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On Planning for Development: Public Administration
United Nations Public Administration Network
The Division for Public Administration and Development Management of the Department of Economic and Social Affairs of the United Nations was entrusted by the General Assembly in late 1999 to develop and implement an important programme entitled 'United Nations Public Administration Network (UNPAN)', (originally referred to as the United Nations Online Network in Public Administration and Finance).
UNPAN is designed to help countries, especially developing countries and countries in economic transition, to respond to the challenges that governments face in bridging the digital divide between the 'haves and have-nots' and to achieve their development goals.
The immediate objective of UNPAN is to establish an internet-based network that links regional and national institutions devoted to public administration, thereby facilitating information exchange, experience sharing, and training in the area of public sector policy and management. 
The long-term objective of UNPAN is to build the capacity of these regional and national institutions, so that they can access, process and disseminate relevant information by means of up-to-date information and communication technologies (ICTs) for the promotion of better public administration.

From Ethos - Issue 4, April 2008

...However, there is now a sense that the low-hanging fruits of public service reform and efficiency gains have been mostly identified, if not harvested. Is it enough to make public service delivery and government transactions ever faster, less onerous or more courteous? Professor B. Guy Peters argues that the relationship between public servants and the citizens they serve needs to be re-examined and perhaps restated. Ng Wee Wei, from the Accenture consultancy group, proposes outcome targets for public service based on the delivery of social value, and The Honourable Jocelyne Bourgon from Canada believes that it is time for governments to define a fundamentally new model of public service that matches today’s complex challenges which cut across many different sectors of activity...

Reclaiming Public Administration
Jocelyne Bourgon
Public administrations are a vehicle for expressing the values and preferences of citizens, communities and societies. The past thirty years have been a rich period of experimentation in public administration, aimed at making government more efficient, effective, productive, transparent and responsive. It was also a period where much was learned about the importance of good governance and the shared responsibilities of the private sector, the public sector, civil society and citizens to ensure a high standard of living and quality of life. As a result, the current practice of public administration is no longer entirely consistent with the Classic model. Yet, practitioners do not have a modern, integrated theory adapted to today’s circumstances. It is time to integrate the core values of the past with the lessons of the last thirty years to develop a new synthesis of public administration to guide practitioners serving citizens in the 21st century

Not Just Service Delivery
B. Guy Peters
In the past several decades, governments have become increasingly aware of the importance of good service delivery to their citizens. Faced in some cases with manifestly poor quality services, as well as with numerous claims of inefficiency and ineffectiveness, leaders in the public sector have invested a great deal of energy in improving the quality of public services. This improvement has come about in part by outsourcing services, following the adage of the New Public Management that governments are better at steering than at rowing. For those public services that have remained directly in the public sector, however, quality has been a major concern and there have been numerous efforts to make those services both more efficient and more satisfactory for the public.

Creating and Measuring Public Service Value
Ng Wee Wei
Governments around the world are putting pressure on their public managers to improve service quality and deliver efficiency at the same time: to do more, for less. After all, managers in the private sector face similar pressures and they are expected to deal with them as a matter of routine. Why should the same not be asked of their public sector counterparts? The reality, however, is that there are such significant differences between what private and public sector organisations produce that simplistic comparisons of this kind are very misleading. Private sector organisations exist to create value for their shareholders. For managers in the private sector, organisational performance is measured rather straightforwardly and objectively (but not exclusively) in terms of financial profit or loss.
Instead of profit or loss or shareholder value, however, public service organisations aim to generate public value: a direct and not always immediate benefit to service recipients and the wider community of citizens, businesses and taxpayers. That value—be it education, public safety, health and other aspects of the public good—can be difficult to identify and causally relate to service delivery.

Leveraging Networks for Public Service Delivery
Nicholas Mai, Tang Tee Sing and Yeo Yaw Shin

Reinventing Singapore’s Electronic Public Services
Karen Wong

Better, Faster, Cheaper: Service Transformation and Channel Migration at the Ministry of Manpower
Penny Han

Ten Tips: How to Create a Next Generation Public Service Super-Portal
Rosina Howe-Teo

Service Beyond Excellence
Interview with Ng Hock Keong

Integrated Service Delivery: The Australian Department of Human Services
Jeff Popple

What Does It Mean to Optimise Public Service Delivery?
Lee Chong Hock and John Lim

Book Review: Public Services at the Crossroads
Garvin Chow

Governance at the Leading Edge: Black Swans, Wild Cards, and Wicked Problems
Peter Ho
At the 2008 Strategic Perspectives Conference, Head of Civil Service Peter Ho traced the evolution of contemporary public sector practice. He concludes that while the Public Service has successfully adopted best practices from the private sector and elsewhere in the past, these are not enough to ensure good governance as we move into an unpredictable and complex future. In the following excerpt, he highlights the nature of the challenges ahead and argues that Singapore must develop its own new brand of governance in order to manage these critical uncertainties and generate original solutions to the wicked problems of our time.

Managing Complexity and Uncertainties
Lam Chuan Leong
Governments should make provisions for increasingly unpredictable and disruptive outcomes in the future, argues Lam Chuan Leong, Senior Fellow at the Centre for Governance and Leadership.
History is not without its disruptive surprises. At the end of the 19th century, it was thought that everything that could be known had been discovered. Yet only a few years later came the x-ray, sub-atomic particles, nuclear fission and other discoveries that completely changed the world.
Clearly, however, the pace and nature of disruptive change is evolving more rapidly than ever before. It is now commonplace to assert that the world is more complex and uncertain...

The Challenge of Growth
Interview with Paul Romer
When people think about the development process, they sometimes look for a silver bullet, or the one policy or model that will drive growth. I think that is too naive. The growth process is very complicated. There are no silver bullets, no single model that everyone can copy. Singapore is a distinctive case of successful development under unusual conditions, so we should think of Singapore not as a model but as a very interesting data point.
I think the Singapore Government has done the right thing by conceptualising development around the idea of a city rather than a nation. Singapore’s development as a financial centre à la New York or London is well underway; perhaps Hong Kong is a little bit ahead but there is good reason to think Singapore will keep moving up as a financial centre. You also have a clear vision of how to grow as an entertainment and tourist destination.

The Changing Face of Government
The ETHOS Roundtable with Dr Ashraf Hassan Abdelwahab, Mr Feng Tie and Mr Mothusi Bruce Rabasha Palai
In a developing country, the government still has an extremely important role to play in growing the economy. They have to create the necessary environment—policies, regulations, laws—to ensure that businesses can then take root and do what they do best. Therefore, the issue of public service culture is an important one—they have to begin to see their role in the bigger picture, as part of a larger economy, and learn to be more business-oriented. In the last 30 to 40 years, we have not emphasised enough their role as servants of the public in this way, and it is time we went back to basics.
There are also issues of coordination across different sectors—individual needs may involve many different pieces of information and processes across different ministries, and we need to achieve synergy among them.

Download full version of Ethos as PDF

From the World Bank Group
Public Sector and Governance
A fundamental role of the Bank is to help governments work better in our client countries. The Public Sector Group's objectives are based on the view that the Bank must focus more of its efforts on building efficient and accountable public sector institutions -- rather than simply providing discrete policy advice. A main lesson from East Asia (and to some extent Russia) is that good policies are not enough -- that the Bank cannot afford to look the other way when a country is plagued by deeply dysfunctional public institutions that limit accountability, set perverse rules of the game, and are incapable of sustaining development.
Overview of Governance & Public Sector Reform:
- Organization - Key Objectives - Areas of Responsibility - Knowledge Management - Professional Development - Quality Enhancements - Product Innovations - Key Partnerships

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Administración Pública

Commerce exterieure
UNCTAD: Trade and development report 2001
                    Overview:   English
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    Panorama General:  Castellano
                     Part Two:  Reform of the international financial architecture
CNUCD: Conference des Nations Unies sur le Commerce et le Developpement