Reforming Government in OECD Countries Alex Matheson OECD

  • Slides: 13
Download presentation
Reforming Government in OECD Countries Alex Matheson, OECD Paris Visit to Seoul, May 2004

Reforming Government in OECD Countries Alex Matheson, OECD Paris Visit to Seoul, May 2004

Most Important Question • What is the Problem ?

Most Important Question • What is the Problem ?

Why is Problem Definition Important? • There is no model of reform –depends on

Why is Problem Definition Important? • There is no model of reform –depends on nations’s problems and circumstances. • Changing rules and structures does not necessarily change behaviour • Behavioural and value changes take time , a range of levers, and focused attention by management

eg -Does Government need • Stronger Collectivity? (eg. Policy co- ordination, budget stability, legal

eg -Does Government need • Stronger Collectivity? (eg. Policy co- ordination, budget stability, legal compliance, impartiality, protections against vested interests, management control, uniform civil service system, . . . ) • or More Adaptivity? (eg. Performance, competition, differentiated structures, tailored services/incentives, risk-taking, . . . )

Does reform strategy take account of • • Economic Situation Influence of unionised labour

Does reform strategy take account of • • Economic Situation Influence of unionised labour Public attitudes to government Constitutional arrangements Vested interests National culture National Institutional capacity

Modernisation Trends • Public management policy more politically important • Devolution to lower levels

Modernisation Trends • Public management policy more politically important • Devolution to lower levels of government • Use of third party providers • Greater transparency and consultation re services • Use of budget in more strategic role • Changing nature of public employment

And In Several Countries • agencification; • targets indicators and formalisation of performance, •

And In Several Countries • agencification; • targets indicators and formalisation of performance, • reforms of role of central control agencies • attention to leadership

Contemporary Reforms • Are Systemic not Instrumental • Devolves rather than centralises authority. •

Contemporary Reforms • Are Systemic not Instrumental • Devolves rather than centralises authority. • Addresses Incentives not just Rules

Problems • Rhetoric • Smorgasbord • Stopping short of culture change • Redundancy of

Problems • Rhetoric • Smorgasbord • Stopping short of culture change • Redundancy of process

Cultural Fit: Key Variables • Incentives individual or collective? • Senior management perspective whole

Cultural Fit: Key Variables • Incentives individual or collective? • Senior management perspective whole of government or departmental? • Appointments by public service or politicians? • Control- ex ante/ ex post External/ Internal • Public Service status high or low? • Parliamentary oversight weak or strong?

Reforming the management of senior managers Challenges and unresolved issues • How to reconcile

Reforming the management of senior managers Challenges and unresolved issues • How to reconcile the need for specialised skills and the need for coherence and cohesion? How to prevent an elite group from serving its own interest? And without threatening its own cohesion? • What is the future of individual accountability for performance?

The Performance Movement. . • Ambitious policies mean sophisticated measurement • Targets, measures and

The Performance Movement. . • Ambitious policies mean sophisticated measurement • Targets, measures and performance important- but beware instrument fixation • Did not replace input or process controls • Creates challenges for external control • Has exaggerated notion of what can be routinised • Performance enhancing strategies need variety of sticks and carrots , formal and social influences, sustained over time.

Emerging Issues • • • Strategic management with less control Use and Abuse of

Emerging Issues • • • Strategic management with less control Use and Abuse of the power of persuasion Fragmentation of civil service culture Declining trust in Public Institutions Governance of Inter-governmental bodies -and of non-governmental bodies

Catalytic Reforming Catalytic reforming uses catalytic reactions toCatalytic Reforming Catalytic reforming uses catalytic reactions to
Kraking i reforming Kraking proces krakingu krakowanie ReformingKraking i reforming Kraking proces krakingu krakowanie Reforming
Reforming the workplace Reforming the Workplace Event SafetyReforming the workplace Reforming the Workplace Event Safety
OECD v OECD 2 12 OECD 2011 2012OECD v OECD 2 12 OECD 2011 2012
INTRODUCING OECD ILIBRARY About the OECD OECD FastINTRODUCING OECD ILIBRARY About the OECD OECD Fast
OECD 2000 Sources OECD countries Growing Unequal IncomeOECD 2000 Sources OECD countries Growing Unequal Income
Longterm care in OECD countries Tim Muir OECDLongterm care in OECD countries Tim Muir OECD
Alex Levac Photography This is Alex Levac AlexAlex Levac Photography This is Alex Levac Alex
OECD Thematic Review of Tertiary Education Reforming tertiaryOECD Thematic Review of Tertiary Education Reforming tertiary
Reforming Power Markets Lessons from Five Developing CountriesReforming Power Markets Lessons from Five Developing Countries
PHIL 103 Freedom Rights and Justice Dr MathesonPHIL 103 Freedom Rights and Justice Dr Matheson
PLNProfessional Learning Network Colin Matheson Carmel Unified SchoolPLNProfessional Learning Network Colin Matheson Carmel Unified School