Page 1

Improving Administrative Sciences Worldwide

annual report

2012


annual report

2

annual report 2012


2012 table of contents

I. In the target: “Crisis and Public Administration”............................................................... p.5 II. Activities................................................................................................................................................................. p.8 The major events................................................................................................................................. p.8 • IIAS International Congress ................................................................................................... p.8 • IASIA Annual Conference ....................................................................................................... p.11 • IASIA Joint International Conference .............................................................................. p.14 • EGPA Annual Conference ...................................................................................................... p.15 • LAGPA Plenary Meeting............................................................................................................ p.17 • AGPA Annual Conference........................................................................................................ p.18 • First French-Speaking African Forum............................................................................... p.18 The Dialogues........................................................................................................................................ p.19 • Trans-European Dialogue (TED)........................................................................................... p.19 • Trans-Atlantic Dialogue (TAD)................................................................................................ p.19 • Euro-Mediterranean Dialogue (MED)................................................................................ p.20 The IIAS Project Groups and Study Groups................................................................ p.21 IAF – Intercontinental Administrative Forum.............................................................. p.22

VI. IASIA Awards.................................................................................................................................................... p.32

III. Publications 2012......................................................................................................................................... p.23

XV. The Steering organs and the internal committees....................................................... p.43

IV. Knowledge Portal......................................................................................................................................... p.26

XVI. The permanent Administrative Services – the Brussels team.......................... p.47

VII. CIAPA..................................................................................................................................................................... p.33 VIII. UNDESA – IASIA Standard of Excellence............................................................................ p.33 IX. IASIA – UNDESA Joint International Task Force.............................................................. p.34 X. External Communication / Partnership..................................................................................... p.34 XI. About IIAS........................................................................................................................................................... p.37 XII. Messages........................................................................................................................................................... p.38 XIII. Finances ........................................................................................................................................................... p.40 XIV. IIAS Governance......................................................................................................................................... p.42

V. Members................................................................................................................................................................. p.27

annual report 2012

3


annual report I. In the target: “Crisis and Public Administration” For a few years, the economic, financial and sovereign debt crises have affected the operation of the administration and the public sector. The IIAS focused on these topics during its various meetings and for this annual report, wanted to cross the views of an academic and a practitioner on the above mentioned theme which still raises today many questions on the future of our administrations. Masao Kikuchi (Japan) - Academic n Associate Professor of Public Policy and Management School of Business Administration Department of Public Management Meiji University

Rolf Alter (OECD / France) - Practitioner n Director Public Governance and Territorial Development Directorate OECD (Organisation for Economic Co-operation and Development)

Interview What is the impact of the cuts due to the financial/debt crisis on the ongoing reforms and on the quality of delivery of public services? Masao Kikuchi: Taking current financial crisis as an opportunity, financial crisis on public administration brought the chance for reform policy makers to (re)consider the quality of public services, not the quantity of public services. We have already discussed the quality of public services in a scholarly work. Nonetheless, in the real public service reform on the ground, “Quantity matters more than quality” as meeting the public needs for basic public services was a higher 4

annual report 2012

priority. The financial crisis is a good chance to consider with citizens on what the quality of public services is about; what is the basic attribute of public service quality? Who knows about quality? What are “high” quality services? Addressing these questions with citizens is likely to focus more on quality of government or public governance, not only on the quality of public services in a narrow sense. Rolf Alter: Already the 2011 edition of OECD’s Government at a Glance indicated that a large majority of OECD countries were anticipating or putting in place cuts in public budgets, in most cases involving staff reductions. Developments since then are confirming the downsizing in public employment, putting pressure on those delivering front-line services. The reduced fiscal space and limits to options for further savings makes innovation the imperative to maintain high quality public services. Innovative solutions are the only way to foster public sector performance and enable greater productivity at no additional cost. The OECD’s recently launched Observatory of Public Sector Innovation (OPSI) has struck a chord among policymakers in many countries because so many of them are engaged in this search for new ideas. OPSI is the number one priority of our Public Governance Committee. We are building a unique platform for information exchange that will, we hope, help countries achieve a culture change in which innovation becomes the norm at all levels of the public sector. The results so far are very encouraging. More than 100 proposals have been submitted from across the OECD. The innovations cover a wide range of public services, with most examples focusing on integrating services for citizens and integrating support services within the administration, as well as improving user involvement in policy design and implementation. One example from Denmark showed that savings of around 70% were achieved by adopting online, self-service delivery systems. In the UK, changing the wording of a tax demand increased receipts by 15%. And, in France, a citizen panel was used to improve and streamline over 100 administrative processes. The objective of the OPSI mechanism is to facilitate the exchange of good practices such as these and encourage mutual evaluation. Of course, productivity gains will not only arise from innovative service delivery, the policy making process is likely to benefit as well from innovative approaches.


2012 An important dimension of innovation could be the mobilization of the third sector or citizens’ initiatives to complement and or replace public sector delivery. An earlier study by OECD has shown that there is some potential. Only a close monitoring will allow us to evaluate the actual contributions to quality supply of public services. In any event, innovation will require greater reliance on e-government tools. This implies investment in people, in technology, in reform of government processes. Crises offer also opportunities for reforming the Public Sector and making it easier to gain momentum for alternative policies and institutions: what are the main trends in this perspective? Rolf Alter: It is being said again and again. “do not waste a crisis” when it comes to responding to reform needs. However, while crisis certainly offers opportunities to push through with key reforms, fiscal pressures and related social/economic instability can also be brakes to making reform happen. Resistance to change by those who are directly affected might increase, the cumulative effects of reforms can become too important for parts of society, or the necessary political majorities are no longer available, because weak government coalitions often emerge from elections in crisis situations. In addition, the external conditions play an important role for crises to be good opportunities for a strong reform agenda. It makes a lot of a difference whether structural reform is carried out when external demand is supporting the recovery, as compared to a generally weak external economic environment. The return on structural reform is much slower in the current situation of a globally fragile economic performance than the experience in some countries in periods of global expansion. Nevertheless, crisis may indeed contribute to greater attention being paid to some long term developments which could help the reform agenda. An excellent example is the aging in the public service. In a majority of OECD countries, more than one-third of the workforce is over 50, and in some countries close to 50%. Provided that an effective performance management system is in place, this could provide an opportunity to reallocate resources to emerging priorities (some of which are also the consequences of aging societies). Demand

for health care and services for the elderly may rise, while education may need less human resources. Government at a Glance includes a composite indicator that assesses the strategic HR management practices of member countries. It is obvious that more could be done to improve strategic thinking and performance in this area in many countries. The crisis forced us to rethink the relation to the citizens and to reinvent it? From your point of view, what was the impact of the crisis on citizen perception and how governments could regain the citizens’ trust in their policies and actions and the legitimacy of the public institutions? Masao Kikuchi: The biggest impact of the crisis on citizen perception toward government was the disillusionment of government capacities. This disillusionment carries twofold significance. One is that government showed themselves to be incompetent in coping with the crisis, and this accelerates pervasive distrust of government capacities. The other significance is that the disillusionment of government among citizens dramatically lowered the citizens’ expectations toward government. “The less you expect, the happier you feel” would be just valid for physiology between government and citizens. It becomes a window of opportunities for the reform to rebuild trust with less energy and commitment. Rolf Alter: Trust between a government and its citizens is an essential component of the social contract and a prerequisite not only for a healthy democracy but also for a thriving economy. A decline in trust can make it more difficult to implement crucial reforms and can lead to lower rates of compliance with rules and regulations. Citizens and businesses can also become more risk-averse, delaying investment, innovation and labour mobility decisions that are essential to regain competitiveness and jumpstart growth. As a first step, governments urgently need to better understand these drivers of mistrust and its influence on policymaking and on the behaviour of citizens and businesses. Action can be taken to reinforce the fight against corruption and to build integrity both in government annual report 2012

5


annual report action and business dealings. The influence of vested interests exercised through political financing, for example, needs to be better regulated. The inclusiveness and transparency of policymaking can also be improved. In particular, open government can improve the interaction between government and stakeholders. More effective engagement with citizens will also lead to better, more relevant policies that help generate a virtuous cycle of trust and effective policy implementation. Did the recent economic crisis bring substantive shifts in terms of public administration thinking and patterns? Rolf Alter: The crisis highlighted failings in how policies are developed and implemented. The crisis was a severe test of the ability of governments to play this important “stewardship” role, raising a number of important questions that have implications for trust in government, in particular: n I s the government able to identify challenges and assess risks for society? And does the government have mechanisms to mitigate such risks? n A re the strategies of public bodies aligned to a more general strategy that takes into account challenges and risks? n D oes the public service have the competencies to deliver on institutional commitments, including prudent financial management? What we need is a strategic state that is able to allocate resources effectively to promote growth and achieve social policy objectives despite fiscal constraints. The strategic state is built on strong leadership, well-functioning institutions and a participatory approach to governance that ensures buy-in from citizens to a clear vision developed at the centre. At their last meeting in London in October 2012, delegates to the OECD’s Network of Senior Officials from Centres of Government (CoG) delegates stressed that senior echelons in government now recognize the need to pursue a more strategic approach to policy formulation and implementation. More concretely, (i) this strategic vision should be led from the Centre and co-ordinated across the whole of government, and (ii) the capacity of the Centre to play this role needs to be strengthened. Improving strategic policy co-ordination requires action 6

annual report 2012

across several inter-related dimensions: n e nsuring that the government’s deliberations on strategic priorities take place with the benefit of a robust assessment of the overall economic, political and social situation and approaching pressures; n l inking the budget preparation process with strategic priorities; n h armonising strategic priorities with other strategic documents of the government, such as key policy and reform strategies; n v erifying that ministry work plans reflect the government’s strategic priorities. In addition to strengthening these processes at the centre, silos across government that lead to incoherent policies also need to be reduced. This helps to generate clearer messaging on key topics. Reliability ultimately depends on the ability of the public service to implement. As such, more reliable policymaking assumes a number of objectives related to the modernisation and restructuring of the public sector. The first is to develop a long-term vision for the public sector that goes beyond short-term cuts and lays the foundation for the civil service going forward. The basis for this vision should include strengthened planning functions and spending reviews or similar actions to identify core activities. The second element is improvement of central-level monitoring, including introduction of specialised evaluation units and more regular reporting by departments of progress in implementation. A third element is more use of consultation and a greater focus on user satisfaction and feedback. How hard did the crisis hit developing vs. developed countries? Did all the countries experience the same level of strain? Masao Kikuchi: The way each country responds to the economic crisis varies based on the resilience and institutional capacities of the government. Generally, countries where economic and government reform were market oriented, the extent of exposure to the crisis is more severe. Ireland is a prime example. In contrast, in countries where government reforms focused more


2012 on strengthening government capacities, the impacts of the economic crisis were rather limited. Nationalizations of RBS, Lloyds in U.K., GM in the State and others, these giant market players under state ownership pose the questions on the nexus of government and business. Yes, they are Government failures, but market failures as well. Bringing the government back in after the “hollowing out” of government capacities as the last stronghold would be the trend for a while. In developing countries where market is connected to the global economy and the civil society is not yet fully developed, government and society would be most vulnerable to the changing economic conditions. The degree of public sector development among developing countries was divergent. However, the main trend of public sector reform which uses market mechanism was convergent, and thus developing countries were more vulnerable to the market failure in a global scale.

II. Activities The major events

Fellow rapporteurs: ACADEMICS Koichiro Agata (Japan) Professor of Public Administration at Waseda University, Tokyo. Chairperson for International Exchange of Japanese Society for Public Administration Ambassador Scientist Japan of the Alexander von Humboldt Foundation Ghazi Gherairi (Tunisie) General Secretary of the International Academy of Constitutional Law. Vice president of the international association of legal methodology. Member of the steering committee of the network of innovators in governance in the Mediterranean Region/United Nations. Founding Member of the Polibius network of academic resources in governance in Mediterranean countries. Francisco Madrid Flores (Mexico) Dean of the Tourism School at Universidad Anáhuac México Norte.

IIAS INTERNATIONAL CONGRESS PRACTITIONERS Roberto Gallardo (Costa Rica) Professor of the Political Science School in the University of Costa Rica Date and venue: Mérida,Yucatán (Mexico) from 18 to 22 June 2012 In collaboration with the Instituto Nacional de Administración Pública (INAP). General Rapporteur: Geert Bouckaert (Belgium) Chairperson of IIAS Programme and Research Advisory Committee (PRAC) Director Public Management Institute, KU Leuven, Belgium Professor of Public Management

James L Nkata (Uganda) Director General (Vice Chancellor) of Uganda Management Institute Member of the Board of Management for the International Association of Schools and Institutes of Public Administration (IASIA). Tino Schuppan (Germany) Scientic Director of the Institute for E-Government at the University of Potsdam, Germany. annual report 2012

7


annual report Main theme: “Socio Economic Priorities and Public Administration� There are essential connections between the modernisation of the public sector and development. The modernisation of the public sector is central for the attainment of national development goals. The creation, enhancement and maintenance of an advanced and well-designed institutional infrastructure, that includes the development of institutional administrative and human capacities, lead to an improvement in a country’s economic and social performance indicators. There is a general consensus that there is a positive correlation between institutional development and State-building, which has a considerable impact on socio-economic development. It is argued that the effectiveness, efficiency and quality of public institutions are very important for implementing the socio economic priorities of countries. There exists a strong correlation between modernisation of the public sector and development. Evidences also suggest that the institutionalisation of good governance practices influence various indicators of socio-economic development. In many countries, the priority of the State is to ensure a competitive and dynamic knowledge based economy, capable of sustainable economic growth with more and better jobs and greater social cohesion. The role of Public Administration in that perspective is crucial. Three subthemes were also addressed during the next IIAS Congress: n Democratic Governance for Socio Economic Development n E-Government Instrument to Strengthen Trust n Public Value, the case of tourism For these subthemes the role of Public Administration was underlined and the connection with socioeconomic development and social cohesion policies was made. Executive summary of the debates There is a general consensus between scholars and practitioners with regard to the positive role the public sector has to play for a sustainable socio-economic development. In order the public sector to be part of the solution, several discussions conclude it is essential to analyze few properties of public administration such as good governance, the role of technical systems (ICT) and last, but not least, public values. 8

annual report 2012

The debates point out the differences between cultures and governance models. Besides the fact that the concept of governance differs from one country to another and from one culture to another, institutions are considered as being a key element of good governance. Indeed, it seems that a governance, which produces effective and efficient socio-economic policies, contributes enormously to the positive performances of the economic actors, and hence, to the significant improvement of socio-economic situation of the country. Technologies systems contribute to set up a more open and transparent governance for the various actors involved. Targeting only the progress in technologies does not make of the public sector the key element in solving the current and future socio-economic issues. That is why the discussions in Merida congress focus on the need to emphasize on the public values. It appears, indeed, that public values are essential to restore the trust in the public sector. This helps to demonstrate the value of public for a sustainable socio-economic progress that public administration is de facto part of it as an active actor. According to the general rapporteur, Prof. Dr. Geert Bouckaert, once more the Merida congress contributions have confirmed the public sector is an integral part of the answer to socio-economic issues. It is obvious that appropriate policies and democratic governance play a role in the socio-economic development. The e-government allows reinforcing and supporting trust and satisfaction in public institutions. Also note that exchanges between scholars and practitioners are necessary, useful and above all possible. Members of IIAS 37,5%

Participation

Speakers 10% Students 25,5%

Host Country 25,5%

Non members of IIAS 1,5%

Academic 32%

Other 27%

Practitioner 14% Student 21% Politician 6%


2012 Number of countries represented: 58 Top 5 of countries 1. Mexico 2. China 3. United States of America 4. Japan 5. Colombia

How will you use what you have learnt?

Evaluation The survey was sent by email and takes into account the view of 25% of the participants.

In general, please rate the scientific content provided (score 10 is the best)

No

Probably not

Maybe

Probably yes

Yes

Discuss with your colleagues

1%

2%

8%

33%

52%

Prepare a short presentation for your colleagues who didn’t attend the event

9%

8%

20%

40%

20%

Write an article about your experience

8%

12%

30%

22%

25%

Review process within your organisation

4%

9%

19%

33%

32%

Translate your new ideas and knowledge into action items

2%

2%

15%

38%

40%

Launch new programme (training, Seminar, etc.)

8%

9%

28%

30%

22%

Create a new network (maintain contac)

5%

6%

21%

29%

36%

Follow a specific trainin on the topic

9%

6%

22%

28%

32%

Poor

Stisfying

Good

Very good

% of Respondents

1

0.00%

2

0.00%

3

1.96%

4

0.98%

Before the Congress

0%

9%

31%

41%

16%

5

2.94%

After the Congress

0%

1%

9%

43%

44%

6

2.94%

7

6.86%

8

21.57%

9

42.16%

10

20.59%

What was your knowledge on the topic of the sessions you attended? Very poor

84,32%

Main conclusions of the evaluation: n The participants are very satisfied with the IIAS congress n Very good added value n IIAS should propose more time for debates during plenary sessions (IAF, Braibant lecture and Policy platforms) n IIAS should organize more interactions with the speakers n IIAS should organize more specific sessions for young attendance n Main format of the congress – include regional event positive but as a part of the main programme n The Female Gender was represented by 40% annual report 2012

9


annual report IASIA ANNUAL CONFERENCE

Date and venue: Bangkok (Thailand) from 16 to 21 July 2012 In collaboration with the National Institute of Development Administration (NIDA) Co Rapporteurs: Michiel de Vries (The Nederlands) Professor, Department of Public Administration, Faculty of Management Sciences, Radboud University PS Reddy (South Africa) Professor, School of Public Administration and Development Management, University of KwaZulu-Natal Main theme: “Challenges for Local Governance and Development in the 21st Century” Several Plenary Sessions and Panels were organized during the Conference. The theme which addresses the challenges faced by local governance and development around the world and what government can and cannot do to address these challenges is a particularly critical one. The challenges are manifold: the global financial crisis has led to difficulties in the efficient and effective delivery of services to local communities and a cut back of development agendas in many countries. In addition political unrest, climate change and natural disasters constitute further challenges to local governments and development. How can local governance be improved in post-conflict countries and how can the human and financial capacities of local governance be improved? Executive summary of the debates Many international speakers – scholars and practitioners- have participated to the debates with regard to global challenges on local administration, to capacity building for local development and the challenges of central and locale governance. In addition, speakers 10

annual report 2012

focused on the notion of developmental state and its implications for local governments worldwide. In addition, education and training for public services and challenges for schools and institutes was also at the center of debates. More specific aspects of the main theme were addressed during the sessions of IASIA working groups. The conference was also the occasion to announce the establishment of a ninth permanent working group entitled “Diversity and Gendre in public services”. WG I: Education and training programs: aligning missions and quality The debates of this working group identified several key points that connect education and training to governance and development in the twenty-first century. It turns out that the role of local government in the twenty-first century development is crucial and that is why it is essential to harmonize the goals of teaching to these new skills, either by adapting existing methods or by offering new strategies for education and training. The presentations and discussions also analyzed value based teaching and the value strengthening through training and development. In the light of these discussions, it appeared that there is a need to promote the role of women contribution in local institutions and development process. WG II: State-market and Enterprise management The Working Group discussed on public-private partnerships and public companies presenting specific case studies. The first conclusion raises the fact that public-private partnerships do not necessarily lead to a more efficient situation. In addition, it was found that a part of privatizations has a negative impact on the well-being of the population as they generate, for example, an increase of poverty, or immigration. Presentations and discussions both raise the essential need to establish institutions of control and audit system to make both privatization and public-private partnerships functional. Indeed, a common consensus that emerges from these discussions draws the organizational capacity of local governments as the main pillar of the success of privatization or public-private partnerships.


2012 WG III: Public Sector Reform The group on public sector reform addressed various aspects of the reform of local governance as well as key dimensions of public sector reforms. This group is more focused on specific topics by producing comparative analysis about reforms at regional and national level as well as on the different types of reforms of local or national governments or its agencies and public enterprises. It turns out that in most cases, reforms are implemented under the hybrid combination of traditional models and new ideas from elsewhere where new models are experienced. Many presentations consisted on analyzing the obstacles to reform, especially the design and implementation of reforms that continue to be a problem in either small or large countries. WG IV: Local Governance and Development This working group has addressed many contributions under three main headings “democratization of local government, decentralization and development, and local economic development.� From the presentation of contributions and discussions that followed, it appears that decentralization and local economic development cannot be easily achieved. Both processes depend on many factors and are not only subject to a transfer of power from central to local governments. In addition, the success of decentralization and local economic development depends of the socio-economic environment, but also of the level of education and empowerment of the population, or of the cultural context. Once again, it is very important to take into account the diversity of situations, countries and cultures, in order to understand the success or failure of decentralization and / or of local economic development. WG V: Accountability, Culture and Trust The Working Group V presented various contributions with a focus on research strategies in the fight against corruption. The presentations and discussions of the group addressed different issues related to corruption. First of all, the identification of the causes of corruption, the standards of values and ethics,

but also the identification of strategies of implementing a legal framework for capacity building to combat various phenomena that go against the public interest. From these debates emerges the need to allocate more resources that help increase transparency in decision-making by public bodies, the accountability obligation, or the protection of civil servants from retaliation when they raise issues of fraud, of waste or other behaviors in governance that are harmful to public interest. WG VI: Public Sector Financial, Information and Performance Management Information, finance and performance management in the public sector has significantly grown in importance with the recent financial and economic crisis that has hit the world. Thus, governments were faced with new challenges emerging from the failures of the existing system. Following the presentation of contributions, debates of this working group focused on assessing the impact of public policies in terms of finance, governance and information on the quality and efficiency of government. Particular interest was given to the identification of successful models for sustainable development in the public sector and its activities; and to the exchange of experiences at regional and national level on the theme of education and training at the internet era. However, financial management has attracted the most attention in this working group. The last years’ situation has highlighted the need for better governmental management at any governance level. WG VII : Leadership, governance and public policy Many scholars and practitioners from different continents of the world attended the conference with written and oral contributions and/or participation in discussions. The central theme, around which the contributions and debates took place, is leadership and governance in the public sector. Indeed, many discussions have focused on the role of leadership in the process of development in the twenty-first century, either at a local or at a higher level. Note that a special attention has been paid to theory and its implementation in practice. annual report 2012

11


annual report WG VIII: Management of Energy, Environment, Food Security and Welfare This group focused on extremely important issues to the citizens and governments. Energy, environmental protection, food security and the well-being of the population are sensitive issues that governments are required to find long-term solutions. Governments are called upon to make contributions in addressing these challenges. Indeed, the presentations and discussions highlighted the need to redefine the policies, programs and their implementation. Indeed, it is essential to review these parameters in order to meet the requirements of well-being, good governance but also supply sufficient energy while protecting the environment. The discussions highlighted the importance of the involvement of local governments in this process by allowing them to address these important issues in the field. This implies a decentralization of decision-making, financial resources and technical capabilities, but also support of local staff in terms of training. Participation Number of participants registered: 243 Non members of IASIA 24%

Members of IASIA 55,5%

12

annual report 2012

Practitioner 9% Host Country 6,5%

Students 13,5%

Student 9% Academic 67%

Other 15%

Number of countries represented: 45 Top 5 of countries 1. South Africa 2. United States of America 3. South Korea 4. India 5. China Evaluation The survey was sent by email and takes into account the view of 39% of the participants. In general, please rate the scientific content provided (score 10 is the best)

% of Respondents

1

0.00%

2

0.00%

3

1.69%

4

3.39%

5

5.08%

6

13.56%

7

28.81%

8

30.51%

9

13.56%

10

3.39%

76,27%


2012 IASIA JOINT INTERNATIONAL CONFERENCE

How will you use what you have learnt? No

Probably not

Discuss with your colleagues

0%

Prepare a short presentation for your colleagues who didn’t attend the event

16%

Maybe

Probably yes

Yes

1%

10%

45%

42%

16%

33%

20%

11%

Write an article about your experience

13%

23%

22%

25%

15%

Review process within your organisation

15%

11%

30%

22%

20%

Translate your new ideas and knowledge into action items

1%

5%

32%

38%

22%

Launch new programme (training, Seminar, etc.)

10%

25%

35%

16%

11%

Create a new network (maintain contac)

5%

11%

13%

42%

27%

Follow a specific trainin on the topic

11%

23%

28%

23%

11%

What was your knowledge on the topic of the sessions you attended? Very poor

Poor

Stisfying

Good

Very good

Before the Congress

0%

3%

33%

57%

5%

After the Congress

0%

3%

18%

55%

22%

Main conclusions of the evaluation: n The participants are very satisfied with the IASIA conference n Very good added value n Keep in touch with the latest updated technology n The Female Gender was represented by 30% n 85% of the respondents intend to participate in other IIAS family event this coming year

Chinese Society of Administrative Reform

Date and venue: Guangzhou (China) from 13 to 14 October 2012 In collaboration with the Chinese Academy of Governance and associated the Chinese Society of Administrative Reform (CSOAR), the International Institute of Administrative Sciences (IIAS), the Network of Institutes and Schools of Public Administration in Central and Eastern Europe (NISPAcee) and the American Society for Public Administration (ASPA) A total of 120 participants participated in the event (3 local organizations and 4 international organizations) to discuss three following topics: n The Construction of Service-Oriented Government: International Experiences and Practice in China, n Performance evaluation: International Experiences and Practice in China, n Common Challenges for Government Self-Reform. The conference offered a large diversity of perspectives on Performance Evaluation and a variety of experiences on the construction of Service-Oriented Government.

annual report 2012

13


annual report EGPA ANNUAL CONFERENCE

Date and venue: Bergen (Norway) from 5 to 8 September 2012 In collaboration with the Department of Administration and Organization Theory - University of Bergen More than 450 participants contributed to the different sessions organised by the 19 EGPA permanent study groups (PSGs). More than 320 papers were presented during the workshops organised on the PSGs’ topics. Professor Werner Jann provided the audience with a stimulating keynote speech on the theme of “Wicked problems and Contested Administration. Why government organization matter” at the opening session. Professor Anne Lise Fimreite made comments on his presentation. The Conference was preceded by the PhD Symposium on September 3-4, 2012. 26 PhD Students presented the research framework and the first results of their PhD thesis during 3 parallel sessions on the following themes: Public Management, Public Sector Reforms in comparative view and Reforming welfare organisations in Europe. The Symposium was coordinated by Professors Christoph Reichard, Ivar Blekkie and Eckhard Schroeter. A theoretical introduction was presented by Professor Harald Saetren on methodological approach and design: Critical case studies, an important topic that is not offered much attention in the literature. At the end of the seminar, Jim Perry, Editor in Chief of PAR provided the PhD Students with some recommendations on the publication strategy.

14

annual report 2012

During the Conference opening and the closing sessions, two PhD Students who took part to the Bucharest Symposium received the PhD Symposium 2011 Best Paper Award: Tobias Krause (Potsdam University, Germany) and Andreea Nastase (Central European University, Hungary) During the Conference, a French-Speaking Seminar was successfully organised on the theme: “New approaches for the involvement of private actors and civil society in the design, implementation, and evaluation of public policies and services”. EAPAA also organised its different meetings and the accreditation committee convened at this occasion. The COCOPS Group also convened prior to the Conference. During the closing ceremony, a stimulating dialogue between Professors Jim Perry, Christopher Pollitt and Geert Bouckaert was chaired by Professor Per Laegreid reflecting the EGPA 2012 discussions and opening new perspectives for the future. List of the EGPA Study Groups: PSG I: E  -Government (ICT in PA) PSG II: Performance in Public Sector PSG III: Public Personnel Policies PSG IV: L  ocal Governance and Democracy PSG V: R  egional and Local Government PSG VI: Governance of Public Sector Organisations PSG VII: Ethics and Integrity of Governance PSG VIII: Public Governance of Societal Sectors PSG IX: P  ublic Administration and Teaching PSG X: L  aw and Public Administration PSG XI: S  trategic Management in Government

PSG XII: Public Sector Financial Management PSG XIII: Public Policies PSG XIV: EU Administration and Multi Level Governance PSG XV: PATI (Public Administration, Technology and Innovation) PSG XVI: Public and Non-profit marketing PSG XVII: Sociology of the State: Reforms and Resilience PSG XVIII: Justice and Court Administration French-Speaking Seminar


2012 Participation Number of participants registered: 243

Students 26%

Practionner 9%

Non members of EGPA 1,5%

Members of EGPA 36,5% Speakers 10%

In general, please rate the scientific content provided (score 10 is the best)

PhD. Student 23%

Academic 65%

Host Country 26%

Other 3%

Number of countries represented: 47 Top 5 of countries 1. The Netherlands 2. Norway 3. Belgium 4. Germany 5. Denmark Evaluation The survey was sent by email and takes into account the view of 42% of the participants. What was your knowledge on the topic of the sessions you attended? Very poor

Poor

Stisfying

Good

Very good

Before the Congress

0%

5%

30%

46%

18%

After the Congress

0%

0%

12%

61%

25%

% of Respondents

1

0.00%

2

0.64%

3

0.00%

4

0.00%

5

1.28%

6

5.77%

7

25.64%

8

49.36%

9

14.74%

10

2.56%

92,3%

How will you use what you have learnt? No

Probably not

Maybe

Probably yes

Yes

Discuss with your colleagues

0%

1%

14%

40%

43%

Prepare a short presentation for your colleagues who didn’t attend the event

40%

25%

14%

11%

7%

Write an article about your experience

42%

27%

14%

6%

8%

Review process within your organisation

34%

23%

16%

15%

10%

Translate your new ideas and knowledge into action items

11%

3%

23%

38%

22%

Launch new programme (training, Seminar, etc.)

32%

26%

23%

14%

2%

Create a new network (maintain contac)

7%

5%

22%

32%

32%

Follow a specific trainin on the topic

30%

28%

25%

12%

3%

Main conclusions of the evaluation: n The participants are very satisfied with the EGPA conference n Very good added value n The Female Gender was represented by 47% n 52% of the respondents intend to participate in other IIAS family event this coming year annual report 2012

15


annual report LAGPA PLENARY MEETING

Date and venue: Mérida,Yucatán (Mexico) from 18 to 22 June 2012 In collaboration with the Instituto Nacional de Administración Pública (INAP) General Rapporteur: Gregorio Montero Secretary General of CLAD Main theme: “Development and Trends of Public Administration in Latin America” Simultaneously to the 2012 IIAS Congress, the Second LAGPA Plenary Meeting was celebrated. The theme presented a working dynamic structured into three strands: 1. National analysis 2. Debate 3. Regional proposals The launching event of the Meeting was the Award Ceremony of the Latin American Prize of Public Administration. The first place was granted to Dr. William Guillermo Jiménez Benítez for the investigation: “Gestión Pública e internacionalización como estrategia para el desarrollo de los Gobiernos Sub-nacionales en Colombia”. (Public Management and Internationalization as a Strategy for the Development of Subnational Governments in Colombia). The debate was initiated from three premises: 1. Social Rule of Law 2. Public Institutions 3. Public Space.

16

annual report 2012

The above, taking into consideration the situational diagnosis in four spheres: Governermental Comunication and Coordination, Globalization, Information and Communication Technologies and Prospective. The sixty attending experts, actively participated as they were asked to manage a panel per country. At these working sessions, the balance and richness of the discussions were achieved by inviting an academic, a politician and a practitioner to present, exchange and compare visions on the theme and thus enabling the identification of certain elements that could provide a base for a comparative analysis with other national cases. There was a specialised Panel with LAGPA’s associated institution FOTEGAL with representatives from Colombia, Ecuador, Guatemala, Mexico and Uruguay. The General Rapporteur of the Meeting, Gregorio Montero, Secretary General of CLAD, highlighted the importance of not losing track of Public Administration while defining national objectives and planning strategies. The regional study of Latin America focused on certain public administration related themes could help face certain challenges and problems. It is a shared responsibility; in the national scope all actors of society must be included and as part of a region, the knowledge and experience sharing practices such as LAGPA should be taken into consideration.


2012 AGPA ANNUAL CONFERENCE

FIRST FRENCH-SPEAKING AFRICAN FORUM

Date and venue: Bandos Resort of Maldives from 8 to 10 June 2012 In collaboration with the Chinese Academy of Personnel Science and Civil Service Committee of Maldives Date and venue: ENA, Rabat (Morocco) from 5 to 6 April 2012 Main Theme: “Local Governance and Reform: Service Delivery, Transparency and Accountability” About 121 experts and scholars from 12 countries such as Brunei, China, India, Japan, Korea and Mongolia participated in the conference; 25 scholars delivered presentations in the conference and sub-conferences, and 4 scholars served as general rapporteur and rapporteur of the Conference. The theme of the Conference is Local Governance and Reform: Service Delivery, Transparency and Accountability. The three sub-themes of the Conference are: 1. Local governance: bringing government closer to people; 2. Setting priorities for cooperative local development; 3.Accountability and local resources management.

The International Institute of Administrative Sciences (IIAS) in partnership with the European Group for Public Administration (EGPA), the Ecole nationale d’administration (ENA Maroc), the Groupement de Recherche sur Espace et Territoires (GRET), the Institut de Management Public et Gouvernance Territoriale (IMPGT) Université Aix-Marseille, the Centre Africain de Formation et de Recherche Administrative pour le Développement (CAFRAD) and the Hanns Seidel Foundation Main theme: “Local territories, Governance and Development in Africa”

The opening ceremony of the Conference was held on May 9, 2012. Maldives President Dr. Mohamed Waheed, Vice President Mohamed WaheedDeen and 5 cabinet Ministers attended the opening ceremony, and President Mohammed Waheed delivered an opening speech.

annual report 2012

17


annual report The Dialogues

18

Trans-European Dialogue (TED)

Trans-Atlantic Dialogue (TAD)

Date and venue: Budapest (Romania) from 1st to 3 February 2012

Date and venue: Radboud University, Nijmegen (the Netherlands) from 7 to 9 June 2012

Main theme: “The politics of agency governance”

Main theme: “Transitions in Governance”

Over the past three decades agencification has become part and parcel of the government machine in countries all around the world. Agencification refers to the creation of semiautonomous agencies. These agencies are charged by the government to carry out all kinds of executive and regulatory tasks. This 5th TED focussed on aspects of politics in and around agencies in CEE, CIS and Western European countries. ‘Politicians’ include both ministers as members of executive cabinets, as well as the role of parliament and parliamentarians, as political parties. The participants addressed different issues as: n The appointment of agency CEOs and board members (including issues of patronage and politicization) n The influence of agencies on the political and/or policy debate n The role of politics and politicians in the decision to create agencies n The role of politics and politicians in the governance (steering, control) of agencies n The merits of agencification for politicians and political parties (incl. shifting of blame and risks, direct influence through appointments, assets in political bargains…) n The effects of interference by politicians in agency matters for the functioning of agencies.

Taco Brandsen (University Radboud Nijmegen) and Patria de Lancer Julnes (Baltimore University) presented the main theme of this 8th TAD.

annual report 2012

More than 95 participants took part to this event. Sven Steinmo (European University Institute) and Theodore R. Marmor (Yale University) introduced the debate with their Keynote speeches which provoked questions and discussions. The six workshops gathered paper-givers and speakers on several sub-themes as: n New public governance: complex systems and networks n Avoiding, managing, and shifting blame: Accountability processes in modern day government n Leadership qualities, perceptions, and actions: Who is doing what, when and how? n Social risks and the role of the state n Multiple partners at multiple levels: Multi level governance n The regulatory paradigm: Challenges and innovations in regulatory governance


2012 The Euro-Mediterranean Dialogue (MED)

Date and venue: Amman, Dead Sea (Jordan) from 25 to 27 September 2012 Main theme: “Education and Training: Policy and Public Management Challenges for Skills Development� During this fifth MED, several thematic workshops addressed the different aspects of this topic. A PhD Seminar was organised on September, 25 at the NIT (The National Institute for Training) gathering young researchers the Euro-Mediterranean zone in order to present their current work and PhD thesis. This dialogue was jointly organised by the European Group for Public Administration (EGPA) and the European Training Foundation (ETF) in the context of a high level regional conference. Policy makers, practitioners, researchers and representatives of civil society such as social partners and youth from partner countries, the European Union and international organisations met and discussed the new challenges for skills development in the Arab countries of the Mediterranean.

At this occasion, Professors Fouchet and Bouckaert provided them with their analyses concerning effective public policies in these matters. During the parallel sessions, discussions were informed by policy analyses of vocational education and training, and recent researches into public management, and have been inspired by cases and practices from the EU and the international community. The Young Mediterranean Leaders Initiative (YML) was launched during the 5th MED. The objective is to give outstanding young people from the Mediterranean region the opportunity to contribute with their ideas to policy development in the region, and in the longer term to reinforce their potential to become the future policy leaders in the Mediterranean region.

A high level forum brings together ministers of education and labour from Egypt, Jordan, Lebanon, Morocco, occupied Palestinian Territory and Tunisia, and several senior policy makers from both sides of the Mediterranean to discuss different approaches for tackling the job crisis and the role of education and training reforms in the region’s new social and economic context.

annual report 2012

19


annual report The IIAS Project Groups and Study Groups IIAS Project Groups Aims n to advance studies and research of Management and Public Administration ; n to carry out comparative studies on specific and current topics. Each group : n is comprised of academics and practitioners ; n is managed by a Chairperson and a Rapporteur ; n realizes specific works over 3 years intended to be published. The IIAS proposes 4 Project Groups: PG I: History of Public Administration PG II: Supranational Administration PG III: Global Governance PG IV: Security and Safety If you are interested in any one of our Project Groups and would like to have additional information, please consult our website and contact the IIAS Project Group Coordinator.

IIAS Study Groups Aims n to create an intellectual platform within the IIAS ; n to establish a meeting place for debate among researchers/academics and practitioners on a specific theme and to make progress in our knowledge about the field of public administration.

20

annual report 2012

Responsibilities The co-chairs of the permanent IIAS Study Groups constitute a team of academics/ practitioners from the different regions of the world and ensure the following: n three-year intellectual project on a current PA theme; n publications with reference to IIAS as outputs; n website on the theme of the Study Group including a platform for discussion (forum); n availability for contributions to the IIAS Congresses and activities; n strategy to include participants from all over the world; n availability for IIAS joint projects with IIAS partners; n consideration to have activities for young researchers and young practitioners; n to conduct separate activities and seminars on the theme of the study groups; n actions to establish partnerships with other networks in the field; n to contribute to the activities of the regional groups and IIAS partners; n providing yearly feedback to the PRAC; n participate in the co-chairs IIAS meeting during the IIAS annual Congress. The IIAS proposes 11 Study Groups: • SG I: Study Group on Public Administration, Democratic Governance and Poverty Alleviation • SG II: Global E-Government and Digital Gap Reduction • SG III: Trust and Public Attitudes • SG IV: Quality of Governance • SG V: Public Administration and Cultural Heritage • SG VI : Strategic HRM and organizational behavior in the public sector • SG VII: Democracy and Public Administration • SG VIII: Administrative Leadership • SG IX: Civil Service and Politics • SG X: Co-production of Public Services • SG XI: Public Sector Reforms in the 21st Century If you are interested in any one of our Study Groups and would like to have additional information, please consult our website and contact the IIAS Study Group Chair.


2012 IAF – Intercontinental Administrative Forum

About IAF The Intercontinental Administrative Forum was set up to develop regional strategies and to stimulate a dialogue between the different regions of the globe.

Objectives: The Forum would be considered as a vehicle for contrasting experiences and ideas from different continents. Theme 2012: “The Crisis and the Challenges for the Public Sector” Chair: Dr Ventura Camejo (Dominican Republic) Speakers: Nick Manning – Adviser, Public Sector Group Poverty Reduction & Economic Management – World Bank – USA Luis Solari – Former Minister of Péru Jeannine Evehe - Cameroon

n another impact of the crisis consists to reconsider/adapt the relations between the State and the private sector; the governance system taking into consideration the quality of the public services delivery an n the protection of the general interest. n  the crisis can however become an opportunity for launching new reforms and inaugurating a new model of public action.

2. Leadership and administrative capacities facing challenges in times of crisis The crisis management often requires the mobilisation of qualified people, managerial and adequate administrative capacities. n how the top executive managers/leaders manage the challenges and the changes imposed by the context of the crisis? Which type of leadership? n how to restructure the services (HRM) and implementing the austerity measures and at the same times ensuring their performance? n how do they manage the urgency and the sustainability of reforms? n which competences/capacities are necessary to manage the budgetary cuts and to implement new strategies?

Three main topics: 1. Impacts of the Crisis on the Public Sector

3. Strategic tools in times of crisis

The financial crisis that hurts all the different regions of the world since 2007 has important impacts on the Public Sector and the administration. We can identify some key issues on which governments are still focussing and they are facing consequences of the crisis: financial crisis, economic crisis and sovereign debt crisis. The role played by the State is in question in terms of regulation and control but also in terms of public service delivery and public general interest. n the cuts due to austerity measures have an impact on the ongoing public sector reforms and on their implementation; n the crisis also causes a movement of regulation ofthe processes whose dysfunction was at the origin of the crisis;

The crisis provides us with enormous challenges but also offers new opportunities to reform the public sector. n is strategic management in government still possible in period of scarcity? n which are the management tools for solving the crisis? n what types of innovation are possible in times of crisis? n does the crisis cause the emergence of new models of public action? n how to communicate in times of crisis both at internal levels (ministries, departments, executive agencies) and at external level (citizens- users - taxpayers)? n which are the tools implemented to maintain or restore trust after the implementation of drasticmeasures? annual report 2012

21


annual report III. Publications 2012 The IIAS publishes regularly: n Scientific studies resulting from research works of its Project Groups (IIAS), Working Groups (IASIA) and Study Groups (EGPA) n The proceedings/reports of its annual Major Meetings (Congresses, Conferences, electronic version only) as well as those of its several entities (IASIA, EGPA, LAGPA and AGPA) – electronic version n Specific Publications for the major events n Reports and conclusions of seminars that it organizes or co-organizes

2. Monographs – IOS IOS Press publishes, in IIAS Monographs, a range of reports and books that combine high academic standing with practical relevance. Running since 1996 the 30 IIAS Monographs are a rich seam of insight, research and data in governance and public administration. These publications are mainly the results of IIAS project groups’ works.

3. Public Administration Today - Bruylant from De Boeck-Larcier Group. The catalogue of Publications may be downloaded on the website.

Collections The IIAS publishes different collections with editors Palgrave-McMillan, IOS Press and Bruylant (from De Boeck-Larcier Group).

The series “Public Administration Today” has been set up to welcome the most current investigative studies. Its objective is to enrich scientific discussions by publishing theoretical analyses and case studies of experienced practitioners in the field; to stimulate dialogue among academics, researchers and civil servants; to enlighten partners of public administration by offering them a comparative perspective of current changes, modes of action, State and public management reforms; and to encourage the development of research on critical issues of governance.

1. Governance and Public Management Series - Palgrave The Governance and Public Management series (in English only), published in conjunction with the International Institute of Administrative Sciences (IIAS), brings the best research in public administration and management to a global audience. Encouraging a diversity of approach and perspective, the series reflects the Institute’s conviction for a neutral and objective voice, grounded in the exigency of fact. How is governance conducted now? How could it be done better? What defines the law of administration and the management of public affairs, and can their implementation be enhanced? Such questions lie behind the Institute’s core value of accountability: those who exercise authority must account for its use – to those on whose behalf they act.

22

annual report 2012

Public Administration Today Collection will bring together original texts on some issues as: current challenges in public administration and management; multinational comparative studies; various approaches to public administration; practical and comparative studies; the main challenges of PA training and education; the role and place of administration in the context of globalisation… The new IIAS series, “Public Administration Today”, with Bruylant Publisher assembles the IIAS Major meetings, the IIAS working groups’ publications and all the books coordinated by the Publications Committee on Critical governance issues and contemporary matters.


2012 Books 2012 Global Trends in Public Sector Reform Edited by: Juraj Nemec, Michiel S. de Vries Series : Administration publique aujourd’hui – Public Administration Today Publisher: Bruylant, De Boeck Group, 2012 Summary: Have the underlying ideas behind New Public Management (NPM) been forgotten? This book investigates whether this idea is reflected in the real world of public administration or if it is mere wishful thinking. The investigations in this volume comprise studies of not only European countries, but also major Asian, African and Latin-American countries, that are, countries of which much less is known regarding the developments in Public Administration reform. It provides the reader with a remarkable overview of what is actually happening in countries all over the world. More importantly, the chapters provide ample information which is indicative for an answer to the question raised above: What has remained of NPM and what is the role of NPM tools in public administration today? Order the book: http://fr.bruylant.be/titres/128352_2/global-trends-in-public-sector-reform.html

Management Public Durable : dialogue autour de la Méditerranée Edited : Céline du Boys, Robert Fouchet, Bruno Tiberghien Series : Administration publique aujourd’hui – Public Administration Today Publisher: Bruylant, De Boeck Group, 2012 Summary: This book addresses the theme of sustainable public management in the Mediterranean area and gave the floor to researchers around the Mediterranean with the common orientation: governance and territorial development. The proposed reflection is oriented around three main themes: the tools and practices of sustainable public management, the management of the territory and finally the governance. The aim is to present a mosaic of thoughts and practices in regional public services, management of the environment, culture, and higher education, focusing both administrations, and local and regional communities, in both North and South of the Mediterranean. This book provides the knowledge and understanding of the perspectives, the similarities and differences between the areas of the Mediterranean areas. It lays the foundation for a dialogue and an exchange of transnational practices in sustainable Public Management in the Mediterranean. Order the book: http://fr.bruylant.be/titres/128365_2/management-public-durable-dialogueautour-de-la-mediterranee.html

annual report 2012

23


annual report IRAS – the International Review of Administrative Sciences The Review is published quarterly in three editions: English, French and Chinese Mandarin. It publishes original contributions on a wide range of topics related to public administration. Introduction IRAS is an international peer-reviewed journal devoted to academic and professional public administration. Founded in 1927 it is the oldest scholarly public administration journal specifically focused on comparative and international topics. IRAS seeks to shape the future agenda of public administration around the world by encouraging reflection on international comparisons, new techniques and approaches, the dialogue between academics and practitioners, and debates about the future of the field itself. IRAS is the official journal of the of the International Institute of Administrative Sciences (IIAS), the European Group of Public Administration (EGPA), the International Association of Schools and Institutes of Administration (IASIA) and the Commonwealth Association of Public Administration and Management (CAPAM). Aims and Scope The IIAS exists to advance the study and practice of public administration and public management. It operates at a global level and is funded by states world-wide; but is independent of any of them and, through its links with the United Nations, seeks to develop a voice and vision that is neutral, as objective as possible and grounded in the exigency of the fact. Although it has existed for over seventy years (since 1930), the Institute’s focus is on the present and the future. How governance is done and how it could be done better; how the law of administration applies and how it might be applied more correctly; and how the management of public affairs is conducted and how it might be done best - all of these reflect its activities. 24

annual report 2012

Submitting your Paper - Why publish in the Journal? 1. IRAS is the longest standing truly international journal 2. Unprecedented international reach 3. Contemporary cutting edge relevance and impact 4. Online Submission and peer review 5. High visibility How to Submit Submissions to the Journal are accepted online, from where they are transferred into the peer-review system. For guidelines on format and to submit your paper online, please visit our website Major progresses Professor Yves Emery (Lausanne) is Deputy Editor with special responsibility for RISA. He supervised the launch of RISA on the electronic platform CAIRN - which we all hope will be something of a breakthrough in terms of ease of access for Francophone readers. RISA will also continue to appear in hard copy. Now, the manuscript central software is able to operate bilingually. Thus, French manuscripts can be submitted via http://mc.manuscriptcentral.com/ iras. In 2012 (at 25 08 12), Cairn registered 29,589 article downloads (26169 in free access, an 3420 in pay access). 2012 Theme issues During 2012 we carried theme issues on: n Government transparency: creating clarity in a confusing conceptual debate (Guest Editor, Albert Meijer) n Public administration in East Asia: legacies, trajectories and lessons (Guest Editor: Anthony B. Cheung) n The direction of reform in the European Commission (Guest Editor: Edoardo Ongaro) Order the review http://www.sagepub.com/journalsProdDesc.nav?prodId=Journal200833#tabview=aimsAn dScope


2012 IV. Knowledge Portal We are also continuing our research on member countries and IISA partners’ profiles. These profiles are updated regularly. Constantly, new “country profiles” appear on the Knowledge Portal as a contribution to complete information on Public Administration of our State members/non-members and/or IIAS partners’ institutions. These updates help us to keep our network informed with regard to public administrations’ news of different countries and main developments in terms of governance. Active monitoring will be established to complete and adapt the profiles to recent developments.

This portal is yours ! The knowledge portal of the IIAS is a communication platform on major issues of governance and the modern problems of governance (performance, innovation, leadership and administration in crisis times, etc.). This is an information tool that allows to keep abreast of all developments and reforms in recent months in public administration. Each month, a new topic is addressed and allows us sharing the experiences and good practices in the public sector.

Objectives n Being quickly accessible to academics and practitioners to enable them to make a point on the news ; n Highlight issues / good practices of governments of state members ; n Upload news from a panel of countries and from partner organizations ; n Allow to reference persons of the member countries to address issues relevant to their region.

New structure The Knowledge Portal has been rethought at the end of the year 2012. In addition to providing new information, we are currently restructuring technically the Knowledge Portal in order to make it more accessible to its users.

Focus 2012 IIAS covers the following topics in our focus section: n PA in Times of Crisis n Innovation in Public Administration n Performance in Public Administration

www.pa-knowledge.org

annual report 2012

25


annual report V. Members

• The members of IIAS • The members of IASIA • The members of EGPA • The members of LAGPA • The members of AGPA 26

annual report 2012


2012 The different members’ categories

The members of EGPA

Are you ACADEMIC or PRACTITIONER? The Development and the Innovation of PUBLIC ADMINISTRATION really matter to you?

Three EGPA members’ categories are proposed: • Individual Members • Corporate Members • EGPA/EAPAA Members

Join the IIAS and together, let us build the Future of Public Service!

The members of IIAS

The members of LAGPA

Seven IIAS members’ categories are proposed: • any State • any Governmental International Organization (established by a Treaty and comprised at least in part of Member States of IIAS) • any Non-Governmental International Organization • National Sections (groups of professionally qualified individuals in member or non-member countries of IIAS) • International Sections • Corporate Members (institutions or associations duly set up having activities in the field of public administration on the national, international, or regional levels) • Honorary Members

Actually, to further institutional contacts and exchanges with similar professional organisations in the sphere of Public Administration, LAGPA‘s members are academicians and practitioners on administrative sciences that, on a personal basis, strengthen the Group’s purpose, as a link amongst those interested in the research and dissemination of public policies.

The members of AGPA Actually, one AGPA members’ category is proposed: • Corporate Members

The members of IASIA Two IASIA members’ categories are proposed: • Corprorate/Associate Members (not only schools and institutes of administration and universities but also government ministries/departments, local government bodies, public enterprises and regional, international and other organisations) • Individual Members annual report 2012

27


annual report IASIA: 183 members Corporate Members: 181 Individual Members: 2

The Membership for each entity IIAS : 127 members State Members: 35 National Sections: 29 Corporate Members: 57 International Organizations: 4 Individual Members: 2

Corporate Members 45%

National Sections 23%

EGPA: 183 members Corporate Members: 63 Individual Members: 120

International Organizations 3% Individual Members 1,5% State Members 27,5% LAGPA: Individual Members:

Individual Members 65,5%

AGPA: 22 members Corporate Members: 22 Corporate Members 34,5%

28

annual report 2012

Corporate Members 99%

Corporate Members 100%

Individual Members 1%


2012 How to become a member?

The members of EGPA

The members of IIAS

Any candidate wishing to become an EGPA member must write an official letter requesting adherence to EGPA.

Any candidate wishing to become an IIAS member must write an official letter requesting adherence to IIAS and agreeing to comply with the Statutes, notably to pay a membership contribution fixed by the General Assembly on a proposal of the Council of Administration and which takes into account the candidate’s membership category. A membership form is available for downloading on the IIAS Website. The membership request has to be sent by post, fax or email. Approval of the membership shall be done by the Council of Administration. For further information, please contact Anne De Boeck - IIAS Executive Secretary and Events Officer Tel: +32-2-5360888 E-mail: a.deboeck@iias-iisa.org

The members of IASIA Any candidate wishing to become an IASIA member must write an official letter requesting adherence to IASIA.

A membership form is available for downloading on the EGPA Website. The membership request has to be sent by post, fax or email. Approval of the membership shall be done by the Steering Committee. For further information, please contact Fabienne Maron - EGPA Executive Secretary / IIAS Scientific Administrator / Publications Coordinator Tel: +32-2-5360884 E-mail: f.maron@iias-iisa.org

The members of LAGPA Actually, there is no membership Latin American countries in the Group Argentina • Bolivia • Brazil • Chile • Colombia • Costa Rica • Cuba • Ecuador • El Salvador • Guatemala • Haiti • Honduras • Mexico • Nicaragua • Panama • Paraguay • Peru • Dominican Republic • Uruguay • Venezuela For further information, please contact Gloria Enríquez Marín - Relaciones Internacionales E-mail: genriquez@inap.org.mx

A membership form is available for downloading on the IASIA Website. The membership request has to be sent by post, fax or email. Approval of the membership shall be done by the Board of Management.

The members of AGPA

For further information, please contact Virginie Delattre-Escudié - IASIA Executive Secretary Tel: +32-2-5360889 E-mail: v.delattre-escudié@iias-iisa.org

Any candidate wishing to become an AGPA member must become the IIAS member first. For further information, please contact Executive Office - Yuhuili No. 5, Chao Yang District, Beijing, China Tel/Fax: 86-10-84639741 E-mail:rky218@163.com annual report 2012

29


annual report As a member of the IIAS family, we kindly ask you to:

n  Post our logos with link to our websites on the website of your institution n  Post our events with link to Events website on the website of your institution n  Post Knowledge Portal logo with link to Knowlegde Portal website on the website of your institution. n Regularly keep us updated about any changes in your contact data

How do you get the most out of your membership?

The General Assembly aims to inform you about the development of activities and to provide a platform for dialogue with the members.

n Inform us about the events, latest publications that you would like to share with our worldwide network;

n Discover and contribute to our Knowledge Portal and to the capitalisation of expertise on Public Administration related-topic. Do not hesitate to send us information about Human Resource management of civil servants and public employees in your country (education, training, evolution of human resources management, experiences about working in the public sector‌).

n Share with us your ideas and comments on Public Administration, Global Governance, Innovation Practices or project ideas; Launch discussions and contribute to the debates on our LinkedIn Group

Here are some tips: n Participate in our Congress, ConferencesIIAS Project Groups and Study Groups: This constitutes a unique occasion to broaden your network and to share experiences.

n Participate in Scientific Programmes and Financial Management:

The Member States, Governmental and Non-Governmental International Organisations, National Sections have a seat on the Council of Administration, with the right to vote. Their delegates may be elected to carry out various IIAS tasks and participate as such in the formulation of scientific programmes and the financial management.

30

n Contribute to the International Review of Administrative Sciences (IRAS), international peer-reviewed journal devoted to Academic and Professional Public Administration. IRAS seeks to shape the future agenda of PA around the world by encouraging reflection on international comparisons, new techniques and approaches, the dialogue between Academics and Practitioners and debates about the future of the field itself.

annual report 2012

n Attend the Annual General Assembly: the meeting takes place once a year, on the occasion of IIAS Congresses. The General Assembly shall have extensive authority without prejudice to jurisdictions conferred to the other bodies of the Association.


2012 VI. IASIA Awards The benefit to become a member

2012 Pierre de Celles Award:

Many services, free-of-charge or at preferential rates, are offered to the members in good standing. Some examples are: n Access to a pertinent information on latest developments in Public Administration

The Pierre de Celles Award for the best paper presented at the 2011 IASIA Conference in Rome was awarded to: Tom CHRISTENSEN (University of Oslo, Norway); Lisheng DONG (Chinese Academy of Social Sciences, China); Martin PAINTER (City University of Hong Kong, China); Richard WALKER (Hong Kong University, China) for their paper: Imitating the West? – A Survey of Chinese Civil Servants on Public Sector Reform.

n Preferential Rates for Registration Fees to Congresses, Conferences, seminars and other meetings organized and therefore access to a worldwide network of researchers and practitioners

n IRAS Free Subscription (International Review of Administrative Sciences)

n IIAS Publications (Free or Significant reductions)

n Contributions to IIAS Activities

2012 Stone Award: In 2012, the C. Stone Public Service Award was attributed to O.P. Dwivedi, for his outstanding contributions to the field of Public Administration.

Each member may participate in Project/Study/Working.

It provides opportunities to meet and share ideas, opinions on Public Administration n Participation in Scientific Programmes and Financial Management : • Each member may play a role in the organisation of congress (e.g.: Rapporteur) • Their delegates may be elected to carry out various IIAS tasks (and participate as such in the formulation of scientific programmes and the financial management of IIAS)

annual report 2012

31


annual report VII. CIAPA - Commission on International Accreditation of Public Administration Education and Training Programs (IASIA) The first Commission on International Accreditation of Public Administration Education and Training Programs has been appointed in August 2012. Chaired by Allan Rosenbaum, Past President of IASIA, the Commission will be responsible for developing and initiating a process for the accreditation of public administration education and training programs in keeping with a recent decision of the IASIA Board of Management to establish such an effort. The accreditation process, which IASIA will initiate, will be based upon and build upon the final report of the joint United Nations/IASIA report on Standards of Excellence for Public Administration Education and Training.

For further information, please contact: Virginie Delattre Escudié, IASIA Executive Secretary v.delattre.escudie@iias-iisa.org

VIII. UNDESA - IASIA Standards of Excellence The Task Force on Standards of Excellence for Public Education and Training was initiated by the Division of Public Administration and Development Management (DPADM), Department of Economic and Social Affairs (DESA) of the United Nations (UN) in partnership with the International Association of Schools and Institutes of Administration (IASIA) in July of 2005. Its members were jointly appointed by Guido Bertucci, the Director of the DPADM/UN and Turgay Ergun, the then President of IASIA. Its first meeting occurred in Como, Italy and subsequent meetings have occurred in Warsaw and Brussels. In addition, various members of the Task Force have participated in or conducted open hearings at many conferences in many parts of the world. 32

On behalf of the Task Force, the UN has undertaken a major survey of public administration education and training institutions which was carried out by Jide Balogun. It has also supported the preparation of the volume, Excellence and Leadership in the Public Sector: The Role of Education and Training edited by Allan Rosenbaum and John-Mary Kauzya. Also, both the UN and the Task Force have commissioned various papers – they include:

annual report 2012

n “National Organizational Arrangements for Delivering Public Administration Education and Training” by Natalya Kolisnichenko. n “Quality Standards in Public Administration Education and Training” by Theo van der Krogt. n “Public Affairs Education: Adding Value in the Public Interest” by Kathryn E. Newcomer. n “ Standards of Public Administration Education and Training in Selected Countries in Asia” by R.K. Mishra n “Quality Assurance in the Rising International Market for Public Affairs Education” by Laurel McFarland.

The document that follows represents the final proposed set of Standards of Excellence for Public Administration Education and Training produced by the Task Force. It also includes proposed criteria by which one might assess an institution’s progress towards achieving the Standards of Excellence as well as a checklist that individual institutions can utilize in working with the Standards. The members of the Task Force are of course aware that the Standards of Excellence may not be uniformly applicable or equally relevant in all situations. However, it is our belief that most of them are relevant in most situations. Of course, we also realize that some of the Standards, as well as the criteria by which to assess them, may be more or less applicable depending upon the comprehensiveness of the program of education and/or training involved


2012 IX. IASIA - UNDESA Joint International Task Force Project Title: IASIA-UNDESA Joint International Taskforce on Strengthening Public Administration and Leadership at Local Level for the Achievement of Development Agendas The goal of the Taskforce is to contribute to the improvement of the performance of public administration and leadership at local level in implementing national and international development agenda including the MDGs. The project also intends to further improve the fit between the needs of local governments in terms of training, education, institution building in dealing with intergovernmental complexities and the products (training, education, institution building consultancy) offered by Universities, school, and institutes of Administration including MDIs. The Taskforce will generate data and information from a wide range of local governments’ stakeholders including IASIA Board members, Taskforce members, and UN and International bodies concerned with local government, local governments associations and local governments. The Taskforce will conduct desk research, surveys, among local governments on their needs and among universities, school, and institutes of Administration including MDIs regarding their products; structured group discussion and any other method the taskforce will consider applicable. The Taskforce is composed of the Members of the IASIA Board of Management, prominent leaders in the area of local government worldwide recommended by UNDESA, local government associations, and worldwide international organizations. The Taskforce is cochaired by President of IASIA Michiel De Vries and Director of DPADM Hayian Qian.

Outputs: n Publication of the book on Effective Public Administration in Local Government for Achievement of International and National Development Agenda n Guidelines for Effective Public Administration and leadership in Local governments (including how the guidelines can be applied by various actors) n A web-based toolkit linking local governments with Universities, school, and institutes of Administration including MDIs n Proposed curricula for Universities, school, and institutes of Administration including MDIs engaged in training for public servants at local level

X. External Communication / Partnership UNPAN / CEPA Meetings The United Nations Committee of Experts on Public Administration, established by the Economic and Social Council in its resolution 2001/45, is comprised of 24 members who meet annually at the UN Headquarters in New York. The Committee is responsible for supporting the work of ECOSOC concerning the promotion and development of public administration and governance among Member States, in connection with the UN Millennium Development Goals. The 11th session of the United Nations Committee of Experts on Public Administration was held at United Nations Headquarters in New York from 16-20 April 2012 with focus on Local Government.

annual report 2012

33


annual report IIAS, which has observer status to the meeting, was represented by IIAS President Prof. Pan Suk Kim, IIAS Director General Mr. Rolet Loretan and IIAS Development Officer Ms. Munira Aminova. During this meeting, IASIA President Valeria Termini, José Castelazo, Senior Vice-President of the IIAS Council of Administration, Luis Garcia Cardenas of INAP (local organisers of the IIAS Congress in Mérida) and three members of the IASIA Board of Management (Gelase Mutahaba, PS Reddy, and Michiel de Vries) also attended the meeting. In 2012, IIAS President Pan Suk Kim was the Vice Chairperson of the UNCEPA and IASIA President Valeria Termini is a member of the UNCEPA.

UNPAN - Cape Town (South Africa)

IPAC

Munira Aminova as the IIAS representative was asked to do a few interventions: 1) to present the organisation, its mission and objectives, projects and others; 2) to give a short interview for UNPAN about Open Government and 3) to chair a panel on ‘Open Government for Citizen Engagement’. High level civil servants and academics were presenters of the panel.

The Institute of Public Administration of Canada (IPAC) held its annual conference in St Johns, Canada from 19 to 22 August 2012 on the theme “Navigating Uncharted Waters: Embracing the Tides of Change”. IIAS organized a panel.

IPAA The Institute of Public Administration Australia (IPAA) held its annual conference in Melbourne, Australia from 18 to 20 September 2012. The main theme was “Valuing public administration”. Geert Boukaert, the PRAC Chairman and Rolet Loretan, the Director General represented the IIAS and were asked to make various presentations, including a keynote address on “Public administration in our region”.

NISPAcee The 20th NISPAcee Annual Conference took place from 23 to 26 May 2012 in Ohrid, Republic of Macedonia on the theme “Public Administration East and West: Twenty Years of Development”. EGPA organized a panel on “Lessons from the Trans-European Dialogues: Public Administration of East and West” and IIAS and IASIA organized a joint panel on “Global Trends in Public Sector Reform”. 34

annual report 2012

The United Nations Public Administration Network invited IIAS to take part in the capacity building workshop: “Next Stage in Open Government Data: Using Data for Transparency, Accountability and Collaboration”, which took place in Cape Town, South Africa, from 10 to 12 October 2012. The meeting was co-organized with Southern African Development Community (SADC), the United Nations Department of Economic and Social Affairs (UNDESA) and the Centre for Public Service Innovation (CPSI) of the Ministry of Public Administration, South Africa.

OECD Forum On November 21st, 2012, an IIAS delegation headed by Director General attended OECD “Global Forum on Public Governance: Better Governance for Inclusive Growth”. The Forum was attended by senior public officials and senior civil servants from more than 60 countries. While the key topic of the Global Forum remained to be “Better Governance for Inclusive Growth”, many interrelated issues and challenges were discussed during the forum. The forum gave another possibility to strengthen relationships between the OECD and the IIAS. The Secretary General of the OECD, Angel Gurria, personally thanked IIAS for its participation in his keynote speech and made a commitment to ensure that the OECD will participate to the Bahrain conference by sending a high level representative.


2012 The United Nations Project on Governance in collaboration with The Government of Kazakhstan and the Government of Afghanistan conducted a Capacity Development workshop: “Utilizing Modern e/m Technology and Existing Best Practices to Advance Public Administration”. The workshop was attended by the CIOs and senior public officials in the area of e-government from Afghanistan.

collaboration with LIPSE (Learning Innovation in Public Sector Environments) project, funded by European Union and led by Erasmus University, Rotterdam. The focus of the project is Social Innovation in the Public Sector. OECD Observatory of Public Sector Innovation project was created in 2011 and it aims to create a database of innovative practices that could be accessed through online interactive platform. The project is deemed to be a starting point for stimulating discussions on this important point within our network.

The IIAS representative (M. Aminova) made a contribution in the form of a training session on “Emerging Issues on E-government”. The event had a high coverage by the media and two interviews to the newspaper and a national radio station were provided by the IIAS representative. At the end of the workshop UNPOG representatives proposed to conduct future common event with IIAS in 2013 in the area of e-government.

OECD will conduct a meeting of the Advisory group of Innovation Observatory in coming months. It is agreed that the leadership of IIAS study group on Innovation will be members of the Advisory Group.

UNPOG

ASPA The American Society for Public Administration held its annual conference in New Orleans on March 15 to 19, 2013. The Institute has been asked to organise two panels respectively on “Leadership and Innovation in Public Administration” and “Democratic Governance, Public Administration and Poverty Alleviation”.

OECD – IIAS Innovation Project To further promote the concept of innovation and innovative practices for open government around the world and in its member countries IIAS has recently set up a new collaborative initiative with OECD to jointly collect, store, analyze and share good practices with member countries of OECD and IIAS. The common initiative is deemed to create a win-win situation for information sharing, dissemination, diffusion and adoption of innovative practices by creating a formal interface for interaction in the form of IIAS study group on Innovation. The interaction interface which will enable all interested parties including members of academia, international organizations, representatives of governments to discuss and exchange ideas on the methodologies of identifying innovative practices, their categorization in terms of novelty, purpose, focus, impact or implementation. The initiative is going to be made possible in

OECD – IASIA Caserta Project The first steps have been made to cooperate with the new initiative of OECD so called ‘Caserta Project’. The new project initiative of OECD had their initial meeting in September 2012, in Caserta, Italy where representatives of 24 institutions (national schools of public administration) participated. The objective of the meeting was “to explore the possibility of establishing partnerships to strengthen the link between the policy advice and human capacities in national public services, to bridge OECD comparative knowledge standards with national training efforts and implementation support in the ground”. IIAS/IASIA team has been invited by the coordinator of the project to brainstorm ideas for possible cooperation of this initiative and IASIA. OECD members expressed interest in partnership and cooperation. The project will be further discussed with IASIA Presidency.

annual report 2012

35


annual report XI. About IIAS The International Institute of Administrative Sciences (IIAS) is a NGO with scientific purpose established in 1930 whose seat is in Brussels. The purpose of the Association shall be to promote the development of the administrative sciences, the better organisation and operation of public administrative agencies, the improvement of administrative methods and techniques, and the progress of international administration. To cover the diversity of its members, the IIAS has set up four sub-entities: n The EGPA (European Group for Public Administration) n The IASIA (International Association of Schools and Institutes of Administration) n The LAGPA (Latin American Group for Public Administration) n The AGPA (Asian Group for Public Administration)

Our Vision Improving Administrative Sciences Worldwide by promoting the good governance and supporting the pursuit of modern and accountable public administration.

Our Mission To be the leading global association by improving the organization and operation of Public Administration and by ensuring that public agencies from different cultures will be in a position to better respond to the current and future expectations and needs of society.

Our Values 36

n Accountability and transparency n International focus n Absolute neutrality n Pursuit of excellence n Professionalism n Credibility n Respect for diversity

annual report 2012

Our Objectives In order to achieve its mission, the IIAS shall: n Be the worldwide platform providing a space for exchanges between practitioners and academics ; n Establish a link between theoretical research and practice ; n  Develop effective administrative methods and techniques ; n  Contribute to the governance progress within the national and international administrations ; n Promote the development of the Administrative Sciences ; n  Improve the organization and operation of Public Administrations ; n Act as bridge builder.

Our Activities/Services To realize its objectives, the IIAS implements the following actions: n Organizes Annual International Congress ; n Organizes scientific meetings, symposia and seminars ; n Sets up and manages Project and Study Groups in the field of administrative law, public management or administrative practices ; n Publishes the IRAS - International Review of Administrative Sciences ; n  Publishes specific books, monographs and reports ; n Administrates a worldwide information network thanks to the “Knowledge Portal”; n Promote relations with governments and their administrative bodies, worldwide or regional international institutions, scientific associations, universities and schools and experts in the administrative sciences. n Establish National Sections for the purpose of furthering the science ‘progress of public administration and of contributing with comparative terms of reference to the study of problems related to public administration n Cover the diversity of its members by setting up Regional Groups


2012 XII. Messages

Presidents/Coordinators messages

Message of the IASIA President

Message of the IIAS President

Within the International Institute for Administrative Sciences, the IASIA provides organisations and individual members from all over the world, who have similar concerns regarding education, training and research in Public Administration, with the opportunity to consider and advance their interests with regard to local, regional and national developments, within a global perspective, taking their specificities seriously. As a platform for the exchange of knowledge, IASIA simultaneously enables mutual support and assistance in such education, training and research and through taskforces helps serve the needs arising from the increasingly complex environment in which governments and their public services are called on to operate. At the start of its 60th decade of existence, IASIA is in the process of rethinking its strategy for the years to come. IASIA is in the process of becoming a major international organization that better understands the needs of its members and to assist its members in improving their schools and institutes by intensifying the exchange of experiences. This involves issues like how to invest in human capital in the public sector, how to promote adequate training, and education for future leaders in the public sector, and also by conducting research in what is needed to improve public service delivery worldwide. The development of the Standards of Excellence developed by the Joint UN/IASIA Task Force in 2008 is a major achievement towards this end. I am convinced that the newly-created Commission on the International Accreditation of Public Administration Programs (CIAPA) as well as the activities of the Task Force on the IASIA-UNDESA Joint International Task Force on strengthening Public Administration and Leadership at local level will constitute a solid support for the schools, institutes and governments worldwide.

As the President of the International Institute of Administrative Sciences (IIAS), I am proud and pleased to present to you our 2012 Annual Report. As the leading non-profit scientific international organization in public administration, our goal is to improve the organization and the operations of public administration at all levels of governance and to develop new research in the field of administrative sciences. To this purpose, IIAS has members from over a hundred countries including member states, national sections, corporate members and international organizations. The diversity of our membership is reinforced with our specialized association, the International Association of Schools and Institutes of Administration (IASIA) and our regional groups: European Group for Public Administration (EGPA), Latin American Group for Public Administration (LAGPA) and Asian Group for Public Administration (AGPA). In the future, we hope to have more regional groups. The organization’s proactivity, listening, and information exchange has led to a year of many achievements. In 2012, we organized meetings, conferences and panels, expanded our connections with partners’ institutions around the world, developed several partnerships with international, regional and national organizations (amongst other: UN, OECD, ASPA, IPAC, IPAA, etc.), and set up different joint activities in cooperation with our regional groups (EGPA, LAGPA, AGPA) and with our specialized association IASIA. The UN’s NGO Committee recently recognized IIAS to earn a general consultative status, which is the highest recognition category for NGOs. In this retrospective, you will discover all of these activities and cooperation. IIAS has taken the lead in developing a worldwide, independent, front-edge, and innovative (WIFI) organization for improving public administration. We welcome not only researchers and academics, but also practitioners from all levels of governance and from the public sector around the world. I would like to invite you to become a member of our organization and to join us for stimulating debates and for sharing your views with our members. Important challenges in the public sector are ahead of us and we need to be prepared to effectively respond to unforeseen events which can generate detrimental effects and/or offer us new opportunities to innovate for the future.

Together, let us build the future of public administration! Michiel de Vries (The Netherlands) President of the International Association of Schools and Institutes of Administration

We, at IIAS, look forward to working with you for ensuring the future of Public Administration. Pan Suk Kim (South Korea) President of the International Institute of Administrative Sciences annual report 2012

37


annual report Message of the EGPA President Reading the 2012 IIAS Annual Report, you will discover the various activities organised by EGPA in cooperation with its different partners. EGPA, a regional group of IIAS develops its strategy for the greatest part in synergy with the IIAS one and contributes to regional dynamics initiated by the Institute in highlighting the specificities and trends of Public sector reform in Europe. Our aim is to strengthen contacts and exchanges between European public administration scholars and establish partnerships between academics and practitioners. The 2012 Annual Conference in Bergen (Norway) has brought together a large community of researchers, experts, academics and European practitioners around key issues for improving Public Administration in Europe. The European network also consolidated, in 2012, its dialogues with other regions of the world (Transatlantic Dialogue (TAD), Trans-European (TED), Euro-Mediterranean (MED)) and strengthened partnerships. More than an executive summary of activities, this annual report is a real invitation to join us to listen, discuss and share innovative ideas and best practices in the respect of the diversity of approaches. It is in this spirit that we want to continue the implementation of our program and to build essential bridges for the future of Public Administration in Europe and the world. Wim van de Donk (The Netherlands) President of the European Group for Public Administration

38

annual report 2012

Message of the LAGPA Coordinator Latin America is composed by 20 countries, a territory of 21 million km2 and a population of 570 million inhabitants. The different economic and social processes throughout history have brought as a result one of the most culturally rich and contrasting regions of the world. During the 20th century the Latin American political scene moves from authoritarism towards democracy. This evolution has been accompanied by the advancement of the state of the art of Public Administration, its different stages, paradigms and perspectives towards the study and application of social disciplines. The analysis and application of administrative sciences in the institutional life of a country must highlight its challenge in the resolution of local problems and the satisfaction of the needs and demands of civil society. The International Institute of Administrative Sciences, aware of these raising needs, has established regional groups related to the thematic study and application of its object of study. As a growing strategy of our Institute, the creation of the Latin American Group for Public Administration underlines the importance of the venue region. We hope to become a benchmark for academicians and practitioners in order to promote the development of public administration of the Latin American countries. JosĂŠ Castelazo (Mexico) Coordinator of the Latin American Group for Public Administration


2012 XIII. Finances Message of the AGPA Coordinator AGPA is always aimed to provide a platform enlarging the network in Asian countries and regions, and promoting the development of theoretical research and practical innovation in public administration in Asia. In 2012 AGPA is very honored to organize its annual conference in the collaboration with Civil Service Commission of Maldives. The annual conference attracted 121 experts and scholars from 12 Asian countries. They exchanged their opinions and experiences centering on the theme Local Governance and Reform: Service Delivery, Transparency and Accountability. President Dr. Mohamed Waheed and Vice President Mohamed WaheedDeen of Maldives also attended the opening ceremony, which was indeed a privilege. The 2012 annual conference witnessed ideas sparkling and exchanged, proving a great success. In the future, AGPA will continue to organize diverse workshops, training programs and related events to convene more Asian academics and practitioners in PA. On behalf of AGPA, I’d like to express my heartfelt gratitude to all the members for your support. AGPA, as a platform to promote regional development of administrative science and exchanges among academics and practitioners in Asia, is open to all the Asian academic institutions in PA. We welcome academics and practitioners in PA to take part in various events organized by AGPA. Sincerely hope that via all these events, more institutions in PA around Asia will become members of AGPA as well as of IIAS. Jiang Wu (China) Coordinator of the Asian Group for Public Administration

Currently, the situation of the IIAS is completely stable and seems not to feel financial problems vis-a-vis the current economic crisis. We will thus continue to act as much as we can for the interest of our members in order to assure that our main mission of becoming the worldwide platform of information reinforces the exchanges and the practices to improve the public administration at all levels. In its actual position of proactivity, the IIAS is from now able to carry out some important investments. It is essential to say that several future projects have been provisioned in 2012: Websites, Conference software, Publications, etc). The resources are thus completely used in order to finance the activities and the service to the members. The IRAS goes rather well and the organization of congresses / conferences, seminars and Dialogues takes an important place in our daily work. Our network (+ - 8,000 contacts) is contacted for each event. The 2012 Nominal Accounts close with a positive balance of 420.42 €. There is a small difference of 0.42 € between the forecasts (420 €) and the final results. Our status as a non-profit international organization requires that we use all our resources to fund our projects in the short, medium and long term. All is implemented to respect the forecasts. The unpaid of Contributions rise with +/- 12%. Compared to former year, it is a general improvement because the percentage of unpaid in 2011 rise with 14%. In 2012, we may also mention that the IIAS secretariat increased the number of employee with the creation of a new function of “Development Officer”.

annual report 2012

39


annual report Some figures

(Simplified Balance Sheet & Nominal Accounts) Balance Sheet

Assets Fixed Assets Floated Assets

Liabilities 20.750 € 1.032.370 €

Reserves

721.250 €

Provisions

223.450 €

Debts

654.113,55 €

Result of the Exploitation

2.495,61 €

Result of the Exercice

420,42 €

Sources of Incomes General Incomes % Contributions (Membership Fees) : 49,6% Congress/Conferences : 46,1% IRAS : 1,9% Other : 2,3%

40

annual report 2012

EGPA 31,6%

IASIA 14,9%

IIAS 53,5%

108.420 €

Total 1.053.120 € Total Nominal Accounts Gross Exploitation Margin

Conference Incomes % IIAS : 53,5% EGPA : 31,6% IASIA : 14,9%

Congress/Conferences 46,1%

1.053.120 €

IRAS 1,9% Other 2,3%

Contributions 49,6%

Conference Rentability % IIAS : 66,0% EGPA : 20,0% IASIA : 14,0%

EGPA 20%

IASIA 14%

IIAS 66%

Contributions (Membership Fees) % IIAS : 83,4% EGPA : 6,6% IASIA : 10%

IASIA 10% EGPA 6,6% IIAS 83,4%


2012 XIV. IIAS Governance Administrative Organs

General Steering Organs

Internal Committees Annual Assembly

The Permanent Administrative Services

IASIA

President General Assembly

Finance Committee

General Assembly

EGPA IIAS

President

Strategic Committee

Steering Committee PRAC Annual Meeting

General Assembly

AGPA

Coordinator Steering Committee

President Council of Administration

Publications Committee

Annual Meeting

LAGPA

Editorial Committee of IRAS

Coordinator Founding Committee

annual report 2012

41


annual report XV. The Steering organs and the internal committees The steering organs IIAS - Council of Administration List of Members 2010-2013:

42

President

Pan Suk Kim (Korea)

Past President

Franz Strehl (Austria)

Senior Vice-President

Mustapha Taimi (Morroco)

Members Salah M. Al-Maayoof (Saudi Arabia) Carla Barbati (Italy) Gavin Drewry (United Kingdom) Albert Hofmeister (Switzerland) Eyyup Günay Isbir (Turkey) Terry Olson (France) Theodor Thanner (Austria) Pileon Seo (Korea) Arun Jha (India) Michael Vrontakis (Greece)

Vice-Presidents Host Country East Asia Eastern Europe Latin America Middle East North America South Asia and the Pacific Western Europe

Philippe Bouvier (Belgium) Jiang Wu (China) Witold Mikulowsi (Poland) José Rafael Castelazo de los Ángeles (Mexico) Essam S. Al-Rubaian (Kuweit) To be confirmed Akira Nakamura (Japan) Werner Jann (Germany)

Chairperson, Finance Committee

Dieter Schimanke (Germany)

Chairperson, PRAC

Geert Bouckaert (Belgium)

IASIA - Board of Management List of Members 2010-2013:

Vice-Chairperson, PRAC

Katju Hölkeri (Finland)

President

Michiel de Vries (The Netherlands)

President of IASIA

Michiel de Vries (The Netherlands)

Immediate past President

Valeria Termini (Italy)

President of EGPA

Wim van de Donk (The Netherlands)

Editor-in-chief of the IRAS Christopher Pollitt (United Kingdom)

Associate Editor of the IRAS

Yves Emery (Switzerland)

Functional Vice-Presidents Relationship with the National & Regional Association

Director of Publications

Gérard Timsit (France)

annual report 2012

Ex-Officio Rolet Loretan (Switzerland) Jozef Hendrix (Belgium)

Ludmila Gajdosova (Slovak Republic)

Publications and Research Activities Michiel de Vries (The Netherlands) Accreditation purposes Allan Rosenbaum (The United States)


2012 Africa Regional Vice-President

Mutahaba Gelase (Tanzania)

Members Chafika Agueznay (Morocco) Hocine Cherhabil (Algerie) Hendri Kroukamp (South Africa) Jerry O Kuye (South Africa) Simon Lelo Mamosi (Cafrad) James L Nkata. (Uganda) Sivanarain Purshottama Reddy (South Africa) Asia Regional Vice-Presidents Liqun Wei (China) Ram Kumar Mishra (India) Members Jan Chung-Yuang (Taiwan, China) Park Kyung-Bae (Republic Of Korea) Rewansyah Asmawi (Indonesia )

Australasia Regional Vice-President

Europe Regional Vice-President Members Paul Collins (United Kingdom) Jan Pastwa (Poland) Michiel De Vries (The Netherlands) Juraj Nemec (Slovakia)

John Halligan (Austalia) Nathalie Loiseau (France)

Latin America & Caribbean Regional Vice-President

Bianor Scelza Cavalcanti (Brazil)

Members Freddy Mariñez Navarro (Mexico) José Luiz Cunha (Brazil)

Middle East Regional Vice-President

Musaed Al Furayyan (Saudi Arabia)

Members Ra’ed Mohammed Ben Shams (Bahrain) Turgay Ergun (Turkey) Eyyup G Isbir (Turkey)

North America Regional Vice-President

Meredith A. Newman (United States)

Members Kathleen Beatty (United States) Walter Broadnax (United States) Melchior Powell (United States) Blue Wooldridge (United States) Ex Officio Pan Suk Kim (South Korea) Rolet Loretan (Switzerland) Virginie Delattre Escudié (Belgium)

annual report 2012

43


annual report EGPA - Steering Committee List of Members 2010-2013

The internal committees

EGPA President

Wim van de Donk (The Netherlands)

Immediate Past President

Geert Bouckaert (Belgium)

Vice-presidents Sabine Kuhlman (Germany) Andrew Massey (United Kingdom) Edoardo Ongaro (United Kingdom) Members Robert Fouchet (France) Taco Brandsen (The Netherlands) Johanna Nurmi (Finland) Christopher Pollitt (United Kingdom), IRAS Editor in Chief Isabella Proeller (Germany) Tiina Randma-Liv (Estonia) Invited Ludmilla Gajdosova (Slovak Republic) Theo Van Der Krogt (The Netherlands) Ex officio Rolet Loretan (Switzerland) Fabienne Maron (Belgium)

PRAC (The Programme and Research Advisory Committee) Chairperson Geert Bouckaert (Belgium) Vice-Chairperson Katju Hölkeri (Finland) President of IIAS Pan Suk Kim (South Korea) President of IASIA Michiel de Vries (The Netherlands) President of the EGPA Wim van de Donk (The Netherlands) Editor of the IRAS Christopher Pollitt (United Kingdom) Director of Publications Gérard Timsit (France) Members Argun Akdogan (Turkey) José Rafael Castelazo de los Ángeles (Mexico) Jacek Czaputowicz (Poland-NISPAcee) Marc Holzer (Unites States-ASPA) Stéphane Monney Mouandjo (CAFRAD) Masahiro Horie (Japan) Hanlie Van Dyk-Robertson (South Africa) Ex Officio Rolet Loretan (Switzerland) Fabienne Maron (Belgium) Finance Committee Chairperson Members Albert Hofmeister (Switzerland) Katju Hölkeri (Finland) Akira Nakamura (Japan)

44

annual report 2012

Dieter Schimanke (Germany)


2012 Ex Officio Michiel de Vries (The Netherlands), IASIA President Wim van de Donk (The Netherlands), EGPA President José Rafael Castelazo de los Ángeles (Mexico), LAGPA Coordinator Jiang Wu (China), AGPA Coordinator Gérard Timsit (France), IIAS Director of Publications Christopher Pollitt (United Kingdom), IRAS Editor in Chief Rolet Loretan (Switzerland) Roxane Debus (Belgium) Jozef Hendrix (Belgium) Publications Committee Director of Publications

Gérard Timsit (France)

Members Geert Bouckaert (Belgium), PRAC Chairperson Taco Brandsen (The Netherlands), EGPA Michiel de Vries (The Netherlands), IASIA Edgar Jimenez (Bolivia), LAGPA Zhiyong Lan (China), AGPA Christopher Pollitt (United Kingdom), IRAS Editor in Chief Ex Officio Rolet Loretan (Switzerland) Fabienne MAron (Belgium) Roxane Debus (Belgium)

The Editorial Committee of the IRAS (International Review of Administrative Sciences) Editor in chief Christopher Pollitt (Belgium) Deputy Editors Isabella Proeller (Switzerland) M.Shamsul Haque (Bangladesh) Yves Emery (Switzerland)

Journal Manager

The Strategic Committee Chairperson

Catherine Humblet (Belgium)

Pan Suk Kim (Korea), IIAS President

Members Albert Hofmeister (Switzerland), Co-Chairs of Working Group on Revitalisation of members Gérard Timsit (France), IIAS Director of Publications Geert Bouckaert (Belgium), PRAC Chairperson Dieter Schimanke (Germany), Finance Committee Chairperson Michiel de Vries (The Netherlands), IASIA President Wim van de Donk (The Netherlands), EGPA President José Rafael Castelazo de los Ángeles (Mexico), LAGPA Coordinator Jiang Wu (China), AGPA Coordinator Terry Olson, member of the IIAS Council of Administration Ex officio Rolet Loretan (Switzerland) Roxane Debus (Belgium) Fabienne Maron (Belgium) Anne De Boeck (Belgium) Munira Aminova (Belgium)

annual report 2012

45


annual report XVI. The permanent Administrative Services – the Brussels team A Whole Team at your Disposal :

Rolet Loretan Director General r.loretan@iias-iisa.org

Roxane Debus Finance and Marketing Director Personnel Manager r.debus@iias-iisa.org

Munira Aminova Development Officer m.aminova@iias-iisa.org

46

annual report 2012

Anne De Boeck IIAS Executive Secretary Events Officer a.deboeck@iias-iisa.org

Hafida El Ouaghli Administrative and Publications Assistant h.elouaghli@iias-iisa.org

Virginie Delattre EscudiĂŠ IASIA Executive Secretary iasia-aieia@iias-iisa.org v.delattre.escudie@iias-iisa.org

Melissa Monaco Webmaster/Conference Assistant/Translation coordinator m.monaco@iias-iisa.org

Jozef Hendrix Treasurer

Fabienne Maron EGPA Executive Secretary geap-egpa@iias-iisa.org IIAS Scientific Administrator Publication Coordinator f.maron@iias-iisa.org


2012 CONTACT For further information about what we can do and how we could work together, please contact the secretariat

http://www.iias-iisa.org/iasia

http://www.iias-iisa.org/egpa

IIAS International Institute of Administrative Sciences Rue Defacqz, 1 box 11 B-1000 Brussels, Belgium Tel : +32 2 536 08 80 - Fax : +32 2 537 97 02 info@iias-iisa.org

www.iias-iisa.org

www.iias-iisa.org

SOCIAL MEDIA Join us on : (IIAS-IISA) / (IASIA/AIEIA) / (EGPA/GEAP)

http://www.grupofisco.com/glap

(IIAS-IISA) and like our page pa_knowledge

http://www.iiasagpa.com

(IIAS-IISA) annual report 2012

47


Rue Defacqz 1, box 11

Join the IIAS and together, let us build the Future of Public Service!

B-1000 Brussels, Belgium tel: +32 2 536 08 80 fax: +32 2 537 97 02 e-mail: info@iias-iisa.org

www.iias-iisa.org

IIAS Annual Report  
IIAS Annual Report  

The IIAS and its entities (IASIA GEAP, LAGPA and GAAP) are pleased to announce the release of their first annual report. You will find in t...

Advertisement