plan for a revitalised, world-class public service through employee engagement and public consultation. Championed by the Clerk of the Privy Council, a bright future is envisioned: ‘We will be recognized as having the best people working together with citizens, making smart use of new technologies and achieving the best possible outcomes with efficient, interconnected and nimble processes, structures and systems. Our core objective is to improve the lives of our citizens and secure a strong future for our country’ (Clerk of the Privy Council, 2013). Four guiding principles shape the vision: 1. An open and networked environment that engages citizens and partners for the public good 2. A whole-of-government approach that enhances service delivery and value for money 3. A modern workplace that makes smart use of new technologies to improve networking, access to data and customer service 4. A capable, confident and high-performing workforce that embraces new ways of working and mobilising the diversity of talent to serve the country’s evolving needs T h e n e x u s o f g o o d g o v e r n a n c e a n d l e a d e r s h i p The vision relies upon a professional public service that provides continuity and coherence in addressing long-term challenges and in the stewardship of public funds. The reality is that collaboration, silo busting and efficiency are made difficult by the overlay of political risk, cabinet portfolio structure and accountability regimes. Instead of daunting Westminster reforms, new approaches to empowering employees and managing people are seen as the way to promote cultural change. The imperatives of strategic leadership, trust and confidence in government, and institutional capacity development are more evident than ever in challenging times. Stewardship of public service renewal and reform is particularly critical in times of austerity and uncertainty. Middle managers, acting as stewards of innovation, are instrumental in collaborating on governance and management changes across networked government. Research is now needed to post markers that will help make the business case for developing the high calibre of ethical leadership required. Without empirical evidence, it is difficult for policy makers to advance programmes and initiatives for inclusive and responsive talent management. Turning individual competence into organisational capacity requires institutional change. Commonwealth Governance Handbook 2014/15 67 Kenya’s 1970–71 Commission of inquiry observed that people within structures make things happen (Kenya Commission of Inquiry, 1971). Good leaders recognise the priority of developing governance structures as the foundation of reforms. To do otherwise risks the slippery slope of benevolent dictatorship, where democracy and development go their separate ways. New public management became a cliché in many developing countries when it was suggested that government would be better run by private sector managers using standard business practices. Leadership development initiatives sought to instil in public managers the virtues of private sector management principles. But implementation required a balanced approach exercising a duty of care. Before adopting private sector practices, the government needed to restructure existing management systems and processes. The challenges were not insignificant. The size and complexity of government programmes in many cases exceeded those in the private sector. The public sector typically maintained fewer measures of success than the private sector, although that changed with the introduction of results orientation and performance contracts. Lack of clear performance criteria or a bottom line meant that spending on programmes often did not translate into progress. Performance management is still in its infancy, measuring initiatives instead of service delivery improvements. Many developing countries are stuck with old structures that grade employees into job groups, where promotion to the next grade is based upon longevity rather than performance. Grading rules also determine civil service compensation, making it more difficult to encourage outstanding performance and discourage poor performance. In the civil service there is little personal gain from taking risks to achieve policy or programme goals. On the contrary, this can lead to substantial criticism and personal loss if innovative attempts fail. Succession planning is almost impossible in most jurisdictions, where staff are transferable across ministries under a ‘common cadre system’. The rule of thumb is not to allow staff to stay in one station for too long. Meanwhile, top executives in ministries tend to be political appointees, with tenure equivalent to the fiveyear electoral cycle. Combined with senior managers rotating from one ministry to another, there is hardly room to groom successors. Incumbents have virtually no say on who succeeds them. Managing civil service performance is still dramatically different from the private sector due to different motivations. Nevertheless, it is acknowledged that a lack of modern management practices in the public sector is unacceptable. Things need to change towards performance, results and value for money in developing countries. How do we proceed in ensuring that ‘the right people do the right jobs’ in the public sector? It starts with recruitment. Alan Ehrenhalt observed that ‘when the government has the right people, and the right system, and the intentions, many good things are possible. The trick is knowing which ones they are’ (Ehrenhelt, 2012). The recommendations of the Northcote-Trevelyan Commission of 1854 hold true today: ‘That recruitment should be entirely on the basis of merit by open, competitive examinations, while promotion should be on the basis of merit not on the grounds of preferment, patronage or purchase’ (Northcote and Trevelyan, 1854). Developing country dynamics: Kenya
CEP template 2012
To see the actual publication please follow the link above