administrative and civil service reform: an overview

Administrative and Civil Service Administrative and Civil Service Reform: An OverviewReform: An Overview

The World Bank

Core Course on Core Course on Governance and Governance and AnticorruptionAnticorruptionPRMPS & WBIGPPRMPS & WBIGP

Presented by:Presented by:

Gary Reid & Ranjana MukherjeeGary Reid & Ranjana MukherjeeACSR Thematic GroupACSR Thematic GroupPublic Sector GroupPublic Sector Group

February 14, 2005February 14, 2005Presented to:Presented to:

February 14, 2005 Gary Reid and Ranjana Mukherjee

Governance & Anticorruption Core Course 2

The Governance TriadPoliticians/Policymakers

Citizens Bureaucrats

Del

egat

ion

and

Voic

e

Del

egat

ion

and

Voic

e

Polit

ical

Acc

ount

abili

ty

Polit

ical

Acc

ount

abili

ty

Delegation of

Delegation of

Implem

entation

Implem

entation

Internal Accountability

Internal Accountability

Public Goods and ServicesPublic Goods and Services

Client Power/Social AccountabilityClient Power/Social Accountability



ACSR: Reforming the infrastructure of the public administration

Policy management Human resource management Administrative structure and functions



Policy management Objectives

– Strategic prioritization: Policy decisions are consistent with the Government’s strategic priorities.

– Trade-offs are faced: Policy decisions take into account social, economic and fiscal trade-offs posed by competing policy objectives.

– Implementability: Policies stand a reasonable chance of being implemented as intended.

– Learning from experience: The social, economic and fiscal impacts of policy decisions are continuously monitored and assessed; and the results of those assessments are employed to improve subsequent policy decisions and their implementation.



Making policy together - ministers and bureaucrats

Bureaucrats & policies



Policy management (cont.)

How?– Rules and procedures governing the policy formulation

process.– Organizational arrangements required for effective

implementation of those rules and procedures; i.e., assignment of functional responsibilities and authority, as well as creation of organizational structures, staffing and capacities consistent with those functional responsibilities.

– Resource assignments to the organizational units required for effective policy formulation.

Policies really made



Human resource management

Objectives– Ensure depoliticized, meritocratic personnel

management– Attract and retain required human capital skills

and talent.– Ensure a fiscally sustainable wage bill.– Motivate staff to achieve organizational

objectives.– Provide needed complementary inputs



HRM: Meritocratic personnel management

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



HRM: Attract and retain staff

Provide attractive remuneration– Competitive remuneration structure.– Transparent, rule-based, human capital-linked

remuneration.– Decompressed salary structure.

Provide non-financial advantages to public employees– Opportunities for human capital accumulation– Opportunities for career growth– Recognition for a job well done– Due process protections– Tenure protections



HRM: Motivate staff to achieve organizational objectives

Focus organizational units on agreed objectives

Focus staff on organizational objectives Nurture staff pride in their work



HRM: Provide required complementary inputs

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

items)



HRM: Ensure a fiscally sustainable wage bill

Adequate control over wage-bill-determining policies and parameters

Adequate control over individual staffing and remuneration-setting decisions



Administrative structure and functions

Size of public employment Shape of public employment Building blocks of government

– Branches of government

– Ministries and Departments

– Arms-length agencies within the executive branch

– Watchdog agencies

Administrative decentralization Structure of government



Government Employment, as % of population

0.9 0.9 1 1.2 1.41.8

0.30.7

0.8 0.70.9

2.5

0.8

1

5.1

1.1

1.6

3.4

0

1

2

3

4

5

6

7

8

9

Africa Asia ECA LAC MENA OECD

Per

cent

age

of p

opul

atio

n

Central Government Local Government Teaching and Health

Early 1990s

Source: W

orld Bank P

olicy Research W

orking Paper

1806



Central Government Wages & Salaries

6.7

4.7

3.7

4.9

9.8

4.5

0

2

4

6

8

10

12

Africa Asia ECA LAC MENA OECD

% o

f G

DP

Early 1990s

Source: W

orld Bank P

olicy Research W

orking Paper

1806



Arms-length agencies within the executive branch: New Public Management debate

Developing country model (revenue generation & cost recovery) different from U.K. model (better service delivery)

Hard Agencies in Soft States– Parent departments’ capacity– Audit– Public Service traditions



More Important Functions Less Important Functions

Promotion Directing & supervising

activities & tasks Conducting evaluations Controlling overall staff

numbers Transfers within LGs

Paying staff from its own budget

Recognition as the formal employer

Functions that tend to be devolved early (intermediate decentralizers)

These functions are arguably easier to do; while important, significant intervention may not be necessary for these to happen Source: Evans, 2004



Q & AQ & A

administrative and civil service reform: an overview

Documents

policy objectives

policy formulation process

subsequent policy decisions

organizational arrangements

effective policy formulation

required human capital

public employeesopportunities

agreed objectivesfocus