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Administrative Modernization and Ethics Programs

Claudio Orrego Larraín Executive Secretary Interministerial Committee of Public Management Modernization. Administrative Modernization and Ethics Programs. IX IACC DURBAN October, 1999. Context.

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Administrative Modernization and Ethics Programs

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  1. Claudio Orrego Larraín Executive Secretary Interministerial Committee of Public Management Modernization Administrative Modernization and Ethics Programs IX IACC DURBAN October, 1999

  2. Context • Public confidence is increasingly a critical asset for effective and legitimate democracy and economic development. • New and greater demands on the State: • new role of the State as a regulator • new and more complex social demands (quality of life, environment, security, drug abuse, etc.) • State and politics face a crisis of legitimacy • new and higher ethical standards for public conduct • greater salary gap with the private sector.

  3. Limitations of some anti-corruption strategies • Excessive emphasis on the legal (criminal) aspects of public ethics. • Restrictive concept of ethics (mandate of things you are not suppose to do) • Weak linkage with institutional and management reforms (“ethics as a unique and especial policy area”) • Focus on the supply of good and ethical government, but not in the demand for it

  4. Public Management Modernization and Ethics • Corruption limits efficiency and effectiveness of Government. • Efficiency and effectiveness add a new and key dimension to public ethics. • To increase efficiency and effectiveness you have to do a lot more than just investigate and punish corruption. • A positive externality of modernizing public management is precisely more transparency.

  5. Chile´s Modernization Agenda • Human Resources: training, cultural change, competitive salaries • Quality of Service and Citizen Participation: putting users first, hearing them, measuring their satisfaction, recognizing the models • Management and IT: output based budget, performance evaluation, online services • Institutional Reform: Decentralization and strengthening regulatory institutions • Transparency and Probity:

  6. Why is Transparency so critical? • Allows for customers´ and citizens´ input to improve performance • Strengthens the concept of accountability among public officials • Allows for social control and assessment of government • Deters corruption by increasing visibility of any wrongdoing • Fosters legitimacy of Democracy

  7. Some Chilean Examples • Evaluation and control: Project evaluation program; Institutional Performance Contracts; Internal Audit Office • Access to Information: Agency Financial and Management Statements (www.modernizacion.cl); Complaint and Information Offices; State Wide Internet Portal (www.estado.cl) • Administrative Probity Law: free access to information, new incompatibilities, etc. • Electronic Procurement Information system

  8. Public Procurement Electronic Information System (www.compraschile.cl) The Chilean State buys and contracts MM US$ 7.000 a year, with more than 1,4 MM of transacciones. This system, plus the possibility of electronic bidding, will save the Chilean Government MM US$200 a year. Part of a more wide reform on public procurement, which includes: A new framework law on public procurement, the elimination of the procurement agency, electronic bidding and this information system

  9. State Internet Portal (www.estado.cl) • Almost 400 web sites (from 30 in 1998) • The information can be search by: theme, by word, by alphabetical order, by Government structure and by service • More than 2000 visits a day. Messages to the web master are increasingly related to service quality and abuse of power • Has forced us to develop a policy on information and services on line

  10. Some Lessons • Usefulness of treating public ethics as a component of the Modernization process • Ethical risks of any Modernization process are addressed by balancing trade-offs • Political commitment and direct engagement of the President is key to a consistent policy. • The need of social pressure to make politicians face the costs of not enacting difficult reforms (in Chile: political financing and senior officials salaries).

  11. Some Lessons (continued) • The need of a global plan and clear goals. • You need strong institutions and standard operational procedures to make ethics part of public sector´s routine. • The need to have ethical training, starting by the senior managers • Need for an autonomous and external pressure for institutional change (not only scandals) • Importance to create an internal and external network for a more ethical government.

  12. Any questions or comments: Claudio Orrego Secretario Ejecutivo Comité Interministerial de Modernización de la Gestión Pública phone: (562) 694-5808 fax. (562) 695-7343 mail: corrego@minsegpres.cl web: www.modernizacion.cl web: www.estado.cl

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