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Key Principles of Public Sector Reforms Case Studies and Frameworks Key Principles of Public Sector Reforms Case Studies and Frameworks Advance proof copy. The final edition will be available in December 2016. © Commonwealth Secretariat 2016 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording or otherwise without the permission of the publisher. Views and opinions expressed in this publication are the responsibility of the author and should in no way be attributed to the institutions to which they are affiliated or to the Commonwealth Secretariat. Wherever possible, the Commonwealth Secretariat uses paper sourced from responsible forests or from sources that minimise a destructive impact on the environment. Printed and published by the Commonwealth Secretariat. Table of contents Table of contents ........................................................................................ 1 Acknowledgements ...................................................................................... 3 Foreword .................................................................................................. 5 The Key Principles of Public Sector Reform ......................................................... 8 Principle 1. A new pragmatic and results–oriented framework ................................. 12 Case Study 1.1 South Africa. Measuring organisational productivity in the public service: North West Department of Health ................................................................ 12 Case Study 1.2 Tanzania. Transforming government delivery: Big Results Now! .......... 25 Case Study 1.3 Samoa. Monitoring of policy implementation: Challenges and remedial actions ................................................................................................. 32 Principle 2. Clarification of objectives and administrative structures ......................... 37 Case Study 2.1 Rwanda. Effective policy design and implementation: From vision to action and impact .................................................................................... 37 Framework 2.2 Fiji. Improving the quality of public service policy advisory support for the Cabinet, the prime minister and other ministers in Fiji .................................. 55 Principle 3. Intelligent political strategies and engagement .................................... 61 Framework 3.1. Developing trust between politicians and administrators in developing small states ........................................................................................... 61 Case Study 3.2 Trinidad and Tobago. Coalition governments ................................. 73 Principle 4. Goal-oriented competencies and skills development ............................ 100 Case Study 4.1 India. The Union Public Service Commission ................................ 100 Case Study 4.2 Ghana. The Ghana Public Service Commission ................................ 130 Composition, appointments and responsibilities .............................................. 137 Principle 5. Experimentation and innovation .................................................... 155 Case Study 5.1 Kenya. Huduma Kenya–implementing innovation and measuring impact: Public service delivery innovations ............................................................. 155 Case Study 5.2 Seychelles. e-Government development and implementation: Lessons for small island developing states ................................................................... 180 Principle 6. Professionalisation and improved morale .......................................... 204 What does it mean to be a professional? ....................................................... 204 Framework 6.1 Tonga. Tonga capability framework ........................................ 208 Case Study 6.2 Kenya. Professionalisation, motivation and morale improvement in the public service in Kenya: The role of the Public Service Commission ...................... 215 Case Study 6.3 Cameroon. Devolution of state human resource management .......... 221 Principle 7. A code of conduct for public sector ethics ........................................ 228 Framework 7.1. Code of conduct for public servants in St Vincent and the Grenadines 228 1 Principle 8. Effective and pragmatic anti-corruption strategies .............................. 239 Case Study 8.1. The fight against corruption in Commonwealth Africa: Overview of progress .............................................................................................. 239 Principle 9. Effective public financial management ............................................ 255 Framework 9.1 Botswana. The use of CAATs to improve internal auditing in the Ministry of Finance and Development Planning ................................................................ 257 Case Study 9.2 Sierra Leone. Collaboration between the Public Accounts Committee and the Supreme Audit Institution ...................................................................... 260 Framework 9.3. Commonwealth framework for public procurement and auditing during the project lifecycle ...................................................................................... 264 2 Acknowledgements We are very grateful to a number of people and staff of the Commonwealth Secretariat who have assisted in the preparation of this book. Special appreciation goes to Deodat Maharaj, Deputy Secretary-General (Economic and Social Development), for his demonstrated leadership and oversight throughout the entire process. Special thanks also go to the Lead Facilitator of the Commonwealth Working Group on Public Administration, Prof. Mushtaq Khan of the University of London, and all members of the Group: Hon. Minister Dr Motloheloa Phooko, Minister of Public Service, Lesotho; Mr Ngambo Fonjo Pierre Vincent, Secretary-General, Ministry of Public Service Reform, Cameroon; Mr Kizto Ballans, Director, Office of the President, Ghana; Ms Anna Brizan, Permanent Secretary, Department of Public Administration, Prime Minister’s Office, Grenada; Mrs Masoloja Anastasia Motlomelo, Organisational Development Manager, Ministry of Public Service, Lesotho; Dr Joe Abah, Director General, Bureau of Public Service Reforms, Nigeria; Hon. Mohammed Afif, Secretary to the State, Cabinet Affairs and Civil Service, Seychelles; Mr Felton Thokozani Mhlongo, Under-Secretary, Ministry of Public Service, Swaziland; Mr Sankoela J Mohoanyane, Director, Training and Development, Ministry of Public Service, Lesotho; Mr Columbus Awungja Tamoh, Cameroon; Ms Gillian McIntyre, Permanent Secretary, Ministry of Public Administration, Trinidad and Tobago; Ms Vashti Guyadeen, Personal Assistant to the Minister, Ministry of Public Administration, Trinidad and Tobago; Mr Richards, Director of Public Sector Reform, Trinidad and Tobago; and Dr Nelson Oppong of Oxford University (Rapporteur). Sincere gratitude also goes to all Commonwealth member countries that shared their case studies for inclusion in the book. To Jacqueline Johnson and Annie Carlton of the Public Sector Governance Unit (PSGU), who organised the highly successful Working Group meeting in London, your efforts are acknowledged and greatly appreciated. To the advisers and PSGU staff—namely, Dunstan Maina, Dr Roger Koranteng, Augustus Cole, Omar Mowlana and Tony Ming—your participation in the Working Group Meeting and contributions to the book are very much appreciated. To Ms Rosemary Ademoroti and Ms Shahla Ali of PSGU, your individual efforts and contributions to the publication of this book are also acknowledged and appreciated. To other colleagues and advisers of the Commonwealth Secretariat divisions, we acknowledge your support of and attendance at the two-day meeting, and we value your ongoing support and collaboration with PSGU. 3 Finally, publication of this book would not have been possible without the immense support of Sherry Dixon and her team in the Communications Division of the Commonwealth Secretariat—thank you! Dr Joan Nwasike Adviser and Head Public Sector Governance Unit Commonwealth Secretariat 4 Foreword Public sector reforms continue to be an integral part of governments’ efforts to modernise the public service, making it more citizen-centric and responsive. The Commonwealth fully supports these efforts and will continue to work with member governments and other partners towards this end. Indeed, we will work collaboratively and in partnership with all stakeholders to ensure public services function more efficiently and effectively, not only with regard to service delivery but also in enabling countries to achieve the 2030 Agenda for Sustainable Development. This is why the principle of putting the ‘wealth’ into Commonwealth, and the ‘common’ into ‘wealth’, is dear to me. It is the essence of what motivates us as a Commonwealth family and what has for more than 60 years guided us along shared pathways towards good governance, sustainable growth and inclusive social and economic development. In order to make an identifiable Commonwealth impact, therefore, we will continue to use our collective influence and advantage to leverage local gain and increase global benefit. This can be achieved by working collaboratively to streamline delivery and minimise duplication so as to facilitate the achievement of desirable results, especially the wellbeing of our people. This book contains a variety of case studies and
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