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Improving Administrative Sciences Worldwide

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Editorial ........................................................................................................................................................................ p.3I. In the target: “Innovation and the Public Sector” ............................................................ p.4 Interview / Questions...................................................................................................................... p.4

II. Activities ................................................................................................................................................................ p.8 The major events ................................................................................................................................ p.8 • IIAS – IASIA joint congress .................................................................................................... p.8 • EGPA annual conference ...................................................................................................... p.16 • LAGPA annual conference .................................................................................................. p.19 • AGPA annual conference ..................................................................................................... p.20 • Braibant lecture ......................................................................................................................... p.22 • IAF – intercontinental Administrative Forum ........................................................... p.22 • Second French-speaking African Forum ................................................................... p.24 The IIAS Project Groups and Study Groups ......................................................... p.25 The Dialogues .................................................................................................................................... p.26

III. Publications 2013...................................................................................................................................... p.28 Collections ............................................................................................................................................ p.28 Books 2013 .......................................................................................................................................... p.28 IRAS – the International Review of Administrative Sciences .................. p.31

IV. Knowledge Portal .................................................................................................................................... p.33

V. Members ............................................................................................................................................................. p.34 The different members’ categories ............................................................................... p.35 The Membership for each entity (number) ............................................................... p.36 How to become a member? ................................................................................................. p.37 How do you get the most out of your membership? ....................................... p.38 The benefit to become a member .................................................................................... p.38

VI. IASIA Awards ................................................................................................................................................ p.39

VII. CIAPA - Commission on International Accreditation of Public Administration Education and Training Programs (IASIA) ......... p.39

VIII. UNDESA - IASIA Standards of Excellence .............................................................. p.39 IX. IASIA - UNDESA Joint International Task Force ................................................ p.40 X. External Communication / Partnership ..................................................................... p.41

XI. About IIAS ............................................................................................................................................ p.45 XII. Messages ............................................................................................................................................. p.49

XIII. Finances ................................................................................................................................................ p.54

XIV. IIAS Governance ............................................................................................................................. p.56

XV. The Steering Organs and the internal Committees .......................................... p.57

XVI. The permanent Administrative Services – the Brussels team ................ p.62

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2013Editorial

You hold in your hands or see on your screen the second issue of the annual report of the IIAS and its various entities. We tried to present in a concise and clear fashion the several activities of our association in 2013, by crossing the points of views on those aspects, on the academic and practical vision of our commitment to promoting the disciplines of public administration in particular and administrative sciences in general.

You will find in the following pages a joint interview from recognized academic and practitioner personalities on the topic of “Innovation and the Public Sector”, allowing us to have a dynamic view on this topic. You will discover our efforts to modernize the IIAS website as well as those of each entity, make them more user-friendly, both from an architectural and content point of view. We also developed our own conference tool, allowing registration and online paper submissions.

You will also find that we have worked hard to develop partnerships, for instance with the organisation of an African Forum for Public Administration, in Latin America with the prospect of setting up a major IIAS-LAGPA event during the XIX International Congress of CLAD, etc.

The number and diversity of topics addressed by the IIAS study Groups and its regional groups, old and new, are also telltale signs of the dynamics that characterizes the action of the IIAS family. This new dynamic, with all due respect to the “old-fashioned ways”, is also the result of a rejuvenation of the various bodies involved in the governance of our Association in the broadest sense! Indeed, it was strengthened following the recent elections within the IIAS Council of Administration and the IASIA Board of Management and its various Committees and regional Groups.

IIAS wants to be «The institute of institutes» – using the expression of the IIAS President – and develop for this purpose a visionary approach focused on «corporate» thinking while pursuing its strategy of regionalisation of its entities: after EGPA, AGPA and LAGPA, we hope to soon celebrate the establishment of new regional groups for the Middle East and North Africa (MENAGPA) and for the sub-Saharan African group whose acronym remains to be determined.

It is in this hope that we wish you a rewarding and stimulating reading experience with this new annual report!

Rolet Loretan, Director General

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John-Mary Kauzya (UN / USA) - Practitioner n Chief of Public Administration Capacity Branch (PACB) of the Division for

Public Administration and Development Management (DPADM) in the Department of Economic and Social Affairs (DESA) at the United Nations Headquarters in New York where he has worked since July 1999.

He holds a PhD in Law from the University of Paris 1 Pantheon Sorbonne. He taught at Makerere University in Uganda and worked as the Deputy

Director of the Uganda Management Institute and as an International Consultant in Africa in various fields of governance and Public Administration and Management.

He has been instrumental in driving forward the United Nations Public Service Awards program. He actively participates to the activities of IIAS, its entities and its partners.

Interview

What is innovation in the public sector?

Luc Bernier:There exist many scholarly definitions of innovation in the public sector, whose advantage is to provide the necessary nuances. In short, let’s say that innovation is the outcome of an entrepreneurial act leading to a discontinuous change. What distinguishes an innovation from other changes is that there is a ‘before’ and an ‘after’. This change can be brought about by the societal necessity – as interpreted by a public sector entrepreneur – of proposing a new service, transforming a process, reorganizing service delivery to the population, or exploiting a new technology. It is the Schumpeterian idea of a new combination that allows filling in a gap. In the scientific literature on the topic, innovation is generally depicted as a positive change. To play devil’s advocate, one can wonder whether this is no new ‘buzzword’ whose popularity

Recently, innovation has become a major theme in public administration, as witness the OECD databank project of innovative practices (“Observatory of Public Sector Innovations” and the research project LIPSE (“Learning from Innovation in Public Sector Environments”), financed by the European Union. Both projects are united in the IIAS Study Group “Learning from Innovation in Public Sector Environments”. In 2013, IIAS has also devoted a focus of its Knowledge Portal to innovation in the public sector.

But what is exactly innovation? How is the public sector innovating, and which added value can we expect from this? We invited a practitioner (John-Mary Kauzya) and an academic (Luc Bernier) to exchange their views and experiences on this major issue for the administrative progress and a performant public service delivery to the population.

Luc Bernier (ENAP / Canada) - Academic n Professor at the Ecole Nationale d’Administration Publique (ENAP),

in Quebec since 1991, and Director of Centre de recherche sur la gouvernance.

He studied finances at HEC Montreal and political science at Laval University before doing his Ph.D at Northwestern University in Illinois.

He was previously Professor for two years at Concordia University He was also President of the Institute of Public Administration of Canada in 2005-06 after having held various positions including President of the Research Committee. He was also Chairman of the Scientific Council of the Ciriec International.

I. In the target: “Innovation and the Public Sector”


2013individual organism used to request the citizen to fill in forms to communicate an address change. Moreover, the significant autonomy granted to many of these public organizations has not contributed to their coordination. These services are organized according to an administrative perspective, not a service delivery one. Modern technologies have made easier for citizens to communicate an address change to many public organizations. The innovation through technology has allowed simplifying the collection of data that has become more complex.

John-Mary Kauzya:Through the United Nations Public Service Awards Program which has been running under my supervision since the year 2003, we have come across many cutting-edge innovations in the public sector dispelling the commonly held view that public sector institutions are not creative, not innovative and highly resistant to change. One example of innovation I could mention here is the “Citizen Assistance Service Centres” (SACs) in Bahia, Brazil. The SACs bring together federal, state, and municipal agencies in a single location – placed in locations convenient to the public including shopping malls and major transportation hubs – to offer multiple government services. The concept and practice of the one-stop-shop delivery of public services has been successfully adapted by a number of developed as well as developing countries including Portugal, South Africa, and Mozambique. It is a very good example of successful innovative way of integrating service delivery.

What is the added value of innovation in the public sector?

Luc Bernier:Ideally, innovation allows doing more with less, freeing up rare resources to invest in more urgent needs and facilitate the life of citizens, associations or businesses. Innovating can lead to reallocate human resources to tasks with a higher added value, or simply allow providing better public services.

is deemed to fade away. I would say no. The environment has become too turbulent, and the states’ resources too fragile for avoiding rethinking its working habits, for reinventing itself in order to adequately offer services to the population; in other words: for innovating. Also the more horizontal nature of the social challenges triggers public administrations to develop coordinated answers which didn’t exist in the past.

John-Mary Kauzya: An innovation is a creative idea that is successfully implemented to address a public problem. Conceiving and implementing a new or better way of performing work and achieving results is innovation. In the public sector innovation refers to new and/or better services, products policies, approaches, processes, institutional arrangements, organisational structures, or even new and better concept. It can be a new response to a new problem or a new response to an old problem. However, there are cases where public sector innovators have dug deep in the traditional practices of the past and remodelled these to address current and even future problems. An example in point is the Ubudehe in Rwanda that won the United Nations Public Service Awards in 2008. The Ubudehe initiative aimed at empowering people to alleviate poverty through participatory decision-making. Ubudehe refers to the Rwandan culture of mutual assistance and conviviality whereby people would come together to address problems facing them so as to work for their development. In a remote past, Rwandan people resorted to Ubudehe mainly in agricultural and house building activities, as these were the main activities of the time.

Could you give us an example of an innovative practice in the public sector?

Luc Bernier:The service of address change is one straightforward example. Many public sector organizations need to know citizens’ addresses: the services for tax, health insurance, number plate, driving licence, but also the electoral, social or education services, etc… Each

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Vis-à-vis the private sector, the public sector has additional difficulties: nThe objectives are more complex than monetary and financial profit in the private

sector, more numerous and difficult to measure. nThe process of resource allocation is also more complex, taking into account equity

and political considerations, nIt is sometimes difficult to identify who the clients are. Clients’ needs may be

conflicting. nThe impacts of the services delivered will be larger. nThe transparency requested from public services is greater.

Innovation nevertheless exists in the public sector and is needed.

John-Mary Kauzya:As part of the United Nations Public Service Awards Program through which we promote innovation in the public service, we have dedicated some time on this question. The facilitating factors include: effective, and empowering leadership that encourages initiative and creativity, teamwork, access to information, reward for risk-takers and recognition of innovators, the teaching of innovation in Universities and research. The factors hindering innovation include the following: demand for error-free government (intolerance to mistakes which discourage initiative, creativity and risk-taking), resistance to change especially on the part of leadership, over-emphasis on bureaucratic rules and regulations, little regard for research, etc. These have been documented in the book authored by United Nations, “Innovations in Governance and Public Administration: Replicating What Works” published in 2006 (reference ST/ESA/PAD/SER.E/72).

Although this book has often been criticized, the innovation in the public sector bears the same message as Osborne & Gaebler’s Reinventing Government: because the state is necessary to deliver basic services to the population that the private sector will not provide, new formulas need to be tried out. Because the world is changing, our working methods need to evolve as well.

John-Mary Kauzya:The added value is the improvement of public sector performance: in the approaches, methodologies, and tools through which public sector institutions do their work, in the systems, structures, and processes, as well as in the nature, quality and quantity of the public services delivered. The Division for Public Administration and Development Management (DPADM) of United Nations Department of Economic and Social Affairs held a capacity development workshop in Addis Ababa, Ethiopia, in March 2014 and the issues of innovation were discussed. It was concluded that even if an initiative is new, inventive, and on the face of it impressive, if it fails to contribute to the improvement in performance, it cannot be regarded as an innovation. In other words, the term innovation in the public sector is directly linked to improving the performance of the public sector. Innovation with a purpose is the catchword.

Which factors do support or hinder innovation in the public sector?

Luc Bernier:The public sector has always been considered as an environment where innovation is difficult. In their study of the South African public sector, Morris and Jones (1999) reported that these disincentives were most often mentioned: 1. rules, procedures, policies and their fastidious application, 2. restrictions in terms of personnel management (recruitment, job lay off), 3. weak rewards and internal competition, and 4. lack of managerial autonomy.


2013What are your (research) projects on this topic?

Luc Bernier:Following and complementing the study on public entrepreneurs, we have developed a database of applications to the Institute of Public Administration of Canada (IPAC) Award for Innovative Management from 1990 to 2012. It is now available to those wanting to study organizational innovations. We used it to study contextual (economic, political, social changes) factors that may explain why some public organizations are more innovative than others. To the contrary to what we originally thought, the ideology of the governing parties has little impact. Some governments such as Ontario have invested energy to make their government more innovative, but has not won many awards. Nevertheless, promoting innovation permits to add value to the work of staff in times of austerity and tell people that interesting things happen in the public sector and that their taxes are well allocated/used.

John-Mary Kauzya:Currently the DPADM is implementing a project on transfer and adaptation of innovative practices for improved public service delivery in LDC. The project seeks to bring into contact innovations having won the United Nations Public Service Awards with public sector leaders from the LDCs and encourage exchange of knowledge and, ultimately, the transfer of innovations. Through the same project, we also aim at exploring the factors that encourage transfer and adaptation of innovations as well as those that inhibit it. The project has also prioritised the promotion of cooperation among countries including south-south cooperation in promoting innovation in public sector institutions for performance improvement especially in the areas of service delivery.

In which context do innovative practices have most chances to flourish?

Luc Bernier:Our findings indicate that innovation is easier in public institutions that have more room for manoeuvre, also financially. Autonomous agencies seem to have an advantage regarding innovation: they produce many innovations, and win more innovation awards than other kinds of organizations. Although the movement toward autonomy of organizations has created new problems of coordination (Bouckaert, Peters and Verhoest, 2010), it seems to stimulate innovations. In our previous research, we focused on public entrepreneurs, individuals and teams. We found that structural autonomy, the complexity of the task and the less measurable nature of their activities help creating the room for manoeuvre needed for public entrepreneurs to innovate.

John-Mary Kauzya:The cases which have won the United Nations Public Service Awards show that innovations in governance and public administration are taking place in all contexts: in developed, developing, least developed countries, etc. Even if we cannot ascertain this conclusively, many innovations are happening at local level and concern improvement of delivery of public services. It appears that the more problems and challenges a country faces, the most likely it is to innovate. In other-words challenges such as inadequate public services delivery, coupled with public demand for services is likely to provoke innovations if it is under a leadership that has concern for the wellbeing of the people and accountability and responsiveness to people needs.

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Taco Brandsen (The Netherlands) Professor of Comparative Public Administration, Radboud University Nijmegen Coordinator of the WILCO project (2010-2014) and Secretary-General of the European

Association of Public Administration Accreditation.

John Halligan (Australia) Professor of Public Administration, ANZSOG Institute for Governance, University of Canberra

Gelase Mutahaba (Tanzania) Professor of Public Administration and Coordinator of Postgraduate Studies Department

of Political Science and Public Administration University of Dar es Salaam, Tanzania Extraordinary Professor of Public Administration, University of Pretoria (South Africa)

K. K. Pandey (India) Professor Urban Management at Indian Institute of Public Administration (IIPA) New Delhi

PRACTITIONERS Adnan Abdulrarazaq Al-Mahmood (Bahrain) IT and Knowledge Manager and part of the Executive Management Team of Gulf

Petrochemical Industries Company in Kingdom of Bahrain.

Jeanine Angèle Sidonie Evehe (Cameroon) Consultant in Administrative Organization

Maria David Evans (Canada) Former Deputy Minister with the Government of Alberta

The major events

IIAS – IASIA JOINT CONGRESS

Date and venue: Manama (Bahrain) from 1 to 6 June 2013In collaboration with the Institute of Public Administration of Bahrain (BIPA).

General Rapporteur: Dr Sofiane Ben Mohammed Shraoui (Bahrain) Senior Advisor, Institute of Public Administration, Bahrain

Prof. Soonhee Kim (USA) Professor, Department of Public Administration and International Affairs Maxwell School of Citizenship and Public Affairs, Syracuse University, USA)

Fellow rapporteurs: ACADEMICS Chafika Agueznay (Morocco) Deputy Director of the ENA Director of the Research Center Administrative and improvement at the National School

of Administration/ Rabat

Salem S Alnasser (Saudi Arabia) Professor in the College of Business Administration (CBA) at King Saud University.

II. Activities


2013and create serious risks for a normal functioning of the State. These risks mainly relate to governance, technology and human resources.

The role of Public Administration is crucial in preventing and/or managing the risks faced through carefully planned risk management strategies and strategies for governments to cope with increasing turbulence. New policies, new measures, and new processes must be established and implemented in order for the public sector to face risks encountered by our societies. Formal Risk Management has become a must in Government.

These risks were examined as they impact the following core constituents or themes of public administration: 1. Development of new administrative capacities and human development: n Capacity development has become the catch-all for consultancy interventions in the

public sector. These capacities are not only human but institutional as well. Government that is able to handle risks should develop the capacity and the slack resources to do so.

2. Dynamic and evidence-based approach to policy-making: n Despite the widespread rhetoric about government planning and policy-making,

most governments in the world continue to navigate by sight. A key theme was to look at dynamic planning and policy-making in the public sector as a model.

3. Institutional forms of leadership: n Leadership is assuredly the most decisive factor in risk management. Focusing on

leadership plays an integrating role among various Human Resource Management components including recruitment and selection, training and development, performance management, public service ethics, and succession planning.

n It is important to promote a more sustainable kind of leadership to overcome the lack of dedication to the underlying values of public service and the interests of the citizens being served.

n The “Transformational Government” that is being touted everywhere requires administrators who will promote institutional adaptations in accordance with the public interest

Main theme: “Futures of Public Administration: Professionalism and Leadership”The special focus of this year’s Congress is on different aspects of the future(s) of public administration. States are facing many challenges at all levels of governance, from local, national to global level. Crises challenge our public leaders to reconsider current reforms but also find ways to create positive change and progress. Our future societies are also confronted by risks stemming from global interconnectedness: economic, political, geopolitical, security, social and environmental, etc. These risks have to be prevented and/or managed through strategic planning, risk management and adequate public policies. The role of Public Administration in this perspective is crucial. It requires a higher degree of competence/skills in its human capital, preparedness, professionalism and specific leadership capacities. Together, with a new set of adapted policies, trategies and innovative service delivery approaches, it can lead to new customized and well-designed institutional infrastructures. But this requires the development of new administrative capacities and human capital as well. Therefore, the overall discussion will reflect the creative policy responses and new leadership competencies necessary to enable governments to provide better public services taking into account citizens’ needs and expectations, especially in these most challenging times.

Three subthemes were also addressed during the Congress: n Future risks and strategies n Leadership for the future n Innovative service delivery for the future

Executive summary of the debates for IIAS-IASIABased on the Final report of the General Rapporteurs Sofiane Ben Mohammed Shraoui (Senior Advisor, Institute of Public Administration, Bahrain) and Soonhee Kim (Professor, Maxwell School of Citizenship and Public Affairs, Syracuse University, USA)

The economic crises that have befallen many countries of the world are putting new pressures on the State and are challenging public leaders to reconsider current reforms and to find ways to create positive change and progress. The continuity of the State is increasingly questioned as crises reach dramatic proportions (Greece, Arab Spring countries, etc.)

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n ‘Future Risk and Strategies’ covered several cutting edge public policy and management issues in public administration at the national and global levels, including knowledge, information and IT management, regulations, civil service systems, and urban planning and development. During a special session of the policy dialogue, challenging issues of public administration from the Arab region, OECD member countries, and China were presented. Increased demand for public administration capacity building in the Arab regions was emphasized in the context of citizen expectations on government performance, professional bureaucracy and training capacity building, culture change, and political establishment and stability. The session also covered growing risks caused by unplanned growth and poor management of urbanisation in China. The findings of several case studies on knowledge, information, and IT management demonstrated risk not as a problem but as an opportunity to improve public sector performance in the promotion of knowledge and the collection, analysis and dissemination of data and critical information.

n ‘Leadership for the Future,’ several speakers identified challenges and opportunities for leadership development in the public sector in the 21st century. Based on their experiences in Switzerland, Canada, Bahrain, and France, they demonstrated evidence for the increasing complexity of state vs. non-state actors and mapped out the global-local-regional reality of today’s public sector leaders. The speakers also addressed a convergence of leadership concepts and skill requirements across the public, private, and nonprofit sectors and highlighted leadership development for being “boundary spanners” and for achieving inter-dependent policy coherence regionally, nationally and globally. Emerging challenges of leadership in the public sector were also identified including increased demand of transparency, accountability, and citizen engagement in the context of critical citizenship, advanced IT and telecommunication, and social media. In order to overcome these challenges and develop proactive leadership strategies for effective problem solving, the speakers and session participants emphasized sustainable human resource capacity building through government commitment to leadership education, training, and development. Finally, curriculum development in the schools of public administration and policy schools that reflect leadership competency development on action oriented skills, relationship competencies, and situational skills sets, and ethics in public sector were emphasized.

The above themes were discussed both as part of the three sub-themes of the IIAS conference and the nine working groups of IASIA. The sessions of open tracks associated IASIA and IIAS in the discussion of new, innovative and provocative issues. Proposals stimulated dialogue between the regional groups of IIAS and IASIA, and mobilized participants from all over the world.The plenary sessions gave unique coloration to the event and further integrated the IASIA and IIAS conferences in their professional and scientific deliberations. This year’s plenaries covered the following topics: n Intercontinental Administrative Forum - Public Administrative Reforms – Who is more

useful: internal or external advisors? n Middle East Administrative Forum --State of affairs; challenges and opportunities;

flexibility vs. resilience; central vs. local governance; institutional configurations; etc. n Politico-administrative relations and leadership --Relationship between politicians

and top civil servants; what types of relationships work well in specific contexts; the leadership aspect to politico-administrative relations;

n Training for future public sector capabilities -- Knowledge, skills and capabilities needed; training offer of today vs. future needs of the public sector?; measures taken to fill-in the gap between the public sector needs and the training offer?

The sessions of open tracks associated IASIA and IIAS in the discussion of new, innovative and provocative issues.

Many other parallel panels were run through the congress: n Women in public administration in the Middle East looked at the current and

prospective situation of women in public administration. n The three IIAS policy platforms covered the three themes: n ‘Innovative Service Delivery for the Future,’ speakers shared the success and

failure of diverse innovations in government and discussed various factors affecting effective implementation of innovative service delivery in the public sector. Also identified the factors affecting effective implementation of innovative service delivery in government: political will and leadership commitment, values of accountability and transparency, collaborative and participatory management of core stakeholders, and professionalism toward information and knowledge sharing.


2013SG IV: Quality of GovernanceThe newly established group met in Bahrain after a successful first meeting in 2012. Spread out over two days, the group hosted three different sessions: Challenges for Good Governance; Good Governance and Public Values in Context and Quality of Governance in Asia. Many topics were discussed, such as how to measure and categories quality governance, the role of values (including trust and legitimacy) and value research (including value conflict) in quality of governance issues, ad how to steer public sector reform to improve quality of governance. The relationship between quality of input, quality of throughput (the process) and the quality of output and outcomes as different related phases of governance was a recurring topic. Further information can be found via the following link: http://www.iias-iisa.org/groups/study-groups/sg-iv-quality-of-governance/

SG IX: Civil Service and Politics:A Kick-off Panel introducing the new group was organized during the congress on the theme “Political-administrative relations in times of heightened pressure on executive government”Executive governments are faced with increasing societal and political pressures. Such pressures may derive from, amongst other factors, increased electoral volatility and polarization, changes in mass media and communications, increased freedom of information and government transparency, and the internationalization of policy challenges. Presidents, prime-ministers and cabinets have found and indeed used different responses to such pressures, many of which include either attempts to delegate responsibility outward (such as privatization, agencification, decentralization, Europeanization), and/or attempts to increase grip on their sphere of responsibility (such as performance management, audits, politicization, increased media management). Each of these responses may have substantial consequences for the interaction between politicians in government and their civil servants, and for the positioning of civil servants vis-à-vis their political superiors.The panels addressed the following questions: n What is the impact of the heightened pressures on the executive on the relationship

between civil servants and politicians? n To what extent are changes in political-administrative relations similar across countries

and continents?

Panel on How to Get Published in Public Administration: Do’s and Don’ts:The session was an interactive dialogue on publishing in our field. After an overview of “tips for success” and some “pitfalls” to avoid, participants engaged in a discussion of their own strategies for getting published

Commemorative Ceremony for Professor O.P. Dwivedi:The Plenary Session Commemorating Professor Dwivedi’s life and career highlighted his many contributions to the profession of public administration, his many academic articles and books in a wide range of subjects in the field of public administration, and to furthering IASIA’s impact in its role in perpetuating the contributions of academic scholarship and the teaching of public administration to advancements in the development of societies through good governance and administrationPanel on Middle East Public Administration Research:In the midst of fast evolving changes in the Middle East, on different fronts, be it the organization of the political and governance systems, the basic economic models adopted, the failure of the welfare system, the widespread popular contestations, and a myriad of challenges that past and current governance systems have failed to cope with, it has become critical for PA to reform in order to address the region’s unique history and rapidly evolving systems of government; which calls for a focused effort to understand governance in times of transition and to support this reform with local research, global experience, and new thinking.

Executive summary of the debates for the IIAS Project and Study GroupsPG IV: SecurityThe group met in Bahrain and a key outcome of the meeting was the endorsement process for a peer review by the members of the group of chapters in line of a publication in 2014 on the subject of emergency planning and crisis response. The target audience for the publication would be: government practitioners in the crisis management field, academic researchers, teachers and graduate students in the field of crisis management, and crisis management courses sponsored by international organizations such as the World Bank and by International Development Agencies.


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addressed the significance of leadership and professionalism in public sector reform through four sub-themes: 1. Leadership in reform. 2. Conceptualising professionalisation in reform 3. Corruption, integrity management and reform 4. Training as an essential ingredient in reform

WG IV: Local Governance and DevelopmentThe six meetings addressed three popular and topical themes of the Working Group, namely CAPACITY DEVELOPMENT generally and more specifically in relation to the MDGs; LOCAL GOVERNMENT DEMOCRATISATION, DECENTRALISATION AND DEVELOPMENT and LOCAL ECONOMIC DEVELOPMENT. A special session of the Group was devoted to research papers prepared for the joint IASIA/UNDESA Taskforce on Capacity Development to attain the MDGs.

The Working Group is currently working on a book, entitled Local Governance and Development: A Review of the South African Experience. The co - editors of the book are Profs P S Reddy and M de Vries.

WG V: Accountability, Culture and TrustThree panels were scheduled. The first panel addressed the utilization of external mechanisms for accountability and oversight of government actions.

A second panel addressed the value of ethics and professionalism in government as a deterrent to bad governance.

The third panel provided an opportunity to relate research on citizen trust to corruption, reflecting different cultures, and different stages in the development of democratic governance and government performance.

n How is the policy advice function of civil servants and external policy advisers changing?

n To what extent is the degree of civil service politicization increasing or decreasing and in what manner?

n What are the key drivers for civil service politicization? n To what extent are changes in political-administrative relations specific to national

level government or comparable across the local, regional, national and international layers of government?

Executive summary of the debates for the IASIA Working GroupsWG I: Education and training programs: aligning missions and qualityIn this working group, there were 4 sessions dealing with inter alia Teaching and Education: Modes of delivery; Human Resource/Leadership Issues; Challenges of Training and Education and a session related to Case Studies in different countries. All presenters are to be thanked for their efforts in preparing themselves thoroughly and the manner in which questions were answered during the sessions. In line with the conference topic, a variety of useful suggestions were made by presenters.

WG II: State-market and Enterprise managementIn working group II, there was one paper about “Building the Institutional Foundation for Inclusive Development and Progressive Social Change: Middle East and North Africa”, one paper about “social policies in Bahrain” and a paper on “Public-Private Partnership for Nonprofit Housing Production in Bay Area: Lessons For China”.

WG III: Public Sector ReformThe Working Group III received papers on aspects of public sector reform that reflected the conference theme of Administrative Futures: Leadership and Professionalism. In line with the call for papers, the submissions addressed themselves the role of reform in shaping administrative futures, and the issues that arise in implementation. In particular, the papers


2013WG VIII: Management of Energy, Environment, Food Security and WelfareThe Working Group (WG) has met four times to discuss and deliberate extensively on themes relating to energy, environment, food security, welfare and good governance. Besides discussing generically, the Working Group had intensive case-based discussions. The field experiences of the various countries concerning the different dimensions of the core theme of the WG were debated keenly.

WG IX: Diversity and Gender in the Public ServiceWorking Group IX focuses generally on diversity and gender in the public service, but this year’s location and recent political and regime changes in the Middle East drove us to particularly emphasize the changing role of gender in politics, public policy, and public service at this year’s IASIA Conference.

Papers examined changing roles of women in Kuwait, Bahrain, Egypt, and in the six member states of the Gulf Cooperation Council (Saudi Arabia, Kuwait, Bahrain, the United Arab Emirates, Oman and Qatar). Other research reported work to encourage and assess diversity initiatives in Uganda, Tanzania, and in Africa generally.All presenters agreed on the critical nature of gender equity and diversity for successful development. A variety of tactics that might promote success in this enterprise include: policies (possibly including mandatory quotas and affirmative action); addressing cultural barriers; staff development opportunities; mentoring, coaching, and leadership development; continued emphasis on higher education for women; and morale- and confidence-building programs for women. The winds of change are blowing, particularly in the Middle Eastern states, and researchers projected that the demographic changes in that region will add force to those winds.

WG VI: “Public Sector Financial, Information and Performance Management”Three sessions were scheduled and the following topics were looked: n the implementation of performance measurement systems in different countries n the implementation of information management systems n innovative information or financial management systems’ implementation

A few concluding observations:1) Practitioners from developing countries presented papers that showed a strong application

of good theory to practice and suggested that the most effective and innovative public management may be occurring in these areas.

2) The different facets of public management represented by the papers in this working group remain of central importance to the study, practice and educational objectives of IASIA.

3) Mechanisms for pulling together truly comparative case studies in these areas would be an important contribution to the field. Especially useful to practitioners would be the cataloguing of successful management innovation.

4) We owe thanks to our Bahraini hosts, not just for organizing a successful conference, but for generating broad involvement by governmental personnel in writing and presenting an excellent set of papers. This exemplary systematic and long term process enriched our conference and hopefully will be a model emulated by future hosting institutions.

WG VII: Leadership, governance and public policyThe central theme, around which the contributions and debates took place, is leadership and governance in the public sector. Indeed, many discussions have focused on the role of leadership in the process of development in the twenty-first century, either at a local or at a higher level. Note that a special attention has been paid to theory and its implementation in practice.


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ParticipationNumber of participants registered: 468

Evaluation The survey was sent by email and takes into account the view of 30% of the participants.

Number of countries represented: 61Top 5 of countries 1. Bahrain 2. China 3. South Africa 4. Saudi Arabia 5. United States

Members of IIAS-IASIA

31%Non-members of IIAS-IASIA

6%

Speakers34%

Practitioners26%

Academics50%

Other20%

Host Country25%

Males69%

Females31%

Students4%

Politicians2%Students

2%

What was your knowledge on the topic of the sessions you attended?

Very poor Poor Satisfying Good Very

good

Before the Congress 0% 6% 34% 46% 12%

After the Congress 0% 1% 24% 49% 25%

In general, please rate the scientific content provided (score 10 is the best) % of Respondents

1 0.00%

2 0.00%

3 4.21%

4 3.16%

5 10.53%

6 11.58%

7 20.00%

8 29.47%

9 14.74%

10 6.32%


2013

Conclusions of the evaluation: n We should keep and improve IAF (experience of practice is an added value) n We should improve the quality of the debates and propose more time for debates n We should organize more interactions with the speakers n We should organize a specific session for young attendance PhD Session n We should reduce number of working sessions (overlapping) n We could create workshops on Accreditation, Ethics and Education n IIAS-IASIA joint congress is a complex programme, we should revise the idea n More mixed papers balanced of academics and practitioners

How will you use what you have learnt?

No Probably not Maybe Probably

yes Yes

Discuss with your colleagues 0% 4% 16% 33% 45%

Prepare a short presentation for your colleagues who didn’t attend the event 15% 21% 27% 13% 22%

Write an article about your experience 14% 21% 29% 22% 12%

Review process within your organisation 11% 18% 26% 26% 16%

Translate your new ideas and knowledge into action items 4% 5% 31% 37% 21%

Launch new programme (training, Seminar, etc.) 9% 17% 30% 27% 14%

Create a new network (maintain contac) 2% 5% 31% 31% 29%

Follow a specific trainin on the topic 11% 17% 36% 18% 14%


annual report

EGPA ANNUAL CONFERENCE

Date and venue: Edinburgh, Scotland (UK) from 11 to 13 September 2013 In collaboration with the Edinburgh University

More than 500 participants contributed to the different sessions organized by the 19 EGPA permanent study groups (PSGs). More than 371 papers were presented during the workshops organized on the PSGs’topics.

During the opening ceremony, Professor Victor Bekkers gave a keynote speech on the theme of “Social Innovation in the Public Sector”.

The Conference was preceded by the PhD Symposium on 9 and 10 September 2013 with the presence of 29 PhD Students who presented the research framework and the first results of their PhD theses during 3 parallel sessions on the following Themes: Politics and Administration; Society and Administration and Performance and Efficiency in the Public Sector. The Symposium was coordinated by Professors Christoph Reichard, Eckhard Schroeter and Patrick Von Maravic.

During the Conference opening and closing sessions, two PhD Students who had taken part in the Bergen Symposium received the PhD Symposium 2012 Best Paper Award: n Andreas Danielsen: «Compound governance and the transnationalization of

regulation: the case of transnational competition governance»; n Maryse Tremblay: «Promoting Probity among Public Officials: The Study of the

Application of the Modes of Regulation of Behaviours in the Formulation of Anticorruption Programs in Germany and Canada”.

During the Conference, a French-Speaking Seminar was successfully organized on the theme: Public Manager under Pressure: New Trends in Public Decision-making; in collaboration with IGPDE, the Institute for public management and economic development - an agency of the Ministry of the Economy and Finance (Paris, Bercy, France) dedicated to research, the training of civil servants, and to providing support for public policies and reforms.

Four EGPA partners also organized their Meetings and Committees during that week: n EAPAA – the European Association for Public Administration Accreditation; n COCOPS – Coordinating for Cohesion in the Public Sector of the Future; n LIPSE – Learning from Innovation in Public Sector Environments; n COST – European Cooperation in Science and Technology.

List of the EGPA Study Groups: PSG I: E -GovernmentPSG II: Performance in the Public SectorPSG III: Public Personnel PoliciesPSG IV: Local Governance and DemocracyPSG V: Regional and Local GovernmentPSG VI: Governance of Public Sector

OrganizationsPSG VII: Quality and Integrity of

Governance PSG VIII: Public Governance of Societal

SectorsPSG IX: Public Administration and TeachingPSG X: Law and Public AdministrationPSG XI: Strategic Management in

Government

PSG XII: Public Sector Financial Management

PSG XIII: Public Policy PSG XIV: EU Administration and Multi Level

GovernancePSG XV: Public Administration, Technology

and InnovationPSG XVI: Public and Nonprofit MarketingPSG XVII: Sociology of the State: Reforms

and ResiliencePSG XVIII: Justice and Court AdministrationPSG XIX: Public Network Policy and

ManagementFrench-Speaking Seminar


2013ParticipationNumber of participants registered: 502

Number of countries represented: 42Top 5 of countries 1. The Netherland 2. Belgium 3. Germany 4. Switzerland 5. United Kingdom

Evaluation The survey was sent by email and takes into account the view of 53% of the participants.

Males64%

Females36%

Students29%

Non members of

EGPA 29%

Academics64%

Students/PhD’s

29

Members of EGPA39%

Host Country3%

Practionners7%

In general, please rate the scientific content provided (score 10 is the best) % of Respondents

1 0.00%

2 0.00%

3 0.00%

4 0.00%

5 2.44%

6 7.80%

7 23.41%

8 44.39%

9 18.54%

10 3.41%

What was your knowledge on the topic of the sessions you attended?

Very poor Poor Satisfying Good Very

good

Before the Congress 0% 3% 23% 59% 14%

After the Congress 0% 0% 12% 63% 23%


annual report

Conclusions of the evaluation: n We should propose an Opening ceremony with high level Speakers n We should add more plenary Sessions: Opportunities for networking and exchanges

notably with practitioners and to collect the “State of the discipline” and actual discussions

n We should propose less packed programme (too many sessions at the same time) n The Final report should include a report per group n We should propose more sessions with practitioners

How will you use what you have learnt?

No Probably not Maybe Probably

yes Yes

Discuss with your colleagues 0% 2% 9% 50% 36%

Prepare a short presentation for your colleagues who didn’t attend the event 36% 23% 15% 20% 3%

Write an article about your experience 42% 24% 14% 12% 5%

Review process within your organisation 31% 16% 21% 21% 9%

Translate your new ideas and knowledge into action items 11% 5% 22% 42% 17%

Launch new programme (training, Seminar, etc.) 38% 17% 27% 12% 3%

Create a new network (maintain contac) 13% 6% 14% 41% 24%

Follow a specific trainin on the topic 38% 20% 21% 15% 5%


2013During this meeting, Mr Rolet Loretan, Director General of the IIAS, and the President of INAP Mexico, Mr José Castelazo, signed an MoU governing the resumption of the translation into Spanish and publication of the RISA by INAP Mexico, retroactive from the September 2013 issue.

ParticipationNumber of participants registered: 34

Number of countries represented: 10Top 5 of countries1. Brazil 2. Colombia 3. Mexico 4. Argentina 5. Peru

LAGPA ANNUAL CONFERENCE

Date and venue: Rio de Janeiro (Brazil) from 24 to 30 October 2013 In collaboration with the Instituto Nacional de Administración Pública (INAP) and the Fondation Getulio Vargas (FGV) Latin American Center for Public Policies

The specific activities derived from the Working Group have been presented: n Articulation of an Information system (IS). It collected data, build indicators, order

the information, set out frames for analysis and build conceptual models and produce reports and information

n Comparative study on public policies in security matters in four countries: Brazil, Colombia, Mexico and Peru

n Development of a communication and financial strategies, as well and a legal framework

The LAGPA organised its third plenary session from October 23 to 25 at the headquarters of the Fondation Getulio Vargas, in Rio de Janeiro (Brazil) The co-ordinator of LAGPA, M. José R. Castelazo, presided, and 30 experts from Argentina, Brazil, Chile, Colombia, Costa Rica, Guatemala, Mexico, Paraguay and Peru were able to meet. The President of IASIA, Prof. Michiel de Vries and the Director General of the IIAS, Mr Rolet Loretan, were also invited to participate in the debates which centered essentially on the question of the creation of a Latin-American Observatory for Public Administration. At the end of these debates, it was unanimously decided to create such an Observatory and to base it in Mexico City. Incidentally, a new LAGPA co-ordinator in the person of Prof. Bianor Cavalcanti (FGV, Brazil) was designated, succeeding Mr José Castelazo, who has been Coordinator of LAGPA since its inception in 2010.

Males85%

Females15%

Members of LAGPA56%

Others44%


annual report

Sixty five experts and academics from 16 countries including China, India, Japan, Korea, Nepal and Indonesia participated in the Conference. Led by President Jiang Wu, a delegation of 5 participants from CAPS attended the Conference. The Conference had received 61 abstracts and 28 full papers. 33 participants delivered presentations at the plenary session and parallel sessions. Four experts served as the general rapporteur and assistant rapporteurs. AGPA President, Professor Jiang Wu, awarded certificates to all the speakers and rapporteurs of the Conference.

The Conference consisted of one plenary session with 3 keynote speeches and 3 parallel sessions on 3 sub-themes. At parallel session 1, 9 participants made presentations on the sub-theme of Intergovernmental Relationships and Quest for Models of Government Cooperation. At parallel session 2, 11 participants made presentations on the sub-theme of Good Governance and Cross-border/Cross-regional Cooperation. At parallel session 3, 10 participants made presentations on the sub-theme of Good Practices on Better Public Service Delivery in Asia.

Coordinated and organized by CAPS, 20 Chinese academics and government representatives participated in this Annual Conference. In academic exchanges during the Conference, Chinese participants took an active part and played an important role. Chinese participants gave their presentations in every session of the Conference. Among the 33 speakers, 7 of them were Chinese. In the meantime, 4 Chinese experts served as moderators and discussants at parallel sessions. Among them, Professor Jiannan Wu, Associate Dean of School of Public Policy and Administration of Xi’an Jiaotong University served as one of the rapporteurs. Professor Changzheng Dai, Dean of the School of International Relations at UIBE delivered a keynote speech at the plenary session.

The CAPS also edited a 10-minute video to promote AGPA by reviewing the establishment, academic events and the past two Annual Conferences. The video was played at the beginning of the Conference and was well-received.

AGPA ANNUAL CONFERENCE

Date and venue: Singapore (Singapore) from 26 to 28 September 2013In collaboration with the Chinese Academy of Personnel Science (CAPS) and Nanyang Technological University of Singapore

General Rapporteur: Prof.Baogang He Adjunct professor of Huazhong Normal University and Suzhou University (China) Assistant rapporteurs: Prof.DairokunoKosaku School of Political Science and Economics, Meiji University, Tokyo (Japan)

Prof. ParkHyung Jun Associate professor of department of public administration and graduate schoolof

governance at Sungkunkwan University (Korea)

Prof. Jiannan Wu Tengfei Professor and Associate Dean of School of Public Policy and Administration at Xi’an Jiaotong University (China)

Main Theme: “Local and Regional Cooperation and Public Governance”Three subthemes were also addressed during the Conferecne: n Intergovernmental Relationships and Quest for Models of Government Cooperation; n Good Governance and Cross-border/Cross-regional Cooperation; and n Good Practices on Better Public Service Delivery in Asia.


2013Participation Number of participants registered: 65

To highlight contributions made by President Jiang Wu to AGPA in the past 3 years since he took the position as the Coordinator, the AGPA Steering Committee proposed and finally decided to change the title of “AGPA Coordinator” into “AGPA President”.

IIAS Director-General Mr. Rolet Loretan, the IIAS past President Professor Pan Suk Kim and Alan Chan, Dean of the College of Humanities, Arts and Social Sciences from Nanyang Technological University of Singapore Professor attended the opening ceremony and delivered welcome addresses. Professor Jiang Wu, as IIAS first Vice-president and AGPA President, attended the opening ceremony and delivered a speech to summarize the Conference at the closing ceremony.

Executive summary of the debates After 2-day discussions and exchanges, the Annual Conference found national governments around the world were confronted with challenges and problems caused by economic globalization, industrial integration and organizational reforms. They are thinking and attempting to adopt a brand-new governance mentality and strategies, mainly including trans-border governance, trans-departmental governance and private-public partnership governance.

In their presentations, academicians from Japan, Korea and China pointed out that the national governments, confronted with major incidents or public crisis such as environmental pollution, earthquakes, tsunamis and infectious diseases, are working hard to conduct trans-departmental and cross-functional duty distribution, negotiation and collaboration to make effective use of resources to solve major governance problems. Academicians from Indonesia, India, Singapore and Malaysia pointed out in their presentations that national governments are also working hard to establish and improve new inter-governmental relations in line with the era so as to secure the multi-win governance targets in economic growth, political democracy and social growth. They have many good practices in promoting trans-regional and multi-level cooperation, negotiated governance and public participation. Besides, academicians from Vietnam, China and Korea also shared their innovative experience and results in the field of public services provision.

Number of countries represented: 18Top 5 of countries1. China2. Indonesia3. Japan4. Korea5. Singapore

Males74%

Females26%

Members ofAGPA34%

Speakers49%

Students11%

Other8%

Academics71%

Host Country6%

Students11%


annual report

BRAIBANT LECTURE

Date and venue: Manama (Bahrain) during the IIAS-IASIA Joint CongressKeynote Speaker: Prof. Gavin Drewry,

Theme: “The Administrative Sciences, from the past to the future (by a roundabout routeroute)”

The generic term, ‘administrative sciences’, embraces a bewildering multiplicity of theories and activities to do with the scholarly study of public administration and with devices for improving the quality of public service. It is an amorphous and an eclectic field, drawing upon many different intellectual disciplines and traditions and its boundaries are both permeable and elastic. The character and the history of the administrative sciences vary widely from one country and region to another. At an international level there is an ever-present risk of linguistic confusion and of talking at cross-purposes.

This lecture takes a journey down the evolutionary road along which the administrative sciences have developed. This metaphorical road is a long one, with many twists and turns and diversions along the way. Over the years, it has expanded from a country lane to a multi-lane motorway, carrying a substantial volume of traffic that has grown pari passu with the development of the modern interventionist state, and accommodating a wide variety of travellers, moving at different speeds, in different directions and with different reasons for their journeys. Traffic jams and collisions are familiar occurrences. The lecture has an historical aspect (drawing for illustrative purposes substantially but not exclusively on aspects of the UK experience), but it looks also to the future – suggesting that one important role for national and international organisations concerned with the administrative sciences may appropriately be seen as analogous to that of road traffic management. The bottom line is to ask ourselves, with reference to the present, whether the long and sometimes difficult evolutionary journey of the administrative sciences has really been worthwhile – and what do they offer us in future in terms of added value?

IAF – Intercontinental Administrative Forum

About IAFThe Intercontinental Administrative Forum was set up to develop regional strategies and to stimulate a dialogue between the different regions of the globe.

Objectives: The Forum would be considered as a vehicle for contrasting experiences and ideas from different continents.

Theme 2013: “Public Administrative Reforms – Who is more useful: internal or external advisors?”

Chair: Katju HOLKERI - Counsellor Department of Public Administration, Ministry of Finance,

Finland

Speakers: Frannie Leautier - Executive Secretary of the African Capacity Building Foundation

(ACBF) – Zimbabwe Ahmed Al-Bahar - Former President Civil Service Bureau Huang Wenping - Vice-Minister, China Andrew Podger - Professor of Public Policy at Australia National University, former

Head of the Departments of Health and Housing, and Former Public Service Commissioner for Australian Government

Thamir Almotairi - Higher Committee for Administration Organization, Saudi Arabia


2013Executive summary of the debatesThe debates animated by Katju Holkeri, Counsellor Department of Public Administration - Ministry of Finance, Finland, addressed mainly the following themes : Between internal and external advisors: who knows more about PA reforms? Who benefits more from the consultancy system: the public sector or the consultants? Academics and professional consultants: Who provides the most relevant recommendations for conducting PA reforms? In the name of a specific ideology, governments have pushed PA leaders to contract out consultancy service? What is the value for money of this strategy? How to strengthen the external support available to Ministers/administrative leaders without compromising the principles of permanent and neutral administration?

The Forum has benefited from the presence of high level speakers: n Ahmed Al-Bahar, Former President, Civil Service Bureau, Bahrain n Huang Wenping - China n Andrew Podger - Professor of Public Policy at ANU, former Head of the Departments

of Health and Housing, and Former Public Service Commissioner for Australian Government

n Thamir M. Almotairi - Saudi Arabia n Frannie Leautier - Executive Secretary of the African Capacity Building Foundation

(ACBF) – Zimbabwe

With three main issues: Leadership and Professionalism in steering reforms:The need for strong and knowledgeable leadership to conduct administrative reforms raises the issue of professionalism of internal and external experts who advise policy makers and senior administrators.

Ensuring adequate expertise and knowledge in the public administration: Administrative reforms require both an adaptation of organizational/administrative structures and policy changes. In this perspective, the role of knowledge and expertise has often

been pointed out for the design, the evaluation and reorientation of public policies. These adjustments often require expert consultation (internal / external) holding specific skills and knowledge appropriate to the issues raised by the implementation of reforms.

Public Administration leaders try to use the expertise and to enhance the contribution of internal experts’ team for increasing reform programme performance and/or for adapting the organisational structure and policies. PA leaders will seek to establish the best team of internal experts by selecting the top advisors for their cabinet.

Contracting out:In the interests of economy, there is a trend to contract out, to devolve functions to outside bodies, to rely on external consultancy. Thus, leaders have placed administrations in a position of real disadvantage and dependence vis-à-vis of private sector.Public sector leaders solicit academics for advices on key issues and knowledge transfer. This transfer often occurs through the socialisation between the external consultants and internal experts’ team.Public sector managers also approach external consultants due to their experience-based knowledge for solving practical and technical problems. They need advices on specific technical domains and on organisation/policy design.


annual report

SECOND FRENCH-SPEAKING AFRICAN FORUM

Date and venue: Youndé (Cameroon) from 28 to 29 November 2013 in collaboration with the Ministry of Public Service and Administrative Reform of Cameroon, the Institut de Management Public et Gouvernance Territoriale (IMPGT – Aix-Marseille University), the Centre Africain de Recherche Administrative pour le Développement (CAFRAD) and the African Association for Public Administration and Management (AAPAM)

Main theme: «The Major Structuring of Administrative Reforms in Africa.»

Following the success of the first edition of the African Francophone Forum, the International Institute of Administrative Sciences (IIAS), associated with IMPGT University of Aix- Marseille, the Hanns Seidel Foundation and the Ministry of Public Service and administrative Reform of Cameroon has decided to repeat the experience with the desire to expand the audience by opening not only to Francophone Africans but also to Anglophones. The forum was held in November 2013 in Yaoundé on the theme «Major structural administrative reforms in Africa»

The structural administrative reform, postulate that this forms part of a greater ambition which exceeds the parameters of the administrations. While it integrates all the challenges of modernisation, it is also concerned with the solid foundations of the missions of the State, in its ways of intervention and the performance of the civil service. Equally, it is concerned with the relationships between the other institutional players, be they territorial collectivities, Public Administrative establishments, or those of an industrial or commercial nature. Structural administrative reforms, therefore, are those which would have significant transversal repercussions, notably on missions, organisations and the functioning of State structures

The forum aimed at responding to these different exigencies and concerns by means of the decoding and examination of these (specifically) African experiences with regard to these highly important administrative reforms.

At this level, four main axes were highlighted: 1. The reconstruction of the function of the State in the African countries in transition 2. Decentralisation and regionalisation: the role of the territorial collectivities in Africa:

the territory as anchor? 3. The fight against corruption 4. Public policy in Africa - what priorities?

Approximately 100 persons attended the Forum. The programme was divided into plenary sessions and workshops. 42 proposals of abstracts were received and 34 abstracts accepted for presentation.


2013The IIAS Project Groups and Study Groups

IIAS Project GroupsAims • to advance studies and research of Management and Public Administration ; • to carry out comparative studies on specific and current topics.

Each group : • is comprised of academics and practitioners ; • is managed by a Chairperson and a Rapporteur ; • realizes specific works over 3 years intended to be published.

The IIAS proposes 4 Project Groups: PG I: History of Public Administration PG II: Supranational Administration PG III: Global Governance PG IV: Security and Safety

If you are interested in any one of our Project Groups and would like to have additional information, please consult our website and contact the IIAS Project Group Coordinator.

IIAS Study Groups Aims • to create an intellectual platform within the IIAS ; • to establish a meeting place for debate among researchers/academics and practitioners

on a specific theme and to make progress in our knowledge about the field of public administration.

ResponsibilitiesThe co-chairs of the permanent IIAS Study Groups constitute a team of academics/practitioners from the different regions of the world and ensure the following: n three-year intellectual project on a current PA theme; n publications with reference to IIAS as outputs;

n website on the theme of the Study Group including a platform for discussion (forum); n availability for contributions to the IIAS Congresses and activities; n strategy to include participants from all over the world; n availability for IIAS joint projects with IIAS partners; n consideration to have activities for young researchers and young practitioners; n to conduct separate activities and seminars on the theme of the study groups; n actions to establish partnerships with other networks in the field; n to contribute to the activities of the regional groups and IIAS partners; n providing yearly feedback to the PRAC; n participate in the co-chairs IIAS meeting during the IIAS annual Congress.

The IIAS proposes 19 Study Groups: SG I: Public Administration, Democratic

Governance and Poverty AlleviationSG II: Global E-Government and Digital Gap

ReductionSG III: Trust and Public AttitudesSG IV: Quality of GovernanceSG V: Public Administration and Cultural

HeritageSG VI: Strategic HRM and Organisational

Behaviour in the Public SectorSG VII: Democracy and Public

AdministrationSG VIII: Administrative LeadershipSG IX: Civil Service and PoliticsSG X: Co-production of Public ServicesSG XI: Public Sector Reforms in the 21st

Century

SG XII: Prevention and Management of Disaster and Catastrophes

SG XIII: Learning from Innovation in Public Sector Environments

SG XIV: Performance and FederalismSG XV: Transformational E-Government

through Public Sector InformationGE XVI: Representative Bureaucracies in

Modern SocietiesSG XVII: Public Administration and the Rule

of LawSG XVIII: Financial and Fiscal Public

AdministrationSG XIX: Common Goods and Social

Government: Public administration at the crossroad of a new paradigm

If you are interested in any one of our Study Groups and would like to have additional information, please consult our website and contact the IIAS Study Group Chair.


annual report

The Dialogues

Trans-European Dialogue (TED)

Date and venue: University of Potsdam (Germany) from 6 to 8 February 2013In collaboration with NISPACee

Main theme: “Education and Training in the European Public Sector”

TED6 discussions focused on issues of education and training in public administration throughout Europe. Education and training is one of the core issues for ensuring the future institutional capacity of public administration and for stabilizing the future availability of qualified human resources. Although the Bologna reforms have achieved some streamlining of formal educational structures, there is still a high degree of diversity between educational programs and concepts in the field of public administration education.

The participants underlined the current trends in both academic and professional education and training and compared the different educational approaches. We also discussed the need to define the governance system and principles of accreditation for ensuring the quality of education and training for the future leaders.

The question whether the field of public administration education is prepared for the future of the public sector was discussed and some recommendations were made in this perspective.

Trans-Atlantic Dialogue (TAD)

Date and venue: University of Baltimore, Maryland (USA) from 12 to 15 June 2013

Main theme: “Rebuilding Capacities for Urban Governance”

More than 90 participants took part in the 9th Transatlantic Dialogue organised at the School of Public and International Affairs - University of Baltimore.

The participants shared their views and presented their papers on the following sub-themes: All politics is glocal: urban issues, solutions, and outcomes in a multi-levelled, networked globalized society, How Do We Know We’re “Improving” Governance?: Representing the Public Interest in Pluralistic, Urban Societies, Remaining competitive: managing performance for efficient and effective urban service delivery, Leveraging Urban Partnerships: Universities and other nongovernmental organizations as Change Agents in Urban Communities, Cities of the future: How can technology make urban living and governance smarter? , Do Pro-Business Policies Improve Urban Fiscal Health? Revisiting the Orthodox View of Urban Public Finance by Improving Financial Management.

The co-chairs of the workshops summarized the discussions during the closing session and their final presentations are now available on the TAD9 website.


2013The Euro-Mediterranean Dialogue (MED)

Date and venue: Marseille (France) from 6 to 9 October 2013.

Main theme: “Cultures for change, changes through Culture”

More than 160 participants addressed the following themes: Culture and organisational change, Cultures, territory and economical and societal changes, Culture, Political and Democratic Changes, Cultural Activities, evolution and change, Education by Culture, Cultures of Education and Vocational Training Systems and Training for the Cultural Sector.

Prior to the Dialogue, the European Training Foundation organised, on October 6, its Policy Leaders Forum on the theme: Public Management of Education, Training and Employment Policies. Ministers and senior policymakers from the Arab States of the Mediterranean region discussed this important topic for the region. Professor Geert Bouckaert and Professor Robert Fouchet presented a policy note on the effective policies for youth through education, training and employment; they focussed on three major dimensions: actors, policy instruments and information. For these three dimensions of policies to be effective, they underlined that a culture of change is needed which, ultimately, may lead to a change of culture which will have an impact on effectiveness.

This 6th MED conference on the theme of culture alternated roundtables with experts and professionals, and, in parallel, workshops presenting selected papers and testimonies.An institutional panel took also place and the representatives of the MED partners presented their key projects in the Mediterranean zone: ARADO, ENA, ETF, SNA-OECD, BIPA, OCEMO and EGPA/IIAS.

A doctoral workshop was also organised on October 9th, 2013 with young researchers from the both sides of the Mediterranean.

The 2013 MED opened new perspectives and emphasised new projects of cooperation.


annual report

The IIAS publishes regularly: • Scientific studies resulting from research works of its Project Groups (IIAS), Working

Groups (IASIA) and Study Groups (EGPA) • The proceedings/reports of its annual Major Meetings (Congresses, Conferences,

electronic version only) as well as those of its several entities (IASIA, EGPA, LAGPA and AGPA) – electronic version

• Specific Publications for the major events • Reports and conclusions of seminars that it organizes or co-organizes

The catalogue of Publications may be downloaded on the website.

Collections

The IIAS publishes different collections with editors Palgrave-McMillan and Bruylant (from De Boeck-Larcier Group).

1. Governance and Public Management Series - PalgraveThe Governance and Public Management series (in English only), published in conjunction with the International Institute of Administrative Sciences (IIAS), brings the best research in public administration and management to a global audience. Encouraging a diversity of approach and perspective, the series reflects the Institute’s conviction for a neutral and objective voice, grounded in the exigency of fact. How is governance conducted now? How could it be done better? What defines the law of administration and the management of public affairs, and can their implementation be enhanced? Such questions lie behind the Institute’s core value of accountability: those who exercise authority must account for its use – to those on whose behalf they act. 2. Public Administration Today - Bruylant from De Boeck-Larcier Group.The series “Public Administration Today” has been set up to welcome the most current investigative studies. Its objective is to enrich scientific discussions by publishing theoretical analyses and case studies of experienced practitioners in the field; to stimulate dialogue among

III. Publications 2013

academics, researchers and civil servants; to enlighten partners of public administration by offering them a comparative perspective of current changes, modes of action, State and public management reforms; and to encourage the development of research on critical issues of governance.

Public Administration Today Collection will bring together original texts on some issues as: current challenges in public administration and management; multinational comparative studies; various approaches to public administration; practical and comparative studies; the main challenges of PA training and education; the role and place of administration in the context of globalisation…

The new IIAS series, «Public Administration Today», with Bruylant Publisher assembles the IIAS Major meetings, the IIAS working groups’ publications and all the books coordinated by the Publications Committee on Critical governance issues and contemporary matters.

Books 2013

Training for Leadership

Edited by : Michiel S. de Vries and Geert Bouckaert Collection: Administration publique aujourd’hui - Public

Administration TodayPublisher: Bruylant, De Boeck Group, 2013

Summary:This book addresses training for leadership in the second decade of the 21st century.

If the need for training for leadership is recognized as urgent, we need to ask whether training institutes are doing the right things


2013and we also need to question the effectiveness of training institutions.This book calls for serious and critical reflection on the way in which we conceptualize training for leadership in the second decade of the 21st century.

The various chapters reflect the ideas, theories and practices that are dominant today. The thread of the contents shows that something is amiss in such training. In general it does not have the expected effect and it often does not address the needs of recipients. The implication is that training for leadership in the future has to be redefined, taking into account the specific contingencies, problems and complexities that leaders – especially in developing countries – have to deal with.

Leadership cannot be seen as an isolated factor. The different chapters in this book argue that training for effective leadership and good governance practices needs to be combined. All ask for leadership that is less hierarchical and more interactive and collaborative, and that also takes stakeholders outside the public sector seriously.This has serious implications for how leadership training is organized; the different chapters in this volume address this issue from a theoretical as well as from an empirical point of view: developments in theory of leadership, styles of public sector leadership, leadership in turbulent times and the importance of contingences on leadership in changing times.

Order the book: http://en.bruylant.larciergroup.com/titres/131159_0_0/training-for-leadership.html

Moving Beyond the Crisis: Reclaiming and Reaffirming our Common Administrative Space

Edited by: Demetrios Argyriades, Gérard TimsitCollection : Administration publique aujourd’hui – Public

Administration TodayPublisher : Bruylant, De Boeck Group, 2013

Summary:With the financial meltdown and the economic crisis in their fifth year already no one can any longer be in doubt about their exceptional gravity, their truly global impact and their profound effects hurting vulnerable groups and the very poor especially. As the world looks for an exit from this economic crisis – the worst in eight decades

– the focus of attention is naturally on the causes, the factors that account for its wide reach and severity, as well as on strategies that might bring it to a closure.

The quest for exit strategies is at the very centre of the issues and concerns explored in the present volume, produced by the IIAS. Like the preceding volumes, but even more emphatically, this volume, representing a collective endeavour of scholars and practitioners from many parts of the globe, finds cause to lay the blame, for our difficult predicament, on the institutional deficit, the policies, the practices and values that have followed in the trail of a highly misleading and erroneous model of governance.

The «Market Model of Governance» as it is known, sought to reform, the structures and culture of administration and government in private sector ways. While instrumental values like efficiency and effectiveness were raised and praised profusely, those of democratic governance were discounted by comparison. In particular, integrity, the rule of law and due process, equity, legality and public service professionalism suffered a steep decline, in several parts of the world. Likewise, the invasion and the capture of public space, inevitably led to an unprecedented surge of greed, abuse and corruption that contributed directly to the crisis which is upon us.


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Looking for exit strategies, as its title aptly suggests, the present volume offers a rich menu of ideas drawn from the current experience of all the world´s main regions. Not surprisingly, two concepts stand out throughout the book as necessary correctives, as well as pressing remedies to the world´s ongoing malaise. They call for the recapture of our common administrative space and the reaffirmation of the values and virtues appropriate for democratic governance. To the IIAS, none perhaps are more important than public service professionalism and none other can contribute more effectively to the reform and consolidation of sound institutions for national, sub national, global and regional governance.

For these reasons, at this juncture, the new volume like the others should be featured in every public library and become a vademecum of all scholars and practitioners of public administration and politics around the world.

Order the book: http://fr.bruylant.larciergroup.com/titres/128353_2/moving-beyond-the-crisis-reclaiming-and-reaffirming-our-common-administrative-space.html

France and its public administrations. A state of the art

Edited by: Jean-Michel Eymeri-Douzans and Geert BouckaertCollection: Administration publique aujourd’hui – Public

Administration TodayPublisher: Bruylant, De Boeck Group, 2013

Summary:In full compliance with the ambition of the European Group for Public Administration to encourage cross-cultural exchanges, this book is a genuinely original undertaking. It is a hybrid Anglophone-Francophone product. This book from EGPA 2010 Conference aims bridging a regrettable gap and giving an international visibility to the “French case”.

Thus, this book, in 18 chapters written in French by an interdisciplinary team (political scientists, sociologists, historians, sociohistorians, jurists) with more than 150 pages in English and a vast unified bibliography, offers to all students of public administration in the world a unique entry gate to the latest state of the art of administrative studies in France – this country where the State is to be spelled with a capital S.

Order the book: http://fr.bruylant.larciergroup.com/titres/129006_2/la-france-et-ses-administrations-un-etat-des-savoirs.html

Organisational Innovation in Public Services – Forms and Governance

Edited by: Pekka Valkama, Stephen J. Bailey & Ari-Veikko. AnttiroikoCollection: Governance and Public Management SeriesPublisher: Palgrave Macmillan, 2013

Summary:Reforming public services has become an integral part of instituting austerity measures as governments around the world struggle to balance the books in the wake of the financial crisis.

Vital public services and government departments have been given the seemingly impossible task of delivering better services to the public while receiving less funding. This excellent and highly original collection brings together contributors from across the globe to explore and analyse innovational methods aimed at helping overburdened and under-funded public services cope with the demands of austerity and continue to deliver high quality services to the public.

In the process this book develops new theoretical models and analyses case studies to provide an important and timely insight into how to reform public services across the globe.


2013IRAS – the International Review of Administrative Sciences

The Review is published quarterly in four editions: English, French, Chinese Mandarin and Spanish. It publishes original contributions on a wide range of topics related to public administration.

IntroductionIRAS is an international peer-reviewed journal devoted to academic and professional public administration. Founded in 1927 it is the oldest scholarly public administration journal specifically focused on comparative and international topics. IRAS seeks to shape the future agenda of public administration around the world by encouraging reflection on international comparisons, new techniques and approaches, the dialogue between academics and

practitioners, and debates about the future of the field itself.

IRAS is the official journal of the of the International Institute of Administrative Sciences (IIAS), the European Group for Public Administration (EGPA) and the International Association of Schools and Institutes of Administration (IASIA).

Aims and ScopeThe IIAS exists to advance the study and practice of public administration and public management. It operates at a global level and is funded by states world-wide; but is independent of any of them and, through its links with the United Nations, seeks to develop a voice and vision that is neutral, as objective as possible and grounded in the exigency of the fact. Although it has existed for over eighty years (since 1930), the Institute’s focus is on the present and the future. How governance is done and how it could be done better; how the law of administration applies and how it might be applied more correctly; and how the management of public affairs is conducted and how it might be done best - all of these reflect its activities.

Submitting your Paper - Why publish in the Journal? 1. IRAS is the longest standing truly international journal IRAS first appeared in 1927. It is the oldest academic and professional public

administration journal specifically focused on comparative and international topics.

2. Unprecedented international reach

If accepted by IRAS your article will be published in four different language editions of IRAS - English, French, Mandarin Chinese and Spanish.

3. Contemporary cutting edge relevance and impact

IRAS is shaping the future agenda of public administration around the globe - international comparisons, new techniques and approaches, the dialogue between academics and practitioners and debates about the future of the field itself mark IRAS apart from its competitors.

4. Online Submission and peer review

To manage increasing numbers of submissions IRAS has now adopted state-of-the-art SAGETRACK software, powered by ScholarOne’s Manuscript Central. Thus your paper will be processed faster and published quicker.

5. High visibility IRAS and its complete English language deep back file is available online via SAGE

Journals Online, hosted by the world’s leading electronic content provider, HighWire Press. It is fully indexed and ranked in the Public Administration category of the Thomson Scientific (formerly ISI) Journal Citation Reports (JCR).

How to SubmitSubmissions to the Journal are accepted online, from where they are transferred into the peer-review system.

For guidelines on format and to submit your paper online, please visit the website: http://ras.sagepub.com/


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Major progressesThe number of approaches IRAS Editor-in-chief receives proposing theme issues or symposia has increased – this is evidence that groups of scholars see IRAS as a suitable place to showcase their work. Concerning the French version, more articles are submitted in French. In 2012 , Cairn registered 46,577 article downloads (41,309 in free access and 5,268 in pay access) and in 2013, Cairn registered 56,183 article downloads (49,375 in free access and 6,808 in pay access).From 2014, the Chinese version will be put on China National Knowledge Infrastructure (CNKI) – the largest online literature database in China. CNKI is the most dominated Chinese journals platform and almost subscribed by every Chinese academic institutions and universities. It’s one of the most efficient way to promote a Chinese journals via CNKI. To upload Chinese version of IRAS to CNKI would be helpful to improve the number of searches, usage and citation.

2013 Theme issuesDuring 2013 we carried theme issues on: n In March: Public Service Bargains

(Guest editors: Annie Hondeghem and Trui Steen) n In June: Public Administration on Welfare State Reforms and Accountability

(Guest Editor: Per Lagreid and Paola Mattei) n In September: The World Bank’s approach to public sector management

(Guest Editors: Nick Manning and Willy McCourt) n In December: Ethics: Integrity systems for safeguarding ethics and integrity of

governance. (Guest Editors: Emile Kolthoff, Michael Macaulay and Frank Anechiarico)

In addition we will, of course, continue our practice of sending to reviewers promising papers from IIAS, EGPA and IASIA conferences, with a view to publishing symposia linked to these conferences.

An obvious challenges in the near future is:The rapid development of EU and national level policies on open source (open access) publishing. This is a highly technical and fast-moving set of issues with profound implications for academic publishing and indeed for academics themselves. Sage and the IRAS team are keeping each other closely informed of developments.

The prize for the best IRAS article During the 2013 Edinburgh EGPA Conference, the prize for the best IRAS article in 2012 has been awarded to Stephan Grimmelikhuijsen, Utrecht School of Governance, Utrecht University for his article ‘Linking transparency, knowledge and citizen trust in government. An experiment’, (78:1, pp.50-73).There was an unanimous consensus between the editors and the members of the editorial committee that this was a worthy winner. The IRAS publisher, Sage, underwrite the £250 award, and will provide a framed certificate.

Subscribe the Reviewhttp://www.uk.sagepub.com/journalsProdDesc.nav?prodId=Journal200833&ct_p=subscribe&crossRegion=eur


2013We are also continuing our research on member countries and IISA partners’ profiles. These profiles are updated regularly. Constantly, new “country profiles” appear on the Knowledge Portal as a contribution to complete information on Public Administration of our State members/non-members and/or IIAS partners’ institutions.

These updates help us to keep our network informed with regard to public administrations’ news of different countries and main developments in terms of governance.

Focus 2013IIAS covers the following topics in our focus section: n Performance in the Public Sector n Coordination in the Public Sector n Public Management in the Mediterranean n Innovation in Public Administration (continue in 2014)

www.pa-knowledge.org

This portal is yours !

The knowledge portal of the IIAS is a communication platform on major issues of governance and key problems of the Public Sector (as leadership, coordination, public management developments, innovation, etc.).

This is an information tool that allows to keep abreast of all developments and reforms in recent months in public administration.

We dedicate ‘focus’ to major challenges in public administration and we publish news about the recent changes and best practices in the different regions. We also publish interviews of academics and practitioners about their views regarding the recent developments.

Objectives n Being quickly accessible to academics and practitioners to enable them to make a

point on the news ; n Highlight issues / good practices of governments of state members ; n Upload news from a panel of countries and from partner organisations ; n Allow to reference persons of the member countries to address issues relevant to

their region.

IV. Knowledge Portal


annual reportV. Members

• The members of IIAS

• The members of IASIA

• The members of EGPA

• The members of LAGPA

• The members of AGPA


2013The members of EGPA

Three EGPA members’ categories are proposed: • Individual Members • Corporate Members • EGPA/EAPAA Members

The members of LAGPA

Currently, to further institutional contacts and exchanges with similar professional organisations in the sphere of Public Administration, LAGPA‘s members are academicians and practitioners on administrative sciences that, on a personal basis, strengthen the Group’s purpose, as a link amongst those interested in the research and dissemination of public policies.

The members of AGPA

Currently, one AGPA members’ category is proposed: • Corporate Members

The different members’ categories

Are you ACADEMIC or PRACTITIONER? The Development and the Innovation of PUBLIC ADMINISTRATION really matter to you?

Join the IIAS and together, let us build the Future of Public Service!

The members of IIAS

Seven IIAS members’ categories are proposed: • any State • any Governmental International Organization

(established by a Treaty and comprised at least in part of Member States of IIAS) • any Non-Governmental International Organization • National Sections

(groups of professionally qualified individuals in member or non-member countries of IIAS) • International Sections • Corporate Members

(institutions or associations duly set up having activities in the field of public administration on the national, international, or regional levels)

• Honorary Members

The members of IASIA

Two IASIA members’ categories are proposed: • Corprorate/Associate Members

(not only schools and institutes of administration and universities but also government ministries/departments, local government bodies, public enterprises and regional, international and other organisations)

• Individual Members


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The Membership for each entity

IIAS : 130 membersState Members: 35National Sections: 29Corporate Members: 60International Organizations: 4 Individual Members: 2

EGPA: 138 membersCorporate Members: 57Individual Members: 81

IASIA: 183 membersCorporate Members: 181Individual Members: 2

LAGPA:Individual Members: in progress

AGPA: 22 membersCorporate Members: 22

Corporate Members

45%

State Members

27,5%National Sections

23%

International Organizations 3%

Individual Members 1,5%

Corporate Members

41,5%

Individual Members

58,5%

Corporate Members

99%

Individual Members

1%

Corporate Members

100%


2013The members of EGPA

Any candidate wishing to become an EGPA member must write an official letter requesting adherence to EGPA. A membership form is available for downloading on the EGPA Website.The membership request has to be sent by post, fax or email. Approval of the membership shall be done by the Steering Committee.

For further information, please contact Fabienne Maron - EGPA Executive Secretary / IIAS Scientific Administrator / Publications CoordinatorTel: +32-2-5360884 - E-mail: [email protected]

The members of LAGPA

Any candidate wishing to become an LAGPA member must write an official letter requesting adherence to LAGPA.

A membership form will be available for downloading on the LAGPA Website. The membership request has to be sent by post, fax or email. Approval of the membership shall be done by the Steering Committee. Any IIAS and or IASIA member is considered a privileged prospect associate of LAGPA.

For further information, please contact Luiz Estevam Lopes Gonçalves - LAGPA Executive Director Tel: +55-21-3799 6059 - E-mail: [email protected]

The members of AGPA

Any candidate wishing to become an AGPA member must become the IIAS member first.

For further information, please contact Executive Office - Yuhuili No. 5, Chao Yang District, Beijing, ChinaTel/Fax: 86-10-84639741 - E-mail:[email protected]

How to become a member?

The members of IIAS

Any candidate wishing to become an IIAS member must write an official letter requesting adherence to IIAS and agreeing to comply with the Statutes, notably to pay a membership contribution fixed by the General Assembly on a proposal of the Council of Administration and which takes into account the candidate’s membership category.

A membership form is available for downloading on the IIAS Website.The membership request has to be sent by post, fax or email. Approval of the membership shall be done by the Council of Administration.

For further information, please contact Anne De Boeck - IIAS Executive Secretary and Events OfficerTel: +32-2-5360888 - E-mail: [email protected]

The members of IASIA

Any candidate wishing to become an IASIA member must write an official letter requesting adherence to IASIA.

A membership form is available for downloading on the IASIA Website.The membership request has to be sent by post, fax or email. Approval of the membership shall be done by the Board of Management.

For further information, please contact Bardhyl Dobra - IASIA Executive SecretaryTel: +32-2-5360889 - E-mail: [email protected]


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As a member of the IIAS family, we kindly ask you to: n Post our logos with link to our websites on the website of your institution n Post our events with link to Events website on the website of your institution n Post Knowledge Portal logo with link to Knowlegde Portal website on the website

of your institution. n Regularly keep us updated about any changes in your contact data

How do you get the most out of your membership?

Here are some tips: n Participate in our Congress, ConferencesIIAS Project Groups and Study Groups: This constitutes a unique occasion to broaden your network and to share experiences. n Participate in Scientific Programmes and Financial Management: The Member States, Governmental and Non-Governmental International Organisa-

tions, National Sections have a seat on the Council of Administration, with the right to vote. Their delegates may be elected to carry out various IIAS tasks and participate as such in the formulation of scientific programmes and the financial management.

n Contribute to the International Review of Administrative Sciences (IRAS), international peer-reviewed journal devoted to Academic and Professional Public Administration. IRAS seeks to shape the future agenda of PA around the world by encouraging reflection on international comparisons, new techniques and approaches, the dialogue between Academics and Practitioners and debates about the future of the field itself.

n Attend the Annual General Assembly: the meeting takes place once a year, on the occasion of IIAS Congresses. The General Assembly shall have extensive authority without prejudice to jurisdictions conferred to the other bodies of the Association.

The General Assembly aims to inform you about the development of activities and to provide a platform for dialogue with the members.

n Inform us about the events, latest publications that you would like to share with our worldwide network;

n Discover and contribute to our Knowledge Portal and to the capitalisation of expertise on Public Administration related-topic. Do not hesitate to send us information about Human Resource management of civil servants and public employees in your country (education, training, evolution of human resources management, experiences about working in the public sector…).

n Share with us your ideas and comments on Public Administration, Global Governance, Innovation Practices or project ideas; Launch discussions and contribute to the debates on our LinkedIn Group

The benefits to become a member

Many services, free-of-charge or at preferential rates, are offered to the members in good standing. Some examples are: n Access to a pertinent information on latest developments in Public Administration n Preferential Rates for Registration Fees to Congresses, Conferences, seminars and

other meetings organized and therefore access to a worldwide network of researchers and practitioners

n IRAS Free Subscription (International Review of Administrative Sciences) n IIAS Publications (Free or Significant reductions) n Contributions to IIAS Activities Each member may participate in Project/Study/Working. It provides opportunities to meet and share ideas, opinions on Public Administration n Participation in Scientific Programmes and Financial Management : • Each member may play a role in the organisation of congress (e.g.: Rapporteur) • Their delegates may be elected to carry out various IIAS tasks (and participate as

such in the formulation of scientific programmes and the financial management of IIAS)


2013VI. IASIA Awards

2013 Pierre de Celles Award:The Pierre de Celles Award for the best paper presented at the 2012 IASIA Conference in Bangkok was awarded to: Frank Naert and Stijn Goeminne (University College Ghent, Belgium) for their paper “Credibility of fiscal policy and politics: an empirical assessment”

2013 Stone Award:In 2013, the DC. Stone Public Service Award was attributed to Allan Rosenbaum, Director of the Institute of Public Management and Community Services, Florida International University, United States, for his contribution to the IASIA.

2013 OP Dwivedi Award:In 2013, the OP Dwivedi Award was attributed to Barbara Kudrycka, Minister of Sciences and Higher Education of Poland, for her remarkable contribution to public administration and the advancement of public policies.

The Task Force on Standards of Excellence for Public Education and Training was initiated by the Division of Public Administration and Development Management (DPADM), Department of Economic and Social Affairs (DESA) of the United Nations (UN) in partnership with the International Association of Schools and Institutes of Administration (IASIA) in July of 2005. Its members were jointly appointed by Guido Bertucci, the Director of the DPADM/UN and Turgay Ergun, the then President of IASIA. Its first meeting occurred in Como, Italy and subsequent meetings have occurred in Warsaw and Brussels. In addition, various members of the Task Force have participated in or conducted open hearings at many conferences in many parts of the world.

On behalf of the Task Force, the UN has undertaken a major survey of public administration education and training institutions which was carried out by Jide Balogun. It has also supported the preparation of the volume, Excellence and Leadership in the Public Sector: The Role of Education and Training edited by Allan Rosenbaum and John-Mary Kauzya. Also, both the UN and the Task Force have commissioned various papers – they include: n “National Organizational Arrangements for Delivering Public Administration Education

and Training” by Natalya Kolisnichenko.

VII. CIAPA - Commission on International Accreditation of Public Administration Education and Training Programs (IASIA)

VIII. UNDESA - IASIA Standards of Excellence

The first Commission on International Accreditation of Public Administration Education and Training Programs has been appointed in August 2012.

Chaired by Allan Rosenbaum, Past President of IASIA, the Commission will be responsible for developing and initiating a process for the accreditation of public administration education and training programs in keeping with a recent decision of the IASIA Board of Management to establish such an effort. The accreditation process, which IASIA will initiate, will be based

upon and build upon the final report of the joint United Nations/IASIA report on Standards of Excellence for Public Administration Education and Training.IASIA and CIAPA are working intensively to finalize the procedures of accreditation and start accrediting public administration programmes.

For further information, please contact: Bardhyl Dobra, IASIA Executive Secretary [email protected]


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n “Quality Standards in Public Administration Education and Training” by Theo van der Krogt.

n “Public Affairs Education: Adding Value in the Public Interest” by Kathryn E. Newcomer. n “ Standards of Public Administration Education and Training in Selected Countries in

Asia” by R.K. Mishra n “Quality Assurance in the Rising International Market for Public Affairs Education” by

Laurel McFarland.

The document that follows represents the final proposed set of Standards of Excellence for Public Administration Education and Training produced by the Task Force. It also includes proposed criteria by which one might assess an institution’s progress towards achieving the Standards of Excellence as well as a checklist that individual institutions can utilize in working with the Standards.

The members of the Task Force are of course aware that the Standards of Excellence may not be uniformly applicable or equally relevant in all situations. However, it is our belief that most of them are relevant in most situations. Of course, we also realize that some of the Standards, as well as the criteria by which to assess them, may be more or less applicable depending upon the comprehensiveness of the program of education and/or training involved.

Project Title: IASIA-UNDESA Joint International Taskforce on Strengthening Public Administration and Leadership at Local Level for the Achievement of Development Agendas

IX. IASIA - UNDESA Joint International Task Force

The goal of the Taskforce is to contribute to the improvement of the performance of public administration and leadership at local level in implementing national and international development agenda including the MDGs.

The project also intends to further improve the fit between the needs of local governments in terms of training, education, institution building in dealing with intergovernmental complexities and the products (training, education, institution building consultancy) offered by Universities, school, and institutes of Administration including MDIs.

The Taskforce will generate data and information from a wide range of local governments’ stakeholders including IASIA Board members, Taskforce members, and UN and International bodies concerned with local government, local governments associations and local governments. The Taskforce will conduct desk research, surveys, among local governments on their needs and among universities, school, and institutes of Administration including MDIs regarding their products; structured group discussion and any other method the taskforce will consider applicable.

The Taskforce is composed of the Members of the IASIA Board of Management, prominent leaders in the area of local government worldwide recommended by UNDESA, local government associations, and worldwide international organizations. The Taskforce is co-chaired by President of IASIA Michiel De Vries and Director of DPADM Hayian Qian.

Outputs: n Publication of the book on Effective Public Administration in Local Government for

Achievement of International and National Development Agenda n Guidelines for Effective Public Administration and leadership in Local governments

(including how the guidelines can be applied by various actors) n A web-based toolkit linking local governments with Universities, school, and institutes

of Administration including MDIs n Proposed curricula for Universities, school, and institutes of Administration including

MDIs engaged in training for public servants at local level


2013In 2013, the Taskforce has performed the following activities: n It held its fourth meeting in Bahrain. Chapters’ drafts were presented and discussed,

leading to a refocus of the publication project. The Terms of Reference were adapted to reflect the composition of the Taskforce

n M. Steve Troupin, Strategic Projects Officer at IIAS, has presented the works of the Taskforce in Rabat, in a side-event to the fourth congress of the United Cities and Local Governments (UCLG), at the invitation of the « Direction de la Formation des Cadres Administratifs et Techniques du Ministère de l’Intérieur », from Morocco.

n In compliance with the decisions made in Bahrain, precise instructions were sent to the authors. The deadline was set at December 31, 2013. In date of January 6, 2014, some chapters were introduced.

From 1st to 4th October 2013, the fourth congress of United Cities and Local Government (UCLG) was held in Rabat, Morocco on the theme «The Human Capital in Service of Territorial Development”.

As an adjunct to the congress proper, the Direction of Training of Administrative and Technical Executives from the Ministry of Interior organized a side-event on the theme of “The Human Capital in Service of Territorial Development».

Within this framework, Mr. Steve Troupin, strategic projects officer at IIAS, was invited to present the work of the IASIA-UNDESA Taskforce on Strengthening Public Administration and Leadership at Local Level for the Achievement of Development Agendas.The Taskforce is a joint initiative of the International Association of Institutes and Schools of Administration and of the Department of Economic and Social Affairs of the United Nations. Initiated in 2011, the Taskforce aims to create capacity in local government, in order to attain Millenium Development Goals.

Within this framework, the Taskforce is currently developing a publication project, analyzing the demand for training, flowing from decentralization policies, in local governments all over

the world, comparing it with the available training supply, and formulating recommendations to adapt supply to demand.

In this way, IIAS was able to contribute to the success of the UCLG Congress and related side-events, and to local governance in general.

UNPAN / CEPA MeetingsThe United Nations Committee of Experts on Public Administration, established by the Economic and Social Council in its resolution 2001/45, is comprised of 24 members who meet annually at the UN Headquarters in New York. The Committee is responsible for supporting the work of ECOSOC concerning the promotion and development of public administration and governance among Member States, in connection with the UN Millennium Development Goals.The 12th session of the United Nations Committee of Experts on Public Administration was held at United Nations Headquarters in New York from 15-19 April 2013 with focus on the role of responsive and accountable public governance in achieving the Millennium Development goals and the Post 2015 Development Agenda. The meeting was elaborated in three subthemes: « Making public governance work for the post-2015 development agenda », « Accountability of stakeholders in public governance for development », and « Creating an enabling environment for the post-2015 development agenda ».

IIAS, which has observer status to the meeting, was represented by IIAS President Prof. Pan Suk Kim, IIAS Director General Mr. Rolet Loretan and IIAS Development Officer Ms. Munira Aminova.

X. External Communication / Partnership


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José Castelazo, Senior Vice-President of the IIAS Council of Administration and President of INAP also attended the meeting.

In 2013, IIAS President Pan Suk Kim was the Vice Chairperson of the UNCEPA and IASIA Past President Valeria Termini is a member of the UNCEPA.

This session also offered the opportunity for IIAS to thank the persons having significantly contributed to the upgrade of our status as a NGO vis-à-vis the UN ECOSOC, from a special to a general consultative status.

Annual Meeting of the Deans and Directors of School and Institutes of Public Administration in the Arab RegionThe European Group for Public Administration, the Institute de Management Public et de Gouvernance Territorial - Aix Marseille Université and the Arab Administrative Development Organization, ARADO organised the 13th Annual Meeting of the Deans and Directors of School and Institutes of Public Administration in the Arab Region on the theme: “Best Practices in Training Evaluation and the Impact of Training on Job Performance on May 13, 14 & 15, 2013 in Marseille and Aix-en-Provence, France.

More than 60 participants discussed the evaluation of the training programmes in Public Administration and Public Management, the problem of the quality of education and training in Public Administration and the impact on the performance of the administrative leaders and managers.

At this occasion, Fabienne Maron represented IIAS and EGPA and presented a paper entitled: Training for Leadership and Job Performance in the Public Sector underlining the key challenges for our institutions, our reinforced cooperation and offering a platform for sharing best practices in this perspective.

Side-event CGLU Congress Next to the World Summit of Local and Regional Leaders – 4th Congress of United Cities and Local Governments (UCLG), the Direction de la Formation des Cadres Administratifs et Techniques de la Direction Générale des Collectivités Locales du Ministère de l’Intérieur du Maroc, l’Université Internationale de Rabat, l’Université Al Akhawayn, le Ministère de l’Enseignement Supérieur, de la Recherche Scientifique et de la Formation des Cadres du Maroc, together with the UCLG have organized a side-event on the theme « The Human Capital in service of Territorial Development » in October 2013.Represented by Dr. Steve Troupin, the Institute was invited to present the works of the United Nations Department of Economic and Social Affairs (UNDESA) – International Association of Schools and Institutes of Administration (IASIA) Joint International Taskforce. This group consolidated the partnership both organizations initiated while synthesizing the “Standards of Excellence in Public Administration Education and Training”. It aims at creating capacity at local level to reach the Millenium Development Goals. The group is currently preparing a publication examining the match between challenges emerging from decentralization policies worldwide and the existing training supply, and formulating recommendations to fill the gap, if any.

AAPAM Roundtable As partner for development, IIAS has been invited in November 2013 by the African Association for Public Administration and Management to deliver a message of solidarity to its members during the 35th Roundtable Conference in Kigali, Rwanda.The Institute has delegated Dr. Steve Troupin who explained how the Institute’s policy of regional group development can, by professionalizing local public administrations, contribute to economic development. He also emphasized the partnership between the Association and the Institute in this endeavor. The Roundtable Conference proved to be a considerable success, quantitatively and qualitatively. It witnesses of the vitality of public administration on the African continent. The Institute is looking forward to participate to the next Roundtable Conference of the Association.


2013ASPA The American Society for Public Administration held its 2013 annual conference in New Orleans on March 15 to 19. The capacity to responsibly sustain our global community has long term environmental, economic, social, and governance implications. The 2013 ASPA conference addressed the myriad issues associated with the responsible management and stewardship of our diverse, yet interrelated resources. Management of these resources is a complex social challenge involving consideration of leadership, ethics, economics, planning, social equity, collaboration and technology, amongst other issues. This conference considered whether we have reached or exceeded the limits of our democratic state, the governance implications of these challenges and the implications for public management and public policy.The IIAS has been asked to organize two panels respectively on «Leadership and Innovation in Public Administration» and «Democratic Governance, Public Administration and Poverty Alleviation».

CLAD The Director General, Rolet Loretan attended the CLAD congress that was held in Montevideo, Urguay in October 2013. During the event, opportunities were possible for: n A meeting with Julio Martinez, Director of the National Office of Civil Service (ONSC),

Uruguay, Elena Tejera, Deputy Director ONSC, Uruguay, and Luis Carrizo coordinator ONSC, Uruguay. The National Office of the Civil Service is interested in becoming a national section within the IIAS.

n A meeting with Gregorio Montero, Secretary General of CLAD and Biano Cavalcanti, Coordinator LAGPA. During the meeting it was noted the will to implement the MoU signed in 2008 between the CLAD and IIAS and to strengthen the cooperation as CLAD and LAGPA are not competing but complementary partners.

n IIAS with LAGPA, will establish a special presentation during the 2014 Congress of CLAD in Quito, Equator to be held in on «Access and Career Development in the Public Service» (working title).

COCOPSThe research project « Coordinating for Cohesion in the Public Sector of the Future » (COCOPS) is much important for IIAS. It is a major public administration project, financed by the European Commission’s Seventh Framework Programme, and entrusted to a consortium of European academic institutions and professors closely tied to IIAS through EGPA. It allowed IIAS experimenting with innovative forms of cooperation with academic actors, with the COCOPS consortium organizing its meeting as a side-event to the 2013 EGPA Conference, ensuring cross-fertilization between COCOPS and EGPA Permanent Study Groups. Next to the academic level of the contributions, the linkages that were established with the professional world confered an exceptional character to this conference organized in Brussels in December 2013 on the theme “Challenges in coordinating and governing public services in times of crisis and reform. International lessons and policy recommendations by COCOPS”. Many (inter)national organizations were represented, and the academic research consortium has produced clear policy recommendations for professional consumption.

IPAC The Institute of Public Administration of Canada (IPAC) held its annual conference in Montréal, Canada from 18 to 21 August 2013 on the theme “Reinventing Public Administration“. The Director General, Rolet Loretan attended the IPAC Congress that was held from 18 to 21 August 2013 in Montréal, Canada on the theme “Reinventing Public Administration”He made a presentation in a plenary session on the theme “A Public Administration that reinvents itself and learns from the past and elsewhere”.

NISPAcee The 21st NISPAcee Annual Conference took place from 16 to 18 May 2013 in Belgrade, Serbia,on the theme «Regionalisation and Inter-regional Cooperation».EGPA was represented by Taco Bransen who made a presentation on the theme of the conference.


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OECD – IASIA Caserta Project In line with what has been announced, IASIA has joined the OECD in building a partnership with and between schools and Institutes of Administration. IASIA is committed to this partnership to further support education and training institutions in their efforts to adapt education and training programs to the needs of the public sector. This partnership aims to enable the exchange of information and experiences but provides also participants with the statistical database of the OECD.

The first steps have been made to cooperate with the new initiative of OECD so called ‘Caserta Project’. The new project initiative of OECD had their initial meeting in September 2012, in Caserta, Italy where representatives of 24 institutions (national schools of public administration) participated. The objective of the meeting was “to explore the possibility of establishing partnerships to strengthen the link between the policy advice and human capacities in national public services, to bridge OECD comparative knowledge standards with national training efforts and implementation support in the ground”.

As for now, the host institution of this partnership is La Scuola Nazionale dell’Amministrazione (SNA) the former SPPA and an advisory committee (a strategy committee) to the project has been set up. Prof. Dr. Michiel de Vries, President of IASIA, is the representative of IASIA at this committee.

A second meeting to discuss the organization of the partnership took place on 20 and 21 February 2014 in Caserta, Italy. It brought together the OECD and other institutions involved in the partnership including IASIA and some of its members (NISPACEE, ENA France and other institutions etc.) Ms Ludmila Gajdosova, IASIA Vice-President for Regional and International Cooperation, represented IASIA to this meeting and in a plenary session organized around the theme «Opening up Governments: Building Capacities on the Ground «, a topic discussed during the various sessions of the meeting.

ASTEX and VI Astana Economic ForumIn May 2013, the IIAS Director General was invited in Astana, Kazakhstan, to attend ASTEX 2013 and the VI Astana Economic Forum.On May 21, he made a speech on “IIAS: Open Government Perspective and Innovations” in a session of ASTEX 2013 devoted to Smart Government.

On the 22nd May 2013, IIAS and Academy of Public Administration under the President of Kazakhstan signed a Memorandum of Understanding. The objective of the MOU was to provide a framework within which the parties can develop and undertake collaborative activities and projects; and to facilitate the exchange the experiences to improve the organization and operation of public administration.

The MoU was signed in Astana, Kazakhstan within the auspices of VI Astana Economic Forum, supported by the President of the Republic of Kazakhstan. The Director General of the IIAS was invited to present a speech in the panel dealing with: Modernizing public service: improving the efficiency for sustainable development.

The Director General gave an overview of ‘IIAS Perspectives on the Main Trends and Critical Governance Issues in the Public Sector: Leadership and Professionalism; Innovation in the public sector; Coordination in the Public sector; Co-production of public services’ in the morning session. In the afternoon he moderated a session on the Knowledge management in civil service.

The Director General of the Institute has participated in the high level meetings during his trip to Kazakhstan to further promote the collaborative partnership between IIAS and Kazakhstan. He had a working breakfast meeting with the Minister of Transport and communication of Kazakhstan, Mr. Askar Jumagaliev and a bilateral meeting with the Rector of the Academy of the Public Administration.


2013XI. About IIAS

The International Institute of Administrative Sciences (IIAS) is a NGO with scientific purpose established in 1930 whose seat is in Brussels.

The purpose of the Association shall be to promote the development of the administrative sciences, the better organisation and operation of public administrative agencies, the improvement of administrative methods and techniques, and the progress of international administration.

To cover the diversity of its members, the IIAS has set up four sub-entities: n The EGPA (European Group for Public Administration) n The IASIA (International Association of Schools and Institutes of Administration) n The LAGPA (Latin American Group for Public Administration) n The AGPA (Asian Group for Public Administration)

Our VisionImproving Administrative Sciences Worldwide by promoting the good governance and supporting the pursuit of modern and accountable public administration.

Our MissionTo be the leading global association by improving the organization and operation of Public Administration and by ensuring that public agencies from different cultures will be in a position to better respond to the current and future expectations and needs of society.

Our Values n Accountability and transparency n International focus n Absolute neutrality n Pursuit of excellence n Professionalism n Credibility n Respect for diversity

Our ObjectivesIn order to achieve its mission, the IIAS shall: n be the worldwide platform providing a space for exchanges between practitioners

and academics ; n establish a link between theoretical research and practice ; n promote sharing of knowledge and practices by developing comparative

administrative studies and encouraging exchanges of information on those subjects ;

n develop effective administrative methods and techniques ; n contribute to the governance progress within the national and international

administrations;

Our Activities/Services To realize its objectives, the IIAS implements the following actions: n Organizes Annual International Congress ; n Organizes scientific meetings, symposia and seminars ; n Sets up and manages Project and Study Groups in the field of administrative law,

public management or administrative practices ; n Publishes the IRAS - International Review of Administrative Sciences ; n Publishes specific books, monographs and reports ; n Administrates a worldwide information network thanks to the «Knowledge Portal»; n Promote relations with governments and their administrative bodies, worldwide

or regional international institutions, scientific associations, universities and schools and experts in the administrative sciences.

n Establish National Sections for the purpose of furthering the science ‘progress of public administration and of contributing with comparative terms of reference to the study of problems related to public administration

n Cover the diversity of its members by setting up Regional Groups


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Elections

IIASThe IIAS is pleased to communicate the election of its new President Professor Dr. Geert Bouckaert from the Public Management Institute of KU Leuven (Belgium) by the General Assembly that was held on 2 June 2013. He took his functions at the end of the Congress and is elected for a three year mandate.

Biography of the 2013-2016 President: Prof. Dr. Geert Bouckaert:

Professor Geert Bouckaert is the current President of International Institute of Administrative Sciences. He was a President of the European Group for Public Administration (2004-2010).

He graduated from the Catholic University of Leuven with degrees in Business Administration (1980), Political Science (1983) and Philosophy (1984). He received a PhD in Social Sciences in 1990 (Public Management Centre, Faculty of Social Sciences, University of Leuven). He taught at the University of Twente, Netherlands, the University of Potsdam and the Hochschule für Verwaltungswissenschaften, Speyer, Germany.

He was a Director of the Public Management Institute, Catholic University of Leuven (1998-2013). He was appointed Adviser to the Government of Finland (1999-2000), the Flemish Government for the modernization program (1992-1998), to the OECD for the «Performance, Accountability and Control» (1992-1993), and «Quality in the Public Sector» (1994) projects. He is a Member of the Scientific Council of the French Review of Public Administration, ENA, Paris (2003), Member of the Scientific Council of the Institute of Public Management and Economic Development at the French Ministry of Economy, Finance and Industry (2002) and Member of Scientific Committee of EPAN (2002). In 2003, he received the Tocqueville Award of EIPA and sevarl titles of docteor honoris causa (Université Paul Cézanne Aix-Marseille III, Tallinn Technical University, Corvinus University Budapest and the National School of Political Studies and Public Administration of Romania. Geert Bouckaert has published numerous articles mainly on administrative reforms.

IASIAThe IASIA is happy to announce that Professor Dr. Michiel S. de Vries (Faculty of Management Sciences, Radboud University, Nijmegen) was unanimously elected President of the IASIA by the new Board of Management during the meeting on 3 June 2013.

Biography of the 2013-2016 President: Prof. Dr. Michiel de Vries:

Michiel S. de Vries holds the chair in Public Administration at the Radboud University of Nijmegen, the governor’s chair in Public Governance in Small Systems of Law at the University of Aruba, and is visiting professor at the Masaryk University in Brno (Czech Republic).His research concentrates on local government, policy evaluation, policy change and comparative public administration. His latest books are The Importance of Neglect in Policy Making (Palgrave, 2010), The Story behind Western Advice to Central Europe during its Transition (Nispacee press, 2010), Value and Virtue in Public Administration (Palgrave, 2011), Was Ella Fitzgerald right? Good enough governance and the effectiveness of government (University of Aruba, 2011) Global Trends in Public Sector Reform. (Bruylant, 2012) and Public Sector Dynamics in Central and Eastern Europe, (Nispacee, 2012).

Michiel S. de Vries (1957) studied Sociology at the University of Groningen. He worked previously at the University of Amsterdam, Thorbecke Academy in Leeuwarden, and the Free University Amsterdam. He has a PhD in Law (Utrecht University)

Michiel S. de Vries is currently on sabbatical, but normally teaches the courses: n Kernthema’s van de Bestuurskunde (Core themes in Public Administration, First year course) n Project vergelijkende analyse (Project in comparative policy analysis, Second year course) n Geschiedenis van de bestuurskunde (History of Public Administration, Third year course)


2013EGPAThe EGPA is pleased to communicate the election of its new President Professor Dr. Edoardo Ongaro (Northumbria University) by the General Assembly that was held on 13 September 2013. He is elected for a three year mandate.

Biography of the 2013-2016 President: Prof. Dr. Edoardo Ongaro:

Edoardo Ongaro is professor of international public services management at Northumbria University, Newcastle, UK. Previously he has held positions at SDA Bocconi School of Management and Bocconi University, where he still serves as senior visiting professor of management of international and supranational organizations.

Since September 2013 he is the President of EGPA; he has served in the Steering Committee of EGPA since 2009. During the period 2006-09 he has been one of the Chairs of the Permanent Study Group on Intergovernmental Relations, and over 2010-13 he has been a Chair of the Permanent Study Group on EU Administration and Multi-Level Governance.

He is Editor-in-chief (appointed) of the journal Public Policy and Administration. He has served in various academic and expert committees and has contributed to numerous international research projects.

He has published extensively on the topic of administrative reforms at the national and European level. Publications include Public Management Reform and Modernization: Trajectories of Administrative Change in Italy, France, Greece, Portugal and Spain (2009, Edward Elgar); also published with Elgar are: Governance and Intergovernmental Relations in the European Union and the United States: Theoretical perspectives, 2010, and Policy, Performance and Management in Governance and Intergovernmental Relations: Transatlantic Perspectives, 2011 (both co-edited with Marc Holzer, Andrew Massey and Ellen Wayenberg). He is currently working at a book (co-authored with Ewan Ferlie) entitled strategic Management in Public Service Organisations (forthcoming, Routledge) and at an edited book entitled Multi-Level Governance: The Missing Linkages (forthcoming, Emerald).

LAGPAThe LAGPA is happy to announce that Professor Bianor Cavalcanti (International Affairs Division of the Getulio Vargas Foundation, Rio de Janeiro, Brazil) was unanimously elected President of the LAGPA during the 3rd Plenary Session of the LAGPA which took place in Rio de Janeiro in October 2013.

Biography of the 2013-2016 President: Prof. Dr. Bianor Cavalcati:

Bianor Scelza Cavalcanti holds a Ph.D. in Business Administration and Public Policy from the Virginia Polytechnic Institute and State University (2004). He received his Master’s egree in Public Administration from the University of Southern California, and his Bachelor’s degree in Business Administration from the Getulio Vargas Foundation Escola Brasileira de Administração Pública e de Empresas. At this same institution, he held the positions of Full Professor and Director, occupying the latter for a total of seventeen years. Prof. Cavalcanti actively serves on several important Brazilian and international Boards of Trustees and Advisory Boards, and has distinguished himself through his accomplishments as a teacher, researcher and consultant in Brazil and abroad, in the fields of Public Management, Organizational Analysis, Organizational Development, Program and Project Management, and Training and Development of Administrators. He currently holds the office of International Director of the Getulio Vargas Foundation, and is the Vice President for Latin America and the Caribbean of the International Association of Schools and Institutes of Administration.

In addition to publishing several academic articles in various Brazilian and international publications, he also wrote “O Gerente Equalizador: estratégias de gestão no setor público”, which was released in Portuguese by the FGV’s publishing division, Editora FGV, in 2005. The book was also published in Spanish by the Jefatura de Gabinete de Ministros da Argentina, under the title El Gerente Ecualizador: estrategias de gestión para el sector público and, in 2009, in French, by Les Presses de L’Université Laval in Canada, under the title Le Leadership dans les organisations publiques au Brésil.


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AGPAThe election is scheduled during the next AGPA Conference in Jakarta (August 2014)

Biography of the President: Prof. Dr. Jiang Wu:

Professor Jiang Wu, Past President of the Chinese Academy of Personnel Science, is a Ph.D of Political Science and doctorate supervisor of College of Public Administration at Jilin University.

He is the Senior Vice-President of IIAS and also a member of the National Committee of the Chinese People`s Political Consultative Conference (CPPCC) and an expert enjoyed Government Special Allowance awarded by the State Council of China.

Before his current position, he also served as deputy Director of research Office of the Central Organisation Department. He has a long-standing research in the area of public administration, leadership science and HR management. He has published more than 60 papers on some most influential journals and publications in China and has compiled more than 20 books and works mainly focused on public crisis management, e-governance and civil service management.

Professor Wu has successfully led more than 20 international and national key research projects, such as a World Bank Project in 2007, a Key Project funded by National Social Science in 2010, a Project funded by Nation Key Technology R&D Program in 2010, a Special Fund for Regional Cooperation in Asia in 2008, etc.

New websites The 2013 year closed successfully with the arrival of the new websites.

You will immediately notice the dynamism of this new layout. The navigation has been completely revamped and simplified to promote a more modern and more user-friendly approach.

The homepage now enhances our latest news, the knowledge portal, our activities and those of our partners.

A major change: Interaction

With a login zone (in « Members Space« ), our contacts / members can now manage their profiles directly in our secured online database (contact information, area of expertise, member profile, etc.).

For the sake of professionalism we have also developed our own tool for managing events.

You are able now to register as participants and / or authors to all our events directly via our website. Your personal data are automatically listed on our online database and your username will be stored to each future events.

In the near future, our members will have the same opportunity to contribute, enrich and directly publish their activities and news on our websites.

During 2013, only the IIAS, IASIA and EGPA websites benefited from this brand new design. Our next challenge in 2014 will focus on two key points: n the enlargement of this internet platform to our regional groups AGPA and LAGPA; n the creation of discussion boards standardised within each project, study and

working groups.

Do not hesitate give us your opinion!


2013XII. Messages

Message of the IIAS President

The International Institute of Administrative Sciences at the Crossroads: Extending and deepening

As you will note in reading this 2013 annual report, our Institute and its entities conducted numerous activities (Congresses, Conferences and Dialogues) in different areas highlighting the diversity of thematic and regional approaches in the field of Public Administration globally.

The year 2013 was also marked by important changes especially, the renewal of Presidents, the renewal of the governing bodies and committees, and the esta-blishment of regional governance. It is important that our institute demonstrates what we are teaching and researching: good governance.

As IIAS President in dialogue with our partners, I would like to develop an innovative strategy to extend our perspectives both at regional level with the development of new regional groups covering the diversity of our network and also in terms of thematic approaches with the establishment of new study groups addressing different problems and issues faced by our governments and by the public sector. We also need to extend our community of members by providing them with a platform for dialogues, taking into account their needs and their expectations.

We therefore would like to address key issues identified by pracademics, practitioners and government officials by offering a place for a constructive dialogue oriented to solutions.

Our strategy also aims to deepen our activities in ensuring quality of our conferences and meetings for our network and their relevance to academics and practitioners but certainly for young people who are the future of our field.

Our institute also has a key role to play in accreditation of teaching in cooperation, regionally and globally.

Education and training are at the center of the development of our administrations and need to focus on changing skills requirements as well as on research profiles in public administration.

Our Institute must strengthen its position on the international scene by soliciting research projects, welcoming existing projects during its major events. It must connect to international

organizations that deal with contemporary issues, such as trust, innovation, leadership, as managed by our governments and we must influence debates and discussions by providing relevant policy briefs.

The public sector needs to be part of the solution for societal problems by providing effective policies and services. Therefore, extending and deepening our activities, consolidating and innovating new types of dialogues, and vehicles for sharing ideas for solutions are needed.

IIAS wants to be part of these solutions, globally, regionally, and locally by contributing signi-ficantly to the value of public administration.

We cannot achieve these goals without the active involvement of our member countries, national sections, member institutions, and all individual members in all our regions. Let’s me invite you to join us and to contribute to enrich our vision and be part of the solution of a better functioning public sector!

Prof. Dr. Geert Bouckaert (Belgium) President of International Institute of Administrative Sciences


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Message of the IASIA President

In the previous message, I pointed out that IASIA is in the process of rethinking its strategy for the years to come. IASIA is in the process of becoming a major international organization that better understands the needs of its members and to assist its members in improving their schools and institutes by intensifying the exchange of experiences. This involves issues like how to invest in human capital in the public sector, how to promote adequate training, and education for future leaders in the

public sector, and also by conducting research in what is needed to improve public service delivery worldwide.

Developing a new strategyThe developments taken place last year, have to be understood through the discussion of the IASIA strategy as laid down in a report written by the president and the executive secretary at the beginning of 2013. This strategy report addressed the mission of the organization, the relation between IASIA and the other members of the IIAS family, the communication between IASIA and its members, the modification of IASIA working groups, the format of the conference, the external relations of IASIA with organizations such as NISPA, OECD, UN, ASPA, CAG, the governance of IASIA, and the opportunities for IASIA.

OutcomesThis process resulted first in the reformulation of the mission for IASIA. This mission now reads as follows: “To strengthen administrative capacity-building around the world, to advance excellence in public administration education and training and to conduct, discuss and disseminate cutting-edge scholarly research and « smart practices » on governance and administration”.

Secondly, the process resulted in a simplified and modernized governance structure as seen in the composition of the Board of Management, including limits to the number of Board members and limits with regard to the terms they can serve on the board.

Thirdly, it resulted already in the refocusing of some of the working groups, although this process is still ongoing. The focus of two working groups have already been changed by the establishment of a working group on “Public Sector Ethics” and a working group on “Public Sector Reform”. Other changes will follow in the near future.

Fourthly, agreement was reached on a proposal to set up an expert database, within the IIAS website.

Fifthly, agreement was reached to allow individual members next to institutions and schools in Public Administration. This has been approved by the board and the proposal to changes IASIA statutes will reach the IIAS council as soon as the members of IASIA have had the possibility to give their opinion on this.

Sixthly, it was acknowledged that the IASIA strategy cannot be a fixed one, but has to be discussed and reconsidered every year. This resulted in the decision to have such a strategy meeting every year, just before the Board of Management meeting.

Seventh, IASIA intends to become more visible and to find its own unique place in the constellation of international organizations addressing key-issues in public administration. It intends to do this by three means: n stimulating the leadership of its working groups to publish books in one of the IIAS

publishing series n by cooperation with other international organizations n by starting an e-journal on comparative public administration, especially meant for

articles from scholars in developmental countries. This initiative is still ongoing and it is hoped that this project can start in 2015.

Eight, as to the relation between IASIA and its members, one of the main developments is the establishment of CIAPA, which is in the process of becoming an organization to accredit institutes and schools in non-European, non-USA countries. It is expected that the first accreditations will start soon.


2013Message of the EGPA President

Reading the 2013 IIAS Annual Report, you will discover the various activi-ties organized by EGPA in cooperation with its partners.

EGPA, a regional group of IIAS, develops its strategy in close integration with the IIAS and contributes to the regional dynamics initiated by the Institute by highlighting the specificities of public administration research and practice in Europe and the trends in public management reform in the European continent.

The aim of EGPA is to furnish the platform for European public administration scholars to strengthen contacts and exchange ideas and to establish partnerships between academics and practitioners.

The 2013 Annual Conference in Edinburgh (Scotland) has brought together a large commu-nity of researchers, experts, academics and practitioners around key issues for the study and the improvement of Public Administration in Europe.

EGPA also further developed its dialogues with other regions of the world (Transatlantic Dialogue (TAD), Trans-European (TED), Euro-Mediterranean (MED)) and strengthened par-tnerships (notably with EUPAN, the European Union Public Administration Network gathering the Ministries/Departments for Public Administration throughout Europe; with EAPAA, the European Association for Public Administration Accreditation that provides accreditation to Masters of Public Administration in Europe).

More than an executive summary of activities, this annual report is a real invitation to join us to listen, discuss and share innovative ideas and practices in the respect of the diversity of approaches.

Prof. Dr. Edoardo Ongaro (Italy) President of the European Group for Public Administration

GratitudeThe steps made by IASIA in the past year would not have been possible without the support from the Brussels office, under the unsurpassed leadership of its Director General Rolet Lore-tan. Special thanks go to those persons with which IASIA has most contacts. This is first of all Bardhyl Dobra, who has proven to be an perfect IASIA executive secretary, second Roxanne Debus, who is an excellent finance director, third, Anne de Boeck, who has exceptional organization and management skills, and fourth Steve Troupin for his indispensable work in making all the projects .

In other words, IASIA is very pleased with the way the Brussels office functions right now.

Prof. Dr. Michiel de Vries (The Netherlands) President of the International Association of Schools and Institutes of Administration


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Message of the LAGPA President

Since February 2014 the President of LAGPA acted in three fronts.

Institutional Relations ManagementContributing with the creation and/or strengthening institutional links with multilateral organizations as BID and CAF. Together with IIAS President and General Director, LAGPA’s President visited the Inter-American Deve-lopment Bank, IDB, in Washington, specifically the Institutional Capacity of the State Division, on March 17th, 2014. Then and there the IIAS and

GLAP representatives met Mr. Carlos Santiso, Chief of the Institutional Capacity of the State Division; Mr. Mariano Lafuente, Public Management Specialist; Mr. Jorge Luis Von Horoch, Modernization of the State Principal Specialist; and Mr. Martín Alessandro, Consultant.

The purposes of the meeting were: (a) to establish a communication line between IIAS and the IDB, concerning the IDB project on Center of Government and other research initiatives in public management; (b) to share knowledge about the activities and priorities of both institutions, and (c) to explore the possibilities of collaboration, synergies, and opportunities to create win/win relationships.

On May 2nd, 2014, the LAGPA President visited the Brazilian headquarters of the Deve-lopment Bank of Latin America – CAF, in Brasilia. together with Mr. Christian G. Asinelli, CAF Director of Institutional Development, Mr. Victor Rico, CAF representative in Brazil, and Mr. Marlos Lima, Executive Director of FGV/Latin American Center for Public Policies. The purpose of the meeting was to discuss the possibilities of creating a program of Governance and Public Management, and explore the ways of mutual collaboration.

Structuring MeasuresAssuring the necessary facilities, financial and human resources to host the LAGPA’s Execu-tive Secretary, in Brazil, at Fundação Getulio Vargas, thus including the offering to hosting the next 2014 LAGPA Annual Meeting, and IIAS Annual Conference in 2015.

Enhancing IIAS family presence in Latin AmericaPromoting the association to both IIAS and IASIA, implementing the 3 year program designed to attract new members. This includes the extensive translation into Portuguese and Spanish of the proposal on LAGPA’s Regulations, Business Model and Website contents.

We count on and thank for the support of my IIAS family !

Prof. Dr. Bianor Cavalcanti (Brazil)President of the Latin-America Group for Public Administration


2013Message of the AGPA President

Since its establishment in 2011, AGPA has developed for more than 2 years. Over the past 2 years, AGPA has conducted many tasks under the guidance of IIAS. It has gradually established its own model and style, built its website and drafted the AGPA regulation.

Since inception, AGPA organized three Annual Conferences. The third Annual Conference of AGPA, had adopted the theme of “Local and Regional Cooperation and Public Governance.” and three sub-themes in

“Intergovernmental Relationships and Quest for Models of Government Cooperation”, “Good Governance and Cross-border/Cross-regional Cooperation” and “Good Practices on Better Public Service Delivery in Asia”. 65 delegates, as shown in the registration, from 18 countries and regions attended the third Annual Conference. 32 delegates have made presentations on the above-mentioned themes.

In recent years, IIAS has seen its regional organs developing robustly. Following Europe, Latin America and Asia, the Middle East and Africa are also considering setting up the regio-nal groups of IIAS. These results have promoted the development of public administration discipline in the whole world. In this process, the work and activities of AGPA have won recognition and praise from IIAS. During the IIAS-IASIA Joint Congress in Bahrain in June 2013, I was elected as the First Vice President of IIAS, which reflects IIAS’ recognition of the work and activities done by AGPA. Hereby, I would like, on behalf of AGPA, to express our heartfelt gratitude to IIAS for the care and support, to IIAS past President Pan Suk Kim and IIAS past Vice President Akira Nakamura for their guidance and help, and to my colleagues in Asia for their active support and cooperation.

In the future, AGPA will continue working hard to build the academic platform, provide conve-nience for experts and academics from different nations to conduct exchanges, disseminate new ideas and approaches, share leading academic thoughts and work together with all parties to develop AGPA into an open and inclusive platform for cooperation, exchange and development, and contribute to the development of public administration in the world. At the

same time, AGPA is paying more attention to practical issues, and encouraging government practitioners and theory researchers to get involved. In the current society, people of all nations are giving priority to such issues as leadership, public security, public finance, government reform and regional cooperation among others. We have to think seriously on how to ensure the theory researchers to better play their roles and make academic innovations.

As a regional platform for academic exchanges, AGPA will actively encourage all nations in Asia and in the world, whether big or small, rich or poor, strong or weak, to participate in all AGPA activities. We also encourage Asian nations to organize the Annual Conferences so as to expand the influence of the host country while promoting its academic thoughts. Hereby, I would like to express my thanks to Nanyang Technological University of Singapore for the strong support to this Annual Conference, and to the staff of the host country represented by Prof. Baogang He for their hard work before and during the Annual Conference. AGPA 2014 Annual Conference will be held in the beautiful islands country of Indonesia. Welcome to Indonesia for the 2014 Annual Conference.

Ladies and gentlemen, AGPA has developed from scratch over the past 2 years. We now have a large number of old friends and continue making new friends. As the Coordinator of AGPA, I would like to express my sincerest gratitude to all the participants and to those experts and academics who have contributed to AGPA.

Prof. Dr. Jiang Wu (China)President of the Asian Group for Public Administration


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Some figures (Simplified Balance Sheet & Nominal Accounts)

Balance Sheet

Assets Liabilities

Fixed Assets 64,430€ Reserves 721,500€

Floated Assets 1,021,340€ Provisions 105,950€

Debts 258,320€

Total 1,085,770€ Total 1,085,770€ Nominal Accounts

Gross Exploitation Margin 536,133.59€

Result of the Exploitation 15,703.11€

Result of the Exercice 255.30€

The 2013 year was marked by substantial investments (Websites, conference software, IT Investments, etc.).The resources are thus completely used in order to finance the activities and service to the members.

We can confirm that our forecasts (2013 revised budget) have been respected.

The 2013 Nominal Accounts close with a positive balance of 255.30 €. There is a small difference of 15.30 € between the forecasts (240 €) and the final results.

Our status as a non-profit international organization requires that we use all our resources to fund our projects in the short, medium and long term. All is implemented to respect the forecasts.

The unpaid of Contributions are +/- 10%. Compared to the previous years, it is a general improvement because the percentage of unpaid in 2011 were +- 14% and in 2012 were +- 12%.

The IRAS does rather well and the organization of congresses / conferences, seminars and Dialo-gues takes an important place in our daily work. Our network (+ - 8,000 contacts) is contacted for each event.

The year 2013 was marked with the organisation of a Joint Congress between IIAS and IASIA. This joint congress is always held every three years.Following an internal analysis, it should be useful to question the systematic organization of such an event in order to optimize resources and use them for other scientific activities.

XIII. Finances


2013Sources of IncomesGeneral Incomes %Contributions (Membership Fees) : 48%Congress/Conferences : 32%IRAS : 20%

Congress/Conferences

32%

Contributions48%

IRAS20%

Congress / Conference Rentability %IIAS-IASIA Joint Congress : 52%EGPA Conference : 48%

Contributions (Membership Fees) %IIAS : 86%EGPA : 5%IASIA : 9%

Congress / Conference Incomes %IIAS-IASIA Joint Congress : 45%EGPA Conference : 55% EGPA Conference

55%

EGPA Conference48%

EGPA5%

IASIA9%

IIAS-IASIA Joint Congress

45%

IIAS-IASIA Joint Congress

52%

IIAS86%


annual reportXIV. IIAS Governance

IIAS

IASIA

EGPA

AGPA

LAGPA

GeneralAssembly

Council ofAdministration

The

Per

man

ent

Ad

min

istr

ativ

e S

ervi

ces

AdministrativeOrgans

General Steering Organs

InternalCommittees

President

FinanceCommittee

Strategic Committee

PRAC

Editorial Committee of

IRAS

PublicationsCommittee

Coordinator

Coordinator

President

PresidentGeneral

Assembly

AnnualAssembly

GeneralAssembly

SteeringCommittee

AnnualMeeting

SteeringCommittee

AnnualMeeting

FoundingCommittee


2013XV. The Steering organs and the internal committees

The steering organs

IIAS - Council of Administration List of Members 2013-2016: President Geert Bouckaert (Belgium)

Past President Pan Suk Kim (Korea)

Senior Vice-President Jiang Wu (China) East Asia Vice-President /AGPA President

Vice-Presidents Host Country Philippe Bouvier (Belgium) Africa TBC Eastern Europe Witold Mikulowsi (Poland) Latin America Carlos Reta Martinez (Mexico) Middle East Salah M. Al-Maayoof (Saudi Arabia) North America Jacques Bourgault (Canada) South Asia and the Pacific Arun Jha (India) Western Europe Werner Jann (Germany)

Chairperson, Finance Committee Dieter Schimanke (Germany) Chairperson, PRAC Masahiro Horie (Japan) Vice-Chairperson, PRAC Katju Hölkeri (Finland) President of IASIA Michiel de Vries (The Netherlands) President of EGPA Edoardo Ongaro (Italy) President of LAGPA Bianor Scelza Cavalcanti (Brazil) Editor-in-chief of the IRAS Andrew Massey (United Kingdom) Associate Editor of the IRAS Yves Emery (Switzerland) Director of Publications Robert Fouchet (France)

Members Koichiro Agata (Japan) Carla Barbati (Italy) Nadia Bernoussi (Morocco) Raed BenShams (Bahraïn) Marta Cimas Hernando (Spain) TBC (Turkey) Sung-Lyul Kim (Korea) Mattias Guyomar (France) Reto Steiner (Switzerland) Theodor Thanner (Austria) Michael Vrontakis (Greece)v

Ex Officio Rolet Loretan (Switzerland)

Executive Secretary Anne De Boeck (Belgium)


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IASIA - Board of ManagementList of Members 2013-2016: President Michiel de Vries (The Netherlands)

Immediate Past President Valeria Termini (Italy)

Functional Vice-Presidents Regional and International Cooperation

Ludmila Gajdosova (Slovak Republic) Publications Juraj Nemec (Czech Republic) Programme Hendri Kroukamp (South Africa) Africa Regional Vice-President/Double Vice-Presidency Chafika Agueznay (Morroco) James L. Nkata (Uganda) Members Gelase Mutahaba (United Republic of Tanzania) Purshottama Sivanarain Reddy (South Africa) Asia Regional Vice-Presidents Liqun Wei (China) Members Chung-Yuang Jan (Taiwan, China) Victor Gabriel William (Sabah) Australia Regional Vice-Presiden John Halligan (Austalia) Europe Regional Vice-President Nathalie Loiseau (France) Members Jan Pastwa (Poland) Manuel Arenilla Saez (Spain)

Latin America & Caribbean Regional Vice-President Bianor Scelza Cavalcanti (Brazil) Members Pedro Enrique Andrieu (Argentine) José Rafael Castelazo de los Ángeles (Mexico) Middle East Regional Vice-President TBC Members Bander A. Alsajjan (Saudi Arabia) Sofiane Sahraoui (Bahrain) North America Regional Vice-President Soonhee Kim (United States of America) Members Kathleen Beatty (United States of America) Meredith A. Newman (United States of America) Blue Wooldridge (United States of America)

Ex Officio Geert Bouckaert (Belgium) Rolet Loretan (Switzerland)

Executive Secretary Bardhyl Dobra (Belgium)


2013EGPA - Steering CommitteeList of Members 2013-2016: President Edoardo Ongaro (Italy)

Immediate Past President Wim van de Donk (The Netherlands)

Members Sabine Kuhlman (Germany) Taco Brandsen (The Netherlands) Johanna Nurmi (Finland) Tiina Randla-Liiv (Estonia) Isabella Proeller (Germany) Emil Turc (France) Karen Miller (United Kingdom) Invited Andrew Massey (United Kingdom) Robert Fouchet (France) Ludmila Gajdosova (Slovak Republic) Theo van der Krogt (The Netherlands) Ex Officio Geert Bouckaert (Belgium) Rolet Loretan (Switzerland)

Executive Secretary Fabienne Maron (Belgium)

AGPA - Steering CommitteeList of Members 2013-2016 : TBC

President Jiang Wu (China)

Executive Office E-mail:[email protected]

LAGPA - Steering CommitteeList of Members 2013-2016 : TBC

President Bianor Scelza Cavalcanti (Brazil)

Executive Office Luiz Estevam Lopes Gonçalves (Brazil) Executive Director


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The internal committees

PRAC (The Programme and Research Advisory Committee) Chairperson Masahiro Horie (Japan) Vice-Chairperson Katju Hölkeri (Finland) President of IIAS Geert Bouckaert (Belgium) President of IASIA Michiel de Vries (the Netherlands) President of the EGPA Edoardo Ongaro (Italy) President of the LAGPA Bianor Scelza Cavalcanti (Brazil) President of the AGPA Jiang Wu (China) Editor of the IRAS Andrew Massey (United Kingdom) Director of Publications Gérard Timsit (France)

Members Argun Akdogan (Turkey) Jean-Loup Chappelet (Switzerland) Hyung Jun Park (South Korea) Marc Holzer (ASPA) Stéphane Monney Mouandjo (CAFRAD) Ringa Raudla (NISPAcee) TBC (UNDESA) Ex Officio Rolet Loretan (Switzerland) Fabienne Maron (Belgium)

Finance Committee Chairperson Dieter Schimanke (Germany)

Members Katju Hölkeri (Finland) Koichiro Agata (Japan) Carla Barbati (Italy) Reto Steiner (Switzerland)

Invited Michiel de Vries (The Netherlands), IASIA President Edoardo Ongaro (Italy), EGPA President Bianor Scelza Cavalcanti (Brazil), LAGPA President Jiang Wu (China), AGPA President Robert Fouchet (France), IIAS Director of Publications Andrew Massey (United Kingdom), IRAS Editor in Chief Masahiro Horie (Japan), PRAC Chairperson

Ex Officio Rolet Loretan (Switzerland) Roxane Debus (Belgium)


2013Publications Committee Director of Publications Robert Fouchet (France)

Members Andrew MASSEY (United Kingdom), Editor in Chief of IRAS Masahiro Horie (Japan), PRAC Chairperson Taco BRANDSEN (The Netherlands), EGPA Juraj Nemec (Czech Republic), IASIA Edgar JIMENEZ (Bolivia), LAGPA Zhiyong LAN (China), AGPA Ex Officio Rolet LORETAN (Switzerland) Fabienne Maron (Belgium) Roxane Debus (Belgium)

The Editorial Committee of the IRAS (International Review of Administrative Sciences) Editor in chief Andrew Massey (United Kingdom)

Deputy Editors Sabine Kuhlmann (Germany) Shamsul Haque (Singapore) Yves Emery (Switzerland)

Journal Manager Catherine Humblet (Belgium)

The Strategic Committee Chairperson Geert Bouckaert (Belgium), IIAS President

Members Robert Fouchet (France), IIAS Director of Publications Masahiro Horie (Japan), PRAC Chairperson Dieter Schimanke (Germany), Finance Committee Chairperson Michiel de Vries (The Netherlands), IASIA President Edoardo Ongaro (Italy), EGPA President Bianor Scelza Cavalcanti (Brazil), LAGPA President Jiang Wu (China), AGPA President TBC, one member of the IIAS Council of Administration

Ex Officio Rolet Loretan (Switzerland) Steve Troupin (Belgium) Roxane Debus (Belgium) Anne De Boeck (Belgium) Fabienne Maron (Belgium) Bardhyl Dobra (Belgium)

XVI. The permanent Administrative Services – the Brussels team

A Whole Team at your Disposal :

Rolet LoretanDirector [email protected]

Roxane DebusFinance and Marketing [email protected]

Anne De BoeckIIAS Executive Secretary Events [email protected]

Fabienne MaronEGPA Executive Secretary [email protected] Scientific AdministratorPublication [email protected]

Steve Troupin Strategic Projects [email protected]

Melissa MonacoWebmaster/Conference Assistant/Translation [email protected]

Bardhyl Dobra IASIA Executive Secretary [email protected]@iias-iisa.org

Hafida El OuaghliAdministrative and Publications [email protected]


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CONTACT

For further information about what we can do and how we could work together, please contact the secretariat

IIASInternational Institute of Administrative SciencesRue Defacqz, 1 box 11B-1000 Brussels, BelgiumTel : +32 2 536 08 80 - Fax : +32 2 537 97 02 [email protected]

www.iias-iisa.org

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