Suchergebnisse

The reform of administrative procedure and mechanism for providing public services in the field of drug addiction treatment in Vietnam is studied in this thesis. The objective is to increase the number of drug addicts accessing the services for drug addiction treatment, to meet the actual needs of the society and requirements of the Vietnamese Government. First of all, through studying previous researches and projects relating to providing public services in drug addiction treatment, theories of public services, administrative procedure and international standards for drug treatment are presented. Secondly, I have studied laws and regulations of Vietnam, practices in providing drug treatment services in Vietnam. Finally, through these studies, I have made recommendations to change the opinion that drug addiction is a disease and social evil; to modify some models in drug addiction treatment to partially meet the recommendations of the United Nations Office on Drug and Crime and of the World Health Organization given to Vietnam; to amend articles in the Law on Drug Prevention and Fight, decrees of the Government that have violated human rights, privacy rights of users of drug addiction treatment services, as well as procedures that have caused difficulties for drug addicts to access drug addiction treatment services.

Reform in the government service. By Walter Allen Smith. pp.[5]-21.--Spoils system: its origin and cure. By Edward Cole Howland. pp.[23]-38. ; Mode of access: Internet.

Effective governance is one of the key challenges for both developing and developed countries. Governments, today, are increasingly encountering complex and cross-cutting issues such as economic and financial volatility, internal and external conflicts, growing social tensions, adverse demographic trends, climate change vulnerabilities, weak regulatory regimes, huge infrastructure and service delivery gaps, state and elite capturing and sustaining rule of law. Faced with growing criticism of infectiveness of state institutions undermining country's economic, social and political development because of weakening capacity of public officials to pace up with emerging challenges, there is a renewed interest in reforming the governance and reforming the civil service. ; Non-PR ; IFPRI1; Pakistan Agricultural Capacity Enhancement Program (PACE); PSSP; CRP2; 5 Strengthening Institutions and Governance ; DSGD; PIM ; CGIAR Research Program on Policies, Institutions, and Markets (PIM)

Conventional wisdom says that reforms that aim at improving the productivity of the public sector face opposition from public sector employees, and for this reason, tend to be poorly implemented. These claims are not backed by much hard evidence. This paper seeks to fill some of that gap by investigating why an educational reform containing explicit accountability elements is poorly implemented across Norwegian municipalities about four years after the reform has passed the parliament. The empirical analyses provide evidence that municipalities with a large share of public employees are less likely to implement the reform. The relationship seems to be causal. A reduced-form approach is applied, which prevents conclusions about the mechanisms through which the public employees exercise their influence. However, some preliminary analyses indicate that school leaders hold more negative attitudes towards the reform in municipalities with a large share of public employees, potentially indicating that regulatory capture is an issue: school leaders tend to sympathize more strongly with teachers in such environments. Adapted from the source document.

Reform is never far from the centre of public administration practice and scholarship. In this article Doug McTaggart, the chairman of the Queensland Public Service Commission, and Janine O'Flynn, from the University of Melbourne, explore the challenges of reform and the state of play. McTaggart, who was a commissioner on the Queensland Commission of Audit, sets out the case that business as usual will no longer suffice given the range of challenges faced by governments. He sets out to explain how we ended up in our current state and what needs to happen to repair it, drawing on deep experience in the practice of reform. O'Flynn positions reform as one of the central questions in public administration and management and makes the case for rethinking reform conceptually to drive change in practice. In doing so she points to our weaknesses in determining whether reform fails or succeeds and makes the case that, until we rethink reform, business as usual might be all we end up with. McTaggart and O'Flynn bring together the expertise of practice and academia to bring new insights in this persistent challenge of public administration, and raise a series of questions for debate.

In the context of traditional public administration, there is a concept known as "good admi-nistration". Good administration is understood primarily as a professional and ethical civil ser-vants' activity. However, "good administration" is more of a subject of public or administrative law, which shows an important but relatively narrow aspect of public governance. The aim of this article is to analyze the latest concepts of public governance and to evaluate their adaptability in analysis of civil service reforms. Such adaptability is relevant because the concepts of public governance reveal the most important attitudes of contemporary public administration, primarily in a normative sense. The aim of the article is met by analyzing the latest scientific literature on public governance, evaluating the place and weight of good governance and participatory governance in the concepts of public governance, and discussing the concepts of good governance developed by international organizations. After highlighting the major features and characteristics of the concepts of public governance, the article analyses their adaptability in analysis of civil service reforms.http://dx.doi.org/10.5755/j01.ppaa.10.1.226

Public sector reform has been an important strategy for the Macao government to build up its legitimacy since the handover of sovereignty. This article outlines the background of the legitimacy crisis that can be traced back to the administrative problems during the colonial era. Public sector reform in the post-handover era can be divided into two phases. Remarkable legitimacy-building was evident during the first phase of the reform that focused on the technicality of administrative efficiency and work performance. With a looming crisis of legitimacy in 2006, the Macao government continued to rely on the reform of the technical aspects of the administration by taking the approach of wider public consultation in the second phase of the reform. What have been left unreformed are the institutional shortcomings that hold back public participation and weaken the autonomy of public administration. The cause of the legitimacy crisis starting in the mid-2000s was the failure to introduce wider public involvement in public affairs and the maintaining of limited administrative autonomy. The path dependence of the second phase of the reform can hardly tackle the key factors of the new legitimacy crisis. (China/GIGA)

The federal civil service system is widely regarded as obsolete. The pay of federal employees bears little relation to the market, narrowly defined jobs hamper the assignment of tasks, and byzantine hiring rules impede the procurement of needed skills. The theory of punctuated equilibrium holds that an episode of rapid and dramatic change portends, that the pressures for change will build and that some exogenous event will trigger a reform event similar to what happened in the mid-2000s subsequent to the 9/11 terrorist incident. Does another episode of punctuated equilibrium impend or is change more likely to occur in an incremental manner? Distinctive features of the policy subsystem make evident the improbability of another episode of "grand reform." Recent developments further highlight a dynamic element whereby small-scale adjustments are being employed to address some of the system's most dysfunctional aspects.

AbstractNew findings on public service motivation in the public sector often contradict the previous ones. Such deviations are regularly explained by the uniqueness of the institutional settings of the sample. Yet, only few studies have compared PSM across different institutional environments; even less is known about nonprofit employees. We can only speculate that their institutional antecedents of PSM resemble their public counterparts because of the public benefit orientation of their work. Utilizing a Most Similar Systems Design method to test the institutional propositions on a sample of public and nonprofit employees from two different institutional environments, the present study confirms that (a) PSM variation of public employees across different countries can be explained by a state‐level institutional variation, and (b) for PSM of nonprofit employees, the institutional environment of a country may be irrelevant. The results confirm earlier propositions of the sectoral differences of PSM and urge us to revisit the generalizability of the previous findings of PSM relationships because they can be limited by the similarity of the observed systems.