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1、2DRAFT 2 (Not for citation)Please send comments to:mstevens2worldbank.orgsteggemannworldbank.orgComparative Experience with Administrative Reformin Ghana, Tanzania and ZambiaJuly 28, 2003Prepared by:Mike Stevens and Stefanie TeggemannPublic Sector Reform and Capacity Building UnitAfrica Region, The
2、World BankList of AbbreviationsAOAccounting OfficeAPLAdaptable Program LendingBRELABusiness Registration and Licensing Authority (Tanzania)CSPIPCivil Service Performance Improvement Program (Ghana)CSRCivil Service ReformCSRPCivil Service Reform ProgramCSCClient Service Charter (Tanzania)CSDCivil Ser
3、vice Department (Tanzania)CSOCivil Society OrganizationDBDual budgetGDPGross Domestic ProductGESGhana Education ServiceGIMPAGhana Institute of Public AdministrationGoGGovernment of Ghana IFIInternational Financial InstitutionIFMISIntegrated Financial management Information SystemMDAMinistry, Departm
4、ent and AgencyM&EMonitoring & EvaluationMMDMovement for Multi-Party Democracy (Zambia)MTFFMedium Term Financial FrameworkMTEFMedium Term Expenditure FrameworkMTPRSMedium Term Pay Reform StrategyNDCNational Democratic Congress (Ghana)NDPNational Development PlanNGONon-Governmental OrganizationNIPANat
5、ional Institute of Public Administration (Zambia)NIRPNational Institutional Reform Program (Ghana)NPMNew Public ManagementOECDOrganization of Economic Cooperation and DevelopmentOHCSOffice of the Head of Service (Ghana)OPRASOpen Performance Appraisal System (Tanzania)PACPublic Accounts CommitteePIFP
6、erformance Improvement FundPIMPerformance Improvement Model (Tanzania)PIPPerformance Improvement PlanPSPermanent SecretaryPSCPublic Service CommissionPSCAPPublic Sector Capacity Building Program (Zambia)PSIPPublic Sector Investment ProgramPSRPublic Service ReformPSRPPublic Service Reform ProgramSASu
7、bvented AgencySASESelected Accelerated Salary EnhancementSOEState Owned EnterpriseSSASub Saharan AfricaTPSCTanzania Civil Service CollegeTEVETAZambia Vocational Training InstitutionZAWAZambia Wildlife AuthorityTABLE OF CONTENTSI.Introduction2II.Setting the Scene2III.First Generation Civil Service Re
8、form Programs5IV.Second Generation Reform Programs6V.The Enabling Environment: Political and Economic Realities and the Leadership of Reform9a)Political Commitment9b)Political Context9c)The Economic Reality11d)Leadership for Reform11e)Implementation Arrangements12VI.Second Generation Reforms in Ghan
9、a, Tanzania and Zambia: Some Issues of Design and Implementation13a)Pay14b)Selected Accelerated Salary Enhancement Scheme (SASE)15c)State Restructuring16d)Performance18e)Control Systems and Accountability20Expenditure Controls21Accountability through Civil Society Participation and Monitoring23f)Tra
10、ining25VII.Conclusions27ANNEX: Five Building Blocks of Public Service Reform Projects in Tanzania, Ghana and Zambia28Bibliography3132COMPARATIVE EXPERIENCE WITH ADMINISTRATIVE REFORMIN GHANA, TANZANIA AND ZAMBIAI.IntroductionThis paper examines the public service reform experience of three Anglophon
11、e African countries, which have embarked upon what might be termed “second generation” public service reform programs. Each one is distinctive, yet all three have common threads running through them. Performance has varied with country, and while they have attempted to implement many of the same thi
12、ngs, the results have been quite different. But the reforms in these countries are ongoing, and lessons are still being learned. This paper is an initial effort to draw out some of the most important features of these country programs, hold them up to examination, and see what conclusions, even if t
13、entative, can be drawn.The paper starts with a brief recapitulation of the story of the public service in Anglophone Africa. This began with independence and the adaptation of the colonially inherited administration to the political and social demands for development. Public services experienced rap
14、id expansion during much of the first two decades, until growth was checked by economic crisis, in the course of which the mismatch of resources numbers and pay, and the informal compensation systems that arose in the wake of sharp real pay falls, brought many public services close to dysfunction. T
15、he legacy of this collapse provides the backdrop to present reforms. The first reforms came in the wake of IFI supported structural adjustment programs, and emphasized wage bill containment. These are now termed “first generation” reform programs. They were broadly successful in what they set out to achieve, but much more needed to be done to restore well performing government. The
