2014 Annual Report of IIAS and Its Entities

Improving Administrative Sciences Worldwide

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annual report table of contents Editorial......................................................................................................................................................................... p.3 I. In the target: “Leadership in public administration”....................................................... p.4 II. Our scientific activities............................................................................................................................. p.8 Groups.......................................................................................................................................................... p.8

• The IIAS project groups and study groups................................................................... p.8

• The IASIA working groups....................................................................................................... p.9

• The EGPA study groups......................................................................................................... p.11 Publications.......................................................................................................................................... p.12

• Collections....................................................................................................................................... p.12

• Books 2014.................................................................................................................................... p.12

• IRAS – the international review of administrative sciences............................. p.14 III. Our events........................................................................................................................................................ p.16

IIAS Congress...................................................................................................................................... p.16

IASIA Annual Conference......................................................................................................... p.20

EGPA Annual Conference......................................................................................................... p.24

LAGPA Annual Conference...................................................................................................... p.25

AGPA Annual Conference......................................................................................................... p.28

Braibant Lecture............................................................................................................................... p.30

IAF – Intercontinental Administrative Forum........................................................... p.31

The Dialogues..................................................................................................................................... p.32 IV. External communication / partnership................................................................................... p.34

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V. Professionalizing PA................................................................................................................................. p.36

IASIA Awards....................................................................................................................................... p.36

ICAPA - Commission on International Accreditation of Public Administration Education and Training Programs (IASIA)..... p.37 VI. Online services............................................................................................................................................ p.37

Knowledge Portal............................................................................................................................ p.37

Babel........................................................................................................................................................... p.39

Websites................................................................................................................................................... p.39 VII. The IIAS............................................................................................................................................................ p.40

About us................................................................................................................................................... p.40

Members.................................................................................................................................................. p.41

Messages................................................................................................................................................ p.46

Finances................................................................................................................................................... p.52

IIAS Governance............................................................................................................................... p.54

The steering organs and the internal committees............................................. p.55

The permanent administrative services...................................................................... p.60

2014 Editorial And here is the third edition of what has now become the traditional annual report of the International Institute of Administrative Sciences and its different entities. The past year was no plain sailing. In an organisation such as ours, the notion of routine has not really its place, both the nature and amount of the proposed challenges are significant. 2014 is no exception to the rule. You will discover in the pages of this report the multiplicity of scientific activities developed by the project and study groups of IIAS, IASIA and EGPA and the resulting publications. We also look back at the major events put on by the large IIAS family, namely the Annual IIAS Congress, the annual IASIA Conference and those organized by the regional groups (EGPA, AGPA, LAGPA) without forgetting the various ÂŤDialoguesÂť established between EGPA and ASPA, NISPAcee and the Euro-Mediterranean region.

To this wide range of activities, we must add external communications operations and projects development related to various partnerships in Central Asia, Africa, Latin America, Eastern Europe or with major international organizations such as the UN and the OECD.

advanced the project of creation of a regional Group for the Middle East and North Africa (MENAGPA). We hope to bring this new group into the world as of next year.

We have also initiated steps for the medium term foundation of a sub-Saharan African Regional Group (Afripa).

Despite the unfavorable economic context, IIAS and its various entities continue to move forward with the ultimate goal to contribute effectively with improving the functioning of government at all levels: local, national, regional, international and supranational.

Happy reading !

Rolet Loretan, Director General

The Brussels Directorate General has not been spared by the financial crisis gripping the world since 2008. But it is really in the year 2014 that for the first time it started suffering the effects with full force: budget cuts in Member States and institutional members of the Institute and its entities obviously affect the financial income of IIAS with the consequence that it is now important to prioritize projects not only based on purely scientific criteria but also on the basis of their feasibility in terms of cost.

Despite these reservations, the large family of IIAS is moving forward and plans soon to expand: this year has been characterized by discussions which significantly

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annual report I. In the target: “LEARDERSHIP IN PUBLIC ADMINISTRATION” Leadership is by now largely regarded as a key element for a successful public administration, as witnessing the importance of leadership training programs in most schools and institutes of public administration all around the world as well as the flourishing research on this topic.

IIAS has been devoting a great attention to this crucial issue through its activities.

Let’s mention for example the study Group on Administrative Leadership or IIAS’s collaboration with the Institute of Public Administration of Saudi Arabia to organize in December 2014 a conference on this main theme.

Therefore, we invited a practitioner and an academic to exchange their views and experiences on this major component for a well-functioning and changing public administration.

Pr. Montgomery Van Wart – Academic n Professor Montgomery Van Wart is currently a professor at California State University and a Visiting Professor at the University of Hong Kong.

He was formerly the Chair of his department and Dean of the College of Business and Public Administration, and was the Chair of the Department of Public Administration at the University of Central Florida. His major research areas are leadership, human resource management, and applied ethics and values. He also does research in change and development, comparative public administration, and management theory.

He has won numerous awards during his career for research and teaching including the inaugural all-university research award at CSUSB in 2014. He serves as the Associate Editor for Public Productivity and Management Review and on the editorial board of many journals.

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Dr. Saeed Al-Garni - Practitioner

n Mr. Saeed Al-Garni has a bachelor’s degree in Arts from King Saud University, Saudi Arabia (1980), and obtained two masters in Applied Linguistics and Public Affairs from Indiana University, USA (1985, 1986). He received in 1997 a PhD in Public Administration from Colorado University Denver, USA. He was the General editor of one of the most prestigious periodical journals in the Arab world (Public Administration Journal) which the IPA has published since 1963.

Mr. Al-Garni held many leading positions at the IPA such as the General Director of High Programs where he was in charge of developing leaders in the Saudi public sector and supervising many seminars, workshops, symposiums, forums, conferences focusing on improving public organizations performance, and he also held the position of Acting Director General for Research and Information. He is currently Secretary General of the High Committee for administrative Organization Reform in Saudi Arabia.

Interview What is leadership and why is it important for public sector organizations?

Montgomery Van Wart: Good administrative leadership involves assessing one’s environment and one’s leadership constraints, developing numerous leadership traits and skills, refining and modifying one’s style for different situations, achieving predetermined goals, and continually evaluating one’s own performance.

2014 Organizations are the heart of the modern world and cannot thrive without good leadership, and public organizations are no different. While good political leadership is certainly important, without good administrative leadership there will be poor results. Indeed, administrative leadership provides the bedrock of competence for government itself, many of the best ideas for government and society at large, and ideally is an enormous part of the moral compass for society.

well as skills in communication, negotiation, analysis, and continual learning, among others.

Good administrative leaders are also good managers and understand how to

• get things done by monitoring, operations planning, delegating,

• support people by consulting, developing staff, motivating, and team building,

• and foster strong organizations by strategic planning, articulating a clear mission and vision, decision making, and managing organizational change.

Saeed Al-Garni: Leadership definitions, as leadership literature indicates, are countless. However, based on working experience in public organizations, I would define it as having a clear, challenging, contextual vision and working effectively with conflicting and competing values and individuals in and outside organizations to achieve the vision. The definition may indicate its complexity because the context in the public sector, which includes legal, political, economic, social, and technological aspects is extremely more complicated than in the private sector.

Yet vision, skills and technical competence is still not enough to be a good leader. Effective leaders need to work in many situations, from inspiring employees who are discouraged to disciplining staff who are misbehaving, to finding creative win-win solutions, to providing insight into the right direction for the organization to compete or collaborate in a resourceconstrained environment. Thus, leaders must be able to use a variety of styles, and to ensure that their own deficiencies are competently supplied by others!

Leadership in public organizations is extremely important because without successful leadership, public organizations would not be able to provide the services citizens expect. In short, it is difficult for any public organization to achieve its goals in the absence of strategic and successful leadership

Saeed Al-Garni: A good leader is the one who believes strongly in the organization’s mission, vision and the capability of its people. He effectively expresses the organizational values that should govern all activities in the organization. He believes strongly in what he expresses and works with them to achieve the agreed upon goals and objectives. A good leader is one who succeeds in gaining the respect of everyone he works with.

Thus, there are several and sometimes conflicting skills that leaders in the public sector need in order to succeed. Firstly, he needs to care for and respect the employees in a way that shows each individual is important and an asset to the organization.

Secondly, a leader must focus on results without which an organization is doomed to failure.

Caring and focusing on results may look contrary to each other, yet they are extremely important and complementary to each other.

A third skill is problem solving. A successful leader does not avoid problems with the hope that in time they will disappear or refer them to others to solve, and therefore not be responsible for any consequences they may arise. On the contrary, a successful leader is the one who

What is a good leader and what skills do public sector leaders need?

Montgomery Van Wart: Good leaders need four things to be effective. They need (1) vision, (2) good personal skills, (3) a variety of behavioral abilities that flow from good management, and (4) competence in using different styles for different situations. Vision starts with good assessment skills to know how an organization is truly performing. It develops as leaders have ideas about how it should be performing and how to close that gap. The personal foundation of leadership is to develop such basic personal competencies as self-confidence, energy, flexibility, personal integrity, as

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annual report anticipates and faces the problems arising in and outside the organization’s environment and deals with them effectively. He would look at these problems as opportunities for the organization. It is important that the leader should be opportunistic in dealing with problems because they may be in many aspects complicated and involve antagonists from and outside the organization with conflicting interests and expectations. He redirects the causes of the problems into factors that would enhance the organization’s success.

A fourth skill is being a networker and strong player in a public organization. Most of the critical issues and goals of public organizations are dealt with and achieved through networking because a public organization represents one section within bigger and intertwined networks in a government setting. Through networking and innovative thinking, the public organization leader strives to have promising future for the organization by utilizing the strengths and opportunities and minimizing the threats and weaknesses in the organization’s environment.

The final skill is communication and critical thinking. Communication is even more important in the public sector setting.

What is the role of training institutes in this perspective?

Montgomery Van Wart: Leaders learn from many sources such as experience, prior and concurrent education, and the administrative culture itself. As important as any of these, however, is the training that administrators receive throughout their careers. Imagine a good symphony without constant rehearsal or soldiers without basic training! Of course training institutes can offer a wide variety of technical courses about topics ranging from IT to stress reduction to ethics training.

But frequently it is training institutes that provide the right type of management training for employees as they progress through their careers. Supervisory training focuses on human resource management issues and basics. Mid-level management may add the focus of project, management, program management, budgeting, program evaluation, and the like.

Candidacy programs prepare high-level candidates for the complex and political world of policy design and implementation at an organizational level. Executive programs tend to focus on strategic planning, organizational change, collaboration and negotiation, public and 6

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media relations, and so on. These types of programs become increasingly important when the experience level of administrators is inconsistent or weak, most rising administrative leaders have only had training in their discipline and not in management, and the administrative culture provides poor models internally.

Saeed Al-Garni: The role of the training institutes in developing leaders for public organizations is extremely important. If the leadership literature shows in general that organizations in both public and private sectors face a shortage of successful leaders, the public sector organizations face a larger shortage. Thus, the training institutes serving the public sector need to have successful leadership assessment tools in order to identify the level and skills of prospective leaders. It needs to establish training programs which focus on preparing leaders for the public sector.

The Institute of Public Administration (IPA) in Saudi Arabia which was established in 1961 realized such need a long time ago, and therefore established a center for developing leaders. It offers several training activities that complement each other and address the needs of leaders in higher positions in Saudi public organizations. These activities include applied workshops, seminars, symposiums and roundtable meetings with well-known experts and international speakers in leadership participating.

On December 2-4, IPA organized the Conference « Government Administrative Leaders in the Kingdom of Saudi Arabia » in Riyadh, with the collaboration of IIAS. Dr. Saeed Al-Garni, you chaired the Conference Scientific Committee; Pr. Van Wart, you provided a keynote speech and took part to IIAS panel.

What were the key lessons of this Conference?

Montgomery Van Wart: My talk was about the importance of administrative leaders in reform efforts. In my opinion it is critical for Saudi Arabia to embrace a wide-ranging and robust program of reform.

Such reform must embrace a much more realistic and politically-supported anti-corruption campaign and much higher performance expectations of administrators themselves. Like

2014 a handful of other developing countries that are both single-party polities and rich, it can seemingly afford to ignore such reforms in the short term, but history tells us that rapid and sometimes violent regime change becomes more and more likely over time without internal reform. Thus, concrete internal change programs actually become critical for regime stability and success. Currently there seems to be an awareness of these issues, but the political will for a robust agenda of anti-corruption and administrative reform has yet to evolve.

Nonetheless, the conference was extremely impressive and indicates that the discussion has at least started in earnest.

Saeed Al-Garni: The conference was a unique experience due to a clear link between theory and practice and between local (Saudi Arabia) and international contexts.

The key lessons of the conference indicate that there is a great need to:

n C onduct needs assessment studies and research to identify the most critical issues and skills needed for leaders in the Saudi public sector;

n D evelop training programs and other related activities that cope successfully with current and future needs;

n F ocus leadership training programs on developing future oriented public sector leaders who seek to achieve positive changes and innovations in the public sector;

n U nderstand the local context before taking steps in adopting and adapting successfully leadership experiences in other countries;

n C onduct more conferences with a local and internal perspective and focusing on conducting comparative research and studies in public sector leadership and closing the gap between theoretical research and practice;

n D evelop civil service and related laws that would enable leaders to lead their organizations more effectively and apply governing principles in public organization that empower employees within the public sector setting to improve performance.

The theme of Leadership figures high on your professional agendas, Dr. Al-Garni as General Secretary of the Higher Committee for Administrative Organization Reform and Pr. Van Wart as Co-Chair of IIAS Study Group on Administrative Leadership.

Could you provide us a short overview of your past achievements and future prospects in that respect?

Montgomery Van Wart: I have been a chair and dean at various institutions, and am now currently a research professor at California State University San Bernardino. I do have books on ethics, human resource management, and training and development, but my main area is administrative leadership where I have five books, ranging from textbook (Leadership in Public Organizations), to scholarly treatments (Dynamics of Leadership), to business leadership (the Business of Leadership) and most recently, to leadership in cultural perspective (Leadership and Culture: Comparative Models of Top Civil Servant Training). My next article is on evaluating transformational leaders in Public Administration Review. My next project is to look at the effects on leadership stemming from the virtual revolution occurring around the world in society and management.

Saeed Al-Garni: I have joined many international institutions and centers involved in improving public sector performance, including the Kennedy School of Government at Harvard University, the University of Chicago Business School, Center of Creative Leadership (CCL), and the American Management Association (AMA). I was in charge of the scientific committees for many conferences, seminars and symposiums the IPA conducted. After having held many leading positions at IPA, I currently hold the position of Secretary General of the High Committee for administrative Organization Reform which focuses on advancing administrative reform in the public sector in Saudi Arabia. The vision is to exert more efforts to advance administrate innovation and reform in public organizations and agencies at both the macro and micro levels so that we will have smart, responsive government organizations that deliver high qualities services to citizens. annual report 2014

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annual report II. OUR SCIENTIFIC ACTIVITIES GROUPS The IIAS Project Groups and Study Groups IIAS Project Groups Aims

n T

o advance studies and research of Management and Public Administration;

n T

o carry out comparative studies on specific and current topics.

Each group:

1. is comprised of academics and practitioners;

2. is managed by a Chairperson and a Rapporteur;

3. 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 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 t o create an intellectual platform within the IIAS;

n t o 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.

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PROCEDURE IIAS community members may apply with a proposal for a new Study Group: outline timing, criteria, and team of co-chairs and send their proposal (in January and in June) to the Programme and Research Advisory Committee (PRAC). The proposal will be sent to the PRAC Chairman and to the IIAS secretariat.

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 20 Study Groups:

SG I: Study Group on Public Administration, Democratic Governance and Poverty Alleviation

SG X: Co-production of Public Services

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 Organisational Behaviour in the Public Sector

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SG VII: Democracy and Public Administration SG VIII: Administrative Leadership SG IX: Civil Service and Politics SG XI: Public Sector Reforms in the 21st Century SG XII: Prevention and Management of Disaster and Catastrophes - How Administrations deal with Wicked Problems SG XIII: Learning from Innovation in Public Sector Environments SG XIV: Performance and Federalism SG XV: Transformational E-Government through Public Sector Information SG XVI: Representative Bureaucracies in Modern Societies SG XVII: Public Administration and the Rule of Law SG XVIII: Financial and Fiscal Public Administration SG XIX: Common Goods and Social Government: Public administration at the crossroad of a new paradigm SG XX: Efficiency, Effectiveness and Governance

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.

Contact for sending proposals: Prof. Dr. Masahiro Horie IIAS PRAC Chairman E-mail : m-horie@grips.ac.jp & Dr. Fabienne Maron EGPA Executive Secretary and IIAS Scientific Administrator E-mail : f.maron@iias-iisa.org

The IASIA Working Groups The major mechanism for study and development of specific topics and for the exchange of information and experiences among members is that of the Working Group.

Each group :

n Is managed by a Project Director and Chairperson;

n Works to a three year programme comprising a number of projects/topics within the scope of their overall subject of interest. Programmes are updated annually.

Guidelines

n Working Groups are the principal means of achieving IASIA’s aims and objectives.

Their reports, recommendations and other materials are primarily for the use of participating institutions.

n The Programme Committee shall consist of the Vice President for Programme as the Chairperson and of representatives from each region. The representatives shall be appointed by the President for three-year terms, after consultation with the Vice President for Programme and the Regional Vice Presidents.

n The composition of Working Groups shall assure a representation of varying views, subject-matter areas, and different regions of the world;

n Those persons wishing to establish a new Working Group shall prepare a proposal which sets out:

- the purpose and goals of the Working Group and its estimated duration (normally not to exceed three years);

- the relevance of the proposed Group to IASIA aims and objectives;

- the likely extent of other institutional interest in the topic;

- a framework of action;

- a tentative plan for future activities;

- responsibility for project direction and the resources available to the Project Director.

n This proposal shall be submitted to the meeting of the IASIA Programme Committee at which new proposals are to be considered.

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n The Vice President for Programme may schedule at the annual conference one or two ad hoc meetings of a proposed new group to see how much interest there is in the group’s subject-matter. n The vice President for Programme will receive all new proposals, and, after consulting the Programme Committee and the IASIA President, will submit a recommendation to the Board of Management for approval or disapproval. The Vice President for Program, in consultation with the Programme Committee, may recommend the dissolution of groups which have outlived their usefulness. If for any reason a Project Director is unable to discharge his or her functions, the Vice President for Programme will make whatever arrangements are necessary to fulfil IASIA’s objectives. The Programme Committee may authorise creation of a new Group on an interim basis; however, the continuation of the Group requires approval of the Board of Management at its next meeting. n Each Working Group shall consist of a Chairman, a Project Director (or Co-Project Directors where desirable) who is the executive officer of the Group, and other members. Due consideration shall be given to equitable composition of the officers of a Working Group in terms of representation of different regions of the world. n Working Groups will set long-term objectives (usually over a three-year period). n Working Groups will divide their activities into long-term and short-term activities.

- Long-term activities are those which fulfil the objectives of the Group as set out in its three-year plan.

- Short-term activities are those which relate to a particular annual conference. n Project Directors will set the topic of the sub-theme well in advance of the annual conference and will circulate a paper which explains the issues involved in the subtheme and relates the sub-theme to the broader objectives of the Group. Persons preparing papers for the conference will be encouraged to relate their papers to the sub-theme. At the first meeting of the Group at the Annual Conference, the Project Director or his/her designate will make an introductory presentation on the sub-theme chosen for the particular conference. n Project Directors will ensure that at least one copy of each paper is made available to the IASIA secretariat to ensure: - duplication of the papers in good time for the conference.

- complete files for reference. n Each Working Group shall present at each IASIA Conference a report of its activity at the appropriate plenary session of the conference. Project Directors are required to send their written report to the Programme Committee Chairperson as soon as possible, or

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roughly two-three weeks after the end of the Conference. The Working Group Reports will focus more on the substance than the process of the Group’s activities. n Project Directors are responsible for the follow-up work performed by their working group between two conferences. By November 30 of each year, Project Directors shall send a report to the Vice President for Programme which will provide a statement of progress made since the previous conference and plans for the next conference.

These reports shall be circulated to all IASIA members by the Brussels office. n For some Working Groups three years might be too short a time for the Groups to complete their work. It was agreed, however, that at the end of three years any Group that has not completed its work should have to justify its continuation.

The IASIA proposes 10 Working Groups:

WG I: Education and Training in Public Administration

WG II: Public Sector Ethics & Culture

WG III: Public Sector Reform

WG IV: Subnational Governance and Development

WG V: Gender, Diversity and Equity

WG VI: Public Sector Leadership and Governance

WG VII: Public Policy, Public Decision-making and Policy Implementation

WG VIII: Public Sector Human Resources Management

WG IX: International Dimensions of the Public Administration

WG X: Alternative Service Delivery Arrangements (related to the conference theme) If you are interested in any one of our Working Groups and would like to have additional information, please consult our website and contact the Working Groups’ Chairs and Project Directors.

Contact for sending proposals: Bardhyl Dobra IASIA Executive Secretary E-mail : b.dobra@iias-iisa.org

2014 The EGPA study Groups Aim

n To create an open meeting place for debate among researchers in Europe, and to make progress in our knowledge about the field of public administration.

Each group:

n Is necessarily comprised of academics and practitioners;

n Is managed by a Director and a Chairperson.

Procedure EGPA members may apply with a proposal for a new EGPA Permanent Study Group (PSG) including the following elements: proposal outline, project timing, criteria, team of co-chairs; possibility for extensions, joint projects with partners in the field. The proposals will be submitted (in December and in August) to the Steering Committee (before its meeting). Co-chairs aim at creating an intellectual platform within EGPA for a specific theme within a bigger portfolio.

Responsibilities The co-chairs of the EGPA Permanent Study Groups constitute a team of academics/ researchers from the different regions of Europe and coordinate the Group as follow:

n Three-year intellectual/pragmatic project;

n Publications with reference to EGPA as outputs;

n Website on PSG theme and activities -availability for TAD, TED, and MED;

n Strategy to include participants from all European countries -availability for EUPAN activities;

n Consideration to have activities for PhD students;

n Consideration for separate PSG activities outside the yearly conference;

n Effort to apply for COST network money -effort to apply for ECRP research money, European Collaborative Research Projects (the secretariat can support to fill the form/application);

n Providing yearly feedback on the above -participate in the co-chairs PSG meeting during the yearly conference;

n Contribute scientifically to EGPA study groups and to EGPA Conferences’ preparation; n Participate to EAPAA site visit team.

The EGPA proposes 19 Study Groups:

PSG I: E-Government

PSG II: Performance in the Public Sector

PSG III: Public Personnel Policies

PSG IV: Local Governance and Democracy

PSG V: Regional and Local Government

PSG VI: Governance of Public Sector Organizations

PSG VII: Quality and Integrity of Governance

PSG VIII: Public Governance of Societal Sectors

PSG IX: Public Administration and Teaching

PSG X: Law and Public Administration

PSG XI: Strategic Management in Government

PSG XII: Public Sector Financial Management

PSG XIII: Public Policy

PSG XIV: EU Administration and Multi Level Governance

PSG XV: Public Administration, Technology and Innovation

PSG XVI: Public and Nonprofit Marketing

PSG XVII: Sociology of the State: Reforms and Resilience

PSG XVIII: Justice and Court Administration

PSG XIX: Public Network Policy and Management 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 Study Group Chairperson or Director.

Contact for sending proposals: Dr. Fabienne Maron EGPA Executive Secretary and IIAS Scientific Administrator E-mail : f.maron@iias-iisa.org annual report 2014

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annual report Publications The IIAS publishes regularly: • Scientific studies resulting from research works of its Project/Study Groups (IIAS), Working Groups (IASIA) and Study Groups (EGPA) • Specific Publications for the major events • Reports and conclusions of seminars that it organizes or co-organizes

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

1. Governance and Public Management Series - Palgrave Macmillan 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.

2. Public Administration Today - 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.

Public Administration Today Collection will bring together original texts on some issues as: current challenges in public administration and management; multinational comparative 12

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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.

Books 2014 Leadership and Culture: Comparative Models of Top Civil Servant Training Edited by : Montgomery Van Wart, Annie Hondeghem and Erwin Schwella Collection: Governance and Public Management Series Publisher: Palgrave Macmillan, 2014 Summary: The success and fate of governments around the globe is not only based on the success of political leaders, but also on the top civil servants who lead the apparatus of government. Given the enormous tasks of leading society and changing the culture of government itself, the training and retraining of top civil servants is vital. This important collection is a one-of-a-kind study that not only provides information about the where, what, and how of the training of top civil servants around the world, but also offers up-to-date cultural, political, economic background on both larger countries such as the United States, United Kingdom, and Germany, and also smaller countries such as Colombia, Namibia, and Belgium. It explores in detail the factors that result in different country perceptions of the importance of executive training, and the reasons for the variations in its quality and robustness.

2014 Developments in Strategic and Public Management: Studies in the US and Europe Edited by: Paul Joyce, John Bryson and Marc Holzer Collection : Governance and Public Management Series Publisher : Palgrave Macmillan, 2014 Summary: Through up-to-date studies of public services, an outstanding cast of contributors provide in-depth and innovative perspectives on the state of strategic public management in the USA and Europe. Collectively, these compelling case studies offer profound insights into the emergence of strategic management practices and capabilities at both the national and subnational level. Moreover, the individual contributions also investigate the nexus between strategic planning and other public management systems as well as the strategic dimension of networks and partnerships. This volume shows that strategic management, far from being simply a disciplined approach to long-term decisions, has become a central feature of public organizations at large in the USA and Europe. The result is a collection that is essential reading for all students and scholars of public management and administration.

The Integrity of Governance: What it Is, What we Know, What is Done and Where to Go Edited by: Leo Hubert Collection: Governance and Public Management Series Publisher: Palgrave Macmillan, 2014 Summary: In the first book of its kind, Leo Huberts provides a much-needed critical synthesis of cutting-edge research on public sector integrity. The study explores a range of issues relating to the topic, including the definition and importance of public sector integrity and the various methodological approaches to the field, as well as considering the causes for the violation of values associated with integrity. It examines the steps that

can be taken to improve adherence to these values in an attempt to put ethics on the agenda of government and governance research. The result is a study that will constitute a vital resource for students and scholars of comparative politics, public policy and public administration.

Manufacturing Civil Society: Principles, Practices and Effects Edited by: Taco Brandsen, Willem Trommel and Bram Verschuere Collection: Governance and Public Management Series Publisher: Palgrave Macmillan, 2014 Summary: Faced with declining social cohesion, more and more governments are trying to revitalise society by attempting to reconstruct local communities, civil society and citizenship. One way to do this is to share public responsibilities with organized citizens and third sector organisations. As a result, relationships with citizens, communities and third sector organisations are increasingly brought within the realm of public management, subject to accountability procedures, embedded in hierarchical structures, included in arenas for competition and contracting. This volume examines the emergence of this new type of governance, exploring the dynamics, effectiveness and appropriateness of this governmental response to the fragmentation of modern social life.

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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 International Institute of Administrative Sciences (IIAS), the European Group of Public Administration (EGPA) and the International Association of Schools and Institutes of Administration (IASIA) 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.

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Submitting your Paper - Why publish in the Journal?

1. IRAS is the longest standing truly international journal

IRAS first appeared in 1927. It is the oldest academic and professional public administration journal specifically focused on comparative and international topics.

2. Unprecedented international reach IIf accepted by IRAS your article will be published in three different language editions of IRAS: English, French and Mandarin Chinese.

3. Contemporary cutting edge relevance and impact IIRAS is shaping the future agenda of public administration around the globe – international comparisons, new techniques and approaches, the dialogue between academics and practitioners and debates about the future of the field itself mark IRAS apart from its competitors.

4. Online Submission and peer review ITo manage increasing numbers of submissions IRAS has now adopted state-of-theart SAGETRACK software, powered by ScholarOne’s Manuscript Central. Thus your paper will be processed faster and published quicker.

5. High visibility IIRAS and its complete English language deep back file is available online via SAGE Journals Online, hosted by the world’s leading electronic content provider, HighWire Press. It is fully indexed and ranked in the Public Administration category of the Thomson Scientific (formerly ISI) Journal Citation Reports (JCR).

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 the website: http://ras. sagepub.com

2014 Major progresses

n The number of manuscripts we receive continues to grow, year by year. In 2011 we received 159 and 2014, we received 210.

n Ranked 24th out of 46 PA journals.

n Impact factor up to 0.765. In context, the 2011 Impact Factor was marginally down, from 0.848 in 2010 to 0.783. That was due to having published more articles (thus enlarging the denominator) and having achieved just too fewer citations than during 2011 in the relevant two-year period (which shows how sensitive this indicator can be). We have measured impact growth in 6 of the last 7 years, and in 2013 we rose again to an impact factor of 0.765 and a five-year impact factor of 1.018 and 404 citations in 2013. Good special issues raise the citations.

Subscribe the Review http://ras.sagepub.com/site/subscriptions/ For further information, please contact Catherine Humblet IRAS Journal manager catherine.humblet@gmail.com

2014 Theme issues In 2014, the themes issues were

n IVol 80 March 2014, The hybrid universe of public administration in the 21st century (Guest Editors: Yves Emery et David Giauque (Switzerland))

n IVol 80 June 2014, New perspectives on bureaucratic autonomy (Guest Editors: Dr. Martino Maggetti (Switzerland) and Dr. Koen Verhoest (Belgium))

n IVol 80 September 2014, Analyzing Timescapes in Administration and Policy (Guest editors: Michael Howlett (Canada) and Klaus Goetz (Germany))

The prize for the best IRAS article The prize for the best IRAS article in 2013 was awarded to Staffan Lindberg,‘Mapping Accountability: core concepts and subtypes’, 79:2.

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annual report III. OUR EVENTS Main theme: “Rethinking Responsibility and Accountability of Public Administration in Times of Globalization, Decentralization and Privatization“

IIAS INTERNATIONAL CONGRESS

Royaume du Maroc Ministère de l’Intérieur Direction Générale des Collectivités Locales

Direction de la Formation des Cadres Administratifs et Techniques

Ministère de la Fonction publique et de la Modernisation de l’administration

Ecole Nationale d’Administration

Date and venue: University Al Akhawayn, Ifrane (Morocco) from 13 to 17 June 2014 under the High Patronage of His Majesty the King Mohamed VI and in collaboration with Al Akhawayn University, the Ministry of the Interior, the Ministry of Public Service and Administration Modernisation and ENA Morocco.

General Rapporteur: Prof. Jacques Bourgault - Canada Fellow rapporteurs: Academics Prof. Hideaki Shiroyama - Japan Prof. Tony Bovaird - UK Prof. Brahim Zyani - Morocco Practitioners Dr. Freddy Marinez Navarro - Mexico Mrs. Aziza Zemrani - USA/Morocco Dr. Robert Taylor - Canada

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Three subthemes were also addressed during the Congress:

n Proliferation of Responsible Actors in Public Administration: competition, sharing of roles and responsibilities and cooperation among actors

n Rethinking Accountability in Times of Proliferation of Public Actors: content and effective systems for accountability

n Capacity-building in the Times of Changes and Decentralization: organization and human capital development at national, subnational and local government levels Executive summary of the debates Sub-theme 1 - Proliferation of Responsible Actors in Public Administration: competition, sharing of role and responsibility and cooperation among actors.

The debates were articulated around several of the questions below:

1. What kind (public, private, non-for-profit) and how many actors, are engaged in policymaking and service delivery?

2. How is the division of labour organized between these actors, vertically (between levels of government), and horizontally (among the actors at a given government level)?

3. Do these actors rather tend to cooperate and/or compete with each other and why?

4. What particular challenges these network of actors pose in terms of responsibility?

5. How can cooperation and coordination between these actors be improved? Are there positive examples in practice today?

6. How effective are policies of joined-up government, cooperation and coordination in the public sector?

7.

What can be learned from comparison between territorial entities and fields of activity?

2014 Sub-theme 2 - Rethinking Accountability in Times of Proliferation of Public Actors: content and effective systems for accountability.

The debates were articulated around several of the questions below: 1.

How is the concept of accountability and related systems understood in the government and non-governmental organizations?

2. How are the conventional systems and mechanisms of accountability organized?

3.

What are the new trends in public administration and how do they challenge conventional systems of accountability?

4. How do new systems of accountability look like?

5. Are there accountability gaps in times of proliferation of public actors?

6. Under which circumstances can accountability lead to actual improvement of the public service?

7. How to fight corruption?

8.

Transparency and accountability: how does the disclosure of accountability documents affect the accountability relation?

9. What innovative accountability practices do exist?

Sub-theme 3 - Capacity-building in the Times of Changes and Decentralization: organization and human capital development at national, subnational and local government levels.

The debates were articulated around several of the questions below:

1. Which decentralization policies are pursued in different countries?

2. What do these decentralization policies imply in terms of capacity needs?

3. Which capacities are available at local level to address the challenges arising from decentralization?

4. What kind of measures have been taken to develop human capital at the local government in response to the decentralization? a. Individual level; mechanism to engage individuals in the process of learning and adapting to change?

b. Institutional level; mechanism and methods for modernizing existing institutions and supporting them in forming organizational structures and effective methods of management? c. Societal level; means to develop public administrators that are responsive and accountable?

5. To what extent is the system of exchange of personnel between different levels of governments and between governments at the same level adopted?

6. Is there any case that advanced or fore-runner local governments accept the trainees from less developed local governments?

7. Is it necessary or effective for local government to promote not only human capital for the public sector but for the private sector as well?

Executive summary of the debates for the IIAS Study Groups PST I: Public Administration, Democratic Governance Poverty Alleviation Six years into the Recession and fully fourteen years after the U.N. Summit, of September 2000, which produced the landmark Millennium Declaration, global poverty remains at the top of global agendas, though arguably now sharing this unenviable prominence with fears from climate change. Though acknowledging successes on some limited fronts, the Panel chose to focus on some of the causes of failure chiefly in a model of governance and public administration, which triumphed in the nineties and, remarkably, endures in several parts of the world (IIAS 2002).

The Panel, in effect, was intended to introduce a forthcoming publication of the IIAS on the challenges, world-wide, of poverty, not only in terms of the plight of those who live in want but also of its effects on democratic governance. How public administration ought to address this issue and bring corrective action to bear on this global concern was, in sum, the theme of the Panel.

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annual report All panelists concurred that public administration and democratic governance represent the weightiest factors, which between them make the difference between success and failure.

There is more than meets the eye, on the other hand, and the discussion showed that much, in fact, depends on what we call “democracy”, as well as on the spirit of public administration, in any given country, which sets its definitive stamp on the public service profession.

At stake, as the Panel saw it, are democratic values exemplifying a sense of civic responsibility, respect for inclusion and pluralism, moderation, accommodation and compromise. These are those very values which underpin the structures of multilateral governance on both the national and international levels.

PST IV: Quality of Governance The Study Group on the Quality of Governance is involved in developing the agenda on research and policy development on the Quality of Governance, with attention being paid to topics as ‘Good Governance in Context’ (What values matter in governance processes and output and how are value conflicts managed?), ‘Bad Governance in Context’ (the content, causes, and effects of corruption and other integrity violations) and on ‘Quality of Governance policies, systems, instruments, leadership (process)’ (What ‘integrity system’ helps…?).

In Ifrane we organized two sessions, building on the launching seminar in Amsterdam (2012), and sessions of the SG at the annual conferences of the American Society for Public Administration (ASPA March 2013, 2014) and the IIAS conference (June 2013) in Bahrain.

The two Ifrane sessions focused on ‘The Challenges to Good Governance’ with a focus on the public values involved and on ‘Institutions of Good Governance’ to safeguard the quality of governance. Papers were presented and discussed with a lively discussion with about 20 participants from five continents.

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PST IX: Civil Service and Politics Executive governments are faced with increasing societal and political pressures. Such pressures may derive from, amongst other factors, increased electoral volatility and polarization, changes in mass media and communications, increased freedom of information and government transparency, and the internationalization of policy challenges. Presidents, prime-ministers and cabinets have found and indeed used different responses to such pressures, many of which include either attempts to delegate responsibility outward (such as privatization, agencification, decentralization, Europeanization), and/or attempts to increase grip on their sphere of responsibility (such as performance management, audits, politicization, increased media management). Each of these responses may have substantial consequences for the interaction between politicians in government and their civil servants, and for the positioning of civil servants vis-à-vis their political superiors.

The panels address the following questions:

n What is the impact of the heightened pressures on the executive on the relationship between civil servants and politicians?

n To what extent are changes in political-administrative relations similar across countries and continents?

n How is the policy advice function of civil servants and external policy advisers changing?

n To what extent is the degree of civil service politicization increasing or decreasing and in what manner?

n What are the key drivers for civil service politicization?

n To what extent are changes in political-administrative relations specific to national level government or comparable across the local, regional, national and international layers of government?

2014 PST XII: Prevention and Management of Disaster and Catastrophes How Administrations deal with Wicked Problems’ met for the first time during the IIAS Congress held in Ifrane.

The overall aim of the study group is to collect, encourage and synthesize practical experiences and research in disaster prevention and crisis management from a perspective of public administration and organizational analysis. The study group aims at the systematic identification and discussion of administrative capacities and arrangements to prevent, prepare for, respond to and recover from disasters and catastrophes. For this first meeting of the working group there was organized a panel to further develop the research questions to be tackled and to sketch the future workings of the study group.

Participation Number of participants registered: 236 Students 16%

Host Country 14%

Speakers 26% Members of IIAS 42%

Students 16% Academics 48%

Practitioners 8%

Other 16% Politicians 11%

PST XVIII: Financial and Fiscal Administration Non-members of IIAS 2% The Study Group XVIII on Financial and Fiscal Administration had its very first meeting during the IIAS Congress in Ifrane.

The study group aims to establish an international network of scholars who are interested in the topics of public finance, financial management and fiscal administration.

The focus of the papers presented at the study group’s sessions was the impact of the crisis on fiscal and budgetary decision-making. In particular, the papers dealt with the following issues: how have the governmental decision-making processes changed in response to the fiscal crisis, how have the governments dealt with the crises and what can explain the variation in their responses, how well did the governments in various countries coordinate their responses to the crises and with what effects, what kind of administrative and managerial reforms have been triggered by the crisis and how well have they been implemented, what have been the political and societal effects of the austerity measures undertaken in different countries.

In addition to the impacts of the fiscal crisis and governments’ responses to the crisis, some of the papers dealt with state-of-the-art issues in public finance and financial management, including accrual accounting and fiscal decentralization.

Number of countries represented: 35 Top 5 of countries 1. Morocco 2. China 3. The Netherlands 4. Belgium 5. Canada

Male 72%

Female 28%

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annual report IASIA ANNUAL CONFERENCE

Date and venue: Boardwalk Convention Centre, Port-Elizabeth (South Africa) from 30 June to 4 July 2014 In collaboration with the Nelson Mandela University Rapporteurs: Prof. Paul Collins – United Kingdom Prof. Soonhee Kim – South Korea Prof. Reuben Sebenzile Masango – South Africa Main theme: “Good Governance: the position of Students, Scholars and Practitioners “ Executive summary of the debates for the IASIA Working Groups WG I: Education and Training Programmes: Aligning Mission and Quality The presentation of WG I contributed to the conference theme by addressing the following research questions:

n What competencies are required by our students/participants to meet the challenges of “good governance” as envisioned by themselves, scholars and practitioners?

How are the “attributes of good governance” determined and their achievement transferred into learning objectives.

n What are the “best” methods for developing these competencies? For what types of students? What are the best means of assessing the attributes of “good governance” as envisioned by students, scholars and practitioners?

n What research needs to be carried out by staff and students on the requisites, 20

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n Consequences, and practices to meet the challenges posed by attempting to achieve the state of “Good Governance.”? n How do we evaluate whether our students gain these competencies? n How do we design and manage SIAs that are responsive to the challenges of achieving “good governance”?

WG ll: Public Sector Ethics The Port Elizabeth Meeting of WG II had on its agenda the issue confronting most countries concerning how corruption may be better addressed. The emphasis hitherto has been on retribution for unethical or corrupt behaviour. But had it consistently or generally lived up to donor expectations. Had it consistently or generally worked in specific country contexts. It was also recognised that increasing attention was being given to addressing corruption within wider reforms such as decentralisation. And within other activities or sectors – mainstreaming – rather than relying on a specific agency. Consideration had also been given to developing a more honest approach to public office through gender or faith.

Working Group II therefore looked at these and other approaches to the current emphasis on retribution and restitution. In particular it focussed on the personal and ethical dimensions of anticorruption work. What makes people honest must have as much importance to any discourse on addressing corruption as any focus on sanctioning those who are not.

Although we cannot switch entirely to personal values, the technical solutions by themselves have not proved as successful as their proponents had hoped, and other approaches are essential to replace and/or complement them. This does not mean that existing approaches are to be discounted, but better balance between the two needs achieving. There are also questions of priority, sequence, timing & measurement, require discussion/evaluation – if only because discourse generally in agrees that existing approaches per se not addressing corruption. For many countries that have ratified UNCAC, fostering ‘a culture of rejection of corruption’ is as important as retribution and restitution.

2014 WG lll: Public Sector Reform Discussions Based on the papers presented in this Working Group, we can conclude that:

n Public service reform is still alive and kicking at a conceptual as well as at a practice level;

n Public service reform is used as a broad, umbrella term and its treatment by those presenting papers is wide ranging. Some of the papers tended to use the term as a generic launch-pad for discussing specific institutional initiatives and interventions.

While the term public service reform might imply the idea of a series of inter-related, inter-connected deep level structural, procedural and policy level changes and movements, some of the papers used this as the back-cloth against which to explore the impact of specific institutional or sector level changes. For example, we heard about the initiative to encourage universities in Uganda to adopt e-technology and of a particular model of public-private partnership working in the social housing sector in China.

n A number of the paper focused on the theme of public-private partnerships as a delivery model. While some of the papers highlighted the advantages of PPPs (for example, they can provide a much needed source of investment in major public service projects and offer an opportunity of ‘shared risks’), some presenters commented on and questioned the reasons for the limited uptake of PPPs in their countries, including Brazil and South Africa.

n In relation to the overall conference theme of good governance, there was some indication that effective budgeting, well-crafted and well implemented monitoring and evaluation systems, technological innovations and public-private partnership had potential to be effective levers of development and good governance, as long as these were underpinned and tempered by core public service values and ethical principles.

WG IV: Local Governance and Development The WG IV addressed the themes, Democratisation, Decentralisation and Development, Led and Capacity Development.

The three Ds by far attracted the largest number of participants, focusing mostly on Africa

and Latin America. The majority of papers focused on critiquing and reviewing the South African experience of local governance and development over the past 20 years.

Apart from South Africa, there were several other papers focusing on the African experience.

There was one paper focusing on the Ugandan experience. Participation in service delivery has increased, however there has been no improvement in service levels. Overall performance has also declined due to budget cuts; poor remuneration; change management; political interferences; poor policies; lack of proper supervision and quality of staff. If this trend continues, service delivery will continue deteriorating.

An Egyptian paper concluded that municipal functionaries and local communities are ready and enthusiastic to enhance democratic decentralization as a foundation for democracy in the country. The priority is working on good and transparent elections for the country’s popular local councils based on the 2014 Constitution.

Decentralization has slowed down in Latin America. After reviewing the impact that decentralization has had on political parties in Paraguay and Colombia, it concludes that both countries had seen significant changes with the fragmentation of its traditional parties in Colombia, and deinstitutionalization in the case of Paraguay with consequent changes in clientelism and patronage systems.

The dynamics of governance has to be factored into tourism development. This was addressed by a paper on the Turkish case that pointed to the multifaceted and complex industry that tourism has become on the administrative front. National tourist administrations increasingly have to build co – ordination between ministries into their strategies, in particular for transport, employment, environment, culture and industry. A new division of labour between the different levels of the state, private sector, non – government organizations, professional and voluntary organizations is needed. Out of these deliberations emerge new types of co – operation, new actors (partners), new arrangements and structures, new forms of participation, communication and accountability.

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annual report The governance challenges of participatory and autonomous systems of mega-regions and metropolitan areas was also addressed by a paper that pointed to the tensions between the principle of subsidiarity and the need for policy coordination and collaboration in large metropolitan areas. A series of proposal to ease the transition to metropolitan and mega regions governance are proposed in this paper.

WG V: Accountability Culture and Trust The group held four sessions this year on the following topics:

n Trust and perception of corruption

n Creating charters standards and internal accountability enabling tools for good governance

n Communication and access tools for creating trust and accountability

n Framing a culture of accountability The presented work was quite scholarly and invited discussion. Discussions on corruption: identifying corruption and means of reducing or eliminating corruption. An analytical research on the impact of wealth, health, mortality, equality and education on corruption and trust was presented. The researcher attempted to correlate between corruption and various indices, mainly focusing on the human development, adjusted for income inequality index. The research spurred considerable interest and debate on issues such as whether democracy creates citizen trust and optimism, or does a trusting society create democracy.

WG VI – Public Sector Management As is the norm for the Working Group that covers the nuts-and-bolts operations of the public sector for IASIA, papers covered a broad range of topics.

These papers reflect the breadth of the public management field of study, but they shared a common foundation that state and society values become real and concrete when programs that attempt to address complex problems are implemented. Decisions about what gets measured in performance measurement systems operationalize values. The design and delivery of services determines who benefits from governmental activities. It is often at the

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neglected local level where researchers can learn whether designed programs achieved their intended outcomes. Such contributions will continue to be vitally important to study, teaching and practice of public administration in any context.

WG VII Leadership, Governance, and Public Policy

n Good governance does not mean necessarily added regulation. In the telecommunication industry, characterized by multi-sided markets and intertwined industries (telecom, com, broadcasting, ICT, etc.) has been towards lighter regulation, the trend has been towards lighter regulation to avoid distortions.

n Public sector leadership which is as much concerned with notions of public value and public interest is being eroded through NPM and similar-approaches that call for a private-sector like form of leadership. Good governance entails shielding public sector leadership from the exclusive requirement of efficiency to ensure the public interest

n Governance lays at the end of an ideological continuum and tries to evacuate dogma from state craft. A comparison between Botswana and Malawi shows that state crafts through PPP is more effective in the former because it is less ideological

n Leadership and governance mutually determine each other. Leadership failures in African countries have led to situations of poor governance and extreme cases of state failures (ex. Congo). How can this be remedied? This can be done by regenerating indigenous structures to produce requisite leadership for governance.

Affixing global formulae will not work.

n Good governance is being showcased trough quality audits based on hard indicators of quality and performance. Yet citizens are in many cases dissatisfied with government services; hence the need to reconsider audits in the sense of integrating soft indicators that mirror the enhanced social capital of government interventions.

n Good governance necessarily translates in the accumulation intellectual capital through the learning organization and knowledge management. However, a prerequisite to this is proper capacity and infrastructure.

n Transnational cooperation between public administrations translates in the alteration of local administration practices in a positive way.

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n Good governance entails structures and processes of public participation. The Ward committees in South Africa’s local governments and China’s community committees for disaster management are good illustrations of the positive implication of citizens in the work of government.

WG VIII Management of Energy, Environment, Food Security and Welfare In the context of governance we are seeing we are seeing tensions and clashes:

n Between the private sector and the communities – with the State sitting uneasily between the two as it tries to play this balancing act of appeasing the two;

n Between traditional management of resources and modern mechanisms of doing so

n Between profit - driven managing of resources and upholding of community values of sustaining the peasants and subsistence producers.

WG IX: Gender and Diversity in Public Service Three main themes were covered by the presenters:

n First theme on Women and Local Governance:

n Second Theme was on Good Governance and Gender Issues in the Northern Hemisphere

n Third Theme was on Gender Equity in the African Public Service and Countries Transitioning to Democracy: Comments were made and questions inspired discussions that spotted differences and similarities between the different countries experiences.

Participation Number of participants registered: 184 Other 3,5% Students 7,5% Practitioners 7%

Members of IASIA 57% Academics 82%

Host Country 25%

Students 8%

Non-members of IASIA 10% Number of countries represented: 38 Top 5 of countries 1. South Africa 2. China 3. Belgium 4. Uganda 5. United States

Male 74%

Female 26%

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annual report EGPA ANNUAL CONFERENCE

Date and venue: Speyer (Germany) from 10 to 12 September 2014 In collaboration with German University of Administrative Sciences Speyer and the German Research Institute for Public Administration.

The conference was preceded by a PhD Symposium on 8 and 9 September.

An Institutional Platform: EGPA and its institutional partners, Speyer: past, present and future was also organised on September 11, 2014. Further to an introduction by Professor Stefan Fisch on the historical background of the European Group for Public Administration: EGPA coming back to Speyer and a discussion chaired by Professor Sabine Kuhlmann, the EGPA President, Professor Edoardo Ongaro summarised the new EGPA Strategy and invited Professor Maria Aristigueta, President Elect of ASPA and Professor Mirko Vintar, Past President of NISPAcee to underline the importance of the different partnerships and to share their views for the future.

Participation Number of participants registered: 446 Other 2%

The conference welcomed 446 participants from 38 countries around the world.

During the PhD Symposium, 22 PhD Students presented and discussed the theoretical framework and the results of their thesis research. They also shared their experience in conducting researches. Eckhard Schroeter, Christoph Reichard, and Michèle Morner prepared and chaired the different plenary and parallel sessions. They provided the PhD Students with advices and animated the discussion. Professor Frits van der Meer and Professor Ivar Bleiklie provided the participants with theoretical and analytical approaches.

Non-members of EGPA 24% Members of EGPA 42%

Students 27%

The 19 EGPA Study Groups and the French-speaking seminar gathered members of their network at this occasion. The participants presented and discussed their papers during the sessions. EGPA Partners also joined us for special joint sessions.

The French Speaking Seminar addressed the following theme: Acting managers in public policy networks: New practices and solutions under the pressure of budget cuts and performance expectations. The French-speaking Seminar was organized in collaboration with IGPDE (Institute for public management and economic development), agency of the Ministry of the Economy and Finance (Paris, Bercy, France) dedicated to research, the training of civil servants, and providing support for public policies and reforms. A round table was jointly organised on the theme: «Rôles des managers publics dans la mobilisation et le suivi des ressources au sein des réseaux de l’action publique».

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Male 67%

Female 33%

Host Country: 7%

Students 27% Practitioners 7% Academics 64%

Number of countries represented: 38 Top 5 of countries 1. The Netherlands 2. Germany 3. Switzerland 4. Belgium 5. France

2014 LAGPA ANNUAL CONFERENCE

Date and venue: Fundacao Getulio Vargas (FGV), Rio de Janeiro (Brazil) from 13 to 14 October In collaboration with Fundacao Getulio Vargas (FGV) Rapporteurs: Prof. Manoel Marcondes Neto - Brazil Prof. Marcelo Luiz Fisher – Brazil Three main themes:

n Theme 1 - Prospectives and Strategic Planning; n Theme 2 - New Institutional and Organizational Arrangements; n Theme 3 - Program Evaluation of Public Policies.

The conference was chaired by Professor Bianor Cavalcanti, President of LAGPA, which is one of the regional groups of International Institute of Administrative Sciences (IIAS).

This IIAS event brought synergy and was mutually benefited as it has been included as one of the three other international events, which filled the commemorative week of the FGV 70th anniversary. The two events were: an academic seminar that honored the memory of Professor Guerreiro Ramos, a politician, public servant and member of the faculty of FGV; and 2nd Latin American Meeting of Think Tanks, which deepened the debate on regional public policies, and the role of these institutions in this matter 2nd Latin American Meeting of Think Tanks.

Executive summary of the debates Theme 1 - Prospectives and Strategic Planning.

Moderator: Eduardo Marques, FGV, Brazil Lecturers: Edgar Varela, UNIVALLE, Colombia; Sergio Costa, FGV, Brazil; David Ritchie, ESAN, Peru.

Considering the limited rationality in the use of making evidence-based decisions, the Brazilian Federal Government, the Energy Research Company uses scenarios.

There are two cases of organizations in prospective analysis in Colombia – (1) System of higher education - an external research institution (independent and autonomous), and (2) National Department of Planning, which has a leading role with the ‘single issue’ of ‘peace’.

In CODEVASF in Brazil at the level of local and state governments, the groundwork is done to generate more «strategic approach».

The ‘time’ for prospective and strategy is crucial. «If we consider the Anglo-Saxon countries, the public administration has its own characteristic. New Zealand and Australia have a new approach like the Scandinavian or Japanese, who requested a plan of 250 years for reserves of natural resources. In China it is completely different. How can we analyze qualifiedly the perspective of Latin America in an international collaboration perspective? If we deal with Latin America we did not get a good political scheme. Prospective ownership needs continuity, not necessarily at the national level. « «Néstor García Canclini, in his book ‘Hybrid Cultures’ approaches the peculiar characteristics of Latin America very well. The cycle of 58 years of rural guerrilla is much higher than the urban temporality.»

«Hard to talk about foresight, if we do not qualify it. Technology and social, for example. It seems that ‘sense of common destiny’ of collective-community issues would be the key to Latin American thinking. Institutional policy - policy continuity - conflicting and complex issues. In Colombia, for example, there is a prospective of building national identity and peace. And there is a huge polarity between modernity and tradition in rural areas, with forced migration to cities, caused by public policy that tries to put an end to the conflict by the displacement of populations. We must make political exercises for building consensus.

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annual report Time is lost in the conviction of technocrats that do not include time for political and cultural issues.»

«Complexity keeps an unpredictable behavior. You need time to think.»

«As we thought and discussed international trade... Brazil turns to the Port of Santos, but there should be a way out to the Pacific.»

«It is difficult to implement future prospects with the people. Mobility and security are immediate problems and require a lot of resources of States. How can we do so that the ideas of ‘futurism’, we say, penetrate your world?».

«To generate more strategic attitude ... if you think, it goes up through the sieve analysis, is organized better your future vision. Bring the actors closer to the methodology proves necessary. Otherwise you will miss much.»

«How can the administration of a country do to establish strategic prospective? Leadership, not of people but of institutions. It is easier - as we said in Soviet times - predict the future than the past.»

«Objective and subjective questions, to give an example, the Brazilian inflationary reality. And we move on governance issues. Will and objective questions ‘have to match’ ... and we have advanced.»

«Fifteen years ago organizations began to prospective visions with parents of community leaders in Bolivia, Ecuador, Peru ... ‘if our poor could not develop visions of the future, they would have killed each other.’».

OBSERVATORY OF PUBLIC ADMINISTRATION REPORT (Observe and interpreter to promote a better future). By Professor José Castelazo.

It is a first observation deck of Latin American metropolises management - for diagnosis and prognosis. Our cities are places of complexity, diversity, concentration of economic activity and political power.

The state aims should be: to preserve peace and public security, political and economic stability, sustainable development, anyway, a comprehensive wellness.

Types: public-public, public-social, private-public.

The conclusions are validated, transcendent. Public policies and activities are consensual.

Unlike universities, highly bureaucratic entities living from the criticism of bureaucrats and the bureaucracy of governments.

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Theme 2 - New Institutional and Organizational Arrangements.

Moderator: Nuria Cunill Grau, CLAD, Chile; Lecturers: Martin Gras, UNTREF, Argentina; Alketa Peci, FGV, Brazil.

Does the model of developed countries fit our countries??

National Plan for Human Rights, Argentina - focused initiative to the defense of universal rights. We cannot avoid considering that any intervention takes place, always in the present. Decisions are ‘cultural’ and the state has to have a real ethical basis, not only ‘virtual’.

Argentine democratic state is only 31 years old. Our default is high. There are three kinds of lies: little lies, big lies and statistics lies. The state provider is the builder of rights such as democracy, development and human rights (ethical system). But the great universal law is politics.

In Brazil, we have a mimetic-based model of the British model of privatization of public services - but as a «buddy-buddy» (1995). A kind of «fraud» in the minimum State course. How can we implement models in a better way?

There is a proliferation of contractual government partnership with the third sector. An area of robust research. Ambulances and NGOs IPCs. Data Mining SINCOF: many of the NGOs have as its founder a public server or a politician. Interpersonal trust networks. Unconsolidated market demonstrates the groundlessness of the model. There are not NGOs prepared to establish partnership. Management problems originate. Institutional fabric able to take partnerships. If not, it does not help the state «push the envelope». We are definitely moving in a «black box» land type. Not only because we do not have the data, but also we do not know how commercial are such relationships. Equity and social effectiveness are public values that should be measured when it comes to public services. We do not measure only the efficiency.

We must also measure social effectiveness and equity. Transparency and accountability also fall short. UNDP 2004 showed dissatisfaction with democracy that was dissatisfaction with social services. Balance between State and satisfaction to the public. Social rights remains on the agenda. In the European Union this issue was opening. They were implemented by humanists.

The powers are being replaced by corruption schemes.

In Argentina, there are 56 state universities and 30 private. The most powerful sectors are

2014 the most corrupt. The size of the funds is directly related to corruption. It is to strengthen the institutional character. More institutionality. More citizenship. Empowerment of the social fabric. Anticipate conflicts. Improve controls. Rio Letter 2012- commitment document for social rights.

In Europe, there is no democracy without civil society. And this is the cause of a stupendous philanthropy. No government in Latin America wants a civil society that opposes, as does not want a strong philanthropy a most urgent need in Latin America.

Theme 3 - Program Evaluation of Public Policies.

Moderator: Geert Bouckaert, IIAS, Belgium; Lecturers: Bianor Cavalcanti, FGV, Brazil; Freddy Mariñez, Mexico; Luis Beteta, INAP, Guatemala.

The intangible elements, the culture of evaluation, «whatever cannot be measured does not exist» Not everything can be measured, for example, cultural intangibles. We increased the investment to fight poverty twenty times ... and we have more poverty”; Institutional mimicry and usability of evaluation systems. One has to question the meaning of the evaluation, and correct the programs to learn and perform intelligent actions of public policies, in addition to accountability to citizens. Important: the evaluation cannot be used only to punish or reward.

Independent systems prevent complacency». The most pathetic case is the society as a whole - citizens do not participate in the evaluation criteria definition for their own citizenship”; Example of CONEVAL - which has the best system of governance in Latin America; «We cannot separate the intangibles. Public policy must include intangibles. If reality is not changed, it’s bad. Poverty reduction is subject to four criteria: - (1) If one hopes that tomorrow will be a better day; - (2) If conditions change for the better; - (3) a definite change is established; or – (4) a definite capacity of development is established.

Converging rationality over effectiveness and efficiency. Evaluation does not impact the productivity of policies because it does not use the sophisticated information available, only the ones that confirm achievements. Election issues, improvisations. Mystification of the evaluation because we do not know the data.

Participation Number of participants registered: 34

Host Country 26%

Other 26%

Academics 20,5% Practitioners 18%

Students 48%

Male 88%

Students 47%

Politicians 14,5%

Female 12%

Number of countries represented: 17 Top 5 of countries 1. Brazil 2. Argentina 3. Colombia 4. Mexico 5. Peru

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annual report AGPA ANNUAL CONFERENCE

Date and venue: Jakarta (Indonesia) from 27 to 29 August 2014 In collaboration with the Chinese Academy of Personnel Science (CAPS) and Office of the Vice President, the Ministry of Administrative Reforms, the National Institute of Public Administration and Universitas Indonesia.

General Rapporteur: Prof.Azhar Kasim Department of Administrative Science, University of Indonesia Assistant rapporteurs: Prof. Heungsuk Choi Department of Public Administration, Korea University Prof. Jun Matsunami Graduate School of International Cooperation Studies, Kobe University Dr. Septiana Dwiputrianti Public Governance Innovation Center and School of Public Administration, National Institute of Public Administration of Indonesia

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Main Theme: “Enhancing Public Trust and Governance through Innovative Public Administration in Globalized and Regionalized Asian Countries�

Three subthemes were also addressed during the Conference:

n The Complexity of Structure and Proliferated Actors in Improving Public Trust and Governance: Building Cooperation and Competition;

n The Paradox of Globalization, Regionalization and Decentralization in Search of Accountable, Responsible and Effective Governance;

n Opportunities, Challenges, Learnings and Innovations in Asian Public Service Executive summary of the debates On August 27-29, 2014, the 2014 Asian Group for Public Administration (AGPA) Annual Conference was held in Jakarta. 95 experts and academics from 13 countries including China, Indonesia, Japan, Korea, India and Philippines participated in the Conference.

This Annual Conference was jointly organized by Chinese Academy of Personnel Science (CAPS) and Office of the Vice President, the Ministry of Administrative Reforms, the National Institute of Public Administration and Universitas Indonesia. The theme of this Annual Conference is Enhancing Public Trust and Governance through Innovative Public Administration in Globalized and Regionalized Asian Countries. The Conference consisted of 3 sub-themes: The Complexity of Structure and Proliferated Actors in Improving Public Trust and Governance: Building Cooperation and Competition; The Paradox of Globalization, Regionalization and Decentralization in Search of Accountable, Responsible and Effective Governance; and Opportunities, Challenges, Learnings and Innovations in Asian Public Service. Meanwhile, these was also a special panel for IIAS Study Group on Efficiency, Effectiveness and Governance.

2014 The Conference had received 83 abstracts and 60 full papers. Three well-known experts delivered keynote speech at the plenary session. 54 participants delivered presentations at the parallel sessions. Four experts served as the general rapporteur and assistant rapporteurs.

During the Opening Ceremony, IIAS President Geert Bouckaert, AGPA President Jiang Wu, IASIA President Michel de Vries, and Vice-minister of State Apparatus and Administrative Reform of Indonesia Eko Prasojo delivered welcome speeches. Dr. Kuntoro Mangkusubroto, Chairman of UKP4 (President Delivery Unit) attended the conference and made a keynote speech. Director-General Mr. Rolet Loretan participated in the closing ceremony and delivered an address.

The AGPA Steering Committee Meeting was held on Aug 27. The meeting approved AGPA Regulations, and re-elected Steering Committee members and President. The Steering Committee unanimously re-elected Prof. Jiang Wu as the President in his second term.

Ms. Ying Xiong from Chinese Academy of Personnel Science was appointed as Executive Secretary of AGPA.

MENAPAR CONFERENCE The Presidents of IIAS and IASIA accompanied by the Director General of the Institute went to Manama. The presidents of IIAS and IASIA accompanied by the Director General of the Institute went to Manama (Bahrain) on 23 and 24 April this year to attend the first conference of the ÂŤMiddle East & North Africa Public Administration Research Network ÂŤ(MENAPAR). In addition to the ceremonies and various parallel sessions, the conference program included plenary sessions aimed at defining the research agenda for the MENA region as well as the networking of different actors in the region.

For the rest, an organizational meeting was held on April 23 to set up the basic structure and functioning of MENAPAR and officially give life to this new network, born before a cheering crowd.

Participation Number of participants registered: 95 Students 5,5% Politicians 2%

Non-members of AGPA 8%

Practitioners 9,5% Members of AGPA 92%

Academics 83%

Number of countries represented: 13 Top 5 of countries 1. Indonesia 2. China 3. South Korea 4. Japan 5. Singapore

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annual report BRAIBANT LECTURE Date and venue: Ifrane (Morrocco) during the IIAS Congress

Keynote Speaker: Christopher Pollitt (UK), Emeritus Professor, KU Leuven, Belgium Theme 2014: “Towards a new World: Some inconvenient truths for angloshere Public Administration” Executive summary It is easy to get the impression that most new ideas in public management come from the ‘Anglosphere’. These would include the ‘New Public Management’ and ‘governance’, together with a host of specific techniques such as TQM, benchmarking, contracting out, the autonomisation of public agencies, Public-Private-Partnerships and Lean. Anglophones have also tended to take prominent roles in those international bodies which are most influential in public management reform, particularly the OECD and the World Bank. Furthermore, the top PA journals – the ones that most young academics aspire to publish in – are U.S. or British in origin, and remain English in language. Finally, in the background, we have the continuing growth of English as the new ‘world language’.

In this lecture, however, I would like to argue that, for several disparate reasons, this apparent dominance is already fading, and is likely to diminish further over the next decade. These reasons include the following:

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1. The dominance of Anglophone ideas has always varied by country and region, and continues to do so. NPM, for example, was for long ignored or resisted by many countries, or was adopted in ways that transformed it.

2. The results of Anglophone public management reforms are now being questioned.

Not only have they often visibly and palpably failed when applied in the developing

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world, their track record even in their ‘home countries’ of the UK and the USA has now been seriously questioned.

3. There are signs that some of the leading academic institutions in the Anglophone world are developing the subject in directions that take it further and further away from practical application. The gap between academic concerns and practitioner concerns may be widening.

4. China, Eastern Europe and Latin America are increasingly important voices in the international public administration community, and in many cases they have strong administrative cultures and traditions of their own. For these and other reasons they are unlikely to just buy Anglophone ideas ‘off the shelf’. They may not see them as directly relevant to their own problems. Furthermore, the future fiscal contexts in these regions are very unlikely to be the same as the austerity which will continue to dominate the UK and the USA.

In conclusion I will speculate on some of the implications of this analysis. It may be that English remains the dominant language of the international public administration community, but the hunger for ideas of English and American origin soon becomes a thing of the past.

2014 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 2014 “Public Administrative Reforms – Who is more useful: internal or external advisors?”

This forum addresses the issue of continuity and change in public administrative reforms.

Traditionally, reforms inspired by the New Public Management (NPM) have been presented as implying a fundamental break with the past: from a focus on input and processes to a focus on outputs, from a self-centered administration to a customer-oriented one, etc…

More than twenty year after the publication of Christopher Hood’s seminal article , one can be left with the impression that

the particular context of the Mediterranean region, in which the Conference will take place, that has witnessed numerous political, institutional, constitutional reforms, with possible impacts on public administration Two extreme positions on this debate could be advocated, susceptible of infinite ramifications: the most continual feature of public administration and of Mediterranean politics is its reformist ambition, translated in numerous reform attempts proclaiming discontinuity with the past, and the deceptive results of these attempts. The more it changes, the more it remains, it sounds what remains in public administration and Mediterranean politics is its discontinuity, its continual adaptation to changing needs and circumstances, leading either to a pendulum move between models or to some progression on an absolute scale, but actual results anyway. Willy-nilly, some results have been achieved, it sounds.

This Forum thus assumes that several rounds of reform have proclaimed change or discontinuity, and asks whether this has been followed by facts or whether this assumption deserves modification.

Moderator: Dr Raed BenShams, Bahrain

NPM may have been a rupture more in discourses than in practices reforms have itself become a continuous feature of public administration, triggering new discourses proclaiming discontinuity with it (i.e.: debates on network models, public service motivation, professionalism, citizen participation,…).

Speakers:

Ultimately, the Intercontinental Administrative Forum questions whether reforms do change anything at all in two different contexts:

Mr Mohammed Belhami – Morocco

the general public administration debate, with geographical examples;

Professeur dr Christopher Pollittt – UK Professeur dr. Jacques Bourgault – Canada Mr Xian He - China

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annual report THE DIALOGUES

Trans-Atlantic Dialogue (TAD)

Trans-European Dialogue (TED)

Date and venue: Università della Svizzera italiana, Lugano (Switzerland) from 4 to 7 June 2014 Date and venue: Cluj, Romania from 6 to 7 February 2014 The 7th Trans-European Dialogue focussed focus on issues of strengthening the link between the local governments and the communities they represent, govern and serve. Though local government is differently perceived in different European countries/administrative systems, there seems to be a disconnection between citizens who no longer feel part of only one community but rather to a variety of localities/territorial units with which they have functional relations. In this context, the topic is very important for all EU States: The capacity of local governments to connect with the community, to put together viable strategies for local development and to integrate within the (supposed) European common framework as a key factor for the development of public administration and democracy within Europe.

Participants were invited to debate the role and function of the relationship local governments has with communities within an era of global governance and to address specific challenges given the framework of representative democracy.

Theme: “From Public Administration to XXI Century Collaborative Administration – The role of public networks.”

More than 130 participants from 20 countries over the world attended the 10TAD. The 10TAD programme was structured around five workshops: Workshop 1:

Workshop 2: Institutional relations, network structure and network management: what does it matter?; Workshop 3:

Social and cognitive boundaries in collaborative administration;

Workshop 4:

Where is the pivot of networks? The role of the network manager;

Workshop 5: Networks in the Social, Welfare, Cultural, and Emergency Fields: Solution or a Symptom of Rising Complexity All the TAD10 participants took part at the following plenary sessions:

For more information: www.ted-dialogues.org

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Metrics and methods in collaborative settings;

n Round table on global governance and networks – Moderator: Eric‐Hans Klijn, Erasmus University; Discussants: Jacob Torfing, Roskilde Universitet ‐ H. Brinton Milward, University of Arizona ‐ Ghazi Gherairi, University of Tunis; n Closing Plenary session with the reports by the Workshop Co‐chairs and Conference Co‐chairs;

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n Four keynote speeches: - “Network management: what do we know and where are we going” ‐ Eric‐Hans Klijn, Erasmus University; - «What we Know and Don’t Know about Dark Networks and What it Means for Public Management» ‐ H. Brinton Milward, University of Arizona; - “Coordinating Hierarchies, Markets, and Networks: A Catch 22?” ‐ Geert Bouckaert, KU Leuven; - “Collaborative Governance and Traditional Public Administration” ‐ Kenneth J. Meier, Texas A&M University.

For more information: http://ta-dialogues.org/

The Euro-Mediterranean Dialogue (MED)

Date and venue: Rome, Italy, from 8 to 10 October 2014.

Theme: “Societal government and sustainable public management: Challenges for the Euro-MENA area”

The opening special panel was dedicated to the theme: «Is there a Mediterranean way to social innovation?» The speakers presented different Italian experiences.

More than 130 participants presented papers and testimonies during the parallel sessions structured around the different sub-themes: Track 1: Reviewing government expenditure: towards a smarter sustainability of public finances; Track 2: Coproduction, collaborative administration and public private partnerships; Track 3: The Horizon of the social innovation in the Mediterranean area: challenges for public policies and civil society;and the Open Track.

During the MED institutional platform, our partners were invited to present their projects and priorities for the coming years. Many topics were suggested for our future discussions: sustainable development, education, training and employability, public policies, partnerships and key projects in order to manage the main challenges of our societies etc.

The closing ceremony were dedicated to a reflection on the future of the dialogue and its extension to the MENA area in partnership with MENAPAR. For more information: http://www.med-eu.org/

Prior to the MED 7 conference, the MED PhD workshop gathered 17 young researchers who presented and discussed their PhD thesis research projects. The different sessions were chaired by well-known professors in the Euro-Mediterranean zone, experts in public management. annual report 2014

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annual report IV. E XTERNAL COMMUNICATION / PARTNERSHIP COST European Cooperation in Science and Technology is a long-term international network for cooperation in science and technology. Within this EU FP7 funded framework, the Action “Local Public Sector Reforms: An International Comparison (‘LocRef’)” has started work on March 28th 2013. ‘LocRef’ is a still expanding European research network on local public sector reforms with more than 100 senior and early stage researchers in currently 31 countries.

The COST project is connected to the Permanent Study Groups IV on Permanent Study Group IV: Local Governance and Democracy and the PSG V on Regional and Local Government The PSGs hold different joint sessions during the EGPA conference.

In 2014, the COST action organized different meetings: The COST-LocRef WG IV Meeting was organized in Leicester (UK) on November 27, 2014 The 2nd COST ‘LocRef’ PhD Training School took place in Siena (Italy) from 29 September 2014 to 2 October 2014 on the theme: “Re-building Trust in Local Governments: Re-thinking Politics, Management and Governance in the Post-NPM Era” The COST-LocRef WG III Meeting was organized in Speyer (Germany), 11 September 2014 For further information on this partnership and for the agenda of the next meetings: http://www.iias-iisa.org/egpa/partnerships/ Chair of the Action: Prof. Sabine Kuhlmann (DE) Vice Chair of the Action: Prof. Geert Bouckaert (BE)

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AAPAM The African Association for Public Administration and Management – and IIAS have agreed in a Memorandum of Understanding to work for the convergence between both organizations.

This leads to cross-participation to respective conferences, and to the participation of AAPAM to the organization of IIAS African Forum.

CEPA Meeting The United Nations Committee of Experts on Public Administration (UN CEPA) is the Unites Nations body in charge of recommending a public administration policy to the Economic and Social Council.

For many years, IIAS has been participating to the UN CEPA with an observer status. The 2014 session of the UN CEPA was devoted to the theme of “Transforming Public Administration for Sustainable Development”. President Geert Bouckaert, Director General Rolet Loretan and Strategic Projects Officer Steve Troupin represented IIAS. In 2015, both IIAS and UN CEPA will focus their major events on the same theme of trust, allowing for win-win interactions .

1http://www.unpan.org/DPADM/CEPA/UNCommitteeofExpertsonPublicAdministration/ tabid/1454/language/en-US/Default.aspx

IASIA-UNDESA Joint International Taskforce The “IASIA-UNDESA Joint International Taskforce on Strengthening Public Administration and Leadership at Local Level for the Achievement of Development Agendas” is a joint initiative of the Association and the United Nations aiming at empowering local governments to contribute to development. It examines the challenges flowing from decentralization policies worldwide and the existing supply of training and make suggestions for demand and supply to meet. The Taskforce’s contributions on decentralization policies have been presented during the Association’s Conference.

2014 IASIA/OECD Caserta Project

NISPAcee

IASIA is a full member of the Caserta Project and is contributing to the establishment of the project.

The President of IASIA led the pre-conference seminar for PhD. (« Making one’s paper publishable ») which traditionally precedes the annual conference of NISPAcee.

The NISPAcee Conference was held in Budapest on the premises of the “Corvinus University of Budapest”, from 22 to 24 May on the theme “From Pre- Weberianism to Neo - Weberianism”.

Several representatives of IASIA and EGPA have actively participated.

The stakeholders of this partnership organized a conference on 13 and 14 November 2014 to discuss the Role of Schools of Government in promoting Public Sector Innovation. The IIAS Family was represented by the IIAS President, Prof. Dr. Geert Bouckaert.

The OECD Secretariat is working in the conclusions of the conference and will very soon send a detailed report and propose an agenda for the next steps we should go through.

In 2014, the IASIA President, Prof. dr. Michiel de Vries has proposed to the OECD a joint panel IASIA-OECD to be organized during the IASIA 2015 Conference in Paris. The OECD has accepted our proposal with enthusiasm and the theme to be discussed is “Developing the skills for successful Alternative Service Delivery”.

CLAD The XIX Annual Meeting of CLAD was held in Quito (Ecuador) from 11 to 14 November 2014.

The IIAS was represented by its Director General and the LAGPA by its President. Both were invited to speak during a special presentation on the theme “Training of public officials in Latin America and Europe”.

ASPA The privileged relationship between IIAS, its various entities and ASPA were maintained and strengthened during the year 2014. Therefore, the IIAS was well represented during the annual conference of ASPA held in Washington DC in March 2014. In addition to the various interventions of the members of the great family of IIAS during the different working sessions, the Institute has established a strong well-attended panel on the theme “The Challenge of managing and leading public service organizations in 21st Century”.

The 10th “Transatlantic Dialogue” (TAD) established between EGPA and ASPA was, meanwhile, held from 5 to 7 June in Lugano (Switzerland) where we were the guests of the University of Lugano . Participation was both large and quality.

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annual report V. PROFESSIONALIZING PA IASIA AWARDS 2014 Pierre de Celles Award The Pierre De Celles Award is given to the author(s) of the best paper presented at the IASIA Annual Conference. It is named in honour of former IASIA Vice-President (North America), Pierre De Celles.

Each year, the Working Groups’ Chairs and Project Directors forward the best papers presented in their respective Working Groups to a selection committee consisting of members of the IASIA Board of Management. The papers are then reviewed in line with the following criteria: n the relevance of the paper for the practice of Public Administration research and training n the relevance of the paper for the discipline of Public Administration

n the relevance of the paper for the practice of public administration

n Is a multi-disciplinary approach visible in the paper?

n Does the paper contain a novel viewpoint?

n The soundness and consistency of the argumentation

n the originality of the research question/problem formulation

n the quality of the theoretical grounding

n the reliability and validity of the research

n the significance of the findings

n Is the research question/problem answered at the end of the paper?

n the quality of writing

n the readability and lay out

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The Pierre de Celles Award for the best paper presented at the 2013 IIAS-IASIA Joint Congress in Bahrain is awarded to Christina W. ANDREWS, Simone RESENDE and Wilson M. ALMEIDA for their paper: “Delivering Education to the Poor: Lessons from local Governments in Brazil” 2014 Donald C. Stone Award The DC Stone Award was established in 2010, and is named in honor of Professor Donald C. Stone, Dean of the School of Public and International Affairs at the University of Pittsburgh.

He is one of the founding fathers of the IASIA. This award honors a distinguished international scholar and/or practitioner for advancing the well-being of IASIA. To be eligible for the award, the individual must be recommended or sponsored by an individual and/or institution that is in some demonstrable way affiliated with IASIA. In 2014, the DC. Stone Public Service Award was attributed to Purshottama Sivanarain Reddy, Professor at University of KwaZulu-Natal, South Africa, for the contribution to the IASIA. 2014 OP Dwivedi Award The OP Dwivedi Public Service Award was established in 2008, and is named in honour of Professor OP Dwivedi for his leadership and his long dedicated service to IASIA. This award honors a distinguished international scholar or practitioner to pay tribute to his/her significant contribution to public administration and to the advancement of public policy in the world. The eligible candidates must meet the following criteria: (1) contribute significantly to public administration as a scholar and/or practitioner, and (2) be recommended or sponsored by an individual or institution that is in some demonstrable way affiliated with IASIA. In 2014, the OP Dwivedi Award was attributed to John-Mary Kauzya, Chief of Public Administration Capacity Branch, Division for Public Administration and Development Management -Department of Economic and Social Affairs, United Nations

2014 VI. ONLINE SERVICES KNOWLEDGE PORTAL ICAPA - INTERNATIONAL COMMISSION ON ACCREDITATION OF PUBLIC ADMINISTRATION EDUCATION AND TRAINING PROGRAMS (IASIA) The first International Commission on 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.

First ICAPA Accreditation: In September 2014, IASIA has successfully completed its first accreditations.

Two programs of two different schools of the Getulio Vargas Foundation (FGV), namely the Professional Master’s in Public Administration of the Brazilian School of Public and Business Administration (EBAPE) in Rio de Janeiro and the professional Master’s in Public Administration program of The Business Administration School of São Paulo (EAESP) have been granted full six year accreditation.”

For further information, please contact: Bardhyl Dobra IASIA Executive Secretary b.dobra@iias-iisa.org

www.pa-knowledge.org This portal is yours !

The knowledge portal of the IIAS is a communication platform on major issues of governance and key problems of the Public Sector (as leadership, coordination, public management developments, innovation, etc.).

This is an information tool that allows to keep abreast of all developments and reforms in recent months in public administration.

We dedicate ‘focus’ to major challenges in public administration and we publish news about the recent changes and best practices in the different regions. We also publish interviews of academics and practitioners about their views regarding the recent developments.

Objectives

n to provide a communication platform on major themes of governance and contemporary Public Administration; n to be accessible to academics and practitioners in a minimum of time to provide them with current information on a particular issue; n to demonstrate the theoretical problems/good practices of Public Administration in countries represented on the Panel; n to put online current issues in countries represented on the Panel: 6 country tests; n to provide an opportunity for reference persons from Member States to examine pertinent issues for their region.

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annual report Focus 2014 IIAS focuses its concerns on some key issues in the news and development of public administration in the world. Topics already covered: n Trust in PA n PA in Times of Crisis n Migration n Management and Public Administration n Innovation in Public Administration n Performance in Public Administration In 2014, our interns have collected information on the administrative profile of several Member States of the Institute and especially those of Brazil and France that will host our Congress and our conferences in 2015.

We also prepared several themes we would like to address in the coming months: public policy (environment, education and employment ...), public utilities management and Integrity in Public Sector.

After finalizing the theme addressed in 2014: Innovation in the public sector, we opened a new focus related to our 2015 activities: Trust and Governance. We will address this important topic of the Trust in Public Administration. Interviews and news will be articulated for discussion around several axis such as: maintaining and enhancing trust of citizens/users in their administration, trust of civil servants in public sector reforms.

We had also a special focus on the COCOPS project and its 201’4 results: The report: Future Trends in European Public Administration and Management: An outside-in Perspective presented a critical review of key academic and practical research on future trends in public sector reform in Europe and beyond, focusing particularly on perspectives on reform since the start of the financial crisis in 2008. Finally it offered a brief, preliminary assessment of how far, during the current austerity, EU governments appear to have taken decisions consonant with adaptation to these external trends. This focus was connected to the previous focus on PA in times of crisis and the Coordination in the Public Sector.

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How to contribute?

The IIAS staff and interns working on the Knowledge Portal is always on the look-out for the latest news, however, the strength of the Institute lies within its network and we are counting on you to help us grow this portal.

If you see an article, an interview, a publication, a conference that would be interesting for us, let us know by e-mailing.

Internships - Helping us by becoming an intern at IIAS Working on the Institute’s Knowledge Portal is the best means for an on-the-job trainee to become acquainted with recent developments and reforms in the diverse fields of the administrative sciences, to have a broad perspective of the numerous existing projects and to be informed of the relevant important meetings, conferences and seminars planned at the international level.

By working on a new theme, our trainee will be able to compare the best of what is happening in the public sector. He/She will work and cooperate with persons outside the Institute (partners or not). This is a means for our trainee to make new contacts and to strengthen an already extensive network.

Our on-the-job training programme is meant for students who already have research experience with specialized internet websites. The programme will provide the trainee with in-depth knowledge of the latest trends in the public administration/public management sector. This valuable experience can then be used to the trainee’s advantage in his/her relations with other institutions or enterprises.

For further information: http://www.pa-knowledge.org/ Contact: Dr. Fabienne Maron EGPA Executive Secretary and IIAS Scientific Administrator E-mail : f.maron@iias-iisa.org Mélissa Monaco Webmaster/Conference Assistant m.monaco@iias-iisa.org

2014 BABEL The PA@BABEL database collects information about articles on public administration in European non-English journals.

Article titles and summaries/abstracts (in original) of articles published in academically acknowledged European journals are translated into English and French. By using this database researchers can search for content in several fields: the article’s title, the name of the author, journal title, journal country language of the article, the abstract and the theme of the article.

Each journal is responsible for providing the information that is inserted in the database.

When a researcher has found a relevant article, he/she can read the abstract, contact the author or the journal editor or the journal website.

Objectives

n n n n

Making scientific knowledge available beyond the language boarders Creating a platform of editors Recognizing publication quality beyond English Creating a virtual research community in Europe beyond languages

For further information: http://www.pababel.eu/ Contact: Dr. Fabienne Maron EGPA Executive Secretary and IIAS Scientific Administrator E-mail : f.maron@iias-iisa.org

WEBSITES You will immediately notice the dynamism of our layout. The navigation promotes a more modern and more user-friendly approach.

The homepage enhances our latest news, the knowledge portal, our activities and those of our partners.

With a login zone (in « Members Space« ), our contacts / members can manage their profiles directly in our secured online database (contact information, area of expertise, member profile, etc.).

For the sake of professionalism we have also developed our own tool for managing events.

You are able now to register as participants and / or authors to all our events directly via our website. Your personal data are automatically listed on our online database and your username will be stored to each future events.

In the near future, our members will have the same opportunity to contribute, enrich and directly publish their activities and news on our websites.

Do not hesitate give us your opinion!

Bardhyl Dobra IASIA Executive Secretary E-mail : b.dobra@iias-iisa.org annual report 2014

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annual report VII. THE IIAS ABOUT US Our Vision The International Institute of Administrative Sciences (IIAS) is an association 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.

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

Our Objectives

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

In order to achieve its mission, the IIAS shall: n promote the development of the administrative sciences ; n be the worldwide platform providing a space for exchanges between practitioners and academics ; n establish a link between theoretical research and practice ; n promote sharing of knowledge and practices by developing comparative administrative studies and encouraging exchanges of information on those subjects ; n improve the organisation and operation of public administrations ; n develop effective administrative methods and techniques ; n contribute to the governance progress within the national and international administrations ; n act as bridge builder.

Our Mission

Our Activities/Services

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

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.

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Our Values

annual report 2014

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 ;

2014 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

The members of IASIA Two members’ categories are proposed: n Corprorate/Associate Members n Individual Members

The members of EGPA

members

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

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

The members of LAGPA

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

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

Currently, to further institutional contacts and exchanges with similar professional organizations in the sphere of Public Administration, LAGPA’s, members are academicians and practitioners on administrative science 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: n Corporate Members

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annual report The Membership for each entity IIAS : 136 members State Members: 36 National Sections: 29 Corporate Members: 65 International Organizations: 4 Individual Members: 2

EGPA: 138 members Corporate Members: 57 Individual Members: 81

International Organizations 3,5%

Corporate Members 48% National Sections 21%

State Members 26%

Individual Members 1,5%

Individual Members 59% Corporate Members 41%

IASIA: 199 members Corporate Members: 191 Individual Members: 8

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LAGPA: Individual Members: in progress

AGPA: 26 members Corporate Members: 26 Corporate Members 100%

Corporate Members 96%

Individual Members 4%

2014 • The members of IIAS • The members of IASIA • The members of EGPA • The members of LAGPA • The members of AGPA

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annual report 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: +32-2-5360889 - 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 Tel: +32-2-5360884 - E-mail: f.maron@iias-iisa.org

The members of LAGPA Any candidate wishing to become an LAGPA member must write an official letter requesting adherence to LAGPA. A membership form will be available for downloading on the LAGPA Website.

The membership request has to be sent by post, fax or email.

Approval of the membership shall be done by the Steering Committee.

Any IIAS and or IASIA member is considered a privileged prospect associate of LAGPA.

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.

For further information, please contact CĂŠsar Rojas Alfonzo - LAGPA Executive Secretary Tel: +55-21-37996059 - E-mail: cesar.alfonzo@fgv.br

For further information, please contact Bardhyl Dobra - IASIA Executive Secretary Tel: +32-2-5360889 - E-mail: b.dobra@iias-iisa.org

The members of AGPA Any candidate wishing to become an AGPA member must become the IIAS member first.

For further information, please contact Ying Xiong - AGPA Executive Secretary Yuhuili No. 5, Chao Yang District, Beijing, China Tel/Fax: +86-10-84639741or +86-10-59762625 E-mail: rky218@163.com or iiasagpa@163.com

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2014 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?

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. 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. 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.

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

The benefit to become a member 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

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 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 2014

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annual report MESSAGES Message of the IIAS President International Institute of Administrative Sciences (IIAS) is part of the solution!

In 2014 it became even more obvious that the public sector is and should be part of the solution for crises and societal problems. For countries to trust their public sector and governance to be able to solve problems is crucial. For this reason it is important to look to the future and to be innovative in finding new types of solutions such as e.g. service delivery through partnerships.

This 2014 annual report shows that our Institute and all its entities conducted numerous activities (Congresses, Conferences and Dialogues) in different areas highlighting the diversity of thematic and regional approaches in the field of Public Administration globally.

As IIAS President in dialogue with our partners, we are developing an innovative strategy to extend our perspectives both at regional level with the development of new regional groups covering the diversity of our network. Culture does matter, especially in issues of governance. This is why we need regional activities that allow to make our histories, our value systems, our languages, our cultures visible. This path dependency is relevant for our regional administrative practices.

This is why we do not only need academic study groups on a range of issues, we also need ‘solution groups’ to involve policy makers. Ultimately we need to bring the academic study groups and the policy maker driven solution groups together, in a dialogue that bridges theory and practice. We therefore would like to address key issues identified by ‘pracademics’, practitioners and government officials by offering a place for a constructive dialogue oriented to solutions.

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annual report 2014

Our strategy also aims to deepen our activities in ensuring quality of our conferences and meetings for our network and their relevance to academics and practitioners but certainly for young people who are the future of our field. Our publication strategies (journals and books) allow to give a platform to a diverse group of scholars and experts, to young PhD’s and senior colleagues.

Our institute also has a key role to play in accreditation of teaching in cooperation, regionally and globally. Education and training are at the centre of the development of our administrations and need to focus on changing skills requirements as well as on research profiles in public administration.

Our Institute must strengthen its position on the international scene by connecting to international organizations that deal with contemporary issues, such as trust, innovation, effective and sustainable policies, and leadership for good governance.

The public sector needs to be part of the solution for societal problems by providing effective policies and services. Therefore, extending and deepening our activities, consolidating and innovating new types of dialogues, and vehicles for sharing ideas for solutions are needed.

IIAS wants to be part of these solutions, globally, regionally, and locally by contributing significantly to the value of public administration.

It is important that our institute demonstrates what we are teaching and researching: good governance. We cannot achieve these goals without the active involvement of our member countries, national sections, member institutions, and all individual members in all our regions.

Let me therefore invite you to join us and to contribute to enrich our vision and be part of solutions for a better functioning public sector, globally, regionally, and nationally.

Prof. Dr. Geert Bouckaert (Belgium) President of the International Institute of Administrative Sciences

2014 Message of the IASIA President To date, the association has 205 corporate and individual members located in 86 countries.

Within the framework of the implementation of the new strategy and mission of IASIA as agreed in the Board of Management in 2013, IASIA completely reorganized the focus of its working groups in order to make them more attractive and to align them with the mission of IASIA. At present there are 10 working groups, including one which varies each year with the theme of the conference.

Furthermore, IASIA renewed the leadership of these working groups allowing for one projectdirectors and two co-chairs per working group. This resulted in rejuvenation, increased regional diversity and gender-equality in the leadership of these working groups.

Various issues related to the theme will be discussed in plenary sessions and during the sessions of IASIA’s ten Permanent Working Groups. In each working group, authors will present their papers which will certainly stimulate rich discussions with the audience. Eminent speakers will discuss topics related to the conference theme in various plenary and panel sessions that are planned in this year’s program.

During the statutory meetings of IASIA in February 2014, the Board decided to approve the name change of CIAPA into the International Commission on Accreditation of Public Administration Education and Training Programs (ICAPA).

submitted to the publications committee or already published:

1) on the development of South African Local Government since its transition 20 years ago,

2) on privatization in countries in transition.

3) on corruption, also meant to honor two previous senior members in IASIA who unfortunately passed away, namely O.P Dwivedi and Moses Sindane,

4) on public administration in times of crisis, mainly based on the IIAS-IASIA congress in Bahrain, 5) The book « Standards of Excellence », as the outcome of the Joint Taskforce UNDESA-IASIA.

6) A publication incorporating eleven papers that have been awarded the Pierre de Celles Award in previous years is published and will be distributed to IASIA 2015 Conference participants.

As to its international cooperation, IASIA signed an MoU with the national school of governance of Uzbekistan, has proposed an MoU with GIFT Mena, has intensified its relations with ASPA by mutal waivering of conference fees, as well as with the UNDESA by investigating the possibility of future joint conferences. IASIA is a full member of the OECD-Caserta Project and is contributing to the establishment of the project.

ICAPA is currently studying with several institutions the possibility of proceeding with the accreditation of several of their programs. In addition, ICAPA and EAPAA has started a process of mutual consultations in order to clarify the priorities and make valuable use of synergies.

The steps made by IASIA in the past years have been furthered by the excellent support from the Brussels office. As in previous years the IASIA wants to express its appreciation especially to those staff it has most direct relations with. This includes the Director General Rolet Loretan, the Executive Secretary Bardhyl Dobra, the Finance Director Roxane Debus, the IIAS Executive Secretary and Events Officer Anne de Boeck for her accomplishment in making the annual conference a success and Steve Troupin in his function as Strategic Project Officer. IASIA is still very satisfied with the way the Brussels office functions.

Together, let us build the future of public administration!

IASIA is stimulating the leadership of its working groups to publish books in one of the IIAS publishing series. By now six initiatives in this regard are under the process of printing,

Prof. Dr. Michiel de Vries (The Netherlands) President of the International Association of Schools and Institutes of Administration annual report 2014

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annual report Message of the EGPA President EGPA, the ‘home’ of public administration scholarship and practice in Europe!

Reading the 2014 IIAS Annual Report, you will discover the various activities organised by EGPA in cooperation with its partners.

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administration passes through diverse identities engaging into dialogues. EGPA aims to promote further dialogues with communities of public administration scholarship all over the world.

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 practices in the respect of the diversity of approaches.

EGPA, a regional group of IIAS, develops its strategy in close integration with the IIAS and contributes to the regional dynamics initiated by the Institute by highlighting the specificities of public administration research and practice in Europe and the trends in public management reform in the European continent.

I really hope and trust you will find in EGPA a place in which the science, the art and the profession of public administration can thrive, a community of persons where the pursuit of the highest standards of scholarship goes hand in hand with the development of a collaborative and supportive environment, beneficial to scholars and practitioners alike in successfully developing our fascinating profession.

The aim of EGPA is to furnish the platform for European public administration scholars to strengthen contacts and exchange ideas and to establish partnerships between academics and practitioners.

Prof. Dr. Edoardo Ongaro (Italy/UK) President of the European Group for Public Administration

The 2014 Annual Conference in Speyer (Germany) has brought together a large community of researchers, experts, academics and practitioners around key issues for the study and the improvement of Public Administration in Europe. EGPA contributes to the scientific endeavour in public administration by providing a unique system of Permanent Study Groups that cover both consolidated and emergent areas of social scientific inquiry in the field.

Message of the LAGPA President

EGPA also further developed its dialogues with other regions of the world (Transatlantic Dialogue (TAD), Trans-European (TED), Euro-Mediterranean (MED)) and strengthened partnerships (notably with EUPAN, the European Union Public Administration Network gathering the Ministries/Departments for Public Administration throughout Europe; with EAPAA, the European Association for Public Administration Accreditation that provides accreditation to Masters of Public Administration in Europe).

Public administration is an art and profession practised in different cultural, linguistic, historic, linguistic, politico-administrative and societal ‘contexts’: the development of public

Following sessions picture LAGPA’s accountabilities related to: (1) IIAS, in general; (2) IIAS 2015 Annual Congress Local Organizing Committee Progress Report; (3) IASIA, in general; and (4) Inter Regional Group Exchanges.

This report shall comply with the IIAS accuracy and transparency governance guidelines.

annual report 2014

The intention of this message is to share with the other IIAS system organizations the brief and recent 2014 history of the Latin America and the Caribbean Public Administration Group.

2014 1. IIAS, in general.

LAGPA 2014 sailing kept going according to the business model presented during both IIAS and IASIA 2014 February governance bodies, in Brussels. The model expresses value propositions: to gather and spread IIAS prestige, reputation and goodwill; develop capacity to increase international institutional synergies, and the ability to promote knowledge aggiornamento, by growing, developing and integrating a distinctive network, in the LAC region.

LAGPA has been working under IIAS family values, believing and sometimes proving that, on the ground, IIAS and IASIA flags inspire and feed PA strengthening, no matter the family member letters we use. In other words, our main actions were aimed at recruiting new members, and retaining the actual ones, targeting the universities, independent schools and institutes, corporate universities, individual PA programs, government and, not less important, the segment of the individuals.

We do this parallel to assuring the sustainability of the operations, navigating through new revenue streams, say, prospecting and convincing public, private (profit and not for profit) organizations to associate their efforts, resources and images to ours.

IIAS family has continuously counted on FGV’s President firm support. LAGPA was responsible for half a dozen new affiliations to our IIAS family, considering LAC region. Some of our efforts indeed overflowed the Atlantic and reached the countries that have the Portuguese as official language (PALOP, in the original).

I am sure that IIAS inter Groups exchanges are very important - especially among countries, in different continents, tied by strong social and cultural inheritances. But there is a lot more to develop in the LAC region.

Summarizing 2014 LAGPA integration efforts, in one week, we promoted, in Rio de Janeiro, the so called COMBOctober 2014.

The idea was to put together four catalytic events that could spread out PA seeds, in addition to missions of FGV, IIAS, and IASIA. As promised in February 2014, we took advantage of the FGV 70th Anniversary, and commemorated this, internationally, by hosting the 2014 IIAS/

GLAP Annual Congress held during the first two days of that festive week.

On the following day we welcomed academics, researchers and practitioners who shared their reflections on Guerreiro Ramos contribution to Brazilian and international thought and action.

Closing the week, the II Latin America and Caribbean Think Thanks Meeting favored contacts with prospect IIAS members. In the middle of the week, during the “birthday” dinner party, FGV President, when thanking the guests attendance and active participation, addressed a motivating message to FGV alumni, faculty, authorities, and international associations. We gladly hosted guests from Africa, Americas and Europe. IIAS and IASIA representations were distinctively recognized by FGV community.

Two documents are attached to this report: (A) Rio’s Letter - which packages the core of the IIAS 2014 Annual Congress; (B) LAGPA Regulation proposal. Rio’s letter was originally written in Portuguese and the Regulations’ original is in English. Both documents are in the process of translation in order to satisfy the three main official languages of LAC region.

LAGPA Regulations proposal is under IIAS President and DG last analysis. Regulations will then be submitted to LAGPA membership, desirably 30 days before our IIAS 2015 Annual Congress, that is, May 15th, 2015.

A meeting with the LAGPA members who will attend to Rio’s Congress, in June, will be set, in order to anticipate the main points to further discussion and approval during the 2015 LAGPA Annual Congress - to be held in Cartagena, Colombia, in October, 5-9th. The Colombian Escuela Nacional de Administración Pública - ENAP, the UNIVALLE, and the FGV, co-organizers of the event, will meet in April 2015, to sign, in Rio, a memorandum of understanding that will formalize the responsibilities’ sharing.

2. IIAS 2015 Annual Congress Local Organizing Committee (LOC) Progress Report According to previously stated LAGPA value propositions, LAGPA conceived a ten persons double face LOC. Five members compose the Advisory body, five the Executive one.

Advisory members are the representatives of Escola Nacional de Administração Pública, annual report 2014

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annual report ENAP, the Brazilian IIAS country member, par excellence; ANGRAD (National Association of Schools of Administration), comprising the most important Brazilian colleges - PA and Business colleges. ANPAD (National Association of Post-Graduation in Administration (meaning academy); SBAP (Brazilian Society of Public Administration (individuals)) and, of course, FGV. The Executive LOC members are either FGV employees, part time teacher, consultant and outsourced professional.

The Advisory LOC, met once, last January, and will meet next March. A very interesting special session proposal from ENAP has been approved and will gather Directors of National/ State Administration Schools and Institutes.

ENAP representative offered to deliver the congress invitation to the Brazilian Minister of Planning, Administration and Budget, who shall address a message during Opening Session.

ANPAD, meaning academy, is represented by Prof. Dr. Alketa Peci, one of our congress rapporteurs. She has contributed to the increasing number of abstracts submissions.

ANGRAD is a potential vector to younger participation, plus the incoming of partners as the Federal and State Councils of Administration (Government Authorities that control and protect the profession of administrator (public and private). Under the SBAP umbrella is a selected group of researchers and teachers. Up until the date of the congress, through Advisory LOC social media and their derived networks, we expect to reach 1,5 million views.

Though “reach” does not mean “coming”, “coming” depends on “ knowing about” and “where to go, when, why, etc...”

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records. In the LOC project jargon that was Phase One objective: to get a script and preselect the (majority) of the actors. Coming, Phase Two: to get the theater, the VIP international and national guests, and the Brazilian sponsors; Phase Three: to spread the news to qualified audience through personalized communication, aiming at a near-overbooking situation; Phase Four: to rehearse, rehearse, and rehearse, once more, the operations, services and products deliveries; Phase Five: to deliver promised value package; Phase Six: to assess stakeholders satisfaction; Phase Seven: to toast..

3. IASIA, in general.

Most of the facts reported so far cannot be read or interpreted without a full understanding of the common and desirable overlapping missions of sister organizations. LAGPA’s efforts concerning to IIAS are mostly coincidental to what has been made in relation to IASIA, ratifying, in the field, the importance of the regional capillarity, and the sense of intra-integration. The challenge of the end of the year of 2014, and still in progress in 2015, is to cope with Rio and Paris, considering LAC institutional and personal budgetary limitations.

4. Inter-Regional Group Exchanges.

First results of Groups mutual expositions and due to gentle and honorable invitation from EGPA, LAGPA will participate in the 2015 EGPA’ s Congress, in France.

Executive LOC meets weekly in order to review the project courses of action. Contacts between IIAS Executive Secretary and LOC (Executive) are frequent, occurring practically 2 days per week, and, as usual, run smoothly, accelerating, each day, as the Congress D date approaches.

A final thank you note is addressed to the professionals and volunteers of IIAS and IASIA for their remarkable contribution to the institutional building of LAGPA, since its birth, and during 2014. We count on you for marching on. Repeating what I have heard for several times from FGV President: “Let’ s do it together”.

LOC (Advisory and Executive) was highly motivated by congress first results, dealing with the scientific part of it. LOC estimated 200 submissions, 10% of which coming from LAC region.

The score was above the goal, and, hopefully, the quality of the works will break some new

Prof. Dr. Bianor Cavalcanti (Brazil) President of the Latin-America Group for Public Administration

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2014 Message of the AGPA President This year is the 4th anniversary of AGPA since its establishment in 2011.

Over the past 4 years, with the guidance of IIAS and the support of AGPA members, AGPA has grown up from scratch and achieved great progress.

Last year, the fourth Annual Conference of AGPA held in Jakarta, Indonesia, had adopted the theme of “Enhancing Public Trust and Governance through Innovative Public Administration in Globalized and Regionalized Asian Countries”. 95 delegates, as shown in the registration, from 13 countries and regions attended the Annual Conference. 54 delegates have made presentations on the above-mentioned themes.

AGPA has witnessed rapid and concrete development over the past 4 years. We are attracting more attention and interest from academicians and practitioners, especially the young generation. As the President of AGPA, I would like to express my sincerest gratitude to all the participants and to those academicians and practitioners who have contributed to AGPA. Prof. Dr. Jiang Wu (China) President of the Asian Group for Public Administration

In the past four years, the work done and activities organized by AGPA have won extensive recognition and praise from IIAS. During the 2014 AGPA Annual Conference, I was elected as the President of AGPA, which reflects IIAS and AGPA members’ recognition of the work and activities done by AGPA. I would like to express our heartfelt gratitude to IIAS for the attention and support, to AGPA members for their active participation and to my colleagues in Asia for their cooperation.

AGPA provides a regional platform for academicians and practitioners from all nations in Asia to exchange their views, academic achievements and practical experiences. In the future, AGPA will continue its work in providing a platform by organizing various events and activities, for academicians and practitioners from Asia and all over the world to conduct cooperation and exchange, so as to ultimately promote the development of public administration in the world.

We also hope Asian nations to actively organize the Annual Conferences so as to expand the influence of the host country while promoting its academic thoughts. AGPA 2015 Annual Conference will be held in the beautiful and modern city of Seoul, Korea. Welcome to Seoul, Korea for the 2015 Annual Conference. annual report 2014

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annual report Finances The 2014 Accounts close with a negative balance of 97.063,21 €.

For over 6 years, budgets have always been respected but the year 2014 was a difficult year.

Some figures

(Simplified Balance Sheet & Nominal Accounts) Balance Sheet Assets Fixed Assets

This negative balance is due by: 1. More unpaid membership fees 2. Less debts recovery 3. Less incomes of congress / conferences Since the critical situation of 2014 was perceived in the middle of 2014 (which coincides with the beginning of conference registrations), a special attention has been introduced to manage the treasury and optimally take care of the expenses. It is important to indicate that, compared to 2013, a saving of + - 72,000 € in operating costs was achieved (Services + Salaries). This economy was unfortunately not enough to overcome the lack of incomes.

It is essential to try to optimize incomes. There must be a better Membership Fees monitoring by the executive secretaries concerning the current year and the previous years (recovery of debts).

The LOC (Local organizing committee) must be more mobilized to activate its network and increase the participation and the revenue Congresses / Conferences.

It is essential to continue the optimization of expenditure. There is one point on which we can actually act: keep our expenses and optimization efforts, both on general operating expenses and on personnel expenses.

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Floated Assets

Liabilities 41,920 €

Reserves

624,440 €

913,930 €

Provisions

38,590 €

Debts Total 955,850 € Total

Nominal Accounts

Gross Exploitation Margin

537,614.26 €

Result of the Exploitation

55,513.45 €

Result of the Exercice

97,063.21 €

292,820 € 955,850 €

2014 Sources of Incomes General Incomes % Contributions (Membership Fees) : 56% Congress/Conferences/Dialogues : 18% IRAS : 24% Other : 2%

Other 2% Congress / Conference Rentability % IIAS Congress : 27% EGPA Conference : 56% IASIA Conference : 17%

IRAS 24%

Congress/ Conferences/ Dialogues 18%

IASIA Conference 17% IIAS Congress 27%

Contributions 56%

EGPA Conference 56%

EGPA 5% Congress / Conference Incomes % IIAS Congress : 20% EGPA Conference : 62% IASIA Conference : 18%

IASIA Conference 18% IIAS Congress 20%

EGPA Conference 62%

Contributions (Membership Fees) % IIAS : 84% EGPA : 5% IASIA : 11%

IASIA 11%

IIAS Contributions 84%

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annual report 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 Steering Committee

PRAC Annual Meeting

General Assembly

AGPA

President Steering Committee

President Council of Administration

LAGPA

annual report 2014

President Steering Committee

Editorial Committee of IRAS

Publications Committee

Annual Meeting

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Strategic Committee

2014 The Steering organs and the internal committees The steering organs IIAS - Council of Administration List of Members 2013-2016: President

Geert Bouckaert (Belgium)

Past President

Pan Suk Kim (Korea)

Senior Vice-President Werner Jann (Germany) Western Europe Vice-President

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

East Asia Vice-President /AGPA President

Chairperson, Finance Committee Chairperson, PRAC Vice-Chairperson, PRAC President of IASIA President of EGPA President of LAGPA Editor-in-chief of the IRAS Associate Editor of the IRAS Director of Publications

Philippe Bouvier (Belgium) TBC Witold Mikulowsi (Poland) Carlos Reta Martinez (Mexico) Salah M. Al-Maayoof (Saudi Arabia) Jacques Bourgault (Canada) Usha Sharma (India) Jiang Wu (China)

Members

Koichiro Agata (Japan) Carla Barbati (Italy) Nadia Bernoussi (Morocco) Raed BenShams (BahraĂŻn) Marta Cimas Hernando (Spain) TBC (Turkey) Sung-Lyul Kim (Korea) Mattias Guyomar (France) Reto Steiner (Switzerland) Theodor Thanner (Austria) Michael Vrontakis (Greece)

Ex Officio

Rolet Loretan (Switzerland)

Executive Secretary

Anne De Boeck (Belgium)

Dieter Schimanke (Germany) Masahiro Horie (Japan) Katju HĂślkeri (Finland) Michiel de Vries (The Netherlands) Edoardo Ongaro (Italy) Bianor Scelza Cavalcanti (Brazil) Andrew Massey (United Kingdom) Yves Emery (Switzerland) Robert Fouchet (France) annual report 2014

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annual report IASIA - Board of Management List of Members 2013-2016: President

Michiel de Vries (The Netherlands)

Valeria Termini (Italy)

Immediate Past President

Functional Vice-Presidents Regional and International Cooperation

Ludmila Gajdosova (Slovak Republic) Publications Juraj Nemec (Czech Republic) Programme Hendri Kroukamp (South Africa) Africa Regional Vice-President/Double Vice-Presidency

Chafika Agueznay (Morroco)

James L. Nkata (Uganda) Members

Gelase Mutahaba (United Republic of Tanzania)

Purshottama Sivanarain Reddy (South Africa)

Asia Regional Vice-Presidents Liqun Wei (China) Members

Chung-Yuang Jan (Taiwan, China) Australia

Regional Vice-Presiden John Halligan (Austalia)

Europe Regional Vice-President Nathalie Loiseau (France) Members

Jan Pastwa (Poland)

Manuel Arenilla Saez (Spain)

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Latin America & Caribbean Regional Vice-President Members

Middle East Regional Vice-President Members

North America Regional Vice-President Members

Bianor Scelza Cavalcanti (Brazil) Pedro Enrique Andrieu (Argentine) Carlos Reta Martinez (Mexico) TBC Bander A. Alsajjan (Saudi Arabia) Sofiane Sahraoui (Bahrain) Soonhee Kim (United States of America) Kathleen Beatty (United States of America) Meredith A. Newman (United States of America) Blue Wooldridge (United States of America)

Ex Officio

Geert Bouckaert (Belgium) Rolet Loretan (Switzerland) Allan Rosenbaum (United States of America) Paul Collins (United Kingdom)

Bardhyl Dobra (France/Belgium)

Executive Secretary

2014 AGPA - Steering Committee List of Members 2013-2016 : TBC

EGPA - Steering Committee List of Members 2013-2016: President

Edoardo Ongaro (Italy/UK)

Wim van de Donk (The Netherlands)

Immediate Past President

Members

Invited

Ex Officio

Executive Secretary

President

Executive Secretary

Jiang Wu (China) Ying Xiong (China)

Sabine Kuhlman (Germany) Taco Brandsen (The Netherlands) Johanna Nurmi (Finland) Tiina Randla-Liiv (Estonia) Isabella Proeller (Germany) Emil Turc (France) Karen Johnston (United Kingdom) Andrew Massey (United Kingdom) Robert Fouchet (France) Ludmila Gajdosova (Slovak Republic) Geert Bouckaert (Belgium) Rolet Loretan (Switzerland)

LAGPA - Steering Committee List of Members 2013-2016 : TBC President

Bianor Scelza Cavalcanti (Brazil)

Executive Secretary

CĂŠsar Rojas Alfonzo (Brazil)

Fabienne Maron (Belgium)

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annual report The internal committees PRAC (The Programme and Research Advisory Committee) Chairperson Masahiro Horie (Japan) Vice-Chairperson Katju Hölkeri (Finland)

President of IIAS Geert Bouckaert (Belgium)

President of IASIA Michiel de Vries (the Netherlands)

President of the EGPA Edoardo Ongaro (Italy/UK)

President of the LAGPA Bianor Scelza Cavalcanti (Brazil)

President of the AGPA Jiang Wu (China)

Editor of the IRAS Andrew Massey (United Kingdom)

Director of Publications Robert Fouchet (France) Members

Ex Officio

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Argun Akdogan (Turkey) Jean-Loup Chappelet (Switzerland) Hyung Jun Park (South Korea) Marc Holzer (ASPA) Stéphane Monney Mouandjo (CAFRAD) Ringa Raudla (NISPAcee)

Rolet Loretan (Switzerland) Fabienne Maron (Belgium)

Finance Committee Chairperson Dieter Schimanke (Germany) Members

Katju Hölkeri (Finland) Koichiro Agata (Japan) Carla Barbati (Italy) Reto Steiner (Switzerland)

Invited

Michiel de Vries (The Netherlands), IASIA President Edoardo Ongaro (Italy), EGPA President Bianor Scelza Cavalcanti (Brazil), LAGPA President Jiang Wu (China), AGPA President Robert Fouchet (France), IIAS Director of Publications Andrew Massey (United Kingdom), IRAS Editor in Chief Masahiro Horie (Japan), PRAC Chairperson

Ex Officio

Rolet Loretan (Switzerland) Roxane Debus (Belgium)

2014 Publications Committee

Director of Publications Members

Ex Officio

Robert Fouchet (France)

Andrew Massey (United Kingdom), Editor in Chief of IRAS Masahiro Horie (Japan), PRAC Chairperson Taco Brandsen (The Netherlands), EGPA Juraj Nemec (Czech Republic), IASIA Rosas Rommel (Mexico), LAGPA Zhiyong Lan (China), AGPA

Rolet Loretan (Switzerland) Fabienne Maron (Belgium) Roxane Debus (Belgium)

The Editorial Committee of the IRAS (International Review of Administrative Sciences)

Editor in chief Andrew Massey (United Kingdom)

Deputy Editors

Sabine Kuhlmann (Germany) Shamsul Haque (Singapore) Yves Emery (Switzerland)

Catherine Humblet (Belgium)

Journal Manager

The Strategic Committee Chairperson Geert Bouckaert (Belgium), IIAS President Members

Robert Fouchet (France), IIAS Director of Publications Masahiro Horie (Japan), PRAC Chairperson Dieter Schimanke (Germany), Finance Committee Chairperson Michiel de Vries (The Netherlands), IASIA President Edoardo Ongaro (Italy), EGPA President Bianor Scelza Cavalcanti (Brazil), LAGPA President Jiang Wu (China), AGPA President Mattias Guyomar (France)

Ex Officio

Rolet Loretan (Switzerland) Steve Troupin (Belgium) Roxane Debus (Belgium) Anne De Boeck (Belgium) Fabienne Maron (Belgium) Bardhyl Dobra (Belgium)

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annual report The permanent Administrative Services A Whole Team at your Disposal : IN BELGIUM

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

IN BRAZIL

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

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

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

CĂŠsar Rojas Alfonzo (Brazil) LAGPA Executive Secretary cesar.alfonzo@fgv.br

IN CHINA

Steve Troupin Strategic Projects Officer s.troupin@iiasiisa.org

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

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

Bardhyl Dobra IASIA Executive Secretary iasia-aieia@iias-iisa.org b.dobra@iias-iisa.org

Ying Xiong (China) AGPA Executive Secretary rky218@163.com iiasgpa@163.com

2014 CONTACT For further information about what we can do and how we could work together, please contact the secretariat

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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)

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(IIAS-IISA) annual report 2014

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annual report Notes

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2014

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