Transcript Ethics of the Corps of Civil Service in Poland

Training and capacity Building for
Good Governance
Jacek Czaputowicz
Director of National School of Public
Administration, Poland
Rome, 13-14 October 2008
Content of the Presentation
• 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:
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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
Criteria
Bureaucratic
model
New Public
Management
Good Governance
Method of
management
Hierarchy
Market
Network
Normative base
Administrative law
Contracts
Conventions
Bureaucratic –
administering
Domination and
subordination
Consolidation of
order
Managerial –
managing
Competition and
co-operation
Partnership –
consulting
Equality and
interdependence
Building social
consultation
Orientation of
activity
Procedures
Results
Needs
State organization
Monocentric
systems
Autonomous systems
Civil society
Management style
Character of
relation
Aim of activity
Provoking change
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