Civil Service reform in Poland: the influence of Path
Civil Service reform: Challenges and future Prospects for mexican Democracy
Killian is an active member and frequent presenter at conferences of the American Society for Public Administration (ASPA), the Public Administration Theory Network (PAT-Net), and the National Association of Schools in Public Affairs and Administration (NASPAA). Center for Public Administration and Policy, School of Public and International Affairs, Virginia Tech, Blacksburg, Virginia.
TheoreTIcal and InsTITuTIonal
Influence on admInIsTraTIve
Globalization,
Europeanization, and Administrative Reform
1 Introduction
Contents
Filling the concept of globalization with ideological viewpoints or rejecting it altogether because it is too comprehensive to make any sense would therefore appear premature. However, it is not good to see them simply giving in to the global flow of events without adequate analysis of, preparation for, or commitment to change.
2 Capturing Globalization
However, a vital part of the discussion about the speed of globalization has to do with technological and economic inequalities in the world. In fact, most of the world's population has never entered, let alone flown in, an airplane.
Globalization and Administrative Reform
Both strategies, either alone or in combination, open up new forms of problem definition and solution implementation in times of globalization. If we look at today's world, changes are creating a political and administrative level that is neither global nor national, but at the same time seems strongly connected to globalization.
Europeanization: Toward Common Administrative Practices?
Finally, the supranational integration process in the EU is still a highly political game between national actors. In the summer of 2007, the German presidency of the EU was transferred to the Portuguese government.
Conclusions
Although it is not at all clear whether the EAS can still be called a supranational administrative system, because it is still lacking, for example, in control functions, the intriguing aspect is that it seems to be working insofar as its influence is gradually making practices and the behaviors of public administrators from different European states are more similar. In a global perspective, it is unlikely that the dense networks and volunteerism of European administrators will find their counterparts on other continents in the near future.
Skiadas, D., Judicial, Supervisory and Advisory Institutions of the European Union, in Handbook of Public Administration and Politics in the European Union, Van der Hoek, P., eds., Taylor & Francis, Boca Raton. Skiadas, D., Judicial, Supervisory and Advisory Institutions of the European Union, in Handbook of Public Administration and Policy in the European Union, Van der Hoek, P., eds., Taylor & Francis, Boca Raton, 2005, 222.
The Political State of Administrative Reform
The UN was designed as a multilateral institution composed of sovereign states to promote international communication, security, peaceful resolution of disputes, sustainable economic development, human rights and international law. This chapter examines the forces driving administrative, programmatic and structural reform in the UN and identifies the interests and needs of Member States behind the demands for reform.
2 The First Wave
The UN Educational, Scientific and Cultural Organization (UNESCO), the UN International Children's Fund (UNICEF), the World Food Program (WFP) and the UN High Commission for Refugees (UNHCR) rely heavily on NGOs to provide humanitarian goods and aid and services. The potential of NGOs to assist the UN, often described as insufficient in both its agencies and programs, has been embraced by both the UN and a host of private organizations dealing with transnational issues of security, development and the environment.
3 The Second Wave
Secretary-General Javier Perez de Cuellar, the UN's first South American secretary-general, chose not to challenge the US. Perez de Cuellar instructed the UN Joint Inspection Unit to share its assessment and audit reports with the US.
4 The Third Wave
- Security Council Reform
- Strategic Planning for the New Millennium
- Structural Reform
- Integrating and Coordinating the UN System for Sustainable Development
- Integrating the Private Sector and Civil Society into UN Operations
- Collaborating with Global Civil Society
This membership structure is widely seen as unrepresentative of the majority of UN member states. Women's rights have been part of the UN since the drafting of its charter in 1945, and the Universal Declaration of Human Rights (1949) further emphasized gender equality as a fundamental right.
5 Conclusion: Status Quo
United States Institute of Peace (USIP), United Nations Working Group Report, author, Washington, DC, 2005, 47. Volcker, Paul, Interim Report of the Independent Commission of Inquiry into the United Nations Oil-for-Food Program (Volcker Report), February 2005, http ://www.
The Missing Link in
Administrative Reform
Considering Culture
This chapter presents and explains a conceptual model for understanding the relationship between organizational culture and administrative reform. A conceptual framework for understanding the importance of organizational culture in relation to administrative reform is then presented and discussed.
2 Toward Defining Culture
To achieve these objectives, this chapter presents respective operational definitions of culture and organizational culture and introduces their relevance for administrative reforms. Finally, conclusions are drawn about the need to consider organizational culture in the search for authentic administrative reforms and suggestions for future research are provided.
3 Organizational Culture and Administrative Reform
- The Hierarchy Culture and Traditional Bureaucracy
- The Clan Culture and Participative Management
- The Market Culture and New Public Management
- The Adhocracy Culture and Citizen Governance
- The Self-Organizing Culture and Communitarianism
The main goal of marketing culture is to control external competition while achieving measurable goals through innovative means. These schools of thought and models of change are then aligned with each of the organizational culture and management reform paradigms discussed above.
4 Theoretical Frames and Approaches to Change
- Classical Theories and the Rational Approach
- Cognitive Theories and the Pragmatic Approach
- Contingency Theories and the Process Approach
- Symbolic Theories and the Continuous Learning Approach
- Transformational Theories and the Chaos Approach
In contrast to rational and pragmatic models of change, analysis plays a small but important role in the incremental approach of the process model. The values held by the members of a continuously learning organization are central to the change process.
5 Discussion and Conclusions
Moe, T., The new economics of organization, American Journal of Political Science sien ook Moe, T., The politics of bureaucratic structure, in Can the Government Govern. Etzioni , A. , The Spirit of Community : The Reinvention of American Society , Touchstone Books , New York , 1994 ; also Bellah, R. (1999).
AdmInIstrAtIve reform In
Administrative Reform in Germany: Changes
1 Introduction: The German Political–
Administrative Regime
- The Federal System of Interlocking Politics
- The Dominating Role of the Rule of Law Concept
- The Impacts of Different State Traditions
- The Consequences of Europeanization
- The Transformation in East Germany
Administrative culture in Germany is traditionally dominated by the concept of the rule of law (Rechtsstaat). Finally, in the socialist and Marxist tradition, the state is seen as an instrument of the ruling classes.
2 The Nature of Administrative Reforms in Germany
- The Socioeconomic Crisis
- Fragmentation of the Party System
- The Crisis of the Public Budgets
- The Crisis of the Welfare State
Current difficulties include, but are not limited to, a socio-economic crisis, fragmentation of the party system, a public budget crisis and a crisis in the welfare state. Due to the nature and scale of the socio-economic crisis, administrative reforms can only be helpful after political decisions have been taken to address the problem.
3 Implementation and Effects of Administrative Reforms
- New Public Management
- Decentralization and De-Bureaucratization
- The Influence of E-Government
- Public–Private Partnerships
- Reforming the Public Service
The federal government has thus far been quite reluctant to implement elements of the NSM. In contrast, the federal government, with only 12 percent of the public workforce in 2005, now represents the smallest public sector employer in Germany.
4 Conclusions
Derlien, H., et al., Der deutsche öffentliche Dienst: Struktur und Statistik, Bamberg, Beiträge der Verwaltungswissenschaft 35 Otto-Friedrich-Universität Bamberg, 2005; siehe auch Bundesministerium des Innern, Öffentlicher Dienst in Deutschland, Berlin, 2006, http://. Derlien, H., et al., Der deutsche öffentliche Dienst: Struktur und Statistik, Bamberg, Beiträge der Verwaltungswissenschaft 35 Otto-Friedrich-Universität Bamberg, 2005, 12.
Ireland: Modernization as Opposed to
Radical Reform
This discussion aims to illustrate some of the key changes and reform processes that have occurred in Irish public administration over the past 20 years. In the Irish case, it was also recognized internally that the public administration could benefit from adopting aspects of the corporate governance model to more effectively deal with increasing public expectations for better service.
2 Inheritance of the Westminster Model and Limited Reform: 1922–1994
The final section reflects on the nature and extent of the modernization process in Ireland. The nature of the relationship between politicians and the civil service meant that the civil service was largely its gatekeeper in relation to administrative reform and, as a result, resisted change. 13.
3 Drivers of Administrative Reform
Europeanization
For example, the influence of the EU is particularly felt in the areas of regulatory policies and is evident in the adoption of relevant legislation and the growth of regulatory agencies. The EPA is an independent organization that provides scientific advice and regulates the activities of the public and private sectors in the environmental sphere.
Social Partnership
This is also reflected in formal institutional innovations, and in the analysis of contemporary economic and social challenges, the National Economic and Social Council (NESC), an advisory body that was created before the Social Partnership Agreements, plays a strategic role in its reports. NESF has contributed to Social Partnership Agreements since 1998 and through the implementation of the Partnership Agreement 2000 provides a forum for the community and voluntary interests directly represented by this Agreement.
Developing Strategic Management and Better Government
Delivering Better Government was published in 1996 and sets out a strategic framework for change specifically within the public service, but with the aim of broadening the process to the wider public service to contribute fully to national development. The Irish model is still based on the principle that ministers are collectively accountable for the performance of the functions assigned to their departments and that secretaries-general are accountable to their ministers.
4 Modernization, Reform, and the Neo-Weberian State?
This process is ongoing and necessary to deal with the complex nature of the policy process and the management of interface with the European Commission in the longer term. However, the extent to which the reform processes have permeated a culture change in the behavior and attitudes of the state and public service as a whole requires more concrete measurement.
Notes
Hood, C., The Art of the State: Culture, Rhetoric and Public Management, Oxford University Press, Oxford, 1998, 194. Rees, N., Quinn, B. and Connaughton, B., The challenge of multi-level governance and Europeanization in Ireland, in adaptation to EU multi-level governance—regional and environmental policies in cohesion and CEE countries, Paraskevopoulos, C.
Administrative Reform in Sweden: Administrative
The current trajectory of administrative reform in Sweden does not follow a one-way or particularly even path. As will be discussed in this chapter, administrative reform in Sweden is often slow and sluggish due to the horizontal and vertical dualities built into the system.
2 Administrative Dualism and Spheres of Influence
These discussions revolve around those institutions, principles and norms that serve as guidelines for public administration in the Swedish system. At the same time, it is impossible to disregard the vertical dimension of administrative duality in the country.
3 The Swedish Reform Trajectory
The main point of this development was the reduction of the number of municipal and regional units of the country (a topic that will be returned to in the following section). In the first decade of the 21st century, administrative reform in Sweden is currently riddled with a lack of clarity and coherence.
4 E-Government, Economism, and Europeanization
E-Government
Critical voices were heard among the unemployed and in the Swedish media saying that the AMS process was too cumbersome and time-consuming and that the services were too impersonal. In 1998, an automated telephone system and an online service were introduced to make the Swedish National Road Administration available to citizens 24 hours a day.
Economism
However, it is so far only possible to speculate about how further use of technology will shape the nature and scope of administrative practice in the future. It is also possible that the state or municipal government issues vouchers for specific services, so that citizens can directly choose their service provider.41 This variant of NPM has been a reality within the Swedish welfare state for more than ten years.
Europeanization
Perhaps the most interesting and widely discussed idea among their ideas for a complete overhaul of the administrative system in Sweden was the creation of a new territorial level of government. Interestingly, the main arguments for this reform were to increase the efficiency and equality of the welfare state.
5 At the Crossroad: A Critical Analysis
Even more serious criticism from SOU concerns the practice of public administrators in Sweden. The SOU also saves the most insidious factor it has observed for last, namely how public offices in Sweden, knowingly or unknowingly, manipulate the language of the public service.
6 Conclusions
Ministry of Justice and the Swedish Agency for Administrative Development (Statskontoret), Core Values of Public Administration in Sweden, Stockholm, 1999, http://www.sweden.gov.se. Ministry of Justice and the Swedish Agency for Administrative Development (Statskontoret), Core Values of Public Administration in Sweden, Stockholm http://www.sweden.gov.se.
Civil Service Reform in Poland: The Influence
The next version of the CSA passed the parliament two years later, and it was completely modified again in August 2006. Thus, the three main legislative acts that have determined the shape of the Polish Civil Service are the CSA of 1996, the CSA of 1998, and the CSA of 2006 .
2 The Significance of Path Dependency
In this interwar period, Poland's government administration contained two categories of civil servants: (1) state officials, who were classified as civil servants, and (2) lower state officials, who were classified as civil servants. References to the communist period are also crucial to understanding the specific nature of current civil service reforms and their inherent challenges.
3 Professionalizing the Civil Service
Critics suggest that, in reality, the CSA of 2006 represents the end of the apolitical body of the civil service in Poland. Taken together, these changes resulting from the 2006 CSA could seriously harm the professional development of the Polish civil service in the long term.
4 Toward Separating Politics From Administration
The Polish Constitution from 1997 also directly referred to the expected apoliticalness and professionalism of the public service in Article 153. These types of political appointments, approved under the 2006 CSA and the establishment of the SPR, extend to all senior positions in the civil service in Poland. service.
5 The Influence of EU Membership
The EC's September 2003 report summarized Poland's progress when it said: "The legislation and structure necessary for the proper functioning of the civil service, as well as the public administration as a whole, are in place, and no major changes are be provided in the near future. In the ongoing debate about EU integration, Poland's public administration is often compared to other European models.
6 Conclusion
Ustawa o służbie cywilnej obowiązuje od lipca 1999 r. i zasadniczo jest zgodna ze standardami unijnymi. Czaputowicz, J., Służba cywilna w Polsce – między upolitycznieniem a kształceniem zawodowym, służba cywilna, Warszawa http://usc.gov.pl/_gallery doc.
1 Poor Governance and Weak Administration
First, when administrative performance in a transition country is weaker than expected, this can be explained by failed reforms in two essential dimensions of public governance: proper public administration reform (the structure and stability of public institutions within the government central and local, and civil service issues) and the decision-making process. This story also has a moral that pertains to the EU membership process for countries in transition.
2 What Is Public Administration Reform?
Fifth, training for civil servants must be accessible and must facilitate professional development over time. Sixth, civil service positions must be attractive to qualified individuals and some proportionality should be maintained with private sector salaries.
3 Stumbling Blocks in Administrative Reform
However, this civil service law presented no barrier against a politically motivated reorganization of the public sector when a new government took power. By default, the Romanian civil service remains secretive and relevant information is kept away from the public as its only comparative advantage.
4 The Decision-Making Process
Although the reforms of the first type in Romania were more or less successfully imposed on the bureaucracies by allied elites and political leaders, attempts to implement reforms in the second phase have led to bureaucratic sabotage and open retaliation against the initiators. However, for such reforms to be successful, members of the Prime Minister's Office must be willing to expend some political capital on painful decisions, including, but not limited to, staff cuts.
Governing by Default
Moreover, when arbitrary and politically driven purges of the civil service occur, the people who form the small areas of expertise are the first to leave Romanian public institutions, either because they are most visibly linked to the political sponsors of the reforms or because they are most involved in the reforms. the professionally mobile part of the civil service population because of their expertise. Communism has thus left a legacy that does not encourage broad and open consultation, an objective analysis of alternative courses of action and their estimated costs, or the balance of necessary trade-offs.
5 The Impact of EU Accession
The Polish-Hungarian Aid for Economic Reconstruction (PHARE) has been the most important pre-accession instrument for EU financial aid in former communist countries for the past 15 years. Grindle, M., Politics and Policy Implementation in the Third World, Princeton University Press, Princeton, NJ, 1980.