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Core Reform Interlinkages

Core Reform Interlinkages. DPG Special Session Friday, August 24 th 2007. 1: The Context / The Problem. There is a growing concern amongst DPs with regard to the lack of policycoherence between the  5 core reforms.

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Core Reform Interlinkages

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  1. Core Reform Interlinkages DPG Special Session Friday, August 24th 2007

  2. 1: The Context / The Problem There is a growing concern amongst DPs with regard to the lack of policycoherence between the 5 core reforms. And, we clearly see a need to address some key cross-cutting challenges. Lack of progress in one reform hampers progress in others.

  3. 2: Why is this is problem happening? • Lack of coherence / clarity at policy level; • dialogue between DPs and GoT not followed by desired actions; • Unsatisfactory level of applying D by D policy across public administration

  4. 3: The consequences • Cross-Reform bottlenecks due to incoherent policies; • Slow progress of reforms; • Disharmonized modes of implementation of reforms (human resources, funding, mainstreaming, etc.); • Overlapping;

  5. 4: Objective of this Process • Bring the GoT to issue and implement clear, coherent and harmonized policy statements on specific problems related to Core Reform Implementation. • Identify key messages to be conveyed to the Government.

  6. 5: Objectives of today’s session • Prepare ourselves for discussions with theChief Secretary - which plans to set up a unit that is supposed to coordinate core reforms; • Answer this question: “How DPs and the Government can establish a dialogue designed to address core reforms in a coherent way – and stop treating the reforms as separate reforms.”

  7. 6: Example in-coherence: D by D vs. Public Service Management and Employment Policy • 1998: The Policy Paper on Local Government Reform expresses the expectations of the decentralization process as it relates to Local Government Staff. Thus, “the Councils will be fully responsible for planning, recruiting, rewarding, promoting, disciplining, development and firing of their own staff and the principle (of administrative decentralization) involves de-linking local authority staff from their respective ministries… Local governments will thus have and recruit their own personnel, organized in order to improve service delivery”.

  8. Example 2 incoherence: D by D vs. Public Service Management and Employment Policy (cont) • 1999: The Public Service Management and Employment Policy is silent on the specific vision of decentralization by devolution. It is noticeable that the Public Service Management and Employment Policy makes no reference to the Local Government Reform Policy and that, in discussion of decentralisation, it makes no distinction between local government authorities and Ministries, Departments and Agencies.

  9. 6.1: Consequences • In sum: the actual HRM practices in LGAs are a mix of decentralised staff management and centralised staffing, postings and transfers. This is extremely time- and capacity-consuming and disempowering fro LGAs who have nominal autonomy and responsibility for service-delivery

  10. 6.2: Required Action • PO-PSM to issue and implement a clear policy statement on the articulation / operationalization of the of D by D principles in the context of the Public Service Management and Employment Policy

  11. Other examples of in-coherence influencing all sectors at local level • The lack of unified and overarching legislation for Local Government (PMORALG and MoJCA) • Contradiction between various sector laws at local level (MDAs)

  12. 7: Areas of interlockages between Core Reforms – areas that affect all sectors • Pay Reform (PSRP) and its impact on the Human Ressource management of government staff in the sectors in general and in the reform programmes in particular; • Predictability and planning, accounting and budgeting capacity across ministries and LGAs (is the Ministry of Finance equipped to roll out main PFM tools to MDAs?) Future of PFMRP uncertain – Government’s commitment unclear.

  13. 8: Defining the Dialogue • What level of dialogue? • What kind of working relationship with the Core Reform Unit? • Opportunities of the New Dialogues Structures? • Use the GBS Annual Review (CWG3) as an Entry Point?

  14. 9:Conclusion / Questions • We need to Acknowledge and address DPs own limitations in proceeding with each core reform as though it is a separate project - same problem as GoT. • Do individual agencies operate in an individual reform by reform mentality? • In the last 2 years, regular similar briefings/sessions for DPG and DCF have been conveyed - has this lead to us improving our interaction with GoT on Governance issues?

  15. Thank you Many Thanks to the DPG for this opportunity for us to make this presentation. Reminder of the original question (Slide 7) “How DPs and the Government can establish a dialogue designed to address core reforms in a coherent way – and stop treating the reforms as separate reforms?”

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