PA News: 28/07/2016

Good Governance in Tunisia

Partenariat public-privé: l\'union sacréeMonday, Closing of the first training session of the International Academy of Good Governance Clôture, lundi, de la 1ère session de formation de l’académie internationale de la bonne gouvernance

The closing ceremony of the first training session of the International Academy of Good Governance, on the theme “Governance of public procurement and management of conflicts of interest in the health sector” was held on Monday at of the National School of Administration in the presence of Kamel Ayadi, the Minister of Public Service, the Governance and Fight against Corruption,  and Said Aidi, Minister of Health .
This session, organized following a decision by the Head of Government dated 17 June 2015, spanned the month of November 2015 until May 2016, while June was devoted to the completion of the “change project” , remarked Rim Jelassi, head of unit of the international cooperation within the academy.

Tunisie: International Academy of Good Governance – Training of “change agents” (Académie Internationale de la Bonne Gouvernance – Formation d’«agents de changement»)

A participatory approach is adopted to involve managers, administrators and professionals in the process of good governance in their professional environment and to be bearers of change. This is a project that aims to change attitudes towards good governance and the fight against corruption with the contribution of all stakeholders of different sectors.

The establishment of systems of good governance and fight against corruption has entered a more pragmatic stage including specialized courses and some follow-up programs that involve public officials and professionals waiting to see some legislative frameworks moving towards more transparency, and that, besides the evaluation and control campaigns recently launched.

Sustainable Development

Measuring Distance to the SDGs Targets: a pilot assessment of where OECD countries stand

The 2030 Agenda for Sustainable Development, adopted by world leaders at the United Nations on 25 September 2015, sets out an ambitious plan of action for people, planet and prosperity, with the overarching objective of leaving no one behind. At its core are 17 Sustainable Development Goals (SDGs) comprising 169 targets. The Study, Measuring the Distance to the SDGs Targets , piloted on selected OECD countries, leverages on the OECD work on well-being and the wealth of its data, and is a first attempt at estimating the distance that OECD countries have to travel to achieve the target levels set for 2030. Based on an innovative methodology, the Study aims at helping OECD countries establish their priorities and design the policies they will need to bridge the gaps in order to achieve the SDGs.

Development Co-operation Report 2016

The Sustainable Development Goals as Business Opportunities The face of development has changed, with diverse stakeholders involved – and implicated – in what are more and more seen as global and interlinked concerns. At the same time, there is an urgent need to mobilise unprecedented resources to achieve the ambitious Sustainable Development Goals …

Global Sustainable Development Report

The Global Sustainable Development Report (GSDR) is a United Nations publication aiming to strengthen the science-policy interface at the High Level Political Forum (HLPF) on Sustainable Development , which replaced the Commission on Sustainable Development after Rio+20 as the main United Nations platform providing political leadership and guidance on sustainable development issues at the international level. In September 2015, UN Member States adopted the 2030 Agenda for Sustainable Development, which gives the GSDR a role in the follow-up and review of the new Agenda (paragraph 83): The high-level political forum will also be informed by the Global Sustainable Development Report, which shall strengthen the science-policy interface and could provide a strong evidence-based instrument to support policymakers in promoting poverty eradication and sustainable development.

UN Habitat:  Preparatory Committee III (PrepCom3)

PrepCom3 was held in Surabaya, Indonesia, from Monday, 25 July to Wednesday, 27 July 2016 at the Convention and Exhibition Hall Grand City Convex Surabaya.

The United Nations General Assembly, in Resolution 67/216, decided to establish a preparatory committee to carry out the preparations for the conference open to all Member States of the United Nations and members of specialized agencies and of the International Atomic Energy Agency. The Preparatory Committee (PrepCom), following the same resolution, will have had three meetings (PrepCom1, PrepCom2, and PrepCom3) before the opening of the conference.

Preparatory meeting for the Habitat 3 Conference, which will be held in Quito in October 2016.

CEPAL: SDGs Are Destined to Change the Conversation between Companies and Governments, Says Alicia Bárcena

Speaking today in New York, Alicia Bárcena (Executive Secretary of the Economic Commission for Latin America and the Caribbean – ECLAC) said that, against the global backdrop of economic stagnation, rising inequality and environmental destruction, there was an urgent need to change the conversation between the business world and governments to achieve sustainable development.


European Perspectives for Public Administration| Call for Application

European Perspectives for Public Administration| Call for Application for PhD Students and early stage Post-Doctoral Researchers

KULeuven – Belgium October 20-21, 2016

Application deadline : August, 21th, 2016

We invite early stage researchers (PhD students and PhD + 4 years) from disciplines such as Public Administration, Law, Economics, Public Management, Sociology, Political Science or History working on ´Future cities´, ´Ecotopia´, ´Big data and Internet of Things´ and ´Future citizens ’ (see programme and application procedure below). The number of participants in the stage of PhD students or early Post-Doctoral Researchers is in total limited to 4. We are interested in one specific contribution to each of the sessions.
The ‘Futures Seminar’ is the first in number of seminars dealing with “European Perspectives for Public Administration” (EPPA).

French-speaking World: Call to contributions 2017 (Appel à contribution 2017)

Theme for the XIII Symposium: New human realities of governments and organisations

Designed and deployed in order to stimulate exchanges between researchers, practitioners and consultants of Public Affairs in French-speaking countries, the 8th International Symposium “Perspectives on the transformation of management and public organizations” will be devoted to “New human realities of governments and organisations”. On this occasion, the International Research Doctoral Workshop in Management and public organizations Strategy (ADIMAP) will take place to encourage and guide innovative approaches to managing government and state organizations. These two scientific events will take place at CIFFOP, Panthéon-Assas Paris 2, on 23 and 24 February 2017. The outcomes of the best papers and ADIMAP Symposium 2017 will be proposed to a French-speaking scholarly journal of operating internationally, for possible publication in a special report coordinated by Véronique Chanut, Bachir Mazouz and Jacques Rojot.


European Commission – Research & Innovation

Today, the European Commission announced an investment of €8.5 billion to be released during 2017 into research and innovation, following an update to the Work Programme of Horizon 2020, the EU’s research and innovation funding programme.

The updated Work Programme builds on the success of Horizon 2020 to date, but introduces important novelties. A particularly important change is the introduction of open research data 206 KB in all new Horizon 2020 calls and the strong commitment to research integrity and simplification as a driver for research quality. For projects funded under the programme, free online access to scientific data will become the norm. This move will boost competitiveness through open science by accelerating innovation and collaboration, improving transparency, and avoiding duplication of efforts.

USA: How Do You Do a Start-up in the Government? Lessons from Leaders

(Dan Blair, President of the National Academy of Public Administration, collaborated on this blog)

One element of change in government over time has been the creation of new agencies to address particular issues of national concern. New agencies can take a variety of forms, including entire new Departments (such as the Department of Homeland Security), independent oversight organizations (such as the Directorate of National Intelligence), large components of other agencies (such as the Transportation Security Administration), and even entirely new small agencies (such as the Administrative Conference of the United States). The newest new agency, which will commence operations October 1st, is the National Background Investigations Bureau (NBIB). Each of these and other new agencies has a unique mission, but each also shares a common experience of how to succeed as a start-up in the public sector.

Public Service

South Africa: Service Delivery Review

Published mid-2014, the Africa Government and Public Services (G&PS) Insights Journal of the public sector division of PricewaterhouseCoopers (PwC) distils the preparedness of African Public Services in the face of what it describes as the “mega trends and transformative forces” that are shaping the African continent and the world. Chief among these “transformative forces” are the demographic changes that are sweeping across the world.

Partenariat public-privé: l\'union sacrée

France: Research Notebook (Cahiers de Recherche)

Latest issue – 2016/1

Charlène ARNAUD & Erica SOLDO
The territorial portfolio of cultural events (PTEC): new form of supply management of cultural events for strategic management of territories (Le portefeuille territorial d’évènements culturels (PTEC) : nouvelle modalité de gestion de l’offre d’évènementiel culturel pour un management stratégique des territoires)

Being both a director, manager and leader: Paradoxes and complementarities of a triple role (Etre à la fois administrateur, manageur et leader : Paradoxes et complémentarités d’un triple rôle)

Conceptual and instrumental approaches to business model: a questionable complementarity (Approches conceptuelle et instrumentale du business model : une complémentarité discutable)

Organizational change: a comparative approach of French and Moldavian hospitals (Changement organisationnel : une approche comparative des établissements hospitaliers français et moldaves)

Call for more process oriented studies in International management: The actor-network theory and the Multinational enterprise subsidiary’s initiatives

The role of joint-trade organisation in European integration: the case of the French cereal Federation Intercéréales (Le rôle des interprofessions dans l’intégration européenne : le cas de la Fédération céréalière française, Intercéréales)

Public-Private Partnership

Algeria : Public-private partnership: the “marriage” (Partenariat public-privé: l’union sacrée)

While awaiting the new economic model of government, and structural reforms to act as much on public expenditure as on investment and renewed growth excluding hydrocarbons, very simple, basic and extremely effective decisions would save time, produce immediate results with no budgetary impact, as long as attitudes change and the prevailing ideology gives way to objectivity. Exports, 51/49, access to land, finance, subsidies, IDE … Words that keep coming back, empty speeches that are staggering and never end. Beside, in the field of SMEs, huge potential is available in abundance, companies are ready to fight. True boiling volcanoes prepared for a long-expected burst of wealth …


Partenariat public-privé: l\'union sacrée

UK: Welfare reforms are based on the wrong assumptions about benefit recipients’ motivations and actions

Social security systems are being transformed according to untested assumptions about how benefit recipients act. Sharon Wright provides evidence to challenge several core myths on which British welfare reforms have been based. There is a wide gap between the dominant way in which welfare subjects are represented in political and media debate and the lived experiences of those receiving benefits and using support services.

Over the last 15 years, British welfare reforms have focussed on individualising responsibility and contracting-out services. These strategies share a behaviour change logic that assumes the source of the problem is to be found in the flawed motivations and actions of benefit recipients and their job coaches. Consecutive UK governments have been strongly committed to the idea of ‘getting people off benefits and into work’, despite long periods of minimal unemployment rates and exceptionally high employment rates.

Public Management

New Public Management and the Presumptives

Public management academics never talk about New Public Management any more. Some believe it is dead, and others believe it has been transcended, with its most valuable insights now incorporated into public sector practice.

Nevertheless, the two presumptive nominees seem to me to be incorporating certain aspects of NPM into their words and deeds, and I think it is worthwhile to recognize it. But, as I’ll argue, their version is primarily farce.


Partenariat public-privé: l\'union sacrée

In Europe, Weber still rules

By Steven Van de Walle. After 30 years of public administration reform in European countries inspired by New Public Management ideas, traditional Weberian administration still is the main organizing principle. This is the picture that emerges from a large-scale survey among the entire population of top civil servants in 18 European countries. The findings have now been published in our book — Public Administration Reforms in Europe: The View from the Top.

True, many tools and management practices associated with the NPM such as staff performance talks or management by objectives have become very common. Across all countries, the almost 7000 top civil servants we surveyed list achieving results and ensuring an efficient use of resources among the most important roles they have. They are also in agreement that compared to five years ago, the public sector has made major progress in terms of efficiency and service quality — two main objectives of the NPM.

#Blog4Dev: How can Ethiopia Reach Middle Income Country Status without Leaving Anyone Behind?Partenariat public-privé: l\'union sacrée

Are you an Ethiopian university student between the ages of 18 to 30 years old? If so, the World Bank wants you to hear your thoughts on some of the most pressing development challenges in your country.

Enter the World Bank Ethiopia office #Blog4Dev contest and tell us: “how can Ethiopia can reach middle income country status without leaving anyone behind?”


World Bank and Government of Japan to Promote Inclusive Growth and Private Sector Development in Iraq

BAGHDAD, July 17, 2016- Four new grants from Japan totaling US$ 2.17 million will support the Iraqi government’s development and reform programs to enhance institutional efficiency and promote inclusive growth.

Managed by the World Bank, the four grants will focus on laying the foundation to integrate social protection systems and enhance their efficiency as well as help the government establish a comprehensive National Payments Systems (NPS) development plan. Moreover, the grants will contribute to improving the business environment and encouraging private sector growth, especially small and medium enterprises; and providing economic advisory support to upkeep the Iraqi economic reform efforts.