Administrative Capacity in the New EU Member States: The Limits of Innovation?
World Bank Publications, 1 ian. 2007 - 48 pagini
This paper reviews progress made in the development of public management systems capable of meeting European standards in the new member states of the European Union, looking into the people, systems, and service delivery aspects of public management systems. The new member states face considerable challenges-improving fiscal management, building absorption capacity of rapidly increasing levels of EU structural funds, and enhancing economic competitiveness-making essential the building of high-quality public management systems. The study applies existing tools for comparative analysis and benchmarking of public management quality used in the context of the EU. It draws conclusions on why progress has been slow on introducing competitive public managements systems and practices in the new member states. This report proposes an agenda for reform as well as alternatives to traditional approaches to strengthening public management systems.
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accession process achieved administrative capacity administrative development administrative reform approach is planned areas aspects of public assessment Baltic benchmarking central Civil Service Law Common Assessment Framework competitiveness context coordination systems Czech Republic deﬁcit deﬁne difﬁcult e-democracy e-Governance solutions e-Governance systems e-Governance tools e-readiness e-voting effective ensure Estonia EU8 countries European Integration Eurozone factor ﬁrst ﬁt ﬁve ﬂexibility framework horizontal management HRM systems human resource Hungary identiﬁed important improved incentive systems institutional introduction of performance investment climate issues Latvia and Lithuania Lithuania and Latvia Member membership Metcalfe Ministry of Finance OECD Ofﬁce overall percent performance appraisal performance based performance management systems Poland policy coordination policy management political politicians politicization public administration systems public management systems public sector reﬂect reform process remains Replicability Rimkute senior ofﬁcials SIGMA Sigma Sigma Sigma signiﬁcant signiﬁcantly Slovak Republic Slovakia Slovenia speciﬁc staff strategic planning strong structural funds sufﬁcient systemic reforms World Bank
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