Training and capacity

Building for Good Governance

Jacek Czaputowicz

Director of National School of

Public Administration, PolandRome, 13-14 October 2008

Content of the Content of the PresentationPresentation

• Good Governance Model in comparison with Alternative Models

• Implications for training in Public Administration

• Is training in Public administration in accordance with requirements of Good Governance?

Governance

• Governance refers to administrative activities conducted by civil services (narrow definition)

• May encompass regulatory activities (broad definition)

• Refers to tools used by governments, principles of operation and interactions between politics and the market

• State abandons authoritarian role and assumes the role of a partner and mediator of contradictory interests

The Weberian Model

• The traditional bureaucratic model derives from Weber’s concept of rational administration

• Characterized by:– a clear division of roles, – reliance on procedures, – strict financial control, – hierarchy and – supervision of the central agency

• Civil servants perform their duties, submit to official discipline and follow a career path

New Public Management

• Draws from the private sector, market mechanisms

• Promotes competition among service providers, delegates competences and control to local communities

• Administration concentrates on the results, objectives and the mission

• Citizens are clients, choice between schools, training programs or residence options

Good Governance • Social context in the reform of public

administration• Assumes that the spheres of business and

public administration are essentially different

• They should be organized and function in a different manner

• Requires society’s trust in the government• Encompasses the principles of

transparency, personal honesty, high ethical standards, observance of laws, accountability, and accessibility

A comparison of governance models

 

CriteriaBureaucratic

modelNew Public

ManagementGood Governance

Method ofmanagement

Hierarchy Market Network

Normative base Administrative law Contracts Conventions

Management styleBureaucratic –administering

Managerial –managing

Partnership –consulting

Character ofrelation

Domination andsubordination

Competition andco-operation

Equality andinterdependence

Aim of activityConsolidation oforder

Provoking changeBuilding socialconsultation

Orientation ofactivity

Procedures Results Needs

State organizationMonocentricsystems

Autonomous systems Civil society

Implications for training

• NPM introduced new types and methods of training

• Training became homogenized• Many techniques and skills are

valuable• Good Governance requires very

challenging system of training

Good Governance principles

•Consensus building•Citizen participation•Increasing accountability •Transparency•Freedom of Information•Effectiveness•Efficiency•Inclusiveness and equitability in

treatment•Respect for the rule of law

Training for Good Governance

• Behavior according to these principles may require change in legal regulations governing civil servants

• In most cases change of attitudes and behavior within existing law

• Imaginative design and integration of training programs

• Requires “unlearning“ of old values and behavior and learning new set of values and behavior

• Reduce democratic deficit and to support equality

Conclusions• Does training prepare civil servants to act

in the way required by Good Governance?• In Poland cultural and historical

background to overcome (communist heritage)

• PA programmes are within faculties of Law and Administration

• Programs are law oriented, not management oriented

• They petrify traditional model, prepare civil servants to act in burocratic way