurías ciudadanas u otras organizaciones sociales.L01: Durante los últimos doce meses, respecto a la gestión del Gobernador/Alcalde Mayor y su equipo de trabajo se puede afirmar que…:• Ha realizado reuniones públicas para informar a la ciudadanía sobre los programas y proyectos clave del Plan de Desarrollo.• Ha contado con una estrategia de participación de la ciudadanía en el territorio.• Ha estado acompañada de una estrategia de Gobierno en Línea.

H06: Durante los últimos doce meses, ¿en qué medida los siguientes actores ejercieron alguna influencia indebida en la entidad?• Gremios y/o grupos económicos.• Congresistas• Sindicatos• Altos funcionarios del gobierno nacional• Empresarios y/o contratistas.• Grupos al margen de la ley.• Organismos internacionales.• Compañías multinacionales.E05: ¿Qué tan seguro se sentiría reportando una práctica irregular a...:• La autoridad máxima de la entidad?• El jefe inmediato?• El jefe de control interno y/ o disciplinario?• El jefe de recursos humanos?• La Procuraduría General de la Nación?• La Contraloría General de la República?• La Fiscalía General de la Nación?• Los medios de comunicación?E06: Si tuviera que denunciar un acto de corrupción que ocurriera en su entidd, ¿a qué instancia acudiria primero? (Opción de respuesta única)• La autoridad máxima de la entidad.• El jefe inmediato.• El jefe de control interno y/ o disciplinario.• El jefe de recursos humanos.• La Procuraduría General de la Nación.• La Contraloría General de la República.• La Fiscalía General de la Nación.• Ninguna de las anteriores.G01: Durante los últimos doce meses,

H07B: Durante los últimos doce meses, en la entidad...: Las acciones estratégicas cumplieron con las metas establecidas.H07D: Durante los últimos doce meses, en la entidad...: La organización administrativa facilitó el cumplimiento de los objetivos estratégicos.I01E: Durante los últimos doce meses, considera que: La entidad contó con una estrategia de rendición de cuentas a los ciudadanos.I02B: Durante los últimos doce meses, los planes institucionales, de la entidad...: Facilitaron el seguimiento al cumplimiento de los objetivos estratégicos de la entidad.

F01: Durante los últimos doce meses, ¿en general, las directrices generadas en la entidad,...:• Fueron comunicadas oportunamente?• Fueron fáciles de interpretar?• Fueron consistentes entre sí?• Fueron fáciles de implementar?• Facilitaron el cumplimiento de la misión institucional?• Favorecieron intereses políticos?

J05 With regards to budgetary planning do you consider that: o there exists a technically-rigorous budgetary planning process? o the needs of different branches and departments in the organisation are considered? o resource allocation criteria for each branch and/or department are clear? J06 With regards to the implementation of the budget do you consider that: o the request for payment from the Treasury or the organisation is met in a timely manner? o the systems for internal control work are adequate for the budget and the Treasury? o financial and budgetary figures are reliable?J02 In the last 12 months, budgetary planning and implementation was based on: o Personal connections. o Political connections and/ or pressure. o Unofficial payments and/ or favour-exchange. o Regionalist connections. o Pressure from outlawed groups. I02 To what extent do you agree with the following statements: o In the last 12 months the organisation's institutional plans allowed for efficient management of budgetary resources. J01C To what extent do you agree with the following statement: In the last 12 months in your department the budget was established in accordance with the

I01: Durante los últimos doce meses, considera que:• La entidad tiene instrumentos de planeación de actividades.• La entidad planificó el uso de sus recursos (humanos, físicos, financieros).• Su dependencia participó en la planeación de los proyectos de la entidad.

I01: Durante los últimos doce meses, considera que: Se hizo seguimiento a la ejecución de las actividades de la entidad.

C03A: Durante los últimos doce meses, ...: Mi trabajo contribuyó al logro de los objetivos estratégicos de la entidad.

C01C: Durante los últimos doce meses, ...:• Mi trabajo contribuyó al logro de los objetivos estratégicos de la entidad.• La labor que desempeñé contribuyó a mí crecimiento profesional.• Mis capacidades laborales se han aprovechadoC01: Durante los últimos doce meses, ...:• Las relaciones entre los funcionarios, independientemente de su cargo, se basaron en la confianza y el respeto.• Los conflictos laborales se resolvieron mediante mecanismos formales.

E01: Durante los últimos doce meses,en la entidad, la conducta de los funcionarios se caracterizó por ...:• Respetar y seguir las normas.• Facilitar el control social de la ciudadanía.• Velar por el correcto uso de los recursos públicos.

C03C: Durante los últimos doce meses, ...: Mis capacidades laborales se han aprovechado.H07A: Durante los últimos doce meses, en la entidad...: Los programas de capacitación contribuyeron al cumplimiento de los objetivos misionales.C02C: Durante los últimos doce meses, los directivos, ...: Propiciaron el crecimiento personal y técnico de su equipo de trabajo.C05C: Durante los últimos doce meses, en la entidad,...: Se promovió la formación y capacitación de los funcionarios.

D01: Durante los últimos doce meses, en la entidad,...:• El suministro de implementos de trabajo fue suficiente para cumplir con las labores asignadas• Las ayudas tecnológicas y de comunicación fueron suficientes para las tareas encomendadas• Los espacios de trabajo fueron suficientes para desempeñar las labores asignadas.• Las instalaciones cuentan con facilidades para personas en situación de discapacidad, mujeres gestantes y/o adultos mayores.

C06: Durante los últimos doce meses, en la entidad, la vinculación de funcionarios de libre nombramiento y remoción,...:• Fue de conocimiento público.• Siguió criterios formalmente establecidos.• Se realizó teniendo en cuenta las competencias laborales.• Se basó en vínculos personales, familiares o de amistad.• Se basó en influencias políticas.• Se basó en vínculos regionalistas.• Se basó en pagos extraoficiales y/o intercambio de favores.C07: Durante los últimos doce meses, en la entidad, la contratación del personal contratista, ...:• Siguió criterios formalmente establecidos.• Fue de conocimiento público.• Se basó en las competencias de los aspirantes (educación y experiencia)• Se basó en influencias políticas.• Se basó en vínculos regionalistas.• Se basó en vínculos personales, familiares o de amistad.• Se basó en pagos extraoficiales y/o intercambio de favores.

E02: ¿Su entidad cuenta con algún sistema para evaluar el desempeño de sus funcionarios?E03: Durante los últimos doce meses, la implementación de la evaluación del desempeño de los funcionarios,...:• Contó con una orientación oportuna y pertinente, por parte de la oficina de Planeación o Recursos Humanos.• Se ejecutó conforme a las normas establecidas.• Incentivó a los funcionarios para mejorar en sus labores.• Se tomó en cuenta para mejorar el servicio prestado por la entidad.

C08: Los concursos para suplir vacantes en el personal de planta...:• Promovieron condiciones de igualdad entre los aspirantes.• Se caracterizaron por su transparencia.

H09: Durante los últimos doce meses, ¿con qué frecuencia se han presentado las siguientes prácticas en su entidad? • Situaciones de acoso o persecución laboral.• Situaciones de discriminación por orientación y/o identidad sexual.

H09C: Durante los últimos doce meses, ¿con qué frecuencia se han presentado las siguientes prácticas en su entidad? Uso indebido de bienes o activos públicos.E08: De acuerdo a su percepción, ¿qué tanto pueden influir los siguientes factores en el desarrollo de prácticas irregulares en la administración pública? • Bajos salarios.• Falta de sanción.

E04: Durante los últimos doce meses, ¿qué tan efectiva ha sido cada una de las siguientes estrategias para prevenir la incidencia de prácticas irregulares en su entidad?• Selección de funcionarios públicos por sistema de méritos.• Fortalecimiento de control interno.• Racionalización de trámites.• Promoción de veedurías ciudadanas.• Proceso de rendición de cuentas al ciudadano.• Detección de riesgos en la gestión a través del índice de transparencia.G03: Durante los últimos doce meses, ¿qué tanto ha mejorado el desempeño de su entidad con la implementación de las siguientes estrategias?• Racionalización de trámites.• Selección de servidores públicos por sistema de méritos• Normas de certificación de calidad.• Promoción de veedurías ciudadanas.• Realización de acciones para la rendición de cuentas al ciudadano .• Gobierno en línea.• Modelo Estándar de Control Interno (MECI).• Mejoramiento del servicio al ciudadano.

L02: Durante los últimos doce meses, de acuerdo a su experiencia ¿qué tanto participó la ciudadanía en: • El diseño del Plan de Desarrollo Departamental/Distrital?• La definición del presupuesto del Departamento/Distrito Capital?• El control social de la gestión de la Gobernación/del Distrito Capital• En las acciones de rendición de cuentas?

G02 In the last 12 months, external policy… o Was communicated in a timely manner. o Was easy to interpret and understand. o Was easy to implement. o Was consistent. o Favoured political interests. o Favoured personal interests. o Restricted the organisation's autonomy. G02: Durante los últimos doce meses, la política externa, ...:• Fue comunicada oportunamente.• Fue fácil de interpretar.• Fue fácil de implementar.• Fue consistente con las políticas internas de la entidad.• Favoreció intereses de tipo político.• Favoreció intereses de tipo familiar o personal.• Restringió la autonomía de la entidad.

H09D: Durante los últimos doce meses, ¿con qué frecuencia se han presentado las siguientes prácticas en su entidad? Favoritismo en la contratación de proveedores.J01B: Durante los últimos doce meses, en su área,...: Los pagos a contratistas, proveedores o personal de planta fueron realizados oportunamente.D02: Durante los últimos doce meses, la contratación de bienes y servicios, ...:• Fue de conocimiento público.• Se basó en el mérito de las propuestas.• Se basó en vínculos personales, familiares o de amistad.• Se basó en influencias políticas.• Se basó en vínculos regionalistas.• Se basó en pagos extraoficiales y/o intercambio de favores.• Incluyó requisitos que no eran necesarios.D03: Durante los últimos doce meses,...: Durante los últimos doce meses, ¿usted conoció la realización de algún proceso de contratación de bienes y servicios en la entidad?D04: Durante los últimos doce meses, el proceso de contratación, ...:• Siguió el cronograma establecido.• Promovió la postulación de diferentes propuestas.• Aplicó criterios de selección basados en el mérito de las propuestas.• Cumplió con los requisitos legales.D05: Durante los últimos doce meses, la información sobre la contratación...:• Fue publicada en diversos medios.

H09A: Durante los últimos doce meses, ¿con qué frecuencia se han presentado las siguientes prácticas en su entidad? Algún funcionario solicitó o recibió dinero, favores o regalos, a cambio de evitar, agilizar o demorar trámites y/o servicios.

H02: ¿Durante los últimos doce meses, usted conoció o participó en alguna acción de rendición de cuentas realizada por su entidad?H05: Durante los últimos doce meses, ¿conoció o participó en alguno de las siguientes acciones de rendición de cuentas en su entidad ?• Reuniones, foros, mesas temáticas con ciudadanos.• Publicaciones o informes de gestión.• Audiencias públicas• Capacitaciones a ciudadanos para la rendición de cuentas.• Redes sociales, chats, foros virtuales, chats, etc.H04: ¿Conoce si en estas acciones de rendición de cuentas, la entidad suministró información sobre los siguientes temas?• Metas y resultados del plan de acción institucional.• Inversiones y presupuesto asociados al plan de acción institucional.• Información sobre el personal de planta y contratistas de la entidad.• Dificultades y problemas presentados.• Acciones para garantizar la participación ciudadana.• Quejas y peticiones frecuentes de los ciudadanos.• Programación de acciones y metas para la siguiente vigencia.H01: Durante los últimos doce meses,con el proceso de rendición de cuentas de su entidad, se ...:• Mejoró la calidad de la información que


Public Officials' Survey - Argentina

Antigua & Barbuda Argentina

1. Genero

Public Officials' Survey - Antigua & Barbuda, Dominica, Grenada, St Kitts &

Nevis, St Lucia, and St Vincent & the Grenadines

7. Cual es el titulo mas alto que ha obtenido?

5. Su actual puesto es su primer puesto en el gobierno?

2. Cuanto tiempo lleva en esta entidad?3. Cuanto tiempo lleva en su puesto?6. Cuando comenzo su trabajo en el gobierno?

People have different reasons for wanting to work for the public sector. Please rank in order, marking the most important No. 1, the second most important No. 2 and so on the factors that apply to you.

13. Podria decirme si alguno de los siguientes factores influyeron en su decision de perseguir un puesto en el gobierno?:-estabilidad laboral-salario-prestaciones-horario flexible-volumen de trabajo razonable-progreso profesional-estatus social-poder-pocas alternativas-satisfaction personal/ dedicacion a los objetivos de la entidad-Otro 14. Entre aquellos factores que influyeron en su decision de perseguir un puesto en el gobierno, cuales tuvieron mas peso?

How probable is it that in the near future you will lose your job? If you decided to leave your present job, do you expect to find a job in the private sector: Immediately, After looking around a little bit, It would be difficult to find a comparable job in the private sector.

4. Espera estar empleado en la misma entidad dentro de 5 años?

Do you enjoy your work?

32. Cuan involucrado esta usted en la planeacion del presupuesto?33. Cuan involucrado esta usted en la implementacion del presupuesto?34. Cuan involucrado esta usted en la evaluacion del presupuesto?9. Cuan involucrado esta usted en la gestion del personal, for ejemplo en la contratacion, las evluaciones, la capacitacion, sanciones...?28. Hasta que punto tiene discrecion en la ejecucion de sus funciones?

8. Como calificaria su calidad de vida en el ultimo año?

Some say that the government is performing functions that it need not be involved in. Do you: agree or disagree.Of the functions that government is currently performing could some e.g. child care, neighborhood watches, agricultural extension, be delegated to civil society groups, associations or societies? If the answer to the above question is yes, what public sector functions, in your opinion could be delegated to civil society? Of the functions that government is currently performing could some e.g. hospital catering, laundering services, printing, be delegated to the private sector? If the answer to the above question is yes, what public sector functions, in your opinion could be delegated to the private sector? Some consider that planning functions in the Ministry of Finance or the Ministry of Planning, as the case may be, are NOT performed effectively. Please rank in order of importance (No. 1 most important, No. 2 second most important etc.) what you consider are the main reasons for this? No consensus on national objectives, Lack of a medium term strategic focus, Staff do not have the necessary skills, The planning division does not have adequate information and tools to analyze different policy options, The actual actions of government diverge greatly from the plans, as such planning is not taken seriously. Do you think there is any scope

51. Corresponde la planeacion a general en su sector a las necesidades de su provincia?52. Cual de las siguientes oraciones mejor refleja la funcion de este ministerio provincial en la definicion de politicas sectoriales en su provincia:-el gobierno nacional establece los programas adecuados a nuestras necesidades-el gobierno nacional propone varios programas y nosotros seleccionamos los mas adecuaods a nuestras necesidades-Adaptamos los programas del gobierno nacional a nuestras necesidades -Defninimos el contenido de los programas en el sector y el gobierno nacional aporta los fondos requeridos-Los programas en el sector son definidos y financiados por el gobierno provincial54. A que se debe la coherencia entre politicas?55. A que se deben las incoherencias entre politicas?56. Cuan a menudo esta usted en desacuerdo con las politicas cuya implementacion es encargada a su entidad?57. Que accion toma cuando esta en descuerdo con un politica?

Some people consider the private sector to be more efficient than the public sector. Do you think this is true in your country?? If the answer to the previous question is no, what are the deficiencies? If you left your present job to work in the public sector, what do youexpect your salary in the private sector to be compared with your salaryin your present job?

Some people leave government jobs to work elsewhere. At which level of your organization do you see the most number of persons leaving your organization for better opportunities elsewhere: 1) Most in: Top management, Middle management, Technical, Clerical, Unskilled. 2) Some in: Top management, Middle management, Technical, Clerical, Unskilled. 3) Least in: Top management, Middle management, Technical, Clerical, Unskilled. Political micro-management or interference by political leaders and ministers in day to day working of public sector entities can sometimes hamper the efficiency of these organizations. In your organization, is the problem of political micro-management? Some officials think that ready availability of donor assistance creates a culture of dependence that comes in the way of developing in-house capacity for policy formulation and implementation. In your opinion, is this: true or false? In the past year, how many persons from your organization were movedto jobs that have an international focus such as trade negotiations,projects financed by international donors?

49. Cuntas de estas decisiones proceden del gobierno nacional?50. Cuan a menudo discuten acerca de las politicas y el desempeño del sector con representantes del gobierno nacional?53. Cuan a menudo discuten acerca de las politicas y el desempeño del sector con compañeros del ministerio provincial?71. Hasta que punto diria que la corrupcion es un problema?72. Generalmente, los casos de corrupcion son denunciados a las autoridades pertinentas siempre/ frecuentemente/ ocasionalmente/ nunca?

Who decides the priorities of your ministry/ department? PM, Cabinet, Minister, Permanent secretary.Before an election, does each party clearly outline in its election manifesto the national priorities it would pursue if voted to power?After a government is formed, to what extent are policies formulated within the previously announced priorities?How often does a ministry have to seek cabinet approval for actions falling within its ambit? One method of adjusting the size of the civil service is by not filling the posts of those who retire or leave the job. In your opinion, is this the preferred mode in your organization?

Does your organization have any performance targets?Do you know what part of your organization's target is translated to your performance target?The next question is about implementation of projects in ministry or department. In each of the following aspects of project implementation, evaluate your organization's performance: Achievement of objectives.

46. Cual es la declaracion de objetivos de su entidad?47. Hasta que punto diria que su entidad a cumplido con su declaracion de objetivos de manera exitosa?48. Cuan coherentes/ incoherentes son las varias politicas cuya implentacion a sido encargada a su entidad?

Are requested expenditures linked to physical outputs to be delivered by your organization? The budget is prepared mostly on the basis of…

35. Anticipa que los fondos reales adjudicados a su entidad diferiran de los fondos presupuestados este año?36. Excederan o estaran por debajo de los fondos presupuestados?38. En su experiencia, cuan tipico es que los fondos reales difieran de los fondos presupuestados?39. Cuando se efectuan recortes presupuestarios, donde suelen ser implentados primero?40. Hasta que punto tiene su entidad discrecion a la hora de decidir donde recortar presupuesto?41. En los ultimos 3 años a excedido alguna vez su entidad su presupuesto autorizado?42. Cuantas veces el los ultimos 3 años a excedido su entidad su presupuesto autorizado?43. En aquellas ocasiones el las que su entidad excedio su presupuesto, se le impusieron sanciones de algun tipo?44. Que tipo de sanciones?-externas, por parte del gobierno-internas, impuestas por la direccion de la entidad-externas e internas-despidos-degradacion-multas a la entidad-recortes en salario-recortes en prestaciones-reprimenda publica/ sancion oficial-reduccion del presupuesto del año siguiente45. Conoce el tipo de sanciones que

The budget is prepared mostly on the basis of…As far as you know, does your organization conduct annual reviews to project manpower needs?

The Constitution provides job security for public officials. Do you thinkthis comes in the way of enforcing accountability for performance andintegrity? Is there a formal system of evaluating programs/projects being implemented by your organization? If so, how effective is the evaluation system?[How often] Are programs and projects evaluated?If a program or project is found to be unsatisfactory, what happens? At the end of the year, are physical outputs of your organization measured and evaluated against the expenditure incurred? During audit of your organization, the auditor general's staff focus more on: Financial transactions, Cost effectiveness & usefulness of expenditure, Transparency.Does your organization have an internal audit function? If yes, how effective is the internal audit in ensuring compliance with internal control systems?During the past fiscal year, did your office have to furnish any information/statistics to parliament?During the past year, how many times did you / the head of your organization have to appear before the Public Accounts Committee (PAC)?

30. Posee su entidad los registros financieros de los ultimos 5 años?31. Cuan dificil es acceder a esos registros?

Do you feel that you are contributing to your organization's performance?

29. Diria que los demas empleados en su entidad poseen demasiada/ insuficiente eleccion en la ejecucion de sus funciones?

Within your organization, what kind of flexibility do managers have in: (a) Financial management?, (b) Day to day operations of your organization?Has the Public Service Commission delegated some recruitment/promotion/discipline powers to the head of your organization?What, in your opinion, could be the principal reason for NOT delegating hiring/firing powers to the head of your organization? He may recruit people with the wrong skills, This will increase corruption, This will reduce job security, This will reduce the Public Service, Commission's powers.Has this delegation improved the efficiency of your organization?

When you are away on official work or on leave, some part of your workremains undone. What percent of your work cannot be completed byyour next-in-command? If you had to be away from office for some reason, to what level wouldyou be willing to delegate the functions that you normally perform?

Did you receive any training within your own organization during the past year?How relevant was your training to the job that you were doing at that time?As far as you know, does your organization have an adequate strategy for training and professional development of managers and staff?Overall, do you feel that you were given adequate instruction/training for the position that you currently hold?

19. Diria que fue proporcionado con una instruccion/ capacitacion adecuada a su puesto?

Does your organization have a Human Resource Management Information System (HRMIS) containing records of employees? How reliable is the information contained in your organization's HRMIS?Does your organization's HRMIS contain the following: Updated records of all training you attended, The dates when you got increment or moved from one scale to another, Performance evaluation reports, The date you will retire from service.When were your own records last updated on HRMIS?How easy or difficult is to obtain for official purposes records of employees in your organization?

Does the management/HR division ask for detailed information from your unit about future work-plans and staffing needs? How many weeks per year are lost from regular duties because you haveto work on emergencies such as natural disasters?

Do you think that introducing computers will make your organization'swork:

Do you know of any systematic mechanism in your organization to plan for replacement of senior officials when they retire/move to another position?

11. Son puestos como el suyo anunciados al publico?15. Cuantos [empleados] cree fueron contratados de acuerdo a su merecimiento?17. Cuando fue contrata fue provisto de una descripcion del cargo escrita?18. Hasta que punto refleja la descrpicion del cargo escrita sus tareas y funciones actuales?

As far as you know, does your organization have a stated performance appraisal system?In your performance evaluation, how much importance is laid on your achievement of your targets?Are the criteria for appraisal known to you?How long ago was your last appraisal conducted?How much would it matter, in terms of salary increments or promotion, if your supervisor gave you a bad report?

22. Cuando fue su ultima evaluacion de desempeño?23. Quien evaluo du desempeño por ultima vez?24. Diria que fue evaluado de manera justa?25. Mantiene su entidad estandares escritos de las expectativas de desempeño del personal?26. Diria que estos estandares se mantienen iguales, que cambian ligeramente con el tiempo, o que cambian considerablemente con el tiempo?27. Cuan a menudo se cumplen los estandares de desempeño?

In the past year, how many employees in your organizationreceived:(a) reward or recognition for good performance?

67. En los ultimos 3 años se ha premiado/ reconocido a algun empleado de su entidad por:-tomar accion rapida frente a una solicitud o queja del publico-proveer un servicio excelente-otro-ningun premio/ reconcimiento68. Cuantos empleados de su entidad que han demostrado un desempeño excepcional no han sido premiados/ reconocidos?69. Por que cree que algunos empleados que han demostrado un desempeño excepcional no han sido premiados/ reconocidos?70. Cree que los premios/ reconcimientos son justificados?

If it is reasonably well established that an employee displayed serious misconduct or performed very poorly, how long would it take for the employee to be disciplined? In the past year, how many employees in your organizationreceived:(b) some kind of penalty for non-performance?Could you make a retrenchment decision on someone who is known toyou socially (even indirectly) if that person was performing poorly?

64. En los ultimos 3 años se han sancionado a empleados de su entidad por alguna de las siguientes razones:-bajo rendimiento-malversacion de fondos-insubordinacion65. Considere aquellos empleados que han sido sancionados por bajo rendimiento o mala conducta. Diria que estas sanciones fueron justificadas?66. Puede un empleado recurrir un despido?

63. Diria que aquellos empleados que parecen ser competentes y trabajadores reciben mejor trato que aquellos que no parecen serlo?

12. Antes de postularse a este puesto, se le habia garantizado que lo obtendria?16. Entre aquellos empleados que no son contratados en base a su merecimiento, diria que son contratados en base a :-vinculos familiares-vinculos politicos-pagos-obsequios 58. En los ultimos 3 años han sido influido funcionarios electos, sus titulares o miembros de partidos politicos sobre alguna decision sobre la contratacion o promocion en su entidad?59. Ocurre esto a menudo?60. Cuan receptiva fue su entidad a estas influencias?61. A que atribuye usted esta respuesta?62. Diria que quellos empleados con vinculos politicos o familiares importantes reciben mejor trato que aquellos que no poseen tales vinculos?

Would you be willing to work on contract with the government i.e. without retirement benefits, if the salary was higher than your present salary by: Should new entrants to the civil service be given an option to work for a lower salary with tenure security and retirement benefits or to work on contract for a higher salary with no tenure security or retirement benefits?

20. Cuantas veces recibio su pagamiento tarde en el ultimo año?21. En estas ocasiones, de cuanto tiempo fue la demora del pagamiento?

If you stopped working, the social insurance/social security/pension you would get could cover what part of your living expenses?

In your opinion, which of the following could be feasible options for pooling of resources within the east Caribbean? (Please rank these in order of importance No. 1 most important. No. 2 second most important) External representation, Regional civil service, Regional customs service, Regional police service, Regional Tax service, Regional audit service, Magistracy, Trade policy coordination, Policing of exclusive economic zones, Other. Some consider that there is considerable possibility for further pooling of resources within the OECS governments. However, various factors come in the way of achieving this objective. Please rank in order of importance (most important No. 1, second most important No. 2 etc.) what you consider are the main reasons for this. Nationalist feelings are very strong, Political leaders do not want to give up power, The interests of different OECS countries do not converge in many areas, It is difficult to build consensus on joint actions, Even when joint decisions are made, it is difficult to ensure that all countries implement them faithfully, Each country thinks it will not benefit from pooling of resources as much as other countries, Some regional and sub-regional agencies are perceived to have little utility to individual countries. Some countries do not pay their dues. Do you think it will be cost effective for government to establish regional (as opposed to

Does your organization receive feedback on quality of services provided to the public and civil society?Do you agree that different civil society groups/ associations/ societies/ NGOs provide effective checks and balances for the public sector? Rank in order of importance the reasons which impede civil society from providing a strong voice: Few civil society organizations exist, Civil society organizations lack skilled staff, Civil society organizations lack financial resources, Civil society organizations do not have access to information relating to functioning of the government, The government does not encourage civil society participation in public affairs. Civil society organizations lack access to senior decision makers.

Have you ever met with associations/ groups of citizens who are the users, consumers of the services produced by your organization?Are you obliged to share official information, especially that relates to performance of your organization, with them?In your opinion is your organization responsive to feedback from the public and civil society?Which of the following are steps that your organization might take when it receives complaints from the public?

Are there any functions that your ministry/department performs that is also being performed by another ministry/department? What happens when you need to exchange information with a colleague from another organization? Hold a meeting, Talk on the telephone, Refer the matter to higher authorities, Write a memorandum, Do not take any action. [How often are] Coordination meetings between the concerned organizations are held? Such coordination meetings are most often between: Ministers, Permanent secretaries, Middle management.

During 1999 was the private sector/any NGO invited by your organization for consultations/inputs: (a) Fixing the organization's priorities? (b) in evaluating the organization's performance against goals? (c) in allocating funds among different projects ?

If the government plans to introduce any measures that may adverselyaffect the interest of public employees, do you estimate the unions to beeffective in arguing the case of employees' interest? Some people consider that emigration of educated and trained personsfrom the Caribbean to US, UK and Canada drains the public sector ofskilled persons. How severe is this problem in your organization?


Public Officials' Survey - Bangladesh Public Officials' Survey - Bolivia

Bangladesh Bolivia

6. Que edad tiene?

1. Genero

12. Esta casado?

7. Cual es el titulo academico mas alto obtenido?9. Ha efectuado estudios en el extranjero?10. En que paid recibio su ultima capacitacion?11. Que estudio?

13. Donde trabaja su esposo/a, y que cargo ocupa?-Sector publico: misma entidad que el entrevistado-Sector publico: distinta entidad que el entrevistado-Sector privado-No trabaja14. A que nivel jerarquico esta su esposo/a?-Superior-Directivo-Gerencial-Profesional-Tecnico15. Cuantos hijos/as dependientes tiene?

2. Cuando comenzo en su actual cargo?

3. En esta entidad trabaja como:-Empleado en el Programa de Funcionarios Publicos-Consultor-Consultor financiado por agencias donantes-Funcionario publico que no corresponde a ninguna de las categorias19. Ha sido reducida su jornada en el ultimo año?20. Porque fue reducida su jornada?

26. Porque decidio trabajar en el sector publico?27. Alguno de los siguientes factors influyo en su decision de trabajar en el sector publico?• Estabilidad laboral• Buen salario• Prestaciones• Horario flexible• Volumen de trabajo razonable• Oportunidad de progresar• Estatus social• Poder• Pocas alternativas• Satisfaction personal/ dedicacion a los objectivos de la entidad28. Cuales son los 3 factores mas importantes?29. Cual de los siguientes factores echa en falta en su trabajo?• Estabilidad laboral• Buen salario• Prestaciones• Horario flexible• Volumen de trabajo razonable• Oportunidad de progresar• Estatus social• Poder• Pocas alternativas• Satisfaction personal/ dedicacion a los objectivos de la entidad

23. Cuan probable es que pierda su trabajo en el futuro cercano?24. Cuan preocupado esta de poder perder su trabaja en el futuro cercano?99. Alguna vez ha firmado una carta de dimision sin fecha?5. Donde espera estar trabajando en 5 años?

4. Donde ha trabajado en los ultimos 5 años?

94. Alguna vez a participado o ha estado empleado en la campaña politica de algun partido?95. De que manera participo?96. Participo de manera voluntaria u obligatoria?44. Cuanta discrecion tiene a la hora de ejecutar sus funciones?

89. How many parties control your organization as part of political quotas? 73. What percentage of the employees of your organization change in a given year?74. What would you say was the level of personnel turnover in your organization with the last change of government?47. To your knowledge, more or less how many people have been hired into your organization in the past six months? 71. Roughly how many people work in your organization?

61. Que considera necesario para que una entidad como la suya opera de manera eficaz?62. Cual de los siguientes factores faltan en su entidad?• Liderato• Computadoras• Desembolso de los recursos presupuestarios sin demora• Recursos humanos competentes• Mas recursos financieros• Mas programas de capacitacion• Simplificacion de los procesos administrativos• Ausencia de interferencia politica• Mejor salario63. Cual de estos factores cree usted que es el mas grave?65. Que obstaculos impiden que la entidad opera de manera eficaz?66. Cual de estos obstaculos es el mas grave?68. Existen varias estructuras organizativas entre las entidades del sector publico. Si puediese elegir un tipo de entidad en la que trabajar, cual seria? 75. Cuan grave es la rotacion de empleados en cuanto al impacto en la eficacia de la entidad?

81. Diria que la corrupcion es un problema grave en el sector publico?82. Cuan grave diria que es el problema de la corrupcion en su entidad?83. Que tipo de corrupcion en el mas comun?84. Donde cree que ocurre mas a menudo este tipo de corrupcion?85. Cual de los siguientes grupos cree que es mas propoenso a la corrupcion?86. Cuan a menudo son denunciados los casos de corrupcion a las autoridades pertinentes?97. Cuan a menudo son sujetos los empleados de su entidad a presiones politicas que les piden que ejecuten su funcion de manera distinta?98. Que sucederia si estos empleados no se acataran a estas presiones?

60. Cuan coherentes son las instrucciones y politicas cuya implementacion es encargada a su entidad?

76. De cuales de las normas de SAFCO tiene conocimiento?77. En cuales de los siguientes sistemas a implementado su entidad normativas especificas?78. Hasta que punto se cumplen las normativas de gestion del personnal en su entidad?79. Si no se han implementado los sistemas administrativos accordes con la Ley de SAFCO, por que razones no han sido implementados?

45. Mantiene su entidad registros de los ultimos 5 años?46. Cuan dificil es acceder a estos registros?

32. En su entidad, cual de los siguientes metodos a utilizado para capacitarse en sus funciones:-instructiones orales de un superior-instructiones orales de un compañero-auto-aprendizaje33. Ha recibido algun tipo de instruccion o capacitacion en el ultimo año?34. Cuan util le fue esta capacitacion?

25. Son cargos como el suyo anunciados publicamente?30. Diria que en su entidad los empleados son mas a menudo contratados en base a:-Merito (evaluacion del desempeño)-Vinculos politicos-Vinculos personales-Pagos u obsequios-Curriculum72. Cuantos de los empleados de su entidad cree que volveran a ser contratados si se implementa un sistema de contratacion en base al merito?

38. Cuanta su entidad con Planes de Operacion Anuales Individuales (POAI) para los empleados?39. Cuando fue su ultima evaluacion?40. Existe algun otro metodo para evaluar el desempeño en su entidad?43. Diria que los estandares de desempeño del POAI son claros?

55. En el ultimo año ha sido premiado/ reconocido alguno de los empleados de su entidad por alguna de la siguientes razones:-tomar accion rapida ante una queja o solicitud de usuario-servicio excepcional-otro-ningun permio/ reconocimiento58. En el ultimo año a recibido algun empleado de su entidad alguno de los siguientes premios/ reconocimientos?59. Cree que estos premios/ reconocimientos fueron justificados?

49. En el ultimo año ha sido algun empleado de su entidad sancionado por alguna de las siguientes razones:-bajo rendimiento-por tener un segundo empleo incompatible-malversacion-aceptar sobornos -falta de disciplina52. Cree que las sanciones fueron justificadas?50. Cual de los siguientes grupos de funcionarios publicos cree que es mas susceptible a los problemas de disciplina mencionados anteriormente?53. Puede un empleado apelar un despido?54. Sabe si se ha llevado a cabo alguna apelacion?

56. Cuantos empleados con alto desempeño en su entidad no han sido premiados/ reconocidos?57. Porque cree que algunos empleados con alto desempeño no han sido premiados/ reconocidos?42. Cree que su desempeño fue evaluado de manera justa?

31. Before you applied to this position, you were ensured to obtain the job? 48. Of the [people hired into your organization in the last 6 months], how many do you believe were appointed because of influence of some political parties?

90. Que porcentaje de su salario controbuye al partido del gobierno?91. A cuantos partidos contribuye economicamente? 93. Que pasaria si se negara a contribuir economicamente al partido del gobierno?16. Es suficiente su salario para llegar a fin de mes?

17. Si su salario es insuficiente para llegar a finde mes, como cubre el deficit?-Gratificaciones-Pension-Segundo empleo-Apoyo economico de un familiar-Otro18. Que tipo de gratificaciones/ prestaciones recibe?21. El el ultimo año ha sido reducido su salario?22. Porque fue reducido su salario?35. El el ultimo año cuantas veces recibio su salario tarde?36. En estas ocasiones, por cuantas semanas se demoro el pagamiento de su salario?37. Cual es el maximo numero de semanas que se ha demorado el pagamiento de su salario?

80. Como ha afectado la Ley de SAFCO el comportamineto de los empleados en su entidad?

87. Cuales de las siguientes medidas cree alentaria a los servidores publicos a denunciar casos de corrupcion en sus entidades?88. Entre estas medidas, cuales cree que ayudarian a reducir el nivel de corrupcion en las entidades publicas?69. Cuales de las siguientes medidas cree ayudiaria a mejor el rendimiento de su entidad:-contratacion en base al merito-proteccion contra la interferencia politica-proteccion de la estabilidad laboral-sistema de evaluacion riguroso70. Cual de las siguientes medidas cree podrian ser implementadas de manera existosa en su entidad?-contratacion en base al merito-proteccion contra la interferencia politica-proteccion de la estabilidad laboral-sistema de evaluacion riguroso


Public Officials' Survey - Bulgaria Public Officials' Survey - Guyana

Bulgaria Guyana

8. How old are you?

1 a) Gender

13. What is your marital status?o singleo married / common law relationshipo widowedo divorced / separated

9. What is your highest academic qualification?o CXC / GCE (certificate)o Undergrad. diplomao Bachelor's degreeo Post Grad. diplomao Masters' degreeo Ph.D10. In what field did you earn this qualification?11. Have you ever received any training or education outside of thiscountry?12. Where did you receive this training?

1 b) Ethnicity:o east indiano africano portugueseo chineseo mixed raceo amerindian

14. Where does your spouse work and what is his/ her position ?o public service: upper-level, mid-level, lower-levelo other public sector: upper-level, mid-level, lower-levelo private sector: upper-level, mid-level, lower-levelo self-employedo does not work15. Do you have any dependent children?

2. When did you begin working in your present job?3. When did you begin working in this organization?5. When did you begin working for the government?

22. There are many different reasons why people choose to work for thegovernment. Below is a list of factors that other people say influencedtheir decision to join the public sector. Please tell me if any of thesefactors influenced your decision to pursue a government job, and howwould you rank them in terms of greatest influence. Secondly, indicate whether any of these features are absent from your job. o job securityo good salaryo benefitso flexible hourso reasonable work loado opportunity for personal developmento social statuso powero limited opportunities elsewhereo personal satisfaction in worko commitment to organization missiono 12 other (specify)

4. In five years time, where do you expect to be working?o in the same positiono in a different position in the same organizationo in a different public service / sector organizationo in the private sector

6. What position did you hold prior to this one?7. How long did you hold that position?

20. How worried are you about losing your job sometime in the near future?

39. Are you allowed to make any decisions relating to the performance of your duties? o I seldom need to refer decisions to my bosso I refer half of the decisions that need to be made to my bosso I refer most of the decisions that need to be made to my bosso Any decision that is required is made by my boss 53. To what extent are you involved in budget preparation?54. When your division's budget is cut, to what extent are you involved in the adjustment of planned programmes?

23. Below is a suggested list, please indicate, first, which of these contribute to poor performance in your organization, next, rank them in order of greatest influence / impact: o management styleo unclear objectives and targetso poor communicationso poor physical working conditionso missing deadlineso unresponsive policies to customers’ needso low concern for worker's welfareo inadequate resourceso lack of employee recognitiono poor pay and inadequate benefitso 11.limited use of technologyo poor supervisiono cumbersome systemso limited technical capacity in organizationo conflicting instructions from different sourceso Other.4. How often do you disagree with the policies that your organization is asked to implement? 66. Which of the following do you think would contribute most to improving the organizational performance of your organization? o merit-based pay schemeo performance evaluation schemeo institutionalizing work / performance standardso restructuring agencies and developing improvement plans

67. In your opinion, how would you rate the incidents of political interference that exists in your organization? 68. In your opinion, to what extent is corruption a significant problem in the public sector as a whole?69 a). In your opinion what form does corruption (if any) take:o for economic and regulatory serviceso for legal services and professional qualifications 69 b) Which of these are common types of bribery from your observation? o for economic and regulatory services from your observationo for legal services and professional qualifications from your observation70. In your view, where is corruption most common ( if anywhere )?71. How often are cases of corruption, generally, reported to the proper authorities?72. Which of these measures do you think would encourage public officials to report corruption cases in their organizations to proper authorities?73. Which of these measures do you think would help to reduce corruption?74. In your opinion, to what extent is corruption a significant problem in your organization?

61. Do you know the mission of your organization?62. In your opinion, to what extent would you say that your organizationhas realizes its mission?33. Does your organization have a system where annual objectives/ targets that are measurable are agreed to between employees and supervisors at the beginning of every year?

55. Do you think that actual funds approved for next year's budget will exceed or fall short of budgeted requirements?56. In what way do you expect that actual funds will differ from budgeted funds?57. When budget cuts are made, where are they most likely to be made first? o employment costso other chargeso capital expenditureo other58. In any of the past three years, has your organization or any sub head of charge exceeded its total budget authorization?59. Are any penalties applied to an organization if it exceeds its budgetary authorization?60. What form do these penalties take? o surcharge of top officialso budget reductions in the next yearo other

27. In your organization, is there a period of job/ organizational orientation before an officer is placed to function?28. In your organization which of the following methods have you used to learn your job: o written procedure guideo verbal instructions from a superior o verbal instructions from a colleague o self - taught29. During the past year have you received any formal training at all?30. How was this training identified? o personnel officero supervisoro head of divisiono yourself31. How much of this new knowledge are you now using on the job?

42. How difficult is it to obtain adequate and timely information from the records management system in your organization?

41. At what levels would you say there is a high turnover of staff? o clerical levelso technical levelso middle management levelso senior technical levelso top management65. How are changes in policy usually communicated to you? o written correspondenceo orallyo staff meetingso managemento not at all

21. Are positions like yours generally advertised to the public?24. In your organization would you say that employees were hired more often for: o good performance at entry testo qualifications met job requirementso personal connectionso political connectionso family status in communityo payment of gift to some public authoritieso knew a senior official 26. Would you say that written tests are a regular practice in your organization's recruitment process?

34. When was your performance last appraised by your supervisor?35. Did you agree with your supervisor's appraisal of your performance?36. Were you able to influence a change in your performance ratings?37. Are there documented work / performance standards for each function in your organization?38. a. Are you aware of these standards? Are they generally achieved?

48. In the past year have staff in your organization been recognized /rewarded for any of the following reasons? o taking prompt action on customers / clients/ end users' requests or complaintso providing outstanding serviceo improving qualificationso excellent attendance recordo consistent courtesyo other49. Overall, do you think these rewards were justified?50. How many employees of your organization with excellent performance have not received recognition / reward?51. Why do you think some employees with outstanding performance have not received rewards / recognition? o there is no money for rewardso no functioning performance system in placeo good work is generally not appreciatedo no incentive scheme existso not having the 'right' party affiliationo absence of a 'recognition' culture

40. Do you think that there is need for divisional heads to have more authority in their areas of work in relation to reward and discipline staff?43. In the past year have staff in your organization been disciplined for any of the following reasons? o poor work performanceo insubordinationo absence from work without leave o embezzlemento accepting bribeso doing another job to the detriment of substantive jobo for lack of discipline44. To the best of your knowledge, within the past three years, has anyone in your organization been subject to any of the following types of sanctions? o Dismissalo Demotion/ reduction of position/statuso Denial of other benefitso Loss of salary/ wageso Postponement of promotion or pay increaseo Fineo Public censure or reprimando Official warningo Other 45. Overall, do you think these sanctions were justified?46. Can an employee appeal a dismissal?47. Are you aware of any recent such appeals that have succeeded?

52. In your experience do you think that employees with high politicalconnections or who are from wealthy or prominent families are treateddifferently from employees who have lesser connections?

25. Before you applied for your current job or when you first joined the government, were you assured that you would get the job?

16. Is your salary sufficient to meet your living expenses?17. If it [your salary] is insufficient, how do you make up the shortfall? o Salary or wages from another jobo Overtime in my organisationo Support from other family memberso Support from relatives overseaso Pensiono Additional financial benefits from my organisation 32. How often do you receive salary or wages late?

18. Would you describe the quality of life that you have maintained over the past year as unacceptable, acceptable, or good?


Public Officials' Survey - Indonesia Public Officials' Survey - Kenya

Indonesia Kenya


1. How long have you been in your current position?

7 d) Please rank in order of importance in the way the following factors influenced your decision to join the public sector. o Job securityo Moderate/ manageable workloado Social status/ prestigeo Good salaryo Other benefitso Advancement/ promotion potentialo Power associated with posto Few opportunities elsewhereo My people wanted me to join

2. In five years' time, do you expect to be in the same organization inwhich you're currently employed?

7 c) What did you do immediately before you began working in this department/authority? o Worked in other organizations of the governmento Worked in a political partyo Worked in state owned enterpriseso Worked in private sector or private businesso Worked in an NGOo Was a student

5. If you got selected, would you move to a similarly paid job in the private sector?

47. Does your department/authority deal directly with the public? 21. Overall, how much freedom do you have in the performance of your duties?

48. Please assess to what extent you would agree or disagree to the following statements about the service delivered by your department/ authority.o Is perceived to be of high quality by users of the serviceo Is effective given the budget of your organizationo Is accessible to the pooro Helps to reduce povertyo Your staff are customers friendly

46a. When policies governing your department/authority change, from where do you hear about the changes first? o Head of organisationo Newspaper/ tv/ radioo Union leaderso Colleagues 45. Government departments/ authorities are instructed to do many different things, some of which may be incompatible with each other. How consistent or inconsistent with one another are the various policies your organization is asked to implement? 23. How does your department/ authority respond/ react to directives by political officials?33a. Would you say that corruption is a significant problem, or not much of a problem?33b. Would you say that employees in your organization are corrupt most of the time, frequently corrupt, occasionally corrupt or rarely corrupt?33c. Which sections in your organization if any do you think staff are corrupt? o Personnelo Accountso Supplieso General administrationo Revenueso Registry34. In general, how often are cases of corruption reported to proper authorities? 53. Before an election, does each party

46b. In your department/authority, how often are guidelines/ policies/ regulations of procurement management formalized in writing?

35. How much of your Department's budget allocation between functions was actually decided by the Department under which your office belongs?36a. How much of your Department's budget allocation between functions was actually decided by the ministry under which your office belongs?36b. How much of your organization's/department's budget allocation between functions was actually decided by the finance ministry?36c. Do you know how much funding was budgeted for your department/authority last financial year?37. Do you expect that actual funds provided for your organization in the next financial year will differ from the funds your department/authority budgeted for?38. Do you expect that actual funds provided for your department/authority will differ from the funds your organization budgeted for by a very large amount, a large amount, a small amount or a very small amount?39. In your experience, how frequent is it for actual funds provided to differ from budgeted funds in your department/authority?40. If budget cuts are made in your department/authority, where are they most likely to be made first?o Hiring of new staffo Provision of office supplieso Provision of services to the peopleo HR development/ training

13a. Overall, do you feel that you were given adequate orientation/ induction for the position that you currently hold ?13b. During the past two years, how many times have you participated intraining on your job sponsored by your department /authority ?14. In your department/authority, do o Seniorityo Merito Political favorso Political connectionso Family connections

50a. Does your department/authority have records for the last 1 year? 51. In general, how effective or ineffective is record keeping at your department/ authority?52. How easy is it to obtain information from other government departments?

32. Do you think your department has adequate staff to handle all the tasks your department is expected to perform?

50 b) In what areas does your department use computers? o HRD management/ personnelo Procurement/ supplieso Accountso Administrationo Registries 50 c) Are you yourself allocated a computer for use in the office?

6. Are positions like yours generally advertised to the general public?7. Within an organization, different people are hired using different criteria. We're interested in learning about these general hiring trends. Please think about the employees in your organization. Of these employees, are their hiring based on: o Personal connections with an organization officialo Political connectionso Family connectionso Payment or giving a gift to public authoritieso Merit7 a) How did you learn about your current position? o From an advertisemento From acquaintances (relatives)o From employees of this particular organizationo Other7b) Did you know anyone in the department/ authority before you obtained the position?8. When you were being considered for your current position, did you complete a formal skill assessment task? 9. When you first joined in your current position, were you provided with a written job description?10. How well did the written job description reflect your current functions and responsibilities?22. In the past three years, how often have elected officials, their appointees or political party officials influenced hiring

16. Does your department/authority maintain written standards of expected performance for its personnel?17. In your department/authority, how often are these performance standards met?18. Do you know what performance standard is expected from you? 19. The next few questions are about your own performance evaluation. Which of the following apply to your performance evaluation? o It was never done at allo It was done in the last twelve monthso You were evaluated fairlyo You know when your next performance evaluation is dueo You will know of any changes in performance standards soon after they are made20. Do you know what performance standard is expected from you?

28. In the past three years, have staff in your department/authority beenrecognized/ rewarded for taking prompt action on clients/citizensrequests or complaints or providing outstanding service?29. In your experience, have any employees in your department/ authority with excellent performance received recognition/ reward?30. Overall, do you think that these rewards were justified?

25. In the past three years, have any staff in your department/authority been disciplined for any of the following reasons? o Poor work performanceo Misuse/ misappropriating fundso Insubordination/ Disobedience of orders 26. Consider the employees in your department/authority who were disciplined for poor performance or poor conduct, if any. Would you say that the sanctions/disciplinary actions were most of the time, frequently, a few times or very rarely justified?27. Can an employee appeal against a dismissal/ sack in your department/ authority?

24. Overall, would you say that employees with connections to political leaders or powerful family members are treated much better than, somewhat better than or the same as employees without politicalconnections?

15. In the past year, approximately how many times did you receivewage payments late?

4. Would you describe the standards of living that you have maintainedover the past one year as good, fair or bad ?

44a. The government is in the processes of implementing public sector reform in order to improve service delivery. Are you supportive of these reforms?44b. Do you think that the Public Sector Reforms will succeed?

43. Do you think there is any scope for: o Reducing wasteful expenditure in your department/ authority?o Making public your department/ authority every expenditure?

49. In your own perception do you think customers/ citizen have a right to complain to the next higher office if they are dissatisfied with services offered by your department? 42a. Have you ever met with associations/ groups of citizens who are the users, consumers of the services produced by your department/ authority?42b. Are you obliged to share official information, especially that related to performance of your department/ authority with service consumers?

33d. In many countries, it is common for government organizations to make additional, unofficial payments to win a procurement contract. How often do you think suppliers to your department/ authority practice that?


Public Officials' Survey - Moldova GAC Public Officials Survey - Portuguese

Moldova Brazil, Mozambique

Idade

Genero

Qual é o seu grau académico mais elevado?• Inferior ao secundário• Secundário• Médio• Bacharelato• Licenciatura• Pós-graduação• Outros (especificar)Em que ano concluiu a formação acima indicada?Já alguma vez recebeu qualquer formação/educação fora de [PAIS]? Se afirmativo, onde?

Qual é o seu grupo étnico?

Qual é a sua afiliação religiosa?

Qual é a sua posição actual?Que tipo de sistema de nomeação possui actualmente?• Nomeação política• Nomeação geral através de exame• Eleição• Nomeação especial combase na perícia/conhecimento• Serviços mediante contrato• Outro; especificar

Há quantos anos• trabalha na Organização?• trabalha no Governo?• trabalha no sector privado (qualquer emprego não governamental)?• é desempregado?

Até que ponto está certo de manter a sua posição e ter uma promoção se desempenhar o seu trabalho de forma positiva? • Sem certeza nenhuma • De certo modo sem certeza • Nem incerto ou certo • De certo modo confiante • Muito confiante/certo

O que fazia antes de ocupar a sua posição actual? • trabalhava para outras organizações do Governo• trabalhava para um Partido Político• trabalhava numa instituição de ensino ou de saúde• trabalhava para uma empresa estatal• trabalhava para uma empresa privada• trabalhava para um órgão de informação• trabalhava no sector agrícola• trabalhava numa ONG• era estudante• estava desempregado• Outros (especificar)

Gostaríamos de fazer perguntas gerais sobre a satisfação no emprego. • Trabalhar no sector público é geralmente melhor do que trabalhar no sector privado • O meu salário é muito satisfatório • Os meus outros benefícios (pensão, saúde, etc.) são muito satisfatórios.• O meu emprego e a minha posição são seguros

Até que ponto estará directamente envolvido em questões da gestão do pessoal, por exemplo, recrutamento, avaliação do desempenho, remuneração, decisões de formação e acções disciplinares?Até que ponto está directamente envolvido em questões de gestão orçamental, incluindo preparação do orçamento, implementação e avaliação?Quantas pessoas supervisa, se alguma?

Em geral, quantas horas por semana trabalha no seu emprego actual?

Como é que a sua organização é financiada?• Financiamento orçamental • Impostos especiais e fundo orçamental extra • outro; especificarPossui algum potencial para obrigações tributárias?• Impostos sobre lucros • Impostos sobre propriedades• outras taxas/impostos; especificarSerá que a sua organização lida directamente com o público? Aproximadamente quantos postos oficiais existem na sua organização, incluindo postosvagos? Aproximadamente qual é o número total do pessoal actual na sua organização? Aproximadamente quantos trabalhadores estavam empregues na sua organização em 2001?Qual é a proporção aproximada das posições na sua organização:• Politicamente nomeadas • Geralmente nomeadas através de um exame• Eleitos • Nomeação especial devido a perícia/conhecimento • Serviços contratados • Masculino • Feminino

Até que ponto concorda com as afirmações seguintes:• Na minha Organização, todos possuem um entendimento claro sobre as suas tarefas e funções• Na minha Organização, todos acreditam que a luta contra a pobreza é uma das suas funções como funcionários públicos• Na minha Organização, todos acreditam que os cidadãos são nossos clientes• Na minha Organização todos são competentes para a sua categoria

Se trabalhasse no sector privado, quanto é que acha que ganharia comparativamente à sua remuneração anual total• Ganharia mais no sector privado em aproximadamente • Quase o mesmo • Ganharia menos no sector privado, aproximadamente • Não existe nenhum emprego comparável no sector privado • Não sei

Em sua opinião qual foi o nível de mudança ou transformação no pessoal na sua organização como resultado de mudanças no Governo?Até que ponto concorda com as seguintes afirmações sobre a gestão orçamental ? • O processo de formulação do orçamento geral envolve uma consulta estreita entre o Ministério do Plano e Finanças e os outros Ministérios• O processo de formulação do orçamento do estado envolve uma consulta estreita entre o Ministério do Plano e Finanças e os outros Ministérios • O processo de formulação do orçamento de cada unidade orçamentada envolve uma consulta estreita entre os Chefes de Departamentos de Finanças e os gestores de direcção/departamentos Queira por favor avaliar as seguintes afirmações opostas sobre as práticas de gestão orçamental na sua organização.(a) O processo de tomada de decisões sobre a gestão orçamental é:• totalmente obscuro sem transparência • totalmente claro e transparente(b) As decisões sobre a gestão orçamental não são/são:• nunca auditadas pelas agências de controle • regularmente auditadas pelas agências de controleSobre decisões importantes tomadas na sua organização• pessoal é raramente informado • pessoal é sempre informado Até que ponto concorda com as

Existirá uma declaração formal escrita sobre o principal propósito da sua Organização?

Na sua organização, até que ponto as directrizes/ políticas/ regulamentos sobre a gestão do pessoal são formalizadas por escrito?Sabe que processos deve seguir de forma a denunciar a corrupção?

Tem conhecimento sobre o valor do financiamento orçamentado da sua organização no ano 2001?Tem conhecimento sobre o valor real do financiamento orçamentado da sua organização do ano 2001? Prevê que os fundos reais da sua organização possam diferir dos fundos orçamentados para o próximo ano? No ano passado, terão as despesas da sua organização excedido a sua autorização do orçamento total? Se afirmativo, os gastos/despesas excederam a sua autorização do orçamento total em ______% Que tipo de gastos excederam a sua autorização do orçamento?• Pagamento de salário• “Procurement” • Despesas de capital Para este gasto em excesso terá a sua organização sofrido alguma multa?Se afirmativo, que tipo de multa?• Multas para funcionários individuais • Multas para o chefe da organização • Maior controle restritivo sobre a futura autorização de orçamentos para a sua organização Necessidade de defender a acção das organizaçõess junto do Ministério do Plano eFinanças/ Conselho de Ministros/ Representantes do Legislativo Na sua organização, qual é a eficácia da monitoria e controle dos gastos do orçamento?Durante os últimos dois anos na sua

Na sua organização, até que ponto as directrizes/ políticas / regulamentos da gestão de “procurement” são formalizadas por escrito?Em muitos países, as rganizações públicas são avaliadas com base em critérios de sucesso objectivos, mensuráveis, conhecidos como padrões de desempenho. Um exemplo de um padrão de desempenho para a Polícia poderá ser ‘responder a 80 porcento de todas as chamadas telefónicas de emergência num espaço de 15 minutos’. Existirá algum padrão de desempenho na sua organização? Se afirmativo, em linhas gerais, qual é o grau do alcance/quantas vezes estes padrões de desempenho são satisfeitos?

Quando as decisões são tomadas na sua organização, os gestores:• raramente tomam em consideração as opiniões e sugestões• sempre tomam em consideração as opiniões e sugestões

Durante os últimos dois anos quantas vezes participou em cursos de formação? E aproximadamente, quantos dias no total foram gastos na formação?Como é que se qualificou no seu emprego actual• Teve que aprender sozinho • A organização proporcionou a formação necessária

A sua organização possui registos dos últimos cinco anos? Existe alguma dificuldade na obtenção de informação a partir desses registos?Em geral, o quão ineficaz ou eficaz é o registo dos arquivos na sua organização?

Queira por favor completar a seguinte frase seleccionando a melhor resposta. Na sua organização, o candidato melhor qualificado• Nunca consegue emprego • Raramente consegue emprego • Algumas vezes consegue emprego • Muitas vezes consegue emprego • Sempre consegue empregoAs seguintes questões referem-se à sua primeira posição no Governo. Como é que teve conhecimento da vaga? • Anúncio da posição nos canais de informação (Jornal, Radio, TV) • Anúncio em boletins• Notificação pessoal de alguém na organização • Por acaso Conhecia alguém da organização que o ajudou a conseguir o emprego? Recebeu uma informação escrita sobre o emprego ou seus termos de referência antes de aceitar a posição ou logo depois?

Quantas vezes o seu desempenho é formalmente avaliado por escrito? • Nunca • Menos de uma vez num período de três anos • De dois em dois ou três em três anos • Anualmente • Duas ou mais vezes por ano Em que mês e ano mais ou menos teve a avaliação escrita mais recente do seu desempenho profissional?Terá havido alguma descrição escrita dos critérios usados para a última avaliação do seu desempenho?

Até que ponto a sua organização recompensa conquistas profissionais excelentes? Quantas vezes a boa informação do público é conducente ao reconhecimento pelo pessoalresponsável?

Queira por favor avaliar as seguintes afirmações opostas sobre as práticas da gestão do pessoal na sua organização. (a) O processo de tomada de decisão sobre a gestão do pessoal é:• Transparente• Decisões sobre a gestão do pessoal não são/são:o nunca anunciadaso sempre anunciadas • Decisões sobre a gestão do pessoal são:o totalmente injustas o totalmente justas • Decisões sobre a gestão do pessoal não são/são: o nunca auditadas (verificadas) por agências de controleo regularmente auditadas (verificadas) por agências de controleNa sua organização, o quão importantes são os seguintes critérios na determinação da forma específica na qual o pessoal é tratado, incluindo quem é contratado, a melhor remuneração, as melhores oportunidades de formação, e por aí em diante. • Mérito • Tempo de serviço • Qualidade da relação com supervisores • Ligações políticas • Etnia/religião • Género • Ofertas ou gratificação • Outras ligações (e.g., família, profissional)No ano passado, terão os funcionários eleitos, alguém por si designado, ou

Até que ponto concorda plenamente com as afirmações seguintes sobre a acção disciplinar? • Acções disciplinares têm sido aplicadas imparcialmente para casos necessários• Acções disciplinares têm funcionado como um instrumento eficaz para a motivação do desempenho positivo dos Funcionários PúblicosNo ano passado, terá algum membro da sua organização sido sujeito a sanções devido a um mau desempenho ou conduta não profissional? Quantas vezes as queixas ou reclamações do público são conducentes a acções disciplinares ou medidas correctivas do pessoal?

Em muitos países é comum que muita gente pague de forma a conseguir emprego no sectorpúblico mesmo quando qualificados. O quão frequente é esta prática na sua organização?Qual é a proporção de empregados na sua organização que compraram certificados de habilitação ou credenciais necessários para os seus postos?

Durante os últimos doze meses, na sua organização terá alguma vez o salário sido pago depois da data prevista?Aproximadamente quantas vezes o seu pessoal recebeu o seu salário em atraso?Em caso de atrasos no pagamento do salário na sua organização, qual é a média numérica das semanas de atraso?Qual é o seu salário mensal básico, excluindo subsídios para o ano 2000?A sua organização tem de “gratificar” os funcionários de outros departamentos/agênciasdo governo antes da emissão das vossas subvenções?Se afirmativo, qual é a percentagem?

Qual foi o seu salário mensal total, (incluindo todos os subsídios) em 2000?Sabe-se que em muitos países do mundo, alguns funcionários públicos suplementam os seus salários oficiais com gratificações que recebem durante o decurso do desempenho das suas obrigações. Na sua organização, em sua opinião, qual é a percentagem média do rendimento total representado por estas gratificações?Durante os últimos doze meses, terá recebido alguma remuneração por um empregosecundário fora do sector público?Teve de obter uma autorização oficial (por exemplo, do seu supervisor) para aceitar esteemprego secundário? Quantas horas semanais eram dedicadas a este emprego secundário?

Em sua opinião, será que o Governo tem apoio dos Funcionários Públicos e do público em geral na implementação das reformas do sector público? • apoio total dos Funcionários Públicos • apoio total do público em geral

Quais seriam as três medidas mais eficazes para a melhoria do desempenho da sua organização?• Mais recursos do orçamento • Mais pessoal • Pessoal competente melhor formado • Salários mais elevados • Maior autonomia de gestão • Imunidade da influência política • Conexão mais estreita entre o desempenho e a remuneração /disciplina • Mais e melhor equipamento • Melhor comunicação (isto não tem a ver com a tecnologia ou equipamento) entre o pessoal• Melhor quadro legal • Mandato operacional reduzido • Melhor capacidade para detectar e punir a • Outro; especificarQual seria o seu apoio para os seguintes tipos de reformas do sector público? • Definição de salário médio para funcionários públicos• Criação de um sistema de gestão do pessoal no sector público, onde a remuneração e a promoção estão especificamente baseadas no desempenho • Redução da força de trabalho no Governo, se isso permite um aumento do salário e dos benefícios do restante pessoal do Governo • Descentralização administrativa do estado, delegando funções operacionais do Governo nacional para os Governos Locais

Queira por favor avaliar até que ponto estaria de acordo com as seguintes afirmações sobre a prestação dos serviços públicos por parte da sua organização. O serviço público prestado pela sua organização é:• … percebido como sendo de alta qualidade pelos utentes do serviço• … eficaz considerando o orçamento da sua organização • … acessível aos pobres• … útil para reduzir a pobreza Terá a vossa organização mecanismos de consulta claramente definidos para os utentes da função pública, no respeitante às suas necessidades?Se afirmativo, qual é a eficácia deste mecanismo de consulta?Terá a sua organização mecanismos de reclamação e análise/ solução claramente definidos para que os utentes dos serviços públicos se expressem?O quão eficaz é o mecanismo de reclamação e solução?

Entre os ministérios/ organizações do Governo• Não existe uma boa comunicação• Existe uma boa comunicação Entre departamentos no seio da sua organização• Não existe uma boa comunicação• Existe uma boa comunicação

De acordo com as directrizes oficiais, qual é o valor máximo de um contrato que pode ser geralmente obtido:• Sem aprovação de uma parte externa à sua organização? • Sem um concurso competitivo?Quantas vezes excepções são feitas aos requisitos sobre concursos públicos competitivos?

Em muitos países, é comum que uma empresa faça uma gratificação adicional de forma a obter um contrato.• Qual é a proporção dos contratos públicos de “procurement” na sua organização que envolvem qualquer gratificação adicional? • Quando são feitas gratificações adicionais para um contrato de procurement da sua organização, qual é habitualmente a percentagem do valor do contrato paga como forma de ganhar o contrato de procurement? Queira por favor avaliar a prevalência da corrupção nos seguintes órgãos. • Presentemente no Governo de [PAIS]• Há mais de um ano atrás no Governo de [PAIS]• Actualmente na sua organização • Há mais de um ano atrás na sua organizaçãoQuando um cidadão/empresa nacionala/empresa estrangeira contacta um funcionário público, em geral, na sua organização para um serviço público similar, Em regra, quantas vezes a gratificação é paga por estes?• cidadãos (% de casos de contacto)• empresas nacionais (% de casos de contacto)• empresa estrangeiras (% de casos de contacto)Em regra, na sua opinião, qual das três situações seguintes ocorre com maior frequência:• Um agente do governo mostra interesse ou solicita um pagamento

O que se segue é uma lista das organizações públicas. Queira por favor avaliar o desempenho e a integridade/ honestidade destas Organizações.Queira por favor completar a seguinte frase da forma como melhor descreve os seus Sentimentos: “O Governo considera a corrupção a baixo nível como sendo…• … uma prática corrupta que o próprio Governo deve eliminar”• … infeliz mas inevitável até que este seja capaz de pagar melhores salários”• … um modo informal de cobrar pelos serviços do estado e pagar os funcionários ”Queira por favor responder até que ponto concorda com a seguinte afirmação:• Existe um cometimento genuíno e sincero na minha organização, neste momento, para combater a corrupção • Existe um cometimento genuíno e sincero no Governo, neste momento, para combater a corrupçãoQual é a importância das seguintes causas da corrupção em [PAIS]? • Razão cultural, isto é, a gratificação tem sido um costume que já dura há muito tempo• Falta de um mecanismo eficaz de incentivos para os Funcionários Públicos, tais como a falta da apreciação do mérito• Políticas económicas pobres, tais como a privatização • Salários baixos para os Funcionários Públicos • Ausência de processos políticos

Em sua opinião até que ponto as seguintes formas de corrupção tiveram um impacto sobre a economia? • Má gestão de fundos por parte do Banco Central• Venda de votos Parlamentares sobre leis à interesses privados• Venda de decretos Presidenciais a interesses privados• Venda de decisões/sentenças judiciais em casos criminais• Venda de decisões judiciais a litigantes• Subornos a Funcionários Públicos para evitar taxas ou impostos, bem como regulamentos• Nepotismo [Funcionários Públicos contratando seus amigos e parentes para posições oficiais]• Contribuições por parte de interesses privados à Partidos Políticos e campanhas eleitorais

GAC Public Officials Survey- Romanian GAC Public Officials Survey- Khmer

Moldova, Romania Cambodia

GAC Public Officials Survey- Slovak GAC Public Officials Survey - French

Slovakia Africa, Haiti

Sexe

Quel est votre plus haut niveaud’instruction ? En quelle année avez-vous terminé les études indiquées ci-dessus ?Avez-vous reçu une formation/ instruction en dehors de votre pays ?Si oui, où ?Quelles langues étrangères parlez-vous ?

Quel est votre poste actuel ? Quel type de nomination avez-vous actuellement ?Combien de personnes travaillent sous votre responsabilité ?

Pendant combien d’années avez-vous o travaillé dans le service actuel ? • Travaillé au Gouvernement• Travaillé dans le secteur privé (travail non Gouvernemental) ? • Eté sans emploi ?

Veuillez apprécier sur une échelle de 1 à 5 votre niveau de satisfaction par rapport à votre travail: Dans quelle mesure êtes-vous confiant que vous garderez votre place et serez promu quand vous ferez bien votre travail ?

Que faisiez-vous avant de commencer votre travail actuel ? • Travaillait dans un autre service de l’Etat • N’a pas changé de service • Travaillait pour un • Parti politique Travaillait pour une institution éducationnelle ou médicale • Travaillait pour une entreprise de l’Etat • Travaillait pour une entreprise privée Travaillait dans les médias privés • Travaillait dans l’Agriculture • Travaillait pour une ONG • Etait étudiant(e) • Etait sans emploi

Dans quelle mesure êtes-vous concerné par les questions de estion de personnel (recrutements, valuations, compensations, décisions de formation et actions disciplinaires) ? Dans quelle mesure vous occupez-vous des questions de gestion du budget, y compris sa préparation, son exécution et son évaluation ?Quelle est la proportion approximative des postes suivants dans votre organisation selon le mode d'occupation ? • Nomination politique % • Nomination générale par examen % • Elu % • Nomination spéciale due à l’expertise du candidat % • Services contractuels • Hommes %• Femmes%

Combien d’heures travaillez-vous par semaine dans votre poste actuel ?

Votre Service est-il assujetti à l’impôt ?Connaissez-vous le montant des crédits alloués à votre service en 2003 ? (Les « fonds alloués » sont les fonds inscrits un budget approuvé à l’origine par le Parlement) Si oui, Quel était le montant ?Votre service est-il en contact avec le public ? Combien de postes y a-t-il environ dans votre service, en comptant les postes vacants ? Quel est le nombre total approximatif d’employés dans votre service ?Combien d’employés y avait-il environ dans votre service en 2003?

Le Gouvernement et votre service ont-ils les ressources financières adéquates pour fournir un niveau de service approprié ? • Gouvernement• Votre service [Dans beaucoup de pays, les organisations publiques sont évaluées selon des critères objectifs et mesurables de succès, les standards de performance. Un exemple de standard de performance pour la police pourrait être « répondre à 80% des appels d’urgence dans les 15 minutes »]. Existe t-il des standards de performance écrits pour votre organisation Si oui, jusqu’à quel point, à peu près, ces standards de performance sont–ils atteints ? Etes-vous d'accord avec les déclarations suivantes sur votre service? • Dans mon service, tout le monde a une vision claire de ses tâches et de ses • Dans mon service, tout le monde pense que combattre la pauvreté est une des fonctions du fonctionnaire• Dans mon service, tout le monde pense que les citoyens sont nos clients/usagers • Dans mon service, tout le monde a la compétence qui correspond à son rangQuel est le niveau d’efficacité de [INTITULE DE LA MESURE] sur la performance de votre service? • Plus de ressources • Plus d’employés • Des employés mieux formés plus compétents • Des salaires plus élevés

Veuillez apprécier sur une échelle de 1 à 5 votre niveau de satisfaction par rapport à votre travail: En général, travailler dans le secteur public est mieux que travailler dans le privé.

Veuillez évaluer les déclarations suivantes. Dans votre service/ institution: • Il y a trop de niveau dans le processus de prise de decision• Le processus de prise de décision est trop centralisé• Il y a peu de niveau dans le processus de prise de decision• Le processus de prise de décision est bien centraliséEtes-vous d'accord avec les déclarations suivantes sur votre service? • Le service rendu au public par votre organisation est perçu comme étant de haute qualité par ceux qui y ont recours• Les services offerts au public par votre organisation sont effectués à un prix relativement bas• Les services offerts par votre institution sont entièrement satisfaisants pour les utilisateurs• Les services offerts par votre institution sont réalisés selon des règles informelles (pas écrites)Etes-vous d'accord avec les déclarations suivantes sur votre service? • Les employés sont informés des décisions prises au sein de votre service • Les gens concernés par les services pour le grand public sont les derniers à être informes• L’institution n’a pas un système adéquat pour enregistrer les décisions de l’institution• Les décisions exécutives ne tiennent pas compte des exigences financières de l’institution

Quand un fonctionnaire agit contre les règles ou reçoit unpayement illégal, avec quelle fréquence peut-on aller vers unautre fonctionnaire ou son supérieur et avoir un traitementcorrect sans avoir peur d’être inquiété ? Connaissez-vous la démarche à suivre pour rapporter un cas de corruption ? Quelle appréciation faites-vous sur la dénonciation d'un cas de corruption dont vous avez connaissance? • La procédure a été très efficace • La procédure a été très simple • Le dénonciateur a été bien protégé de possibles

Veuillez évaluer les déclarations suivantes: Dans votre service/institution:• A tous les niveaux, les fonctionnaires ont une compréhension des objectifs et stratégies de votre service/institution • A tous les niveaux les fonctionnaires sont identifiés et impliqués dans la réalisation des objectifs et stratégies de votre service/institution • Dans mon service, je comprends très bien mon rôle institutionnel, mes responsabilités et les compétences de chacun • Le plan d’achat est considéré comme un important exercice de prévision et prend en compte les plans d’investissement de l’institution et leur inventaire des exigences • Le budget est un outil efficace de prévision et d’exécution des plans et stratégies de

Etes-vous d'accord avec les déclarations suivantes sur votre service? Dans la mise en œuvre des activités/ prestations de service, il y a: • des mécanismes clairement définis qu’un utilisateur pourrait suivre pour se plaindre ou exprimer ses préférences• des reçus pour les différentes transactions sauvegardés dans des copies dures pour être présentés durant l’audit interne ou externeVeuillez évaluer les déclarations suivantes : Les règles que votre service doit mettre en vigueur sont cohérentes les unes avec les autres.Existe t-il une déclaration écrite décrivant le but principal de votre service?

Dans quelle mesure êtes-vous d’accord avec les déclarations suivantes sur la gestion du budget? • Le processus de formulation du budget national se déroule en consultation étroite entre le Ministère des finances et les autres Ministères • Dans le processus de décentralisation, la formulation du budget des communes se déroule en consultation étroite avec les services du Ministère des finances et les élus locaux • Le processus de formulation des budgets des structures autonomes se déroule en consultation étroite entre les Directeurs du budget et les Responsables de ces structures. • Comment votre service est-il financé o Budget o Tarifs spéciaux et fonds extrabudgetaires o Autres (à préciser)Durant les trois (3) dernières années, en ce qui concerne l’utilisation des fonds budgétaires dans votre institution, quelle est la fréquence des irrégularités (détournements ou autres types d’abus des ressources budgétaires) ? Jusqu’où s’étend la marge différentielle entre la dépense réelle et celle budgétisée en cas d’incompétence ? Evaluer l’importance de la réglementation de l’administration du budget. Etes vous d'accord que les décisions de gestion du budget de l’administration : • Sont formellement écrites

Dans votre service/organisation l'exécution des dépenses est-elle contrôlée ?Dans votre service, dans quelle mesure la fréquence des contrôles des dépenses budgétaires est-elle efficace ? Pourquoi ?Comment les dépenses sont-elles contrôlées réellement ?

Etes-vous d'accord avec les déclarations suivantes sur votre service? • Les décideurs prennent en compte les opinions et suggestions de leurs subordonnés

Au cours des trois (3) dernièresannées, combien de fois avez vous pris part à une formation ?Combien de jours, en moyenne,ont été consacrés à chaqueformation ?

Votre service tient-il des dossiers datant des trois (3) dernières années ? Est-il difficile d’exploiter ces dossiers ?

En ce qui concerne les ressources suivantes, veuillez évaluer la satisfaction de vos besoins aussi bien que ceux de vos collègues dans l’exécution de vos activités.• Montant de ressources budgétaires satisfaisant• Personnel hautement qualifié satisfaisant • Fournitures et matériels de bureau (Ordinateur et autres) satisfaisants• L’espace environnemental satisfaisant

Veuillez évaluer les déclarations suivantes sur une échelle de 1 à 5: Dans votre Service, le candidat le plus qualifié obtient le poste correspondant.Les questions suivantes se réfèrent à votre position administrative ou politique la plus importante: • Comment avez-vous su qu’une place était libre ? • Connaissiez-vous quelqu’un au sein du service avant d’obtenir la place ? • Vous a t-on donné une description écrite du poste avant de l’accepter ou peu de temps après l’avoir accepté ?Les questions suivantes se réfèrent à votre position administrative ou politique la plus importante, etes-vous d’accord:• Les annonces de postes vacants se font de manière publique pour informer tout le monde, même en dehors de l’institution, êtes-vous • L’expérience professionnelle, le mérite, les compétences techniques et la performance sont pris en compte dans le recrutement, • Le niveau d’instruction est pris en compte dans le recrutement• L’âge du candidat est pris en compte lors du recrutement• Les recrutements sont faits selon les principes des quota par départements• Les relations avec les milieux d’affaires et, associations ont une influence sur la décision de recruter• La sensibilité ou la pression politique sont considérées dans le recrutement• Existe-t-il d'autres facteurs qui

Avec quelle fréquence votre travail est-il évalué par écrit ?Y avait-il une description écrite des critères sur lesquels votre dernière évaluation a été basée ?En quelle année, à peu près, a eu lieu votre dernière évaluation écrite ?

Dans quelle mesure êtes-vous d’accord avec les déclarations suivantes sur votre service ? • D’après vous, quelle a été l’efficacité de des sanctions en tant qu’outil de gestion des fonctionnaires dans votre service/direction ? • Seriez-vous d’accord avec l’application du système de l’«avancement au mérite », si l’administration était dépolitisée? • Votre service récompense-t-il les travailleurs les plus méritants?

Veuillez évaluer dans quelle mesure au cours des deux dernières années les décisions de gestion du personnel (recrutements, évaluations, mutations, promotions, augmentations de salaire) ont été prises de manière transparente (connaissance de qui a été évalué, promu, muté ou a reçu une augmentation salariale et pourquoi)Veuillez évaluer les déclarations suivantes sur une échelle de 1 à 5: • Les décisions de gestion du personnel sont annoncées et accessibles à l’intérieur tout comme à l’extérieur de votre service• Les décisions de gestion du personnel dans votre service exigent un nombre excessif de démarches officielles• Les décisions de gestion du personnel dans votre Service sont : justes/ injustesVeuillez évaluer la tendance des décisions suivantes de votre institution relative à l’administration et aux règles de la gestion du personnel sur l’échelle ci-contre de 1 à 5• Elles sont simples, claires, faciles à comprendre • Elles sont bien supervisées (les décideurs s’assurent que les procédures sont respectées)• Elles sont strictement appliquées (en cas de non obéissance, les défaillants s’attendent à des sanctions disciplinaires)Veuillez évaluer la tendance des décisions de votre institution concernant la gestion du personnel (les embauches, affectations, mutations, promotions et

Dans quelle mesure êtes-vous d’accord avec les déclarations suivantes sur votre service ? • La discipline a été appliquée à chaque fois que nécessaire • Avec quelle fréquence, des fonctionnaires sont ils sanctionnés dans votre service pour s’être comportés de façon non professionnelle ? • Avec quelle fréquence, des fonctionnaires sontils pénalisés dans votre service pour avoir eu une faible performance ?

Dans votre Service, quelle importance ont les suivant facteurs dans le traitement du personnel (notamment la rémunération, les opportunités de formation, la promotion etc.) ?• Mérite/compétence technique • Ancienneté • Qualité de la relation avec les supérieurs• Contacts Politiques • Contacts religieux/ Autre Contacts • Genre de l’employé • Don de cadeaux ou de paiement non officiels • Lien de parenté • Lien de région/ethnieDans beaucoup de pays, des fonctionnaires ou des postulants à des postes de responsabilité doivent verser une somme àde hauts responsables. D’après vos informations, quel pourcentage du revenu certains peuvent-ils verser ? Dans votre service, un paiement illégal peut influencer l’obtention d’un poste ou d’une promotion ?Quel sont les niveaux (Cabinet, Direction, Division, Service, Section et Cadres) de renouvellement du personnel dans votre Ministère depuis le dernier changement du Ministre ?Au cours des trois (3) dernières années, les élus, leurs délégués ou d’autres représentants de parti ont-ils eu une influence sur les décisions de recrutement ou de promotion dans votre service ?

Veuillez apprécier sur une échelle de 1 à 5 votre niveau de satisfaction par rapport à votre travail: Comment appréciez-vous votre Salaire ? Au cours des douze derniers mois, votre salaire a t-il été payé en retard ? Environ combien de fois avez-vous reçu votre salaire en retard au cours des douze (12) derniers mois?Quand le paiement de votre salaire a été retardé c’était pour combien de semaines, en moyenne ?Quel est votre salaire mensuel de base, excluant tous les ajouts et les bonus, pour 2003 ?En moyenne, en un mois, combien avezvousgagné en plus de votre salaire officiel en 2003, à votre poste officiel ? (Y compris tous les ajouts, les bonus/ primes, primes de motivation, et paiements dus à des postes vacants) ?Si vous travailliez dans le secteur privé, combien pensez-vous gagner en plus ou en moins en comparaison avec votre rémunération actuelle ?

Veuillez apprécier sur une échelle de 1 à 5 votre niveau de satisfaction par rapport à votre travail: Comment appréciez-vous les autres avantages sociaux (pension, sécurité sociale, etc.) ?Connaissez-vous des retraités qui ne perçoivent pas leurs pensions par la complicité de certains agents de l’Administration ?

A votre connaissance, avec quelle fréquence des fonctionnaires exercent-ils d’autres activités professionnelles en vue de compléter leur revenu officiel?Connaissez-vous un collègue qui durant les 12 derniers mois a bénéficié d’un avantage dans une activité qu’il a exercée en dehors du secteur public ?Connaissez-vous des collègues qui ont obtenu une permission officielle pour exercer d’autres activités secondaires ?Combien d’heures, de jours ou de mois ceux-ci ont mis dans ce travail secondaire ? Dans votre Service/Institution, quels sont les responsables qui perçoivent les salaires des Fonctionnaires décédés ou démissionnaires ?• Le chef de service • Le chef personnel • Le comptable/payeur • Le cabinet • Autres supérieurs hiérarchiques • PersonneAu cours des douze derniers mois, avez-vous reçu une compensation pour un travail secondaire effectué en dehors du secteur public ? Avez-vous dû demander une permission spéciale (à votre superviseur par exemple) pour accepter ce travail secondaire ?Combien d’heures par semaine avez vous travaillé à ce travail secondaire ?

Les différents types de réformes du secteur public méritent-ils un appui de votre part. • Réduction du personnel de l’Etat combinée avec une augmentation des salaires. • Etablir un système de gestion du personnel dans le secteur public, dans lequel les compensations et les promotions sont basées sur la performance. • Réduction de la main d’œuvre si ceci permet d’augmenter les salaires et les avantages sociaux des fonctionnaires restants • Décentralisation administrative de l’Etat déléguant certaines fonctions opérationnelles du Gouvernement central aux collectivités • Privatiser des services publics, en établissant par exemple une société par actions avec plus de contrôle des fonctions du Gouvernement par le grand public et la société • Déclarations/publications régulières des biens des • Etablir des mécanismes qui permettent aux citoyens d’accéder librement à toute information détenue par • Une loi stipulant que les ressources économiques utilisées par les partis politiques doivent avoir une origine et une utilisation finale clairement • Un statut d’APE réglementant l’application de pénalités et de récompenses selon le travail accompli • Renforcer la gestion

Si vous teniez un poste de responsabilité et vous pouviez faire quelque chose pour combattre la corruption, quelle serait la première chose que vous feriez ? Pour élaborer une liste électorale transparente, parmi les conditions suivantes, lesquelles faut-il respecter ? • Avoir une carte d'identité • Etablir carte d'identité à tout le monde • Avoir comité de validation du statut de l'électeur Pensez-vous que l'élaboration d'une Liste Electorale Permanente Informatisée permettra de supprimer totalement les fraudes électorales.

Avec quelle fréquence les plaintes provenant du public entraînent-elles des sanctions contre le fautif au sein de votre service/organisation? Etes-vous d'accord avec les déclarations suivantes sur votre service? Dans la mise en œuvre des activités/ prestations de service, il y a: • Le service rendu au public par votre service/organisation est accessible aux pauvres • Le service rendu au public par votre service contribue à réduire la pauvreté (c'est-à-dire la proportion de personnes pauvres• Des mécanismes de consultation ou un guide des usagers clairement définis pour ceux qui ont recours à votre service existent

Comment appréciez-vous la communication au sein de l’administration publique? Comment appréciez-vous la communication entre les divisions/services/directions de votre ministère ?

Dans votre service/organisation, dans quelle mesure les procédures d'achat et de gestion des biens sont-elles formalisées par écrit ? (Acquisition signifie ici, par exemple, l’achat de livres de classe, de médicaments, d’inputs agricoles, de fournitures de bureaux). D’après les procédures officielles, quelle est la valeur maximale d’un contrat qui peut être passé par votre organisation/direction : • Sans accord extérieur à votre organisation ? • Sans avis d’appel d’offres ?Dans beaucoup de pays, c’est courant pour les entreprises de faire une gratification additionnelle pour gagner un contrat d’achat. • Quelles proportions des contrats d’achat public de votre organisation sont concernées par cette gratification ? • Quand une gratification est faite pour un contrat dans votre organisation, typiquement quel pourcentage de la valeur du contrat doit être payé pour gagner le contrat ?Avec quelle fréquence des exceptions sont-elles faites aux exigences associées aux appels d’offres ?

Comment sont répandues les pratiques suivantes dans votre institution : • Pots-de-vin pour obtenir les services publics • Pots-de-vin pour contourner les règles • Pots-de-vin pour corrompre les décisions légales • Pots-de-vin dans le processus d’un contrat Durant les trois (3) dernières années 2001-2003, dansl’utilisation des fonds budgétaires dans votre institution quelleest la fréquence des irrégularités comme les détournements oud’autres types d’abus des ressources budgétaires. Veuillez évaluer l’étendue de la corruption: • Aujourd’hui au sein du Gouvernement • Il y a trois (3) ans au sein du Gouvernement • Aujourd’hui dans votre Service • Il y a trois (3) ans dans votre service À partir des cas de corruption dont vous êtes au courant directement ou indirectement, veuillez évaluer la fréquence avec laquelle les pratiques ci-après surviennent. • Avec un ménage • Avec une entreprise nationale• Avec une entreprise étrangère • Le fonctionnaire demande un pot-de-vin • L’usager offre le pot-de-vin • Généralement, on sait comment cela fonctionne et on connaît ce qu’il faut

610. Vous trouverez ci-dessous une liste de structures publiques. Veuillez évaluer la performance et l’intégrité/ honnêteté de ces organisationsJusqu’à quel degré les formes suivantes de corruption ontelles influencé l’environnement des affaires dans ce pays ? • La mauvaise gestion des fonds par la Banque Centrale • Vente des votes parlementaires, des lois au profit des intérêts privés • Vente des décrets présidentiels au profit des intérêts privés • Vente des décisions des Cours magistrales dans les cas de criminalité • Vente des arbitrages des décisions des Cours à ceux qui sont en conflit • Pots de vin aux fonctionnaires pour éviter les taxes et régulations • Patronage des fonctionnaires louant leurs amis et proches dans les positions officielles • Contribution par les intérêts privés aux Partis politiques et aux campagnes électorales Dans votre service, il existe à l’heure actuelle un réel et sincère désir de combattre la corruption?Au sein du Gouvernement, il existe à l’heure actuelle un réel et sincère désir de combattre la corruption?Que pensez-vous du niveau de gravité de (du) [LIBELLE DE PROBLEME] ? • Coût élevé de la vie • Chômage

D’après vous, quelle est l’étendue de la corruption • Aujourd’hui parmi les hommes d’affaires • Il y a trois (3) ans parmi les hommes d’affaires• Aujourd’hui parmi les investisseurs étrangers • Il y a trois (3) ans parmi les investisseurs étrangers • Aujourd’hui parmi les Organisations internationales • Il y a trois (3) ans parmi les Organisations internationales • Aujourd’hui parmi les ménages • Il y a trois (3) ans parmi les ménages

Actuellement disposez-vous d’une pièce d’identité en cours de validité ? Avez-vous été vous faire inscrire sur la liste électorale pour les élections communales et les législatives ? Avez-vous participé à l’une ou à toutes les élections organisées en 2002 ou en 2003 c'est-à-dire les communales ou/et les législatives de 2003 ?

GAC Public Officals Survey- English GAC Public Officials Survey - Spanish

Africa Latin America

Age Edad

Gender Sexo

Which is the highest level of education you completed?o Primaryo Secondaryo College/ universityo Post-graduate studiesIn what year did you finish the education indicated above?

Cuál es el nivel educativo alcanzado por usted, hasta ahora?• Primaria • Secundaria • Técnica • Universitaria • Postgrado • Doctorado ¿ Ha realizado estudios fuera de su pais?• Estados Unidos • Europa • Japón • Otro (especifique) :

Which district do you come from? Which province do you come from?

¿ En qué ciudad estálocalizado?¿ En qué departamento del paístrabaja?

What is your current position? • Head or deputy head of organization• Head/deputy head of department/ office• Other senior management/ professional/ technical• Junior management• Supporting staffs/ administration• Other• (b) What type of appointment do you currently have? • Patronage or political appointment• General appointment through exam• Elected• Appointment due to expertise• Contract services• Other How many persons do you supervise, if any?

¿ En la Institución, qué cargo ocupa el entrevistado?• Presidente / Vice Presidente • Jefe / Subdirector / de Presupuesto • Ministro / Vice Ministro • Jefe / Director / de Recursos Humanos • Director General / Subdirector • Profesional • Secretario / Subsecretario 04 Director Admtivo / Asistentes /Técnico• Director Técnico / Subdirector • Asistencial / operarios

How many years have youo Worked in the current organization?o Worked in the government?

¿ Cuándo Ingresó al sector público?¿Desde cuando trabaja en su actual puesto?

What institution do you work in? ¿En qué Institución pública trabaja?

Por favor en su opinión, ¿qué tan de acuerdo está con las siguientes razones para trabajar en esta Institución?• Por estabilidad / seguridad laboral • Por las posibilidades de aprendizaje • Por convicción o satisfacción personal con el trabajo como servidor público • Por status social • Por el nivel de influencia y acceso a otras oportunidades • Por los vínculos / experiencia que se obtiene para un futuro trabajo en el sector privado • Por que las oportunidades fuera del sector público son limitadas

On a scale from 1 to 5, how secure is your job or position?

What did you do before you began in your current position? •Worked in some other government organization(s) •Worked in political party•Worked in educational or medical institution•Worked in state-owned enterprises• Worked in private business• Worked in mass media• Worked in NGO• Other How many years have you worked in the private sector (any non-government job)?

¿ Cuál era su actividad principal antes de ingresar al sector público ?• Negocios privados / Sector privado • Estudiante• Medios de comunicación • Desempleado• Agricultor • Profesional independiente• Industria • Siempre he estado en el sector público• ONG • Otro (ESPECIFIQUE):

To what extent do you agree with the following statements:•Working in the public sector is better than working in the private sector•My salary and benefits are very satisfactory•My standard of living has improved as a result of my salary increase

11. Por favor indique que tan de acuerdo está usted con las siguientes expresione sobre la satisfacción general con el trabajo y sus incentivos:• Trabajar en el sector público es mejor que trabajar en el sector privado • Mi salario y prestaciones sociales son muy satisfactorios • Mi nivel de vida (posición económica personal) ha mejorado debido al mejoramiento de mi salario

How directly involved are you in issues of budget management, including budget preparation, implementation, and evaluation? How many persons do you supervise, if any?

¿ Cuál de estas actividades describe mejor su cargo?• Desarrollo de políticas• Servició atención directa/decisiones• Procesos administrativos • OtroPor favor establezca,¿con cuál de las siguientes expresiones está más de acuerdo ? • Mis compañeros y yo, gozamos de amplia libertad y discrecionalidad en el desempeño diario de nuestras tareas• Mis compañeros y yo aplicamos prudencia y criterios institucionales en el desempeño diario de nuestras tareas

Typically how many hours do you work for your current main job a week?

Does your organization deal directly with the public?

Please indicate to what extent you and your colleagues would be in agreement with the following expressions: o All levels of public servants have a clear understanding of the Institution’s objectives and strategieso All levels of public servants consider the citizens and users of public services, without discrimination, as our clientso All levels of public servants identify with and are involved with the institutions’ objectives and strategieso For all levels of public servants, there are incentives to improve the quality of services renderedo I clearly understand my institutional roles and responsibilities and what duties comprise each roleo The purchasing plan is considered an important planning exercise and takes into consideration the investment plans of the institution and its inventory requirementso The budget is an effective tool for planning and executing the plans and strategies of the institution. How would you rate the integrity/ honesty of the following public institutions:o Cabineto Parliamento Customs Departmento Income Tax Departmento Ministry of Finance (Treasury Department /Budget Office)o Ministry of Trade and Industryo Ministry of Works and Public

¿Hasta qué punto usted estaría de acuerdo con las siguientes expresiones?:• Existe capacidad institucional para influir el monto y asignaciones del presupuesto por parte de la Institución en que trabajo• Las diferentes transacciones están adecuadamente respaldadas en comprobantes, para efectos de auditoría interna y externa.• Se integran los procesos operativos de contabilidad, presupuesto, pagos, recaudos, etc., para garantizar la eficiencia de las áreas financieras• La entidad divulga en un sitio visible al público en general, sus estados financieros básicos trimestrales•Existen adecuadas medidas de control para proteger los bienes y recursos de la entidad de eventuales pérdidas o usos inadecuados.• El proceso de los pagos a terceros en la Institución se efectúa respetando el orden de llegada de la cuenta.Por favor indique, ¿hasta qué punto usted estaría de acuerdo con las siguientes afirmaciones acerca de la institution en la que trabaja?• Todos los niveles de los funcionarios tienen una idea clara del objetivo y estrategias de la Institución • Todos los niveles de funcionarios consideran que los ciudadanos y usuarios, sin discriminación, son nuestros clientes. • Todos los niveles de funcionarios se sienten identificados e involucrados con los objetivos y estrategias de la

Do you think working in the public sector is generally far worse, worse, the same, better or far better than working in the private sector?

As far as you know to what extent does good communication exists: (a) among department/ organizations in the government? (b) among departments (offices) within your organization (department) there exists good communication? Evaluate the tendency of the public officials in your institution to change jobs and rotate from the public sector to the private:• Director• Executive• Professional/ Technician• Assistants Please complete the following sentence in the way that best describes your feelings by ticking the most suitable alternative. The government regards low-level corruption as…:o A corrupt practice which the government must eliminateo Unfortunate but unavoidable until it can pay better salarieso An informal way of charging for state services and paying officialsHow significant is the amount of income received from bribes when compared to total income for: o Your superiors (people with a higher rank than you)o co-workers (people at the same level as your, without including yourself)o subordinates of your colleagues (people at a lower level than you, not including your subordinates)

Evaluando la tendencia de los funcionarios públicos en su Institución de cambiar trabajos y rotar del sector público al sector privado, ¿qué tan frecuente es que los siguientes niveles de funcionarios públicos roten?• Directivo • Ejecutivo • Profesional / Técnico • AsistencialY, ¿que tan de acuerdo estaría con las siguientes afirmaciones acerca de cambios en la dirección de su Institución?• Es común encontrar que el empleado del nivel directivo rota del sector privado al público • Es común encontrar que el funcionario del nivel directivo rota del sector público al privadoDurante los últimos dos años (1999 - 2000), consideró reportar un caso de corrupción pero decidió no hacerlo?Mucha gente conoce casos de corrupción, pero deciden no denunciarlos. Si usted o alguno de sus compañeros, alguna vez decidió no denunciar un caso de corrupción, ¿Cuál sería el motivo de su decisión?.01. No sabe el procedimiento para denunciar 02. No se puede probar 03. Nadie denuncia por que los casos nunca se investigan ni castigan 04. Bajo la presente situación económica a veces se justifica obtener pagos extra oficiales 05. Lo que es considerado como

Evaluate to what extent the decisions of your institution related to administration/ policies/ regulations of personnel management: 1. Are formally written/well communicated2. Are simple, clear, easy to understand3. Require an excessive number of administrative steps4. Are well supervised (managers make sure that the rules are followed5. Are strictly applied (non-compliance always leads to negative consequences for defaulters)How much do you agree with the following statements: In your institution… 1. There are too many levels in the decision-making process2. The decision making process is too centralized3. There are very few levels in the decision making process4. the decision making process is well centralised On a scale from 1 to 5, how effective would you say the process of reporting corruption cases is?How simple/ difficult would you say the process of reporting corruption cases is? As far as you know how protected is the reporter of corrupt practice from potential harassment?(a) In your department/ organization to what extent would you say that there is a genuine and sincere concern to fight corruption currently? (b) In the Government, to what extent

Por favor evalúe en qué medida estaría de acuerdo con que las decisiones relacionadas a la administración / politicas / regulaciones de la administración de personal en su Institución, son: • Formales (escritas) • Simples, claras, fáciles de entender • No imponen un excesivo número de pasos administrativos • Estables (sin cambiar o ser reescritas todo el tiempo) • Bien supervisadas (los superiores se esfuerzan por asegurar el cumplimiento de las normas) • Estrictamente aplicadas (el incumplimiento de las normas siempre lleva aparejada consecuencias negativas para los infractores)• Las normas son consideradas útiles para los objetivos de la Institucion y su aplicación genera beneficios institucionales¿ Cómo evaluaría el proceso para denunciar casos de corrupción? • Engorroso y demorado • Simple y sencillo• Implica riesgos para la seguridad personal • No implica riesgos para la seguridad personal• Politizado • No Politizado• Es una amenaza a los intereses de los políticos

Is there a formal written mission statement on the main purpose of your organization?Are there written standards of performance for your organization?(If yes) How far does your institution meet these standards?On a scale from 1 to 5, how consistent are policies that your organization is asked to implement to each other?Do you know what process to follow in reporting a case of corruption?

En relación con el desarrollo de las actividades diarias, tareas y funciones durante el suministro de Servicios ¿Hasta qué punto estaría de acuerdo con las siguientes afirmaciones?• Existen los mecanismos de consulta claramente definidos que tienen en cuenta las necesidades de los usuarios• Existen mecanismos claramente definidos para canalizar las quejas y los canales para que los usuarios puedan expresar sus preferencias.• Las diferentes transacciones están adecuadamente respaldadas en comprobantes para efectos de auditoria interna y externa

Please evaluate to what extent policies/ guidelines and regulations of the administration of the budget: 1. Formally (written)2. Simple, clear, easy to understand3. Do not require an excessive number of administrative steps4. Well supervised (managers make sure that the rules are followed)5. Strictly appliedDuring the last two years to what extent would you agree that decisions relating to the budget administration (amounts assigned to the budget, services, programs which they were carried out, groups that received budget allocations) have been:o Done transparently (we know who received what and why)o Announced/open to public knowledge through various legal meanso Subjected to regular audits by the internal control unito Subject to regular external audits performed by professionals qualified and experienced in conducting auditso Based on specific criteria defined in writingo Influenced by regional tieso Based on political pressureo Based on influential connections within the institutionso Influenced by illegal paymentso Planned with consideration given to institutional fulfilmentIn your organization is budget expenditure monitored?

On a scale from 1 to 5, how far are you in agreement with the following expression: o Executive decision do not take into consideration the financial requirements of the institution. o Executive decisions do take into consideration the financial requirements of the institution.

Nuevamente le voy a leer algunas frases y le voy a pedir que elija uno y sólo un número para calificar su grado de acuerdo. 1. Los sistemas de información sobre la productividad de los funcionarios públicos, son escasos e insuficientes.2. Los sistemas de información sobre la productividad de los funcionarios públicos, son amplios y suficientes1. Los afectados por las decisiones son los últimos en enterarse2. Los afectados por las decisiones son los primeros en enterarse1. Cuando se toman decisiones los gerentes nunca toman en cuenta la opinión de los subordinados2. Cuando se toman decisiones los gerentes siempre toman en cuenta la opinión de los subordinados1. La entidad no lleva un adecuado sistema de registro de las decisiones gerenciales2. La entidad lleva un sistema de registro de las decisiones gerenciales1. Las decisiones gerenciales no tienen en cuenta la información financiera de la Institución2. Las decisiones gerenciales se soportan en la información financiera de la Institución

On a scale from 1 to 5, how far are you in agreement with the following expressions:o When managers make decisions, they never take into consideration the opinions of their subordinates o When managers make decisions, they always take into consideration the opinions of their subordinates.

In your department/ organization what proportion of staff members believe that battling against poverty is one of their functions as a public servant?In your department/ organization what proportion of staff members are qualified for their rank or position?

Evalúe qué tan frecuentemente los siguientes grupos de personas cumplen cada tarea rigiéndose por políticas y normas institucionales aplicadas en forma consistente (o sea aplicando criterios institucionales y evitando la arbitrariedad) • Los funcionarios que usted supervisa • Los funcionarios que lo supervisan a usted • Usted / sus compañeros

During the past two years did you participate in training activities? Approximately how many total weeks were spent on training?

¿Qué tan frecuentes son las oportunidades de capacitación que ofrece su Institución?Por favor valore, ¿qué tan efectivas para mejorar su desempeño son la oportunidades de capacitación que su Institución ofrece?

On a scale from 1 to 5, how far are you in agreement with the following expressions:o People affected by broad public sector decisions are the last to know about them. o The institution does not have an adequate system for recording managerial decisions. o People affected by broad public sector decisions are the first to know about them. o The institution does have an adequate system for recording managerial decisions.

To what extent do the following resources fulfil your needs as well as the needs of your colleagues in carrying out your activities? o Amount of budgetary resourceso Properly qualified personnelo Office equipment/ computerso Space/ Offices/ Physical plants

Evalúe, ¿qué tan frecuentemente los siguientes recursos satisfacen plenamente las necesidades suyas y de sus compañeros en el desarrollo de sus actividades?• Cantidad de los recursos presupuestarios • Personal debidamente capacitado • Equipos de oficina / Computadoras • Espacio / Oficinas / Planta Física

The following questions refer to your first position in the government. (a) How did you come to know about the vacancy? o Advertisement of positions on media (newspaper, Radio, TV Gazette) o Posted on bulletin boardso Personal notification from someone in the organizationo By chanceo OtherWere you provided with a written job description prior to accepting the position or soon after? Evaluate to what extent during the last two years (2001-2002) personnel management decisions (hiring, assignments, changes, promotions, salary increases) were: 1. Made in a transparent manner (know who were assigned, promoted, transferred, or received wage increase and why)2. Position vacancies announced within the institution as well as announced publicly outside the institution (when appropriate) 3. Useful for the improvement of institutional efficiency 4. Subjected to regular audits by the internal unit of control 5. Subject to a formal procedure of appeal 6. Based on specific criteria defined in writing (as opposed to tacit – not written and informal rules) 7. Based on professional experience/ merit/ performance

Durante los últimos dos años (1999-2000), ¿hasta qué punto usted estaría de acuerdo en que las decisions tomadas en su Institución, durante el desarrollo de las actividades en los procesos de contratación, fueron?• Transparentes (sabemos a quien se le adjudicó, qué y por qué) • Públicas y abiertas al conocimiento y sugerencias de los usuarios • Auditadas regularmente a través de las unidades de control interno • Sujetas a auditorías externas efectuadas por profesionales calificados y de experiencia en el campo de las auditorías• Basadas en criterios y procesos especificados en las políticas / guías/ regulaciones escritas (en lugar de reglas tácitas, no escritas o informales)• Basadas en las evaluaciones directas de directivos involucrados en la materia (libre de niveles excesivos de administración)• Basadas en criterio puramente técnicos• Basadas en regionalismos • Basadas en vínculos políticos / filiación política / presiones políticas• Basadas en vínculos de influencia dentro de la Institución • Basadas en pagos extra oficialesEn relación con los procesos de contratación ¿hasta qué punto usted estaría de acuerdo con la siguiente afirmacion? La entidad hace esfuerzos deliberados para permitir la más amplia publicidad para sus planes de compra de

How often is your performance formally evaluated in writing? Was there a written description of the criteria on which your last performance evaluationwas based?

How often does your organization reward excellent professional achievement?

Durante los dos últimos años (1999-2000) ¿hasta qué punto usted estaría de acuerdo en que las decisiones de administración de personal (contrataciones, designaciones, cambios, ascensos, aumentos de salario) fueron?• Hechas transparantemente (sabemos quienes fueron designados, promocionados, transferidos, ascendidos, o recibieron aumentos salariales y por qué.• Anunciadas y públicas, al interior de la Institución y hacia el exterior, cuando la materia lo ameritó • Utiles para el mejoramiento de la eficiencia institucional • Auditadas regularemente a través de las unidades de control interno • Sujetas a auditorías externas efectuadas por profesionales calificados y de experiencia en el campo de las auditorías• Sujetas a un procedimiento formal de apelación de las decisiones. • Basadas en criterios específicos y definidos por escrito (en vez de reglas tácitas -no escritas- • Basadas en un proceso específico definido por escrito • Basadas en la experiencia profesional / mérito /desempeño • Basadas en el nivel de educación • Basadas en su antigüedad / edad / categoría • Basadas en vínculos familiares o de amistad Influenciadas por vínculos regionalistas

How often do complaints from the public lead to discipline of erring staff? In the past year, has anyone in your organization been the subject of sanctions for: o poor performanceo unprofessional conductIn your opinion, how effective have these sanctions been as a tool for monitoring publicofficials in your department/ office?

In the past twelve months have elected officials, their appointees, or political party officials influenced any hiring decisions or promotions in your organization/ department? We know that in many countries, public officials pay to “buy” positions in the public sector. Based on your direct or indirect experience, how common is the practice of “purchasing jobs” in your country….1. Your colleagues superiors (people at a higher level than you not including your superiors) 2. Co-workers (people at your same level not including yourself) 3. Your colleagues subordinates (people at a lower level than you, not including your subordinates)

How satisfactory is your salary? During the last twelve months:(i)Was salary ever paid later than due date? (ii) Approximately how many times did you receive your salary late? (iii) When payment of salary was delayed in your organization, what was the average number of weeks of the delay? What was your net monthly (take-home) salary, for the year 2001?

En la siguiente escala por favor ubique su salario mensual para este año (2.001)Durante los dos últimos años (1999-2000), ¿qué tan frecuente fue para usted recibir su salario atrasado?

On a scale from 1 to 5, how satisfactory are your other benefits (pension, health etc.)?

How often does a public official such as yourself engage in other work activities in order to supplement his official earnings?Do you know any of your colleagues who during the past twelve months has received compensation from working in a secondary job outside the public sector? Do you know if those colleagues were you required to get official permission (for example, from a supervisor) to accept this secondary job? How many hours a week do these colleagues work on this secondary job?

¿Tiene otra fuente de ingresos?¿Qué tan frecuente cree que un funcionario público como usted deba dedicarle a otras actividades laborales,debido a que el salario en el sector público no es suficiente para vivir ?De los casos de corrupción de los cuales usted ha tenido conocimiento ya sea en forma directa o indirecta, los funcionarios públicos incrementan sus salarios con pagos extra oficiales (sobornos) que reciben durante el desempeño de sus tareas. ¿Qué tan significativo es el monto del ingreso por sobornos sobre el total de los ingresos para... ? • Los superiores de sus compañeros (gente con más alto rango que usted, sin incluir a sus superiores)• Compañeros de trabajo (gente de su mismo rango, sin incluirse usted) • Los subordinados de sus compañeros (gente con menor rango que usted, sin incluir a sus subordinados

In your view, how much support of public officials does Government have in implementing public sector reforms? In your view, how much support of the general public does government have in implementing public sector reforms?

Durante los dos últimos años (1999-2000), ¿ hasta qué punto usted estaría de acuerdo en que las decisiones de la administración del presupuesto (cantidades asignadas al presupuesto, servicios, programas que se llevaron a cabo, grupos que recibieron asignación de presupuesto) fueron:• Hechas transparentemente (sabemos quién recibió qué y por qué) • Anunciadas y abiertas al conocimiento público a través de medios diferentes al legal • Auditadas regularmente a traves de la unidades de control interno • Sujetas a auditorías externas efectuadas por profesionales calificados y de experiencia en el campo de las auditorías• Basadas en criterios y procesos específicos y definidos por escrito (en lugar de reglas tácitas, no escritas o informales)• Basadas en criterios puramente técnicos • Influenciadas por vínculos regionalistas • Basadas en vínculos políticos / filiación política / presiones políticas • Basadas en vínculos de influencia dentro de la Institución • Basadas en pagos extra oficiales (compra de cargos o ascensos) • Basadas en los cambios de administración de la Institución • Estimadas o programadas teniendo en cuenta el desempeño institucional• Sometidas a reducciones imprevistas

Please indicate to what extent you would be in favour of the following types of reforms: 1. establish a public service career structure based on defined job performance criteria 2. Decrease in the number of public officials if salary and benefits are increased 3. Decentralization of state administration 4. greater control given to the public and civil society over public sector activities 5. Privatization of public sector services 6. Establish effective mechanisms for allowing citizens free access to all information held by the state 7. a law that ensures that economic resources used by political parties will have their origin and final use clearly identified 8. A public servant statute regulating the application of penalties and rewards according to job completion 9. Strengthen the operational management 10. Simplifying administrative procedures 11. Establishing objectives and norms for fulfilment of services 12. Regular declaration of assets of public officials

Por favor evalúe, ¿hasta qué punto usted estaría de acuerdo en que las políticas, pautas y regulaciones de administración del presupuesto en su Institución, son?• Formales (escritas) • Simples, claras, fáciles de entender • No imponen un excesivo número de pasos administrativos. • Estables (sin cambiar o ser reescritas todo el tiempo) • Bien supervisadas (exponiendo siempre las faltas) • Estrictamente aplicadas (se castigan las faltas) • Basadas en las normas presentadas prescritas en el Plan General de Contabilidad Publica• Las normas son consideradas útiles para los objetivos de la Institución y su aplicación genera beneficios institucionales.Por favor indíquenos, ¿qué tan a favor estaría usted con los siguientes tipos de reformas?• Establecimiento de un servic io público de carrera, en el cual las designaciones, el aumento de salario y ascensos, estén basadas en los indicadores de desempeño• Reducción en el número de funcionarios públicos, sí el salario y los beneficios son incrementados • Descentralización administrativa estatal, delegando funciones operativas del gobierno nacional a los municipios • Mayor control del público en general y de la sociedad civil sobre las actividades

To what extent are the services offered by your institution: 1. High quality2. Performed according to informal (not written) rules3. Offered at relatively low cost4. Fully satisfactory to the user5. Accessible by the poorIn relation to the implementation of the activities/ delivery of services, to what extent at the institution where you work there exist: 1. clearly defined mechanisms that take into consideration the feedback and needs of the users2. clearly defined mechanisms that channel user’s complaints as well as their preferences3. receipts for the different transactions saved in hard copy for use

It is a common practice that companies and people from the community pay “bribes” or make payments “under the table” to public servants. In your opinion how widespread is this practice among public servants/ in the public sector?

In your department/ organization, to what extent are guidelines/ policies/r egulations of procurement management formalized in writing? According to official guidelines, what is the maximum value of a contract that can generally be procured by your department /organization? (i) Without approval from outside your organization? (ii) Without competitive bidding? How often are exceptions made to requirement for competitive bidding? In many countries, it is common for enterprises to make additional gratification to win a procurement contract. (i) What proportion of public procurement contracts in your organization involves any gratification? (ii) When gratification is made for a procurement contract of your organization, typically what percentage of the value of the contract has to be paid in order to win the procurement contract?

In many of the countries in the world, there are known to be different actors and groups in the private sector that apply pressure on the government through the payment of bribes to further their own interests. Using a scale from 1 to 5, tell me to what extent the following forms of corruption have a significant impact on the business environment of this country: o Bribes to employees of the Central Bank in order to ensure that their personal interests are favoured by bank decisionso Bribes to elected representatives to ensure that particular laws favour their interestso Bribes to public officials to ensure that presidential or ministerial decisions favour their interestso Bribes to regulatory commission officials or supervising agencies to ensure specific group interesto Bribes directed to the authorities to revert a ruling or decision and benefit particular interestsImagine that a corrupt bureaucrat extracts gratification. Typically in your department/ organization, what proportion of the gratification does s/he share with the following types or groups of people:• with superior• with his colleagues• with politician/ political party?

En muchos países del mundo uno puede encontrar como práctica común que ciudadanos y empresas pagan propinas o hacen pagos "bajo la mesa" a funcionarios públicos. ¿Cuál es su percepción acerca de la proporción de los servicios públicos, contratos, etc. que están afectados por este tipo de pagos no oficiales y cualquier otro tipo de prácticas irregulares.• Hoy• Hace dos añosPor favor evalúe, ¿qué tan extendida se encuentra esta práctica entre los empresarios locales?• Hoy• Hace dos añosPor favor evalúe, ¿qué tan extendida se encuentra esta práctica entre los inversionistas extranjeros?• Hoy• Hace dos añosPor favor evalúe, ¿qué tan extendida se encuentra esta práctica entre los organismos de cooperación internacional (Banco Mundial, PNUD, etc.)?• Hoy• Hace dos añosEn muchos países del mundo uno puede encontrar que es común la práctica de pagar "propinas" o hacer pagos "debajo de la mesa" por servicios públicos o para apresurar o incrementar la calidad. Usando la siguiente escala, por favor evalúe,¿qué tan extendida se encuentra esta práctica en la Institución para la que usted trabaja?

Please state how any of the following are important causes of corruption:o Cultural reason, i.e., bribes have been a custom for a long time o Lack of effective incentive mechanism for public officials, such as lack of meritocracy o Poor economic policies, such as privatisationo Low salary of public officials o Lack of transparent and accountable political process o Lack of independent and effective Judiciary o Lack of independent and effective media o Lack of effective corruption reporting system How serious would you say each of the following problem is? o Cost of Living o Consumption of Drugs o Drug Trafficking o Delinquency o Violence o Corruption o Unemployment o Cost of education o Cost of health services o Lack of housing o Public Services (cost, quality, availability) o Poor quality of roads o Destruction of the environment o Lack of leaders o Any other problem?

Califique cada uno de los problemas e indique la gravedad de casa uno:• Costo de vida • Consumo de drogas • Narcotráfico • Delincuencia • Violencia • Corrupción • Desempleo • Los servicios de educación • Los servicios de salud • Falta de vivienda • Los servicios públicos • Mal estado de las vías • Alto costo de los servicios públicos • Medio ambiente • Falta de líderes • Algún otro problema? (Especifique)De los problemas mencionados anteriormente, indique, en orden de importancia, los tres más graves que tiene su pais actualmentePor favor, dígame, en su opinión ¿Qué tan deshonesta / honesta es cada una las siguientes instituciones? (lista de instituciones publicas)Y, ¿qué tan eficaz / ineficaz es cada una de las siguientes instituciones, para ejercer control social de las entidades? (lista de entidades)En orden de importancia, mencione 3 entidades, pública, privada o comunitaria, que usted cree podría liderar estrategias en la lucha contra la corrupciónPor favor indique con cuál de las siguientes expresiones está más de acuerdo.

It is a common practice that companies and people from the community pay “bribes” or make payments “under the table” to public servants. In your opinion how widespread is this practice among local businessmen? o Todayo Three years agoIn your opinion how widespread is this practice among foreign investors?o Todayo Three years agoIn your opinion how widespread is this practice among international organisations?o Todayo Three years agoFrom the corruption cases that you have knowledge of either directly or indirectly, evaluate how frequently these practices occur. 1 With a household: i. The public official would insinuate that a bribe must be paid ii. The user offers the bribe iii. Normally, the groups know how the process works and how much money they need to pay2. With a domestic firm: i. The public official would insinuate that a bribe must be paid ii. The user offers the bribe iii. Normally the groups know how the process works and how much money they need to pay3. With a foreign firm: i. The public official would insinuate that

En muchos países del mundo se sabe que diversos actores y grupos privados ejercen presión con el pago de sobornos sobre instancias gubernamentales para favorecer sus propios intereses. Usando la misma escala, dígame en qué medida las siguientes formas de corrupción tienen una incidencia significativa en el ambiente de los negocios en nuestro país?• Soborno a funcionarios del Banco de la República para asegurar que se favorezcan intereses particulares en decisiones propias del Banco• Soborno a parlamentarios para asegurar que se favorezcan intereses particulares en las leyes• Soborno a funcionarios públicos para asegurar que se favorezcan intereses particulares en las decisiones presidenciales o ministeriales• Soborno a funcionarios de Comisiones Regulatorias o de las Superintendencias para asegurar la preeminencia de intereses particulares• Soborno a las autoridades en las Asambleas Departamentales o Consejos Municipales, para favorecer intereses privados• Soborno a las altas autoridades judiciales para lograr que los fallos se aparten de los criterios legislativos de justicia y beneficien intereses particulares¿Y podría decirme, qué tanta capacidad y dominio tendrán los siguientes actores para influir, a través de sobornos, en las decisiones de las altas autoridades del

Vamos a plantear una situación hipotética: suponga que una noche, ya un poco tarde, usted va caminando en el parqueadero de un Centro Comercial, el parqueadero se encuentra vacío, además en ese momento no hay vigilancia alguna y usted va solo. De pronto usted se da cuenta que hay un sobre en el piso, lo recoge y advierte que contiene 20 billetes de cien dólares. Qué tan probable es que su reacción sea: • Ya que este dinero no tiene dueño, este golpe de suerte me puede ayudar con los gastos de mi familia. • Me lo llevo a la casa y pienso por la noche qué hacer con eso • Inmediatamente busco al vigilante del edificio para reportar el hecho y entregarle el sobre con el dinero encontrado• No sabría qué hacerLa misma situación del sobre mencionada anteriormente, pero ahora usted debe presumir que hay una posibilidad del 30% de que hay una cámara escondida en el parqueadero y posiblemente está siendo monitoreada. Qué tan probable es que su reacción sea:• Ya que este dinero no tiene dueño, este golpe de suerte me puede ayudar con los gastos de mi familia. • Me lo llevo a la casa y pienso por la noche qué hacer con eso • Inmediatamente busco al vigilante del edificio para reportar el hecho y entregarle el sobre con el dinero encontrado

Miller et al. US

Coping With Government Federal Employee Viewpoint Survey

USUkraine, Bulgaria, Slovakia and the Czech Republic

4. To what extent do you agree with the following statement: My work gives me a feeling of personal accomplishment.5. To what extent do you agree with the following statement: I like the kind of work I do.69. Considering everything, how satisfied are you with your job? 40. To what extent do you agree with the following statement: I recommend my organization as a good place to work.

11. To what extent do you agree with the following statement: My talents are used well in the workplace. 3. To what extent do you agree with the following statement: I feel encouraged to come up with new and better ways of doing things.6. To what extent do you agree with the following statement: I know what is expected of me on the job.7. To what extent do you agree with the following statement: When needed I am willing to put in the extra effort to get a job done.8. To what extent do you agree with the following statement: I am constantly looking for ways to do my job better.10. To what extent do you agree with the following statement: My workload is reasonable.

79 – 84. How satisfied are you with the following Work/ Life programs in your agency? 79. Telework80. Alternative Work Schedules (AWS)81. Health and Wellness Programs (for example, exercise, medical screening, quit smoking programs)82. Employee Assistance Program (EAP)83. Child Care Programs (for example, daycare, parenting classes, parenting support groups)84. Elder Care Programs (for example, support groups, speakers

53. To what extent do you agree with the following statement: In my organization, senior leaders generate high levels of motivation and commitment in the workforce.

71. Considering everything, how satisfied are you with your organization?

17. To what extent do you agree with the following statement: I can disclose a suspected violation of any law, rule or regulation without fear of reprisal.

39.To what extent do you agree with the following statement: My agency is successful at accomplishing its mission.56. To what extent do you agree with the following statement: Managers communicate the goals and priorities of the organization.

57. To what extent do you agree with the following statement: Managers review and evaluate the organization's progress towardmeeting its goals and objectives.59. To what extent do you agree with the following statement: Managers support collaboration across work units to accomplishwork objectives.

12. To what extent do you agree with the following statement: I know how my work relates to the agency's goals and priorities. 13. To what extent do you agree with the following statement: The work I do is important.30. To what extent do you agree with the following statement: Employees have a feeling of personal empowerment with respect to work processes. 63. To what extent do you agree with the following statement: How satisfied are you with your involvement in decisions that affectyour work?

49. To what extent do you agree with the following statement: My supervisor treats me with respect. 42. To what extent do you agree with the following statement: My supervisor supports my need to balance work and other life issues.43. To what extent do you agree with the following statement: My supervisor provides me with opportunities to demonstrate my leadership skills.46. To what extent do you agree with the following statement: My supervisor provides me with constructive suggestions to improve my job performance.48. To what extent do you agree with the following statement: My supervisor listens to what I have to say.51. To what extent do you agree with the following statement: I have trust and confidence in my supervisor52. Overall, how good a job do you feel is being done by your immediate supervisor?

54. To what extent do you agree with the following statement: My organization's senior leaders maintain high standards of honestyand integrity.61. To what extent do you agree with the following statement: I have a high level of respect for my organization’s senior leaders.58. To what extent do you agree with the following statement: Managers promote communication among different work units (for example, about projects, goals, needed resources).66. To what extent do you agree with the following statement: How satisfied are you with the policies and practices of your senior leaders?60. Overall, how good a job do you feel is being done by the manager directly above your immediate supervisor?62. To what extent do you agree with the following statement: Senior leaders demonstrate support for Work/Life programs.

20. To what extent do you agree with the following statement: The people I work with cooperate to get the job done.26. To what extent do you agree with the following statement: Employees in my work unit share job knowledge with each other.

28. How would you rate the overall quality of work done by your work unit?

1. To what extent do you agree with the following statement: I am given a real opportunity to improve my skills in my organization.18. To what extent do you agree with the following statement: My training needs are assessed.27. To what extent do you agree with the following statement: The skill level in my work unit has improved in the past year.29. To what extent do you agree with the following statement: The workforce has the job–relevant knowledge and skills necessary toaccomplish organizational goals.47. To what extent do you agree with the following statement: Supervisors in my work unit support employee development.68. How satisfied are you with the training you receive for yourpresent job?

2. To what extent do you agree with the following statement: I have enough information to do my job well.64. To what extent do you agree with the following statement: How satisfied are you with the information you receive from management on what's going on in your organization?

35. To what extent do you agree with the following statement: Employees are protected from health and safety hazards on the job. 36. To what extent do you agree with the following statement: My organization has prepared employees for potential security threats.

14. To what extent do you agree with the following statement: Physical conditions (for example, noise level, temperature, lighting, cleanliness in the workplace) allow employees to perform their jobs well. 9. To what extent do you agree with the following statement: I have sufficient resources (for example, people, materials, budget)to get my job done.

21. To what extent do you agree with the following statement: My work unit is able to recruit people with the right skills.

15. To what extent do you agree with the following statement: My performance appraisal is a fair reflection of my performance.16. To what extent do you agree with the following statement: I am held accountable for achieving results.19. To what extent do you agree with the following statement: In my most recent performance appraisal, I understood what I had to do to be rated at different performance levels (for example, Fully Successful, Outstanding).24.To what extent do you agree with the following statement: In my work unit, differences in performance are recognized in a meaningful way.44. To what extent do you agree with the following statement: Discussions with my supervisor about my performance are worthwhile.50. To what extent do you agree with the following statement: In the last six months, my supervisor has talked with me about my performance.

25. To what extent do you agree with the following statement: Awards in my work unit depend on how well employees performtheir jobs.31. To what extent do you agree with the following statement: Employees are recognized for providing high quality products and services.32. To what extent do you agree with the following statement: Creativity and innovation are rewarded.65. How satisfied are you with the recognition you receive for doing a good job?

22. To what extent do you agree with the following statement: Promotions in my work unit are based on merit.67. How satisfied are you with your opportunity to get a better job inyour organization?

23. To what extent do you agree with the following statement: In my work unit, steps are taken to deal with a poor performer whocannot or will not improve.

34. To what extent do you agree with the following statement: Policies and programs promote diversity in the workplace (for example, recruiting minorities and women, training in awareness of diversity issues, mentoring). 55. To what extent do you agree with the following statement: Supervisors work well with employees of different backgrounds. 45. To what extent do you agree with the following statement: My supervisor is committed to a workforce representative of allsegments of society.

37. To what extent do you agree with the following statement: Arbitrary action, personal favoritism and coercion for partisan political purposes are not tolerated. 38. To what extent do you agree with the following statement: Prohibited Personnel Practices (for example, illegally discriminating for or against any employee/applicant, obstructing a person’s right to compete for employment, knowingly violating veterans’ preference requirements) are not tolerated.

33. To what extent do you agree with the following statement: Pay raises depend on how well employees perform their jobs.70. Considering everything, how satisfied are you with your pay?

41. To what extent do you agree with the following statement: I believe the results of this survey will be used to make my agency abetter place to work.

UK AidData

Civil Service Peoples Survey (CSPS) 2014 Reform Efforts Survey

UK International

42 What is the highest level of education you have completed?• Primary • Secondary• Technical/Vocational • College/University • Postgraduate• Doctorate 43 Please provide the following information about your most advanced degree:(1) Name of degree (e.g., Bachelor of Arts in Economics)(2) Year degree earned(3) Name of university (e.g., University of London)(4) Country of university