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CIVIL SERVICE CAREER and HR MANAGEMENT ISBN 978-615-5269-36-3 Ministry of Public Administration and Justice
Márta Bokodi – Zoltán Hazafi – Attila Kun – Zoltán Petrovics – Gábor Szakács CIVIL SERVICE CAREER AND HR MANAGEMENT ISBN 978-615-5269-36-3 Ministry of public administration and justice ÁROP-2.2.17 | New civil service career plan | HR management and civil service career plan research Márta Bokodi – Zoltán Hazafi – Attila Kun – Zoltán Petrovics – Gábor Szakács CIVIL SERVICE CAREER AND HR MANAGEMENT Transcript closed on 28 February 2014 The content of this collection of essays reflects the opinion of the authors, and shall not be considered the official opinion of the Ministry of Public Administration and Justice. Editor: Dr. Zoltán Hazafi Copy Editors: DR. FERENC NEMES – MTA Doctor DR. TAMÁS PRUGBERGER – MTA Doctor © MÁRTA BOKODI – ZOLTÁN HAZAFI - ATTILA KUN - ZOLTÁN PETROVICS – GÁBOR SZAKÁCS ÁROP-2.2.17 | New civil service career plan | HR management and civil service career plan research TABLE OF CONTENTS FOREWORD ................................................................................................................ 7 ACKNOWLEDGEMENTS ............................................................................................. 9 ZOLTÁN HAZAFI:THE NEW CIVIL SERVICE CAREER – LEGAL AND HUMAN RESOURCE DIMENSIONS OF CIVIL SERVICE DEVELOPMENTS ........ 11 1. THE SCOPE AND RATIONALE OF THE RESEARCH .............................................. 11 2. RESEARCH TOPICS AND THEIR WIDER CORRELATIONS .................................... 16 2.1. Legislation .....................................................................................................18 -
The Governor Genera. and the Head of State Functions
The Governor Genera. and the Head of State Functions THOMAS FRANCK* Lincoln, Nebraska In most, though by no means all democratic states,' the "Head o£ State" is a convenient legal and political fiction the purpose of which is to personify the complex political functions of govern- ment. What distinguishes the operations of this fiction in Canada is the fact that the functions of head of state are not discharged by any one person. Some, by legislative enactment, are vested in the Governor General. Others are delegated to the Governor General by the Crown. Still others are exercised by the Queen in person. A survey of these functions will reveal, however, that many more of the duties of the Canadian head of state are to-day dis- charged by the Governor General than are performed by the Queen. Indeed, it will reveal that some of the functions cannot be dis- charged by anyone else. It is essential that we become aware of this development in Canadian constitutional practice and take legal cognizance of the consequently increasing stature and importance of the Queen's representative in Canada. Formal Vesting of Head of State Functions in Constitutional Governments ofthe Commonnealth Reahns In most of the realms of the Commonwealth, the basic constitut- ional documents formally vest executive power in the Queen. Section 9 of the British North America Act, 1867,2 states: "The Executive Government and authority of and over Canada is hereby declared to continue and be vested in the Queen", while section 17 establishes that "There shall be one Parliament for Canada, consist- ing of the Queen, an Upper House, styled the Senate, and the *Thomas Franck, B.A., LL.B. -
A University Microfilms International
INFORMATION TO USERS This material was produced from a microfilm copy of the original document. While the most advanced technological means to photograph and reproduce this document have been used, the quality is heavily dependent upon the quality of the original submitted. The following explanation of techniques is provided to help you understand markings or patterns which may appear on this reproduction. 1. The sign or "target" for pages apparently lacking from the document photographed is "Missing Page(s)". If it was possible to obtain the missing page(s) or section, they are spliced into the film along with adjacent pages. This may have necessitated cutting thru an image and duplicating adjacent pages to insure you complete continuity. 2. When an image on the film is obliterated with a large round black mark, it is an indication that the photographer suspected that the copy may have moved during exposure and thus cause a blurred image. You will find a good image of the page in the adjacent frame. 3. When a map, drawing or chart, etc., was part of the material being photographed the photographer followed a definite method in "sectioning" the material. It is customary to begin photoing at the upper left hand corner of a large sheet and to continue photoing from left to right in equal sections with a small overlap. If necessary, sectioning is continued again — beginning below the first row and continuing on until complete. 4. The majority of users indicate that the textual content is of greatest value, however, a somewhat higher quality reproduction could be made from "photographs" if essential to the understanding of the dissertation. -
Strategic Choices in Reforming Public Service Employment an International Handbook
Strategic Choices in Reforming Public Service Employment An International Handbook Edited by Carlo Dell’Aringa, Guiseppe Della Rocca and Berndt Keller dell'aringa/96590/crc 16/7/01 12:44 pm Page 1 Strategic Choices in Reforming Public Service Employment dell'aringa/96590/crc 16/7/01 12:44 pm Page 2 dell'aringa/96590/crc 16/7/01 12:44 pm Page 3 Strategic Choices in Reforming Public Service Employment An International Handbook Edited by Carlo Dell’Aringa Giuseppe Della Rocca and Berndt Keller dell'aringa/96590/crc 16/7/01 12:44 pm Page 4 Editorial matter and selection © Carlo Dell’Aringa, Giuseppe Della Rocca and Berndt Keller 2001 Chapters 1–9 © Palgrave Publishers Ltd 2001 All rights reserved. No reproduction, copy or transmission of this publication may be made without written permission. No paragraph of this publication may be reproduced, copied or transmitted save with written permission or in accordance with the provisions of the Copyright, Designs and Patents Act 1988, or under the terms of any licence permitting limited copying issued by the Copyright Licensing Agency, 90 Tottenham Court Road, London W1T 4LP. Any person who does any unauthorised act in relation to this publication may be liable to criminal prosecution and civil claims for damages. The authors have asserted their rights to be identified as the authors of this work in accordance with the Copyright, Designs and Patents Act 1988. First published 2001 by PALGRAVE Houndmills, Basingstoke, Hampshire RG21 6XS and 175 Fifth Avenue, New York, N. Y. 10010 Companies and representatives throughout the world PALGRAVE is the new global academic imprint of St. -
Reforming the French Civil Service
12 ‘A duty to modernize’: Reforming the French civil service François-Daniel Migeon, a change leader who has worked in both the public and private sectors, heads the agency charged with modernizing France’s public services. In this interview, he reflects on the challenges, rewards, and realities of large-scale government reform. Karim Tadjeddine Shortly after taking office in 2007, France’s changes in governance models (such as the President Nicolas Sarkozy and Prime Minister implementation of a performance-based funding François Fillon launched a reform program— system for universities), service improvements the Révision générale des politiques publiques (for example, acceleration of the naturalization (RGPP)—to achieve structural reductions in process), and improvements in support the country’s public expenditures and, in Fillon’s functions such as IT and human resources. words, to “do better with less.” The ambitious program has other goals as well: to modernize It has not been an easy road, but the government government, improve services for citizens and remains committed to the RGPP. The task of companies, ensure greater recognition for the work coordinating and supporting all RGPP initiatives of civil servants, and promote a “culture of results.” falls to an interministerial body, the Direction générale de la modernisation de l’État (DGME), The RGPP has launched more than 450 initiatives led by former consultant François-Daniel Migeon. in all 18 government ministries. Among these initiatives are structural reforms (including A graduate of the École Polytechnique—the mergers of France’s tax and collections agencies), foremost French engineering school—and a 13 member of France’s Corps of Bridges and McKinsey on Government: The RGPP touches Roads, Migeon was at McKinsey from 1999 to all areas of the administration. -
French Public Administration - John A
PUBLIC ADMINISTRATION AND PUBLIC POLICY – Vol. I - French Public Administration - John A. Rohr FRENCH PUBLIC ADMINISTRATION John A. Rohr Virginia Polytechnic Institute, Blacksburgh, U.S.A Keywords: L’Etat, régime des functionnaires, grand corps, pantouflage, Conseil d’Etat, prefect, constitutional council Contents 1. Introduction 2. History of French Administration 3. The Constitution of the Fifth Republic 4. The Role of the State in French Political Culture 5. The Civil Service 6. The Grands Corps of the State 7. Relation of Administration to the Private Sector 8. Decentralization and the Prefects 9. Administrative Law 10. Conclusion Acknowledgements Glossary Bibliography Biographical Sketch Summary This manuscript presents an overview of French public administration. Particular emphasis is placed upon the constitutional principles that support the institutional innovations of the Fifth Republic. Although the text focuses primarily on contemporary administration, sufficient attention is given to historical developments to provide a suitable context for understanding current issues and problems. 1. Introduction The recent publication of a book entitled An Introduction to French Administration serves asUNESCO a powerful symbol of the importance – EOLSS of administration in the political life of France. Edited by the Institut International d’Administration Publique, an organization that reports toSAMPLE the Prime Minister, the bookCHAPTERS was published in English by La Documentation Francaise, a state-owned enterprise. Few indeed are the -
THE DECLINE of MINISTERIAL ACCOUNTABILITY in CANADA by M. KATHLEEN Mcleod Integrated Studies Project Submitted to Dr.Gloria
THE DECLINE OF MINISTERIAL ACCOUNTABILITY IN CANADA By M. KATHLEEN McLEOD Integrated Studies Project submitted to Dr.Gloria Filax in partial fulfillment of the requirements for the degree of Master of Arts – Integrated Studies Athabasca, Alberta Submitted April 17, 2011 Table of Contents Abstract ................................................................................................................................................. ii Introduction ........................................................................................................................................... 1 The Westminster System of Democratic Government ................................................................... 3 Ministerial Accountability: All the Time, or Only When it is Convenient? ................................... 9 The Richard Colvin Case .................................................................................................................. 18 The Over-Arching Power of the Prime Minister ............................................................................ 24 Michel Foucault and Governmentality ............................................................................................ 31 Governmentality .......................................................................................................................... 31 Governmentality and Stephen Harper ............................................................................................ 34 Munir Sheikh and the Long Form Census ....................................................................................... -
Actuarial Report on the Pension Plan for the Public Service of Canada (PSPP) Was Made Pursuant to the Public Pensions Reporting Act (PPRA)
ACTUARIAL REPORT on the Pension Plan for the PUBLIC SERVICE OF CANADA as at 31 March 2017 Office of the Chief Actuary Office of the Superintendent of Financial Institutions Canada 12th Floor, Kent Square Building 255 Albert Street Ottawa, Ontario K1A 0H2 Facsimile: 613-990-9900 E-mail: [email protected] Web site: www.osfi-bsif.gc.ca © Her Majesty the Queen in Right of Canada, 2018 Cat. No. IN3-16/10E-PDF ISSN 1701-8269 ACTUARIAL REPORT Pension Plan for the PUBLIC SERVICE OF CANADA as at 31 March 2017 7 September 2018 The Honourable Scott Brison, P.C., M.P. President of the Treasury Board Ottawa, Canada K1A 0R5 Dear Minister: Pursuant to Section 6 of the Public Pensions Reporting Act, I am pleased to submit the report on the actuarial review as at 31 March 2017 of the pension plan for the Public Service of Canada. This actuarial review is in respect of pension benefits and contributions which are defined by Parts I, III and IV of the Public Service Superannuation Act, the Special Retirement Arrangements Act and the Pension Benefits Division Act. Yours sincerely, Jean-Claude Ménard, F.S.A., F.C.I.A. Chief Actuary Office of the Chief Actuary ACTUARIAL REPORT Pension Plan for the PUBLIC SERVICE OF CANADA as at 31 March 2017 TABLE OF CONTENTS Page I. Executive Summary ............................................................................................................... 7 A. Purpose of Actuarial Report ............................................................................................. 7 B. Valuation Basis ............................................................................................................... -
Members' Allowances and Services Manual
MEMBERS’ ALLOWANCES AND SERVICES Table of Contents 1. Introduction .............................................................................................................. 1-1 2. Governance and Principles ....................................................................................... 2-1 1. Introduction ................................................................................................. 2-2 2. Governing Principles .................................................................................... 2-2 3. Governance Structure .................................................................................. 2-6 4. House Administration .................................................................................. 2-7 3. Members’ Salary and Benefits .................................................................................. 3-1 1. Introduction ................................................................................................. 3-2 2. Members’ Salary .......................................................................................... 3-2 3. Insurance Plans ............................................................................................ 3-3 4. Pension ........................................................................................................ 3-5 5. Relocation .................................................................................................... 3-6 6. Employee and Family Assistance Program .................................................. 3-8 7. -
France Case Study
1 Building capacity to lead digital transformation: A new mindset in the French civil service This case study was prepared in the context of the 2017-2019 OECD multicountry project on civil service leadership focussing on a variety of challenges and practices relating to the changing nature of leadership in the public sector. It was peer reviewed at a workshop with the ten countries participating in the project. The case study focusses on initiatives in the French Civil Service to strengthen the capabilities of the senior civil service to lead the digital transformation and create public value in the context of France’s strategy for the future of public service, Administration Publique 2022. 2 Table of Contents Building capacity to lead digital transformation: A new mindset in the French civil service ........ 1 Building public leaders’ capacity for digitalisation: an urgent imperative .......................................... 3 The challenges of preparing leaders for digital transformation ........................................................... 7 France’s approach: embedding digitalisation throughout SCS’s careers ........................................... 11 Challenges and areas for consideration .............................................................................................. 18 References .......................................................................................................................................... 20 Figures Figure 1. Open-Useful-Reusable Government Data Index (OURdata), 2017 ........................................ -
Representative Bureaucracy ?
Representative Bureaucracy ? Employment Equity in the Public Service of Canada Carol Agocs Department of Political Science, Western University [email protected] Paper presented at the 2012 Annual Conference of the Canadian Political Science Association, Edmonton, June 13-15. Please do not cite or quote without author’s permission. 1 Representative Bureaucracy? Employment Equity in the Public Service of Canada Carol Agocs Department of Political Science, Western University A representative bureaucracy is essential to democratic governance in a diverse society, and it is the responsibility of government to be a model employer that exemplifies progressive human resource management practices. Canada’s employment equity policy has been in force in the federal sector for a quarter century, and one of its primary purposes is to develop a public service that is representative of Canada’s population. Has employment equity delivered on its potential to create a representative bureaucracy? An overview of the Canadian experience with employment equity in the federal public service reveals some advances for women, “visible minorities,”1 Aboriginal people and persons with disabilities. Yet patterns of under-representation and inequality persist for each of the equity groups, notably for visible minorities, and the Government of Canada has yet to truly become a model employer. Canada’s labour market is increasingly diverse, suggesting both the need and the possibility of a more diverse public service for the future.2 This paper explores the degree to which employment equity policy has assisted the Public Service of Canada to become a representative bureaucracy. A representative bureaucracy may be defined as a public service whose members reflect the demographic composition of the population it serves, and to which its policies apply. -
My Reflections on the Income Tax Administration
17 MY REFLECTIONS ON THE INCOME TAX ADMINISTRATION To tax and to please, no more than to love and be wise, is not given to men. Edmund Burke When a law becomes so impossible to understand that the ordinary citizen must look to the “super expert,”the law becomes a trap and not a viable guidance. Robert S. Taft “The economist Adam Smith laid down some basic principles. Taxes should be “certain, and not arbitrary ....clear and plain to the contributor, and to every other person.” Walter B. Wriston (i) I joined the statutory Civil Service At the IRS (Staff) Training College, Nagpur, Shri V. V. Badami, who later became the Chairman of the CBDT, told us, whilst delivering his first lecture that the Indian Revenue Service was not a general civil service: it was a statutory civil service for which the governing norms were prescribed in the Income-tax Act itself. He told us to keep in view certain constitutional principles of fundamental importance. The Executive Government exercises powers over taxation in accor- dance with the provisions of our Constitution. In our country, the Executive is a creature of our Constitution with prescribed duties and conferred powers. The executive power is exercised in terms of Articles 53 and 73 of the Constitution. The Article 265 states, with wonderful precision, the norm of Parliamentary control on ‘taxation’. An exclusive power over taxation had been acquired by Parliament in England after the Glorious Revolution 1668. The Executive had, thus, lost all powers on ‘taxation’; and it could exercise these only in conformity with the law.