Strategic Direction on Developing Public Administration Institutional and Human Capacities

Transcription

1 Strategic Direction on Developing Public Administration Institutional and Human Capacities Dr. John Mary Kauzya Officer-in-Charge Division for Public Administration and Development Management DPADM, DESA

2 A. Mandate 1: GA & ECOSOC Resolutions & recommendations of CEPA. GA Resolution (A/RES/50/225): Effectiveness of government requires an efficient and effective public administration Rebuilding a viable public administration in countries undergoing post conflict rehabilitation and reconstruction The important role of the public sector in the development process and the need to improve development and management of its human resources The need for public administration systems to be sound, efficient and well equipped with the appropriate capacities and capabilities through, capacity-building, promotion of transfer, access and utilization of technology, establishment or improvement of training programmes for public service, Pooling & facilitating access to information in PA, promoting training and research in PA at all levels, advocacy and exchange of experiences, advisory services, technical assistance, capacitybuilding and human resources development. 2

3 Strategic Direction continued 2: The importance of good governance & PA re-emphasized in Rio+20: in the GA Resolution (A/Res/66/288) : The Future We Want of September Critical elements that concern the work of the Division on governance and public administration institutional and human capacities: Public administration, rule of law and the future we want Managing Diversity in the Public Service for the future we want: Institutional Capacity Development in the Public Sector for the Future we want Human Resource Development in the Public Sector Capacity building for innovation, transparency and accountability in the public sector: Partnerships and networks: A broad alliance of people, governments, civil society and the private sector, Focus on LDCs (Istanbul Plan of Action) and Africa (CAMPS GPA strategy) 3

4 Mission To assist Member States in strengthening institutional and human capacities of their governance and public administration systems for efficient, effective, inclusive and accountable achievement of national development objectives and internationally agreed development agenda including the MDGs. 4

5 Strategic objectives 1: To assist Member States in transforming governance and public administration institutions into effective, efficient, transparent, accountable, innovative, and citizen-oriented, ones to accomplish missions of the state including delivery of services and peaceful development. 2: To promote the development of public sector human resource capacities to support leadership, effective service delivery, integrity, professional and ethical conduct, and commitment to service to the public among Public servants 5

6 Implementation strategy: Synergies among analytical, normative, and operational activities Strongly linking analytical, normative and operational activities Inter-Branch collaboration Networking, information and knowledge sharing for capacity mobilization and adaptation of innovations Takes advantage of the United Nations convening power to strengthen networks with national, regional and global governance and public administration specialists (individuals as well as institutions) Maximizing the promotion of the application of modern Information and Communications Technologies (ICTS) in governance and public administration extensive use of ICTs in the delivery of institutional and human resource capacity development activities Needs-based interventions 6

7 Thematic substantive focus: 1: Public Sector Institutional capacity Development 2: Public Sector Human Resource capacity Development Within this two focus areas: Post conflict reconstruction of Governance and Public Administration Mainstreaming promotion of innovations and successful experiences in governance and public administration Mainstreaming management of diversity including gender Public Sector leadership capacity development NB: Concentrate on developing countries with a special emphasis on LDCs, Africa and countries emerging out of conflict and countries with economies in transition. 7

8 Accomplished work: Workshops UNPSA 2012, in New York with Ad Hoc Expert Group Meeting and Capacity-Building Workshop on Preventing Corruption in Public Administration: Citizens Engagement for Improved Accountability and Transparency : (New York June 2012) Strengthening Human Resource Managers Capacities in Africa s Public Service for Effective Performance Management and Service Delivery (Zanzibar Tanzania with APS-HRMnet and AAPAM) November 2012 Capacity Development Workshop on: Strategies for Harnessing Human Resource Diversity in the Public Service in Africa to Improve Performance Held back to back with the 8th African Governance Forum (AGF-VIII) (Gaborone, Botswana, October 2012) UNDESA/IIAS Panel on The Role of Public Administration in the Achievement of MDGs (Merida, Mexico, June 2012) UNDESA/CLAD High Level Panel on Professionalization of Public Administration (During the CLAD Congress in Cartagena de Ibndias, Colombia from 30 October to 2 November 2012) 8

9 Work on professionalising Public Sector Human Resource Management Public Service study tours: on-line training programs: 1 Completed, 1 being designed; a publication on human resource management in the public sector in progress for 2013 CEPA Members involvement: NB: Engagement of CEPA Members: Ms. Odette Ramsingh: Deputy President of APS-HRMnet and Resource person, Ms. Najat Zarrouk: Resource Person, notably on Study Tours in Morocco 9

10 Work on professionalising Human Resource Management in the Public Service 3: Discussion Panel on ProfessionalisIng Public Administration in Latin America during the CLAD Congress NB: Involvement of CEPA Members: Prof. Longo, Prof. Aguillar 10

11 Strengthening Public Administration and Leadership for MDGs at Local Level The UNDESA/IASIA Joint International Taskforce on Strengthening Public Administration in at local level for the Achievement of Development Agenda held a meeting in Bankok in 2012 and is holding another one in New York during the week of CEPA NB: Involvement of CEPA Members: Najat, Valeria (Members of the Taskforce) 11

12 Work on Public Administration and Poverty Reduction Rio+20 re-emphasized the critical importance of poverty eradication and sustainable development. UNDESA/IIAS put in place a Group to study Governance, Public Administration and Poverty Eradication: Panels in Bali (2010), Lauzanne (2011),Las Vegas (2012), Mexico (2012). CEPA members: This was well before Rio+20. The move was the right one given the emphasis on the subject matter from Rio+20 Meeting of the working group is scheduled to take place in New York during the week of CEPA NB: Involvement of CEPA members (Pan Suk Kim) 12

13 Technical Cooperation and Advisory Services Support to the Implementation of Africa i- Parliament Action Plan Support to the Conference of Ministers of Public Service Togo Morocco Africities Rwanda Tchad 13

14 Looking Forward: Planned Workshops: Strengthening Capacities for Managing Diversity in the Public Service in Africa (with CAMPS and ECA/UNDP/RBA/APS-HRMnet) Strengthening capacities for professionalism, ethics and integrity to prevent corruption in the Public Service (Latin America) with INAP (Mexico) (September/): Strengthening capacities for professionalism, ethics and integrity to prevent corruption in the Public Service (CIS countries) presentation within NISPAcee: (May 2013) Strengthening Public Administration at local level (with UNDESA/IASIA Taskforce (Baharain), (June 2013) Developing Capacities for effective performance evaluation in the Public Service in Africa (with APS/HRMnet, Public Service Commission of South Africa (December 2013) Quality leadership for efficient and effective management of public service in Africa (With APS-HRMnet and AAPAM, Kigali, Rwanda): October

15 Work on Public Administration and Poverty Reduction Rio+20 re-emphasized the critical importance of poverty eradication and sustainable development. The debate on poverty eradication touches on the deeper raison d etre of public administration: the delivery of services and the well being of citizens. The problems, flaws, successes and solutions involved in poverty reduction are problems and solutions typically addressed by the discipline of Public Administration e.g public policy issues, organizational issues, governance issues, relation between government and market, and moral issues. What policies, strategies, and practices should Public administration adopt to eradicate poverty? UNDESA/IIAS put in place a Group to study Governance, Public Administration and Poverty Eradication: Panels in Bali (2010), Lauzanne (2011),Las Vegas (2012), Mexico (2012). CEPA members: This was well before Rio+20. The move was the right one given the emphasis on the subject matter from Rio+20 Meeting of the working group is scheduled to take place in New York during the week of CEPA 15

16 Looking Forward: Planned continued Capacity Building Workshop on Transfer and adaptation of innovative practices for improved public service delivery in LDCs (Bahrain June 2013): Ad Hoc Expert Group Group Meeting on Governance, Public Administration and ICT for the achievement of Post-2015 Agenda ( Geneva, July 2013). Publications, Tools and online training courses Reconstructing Public Administration after conflict Developing Capacities for Human Resource management in the Public Sector in Africa Strengthening Public Administration after Conflict Innovations in Governance and Public Administration (2013 version) 16

17 Thank You