Vienna Boys Choir“O Fortuna”
Carl Orff (1895 - 1982)
Vienna Boys Choir“Pueri Concinite”
Jacobus Gallus (1550 - 1591)
Antonio Maria Costa
Under-Secretary-General, United Nations
Executive DirectorUnited Nations Office on Drugs and
Asha-Rose Migiro
Deputy-Secretary-GeneralUnited Nations
Heinz FischerFederal PresidentRepublic of Austria
Ursula PlassnikFederal Minister for European
and International AffairsRepublic of Austria
Festus GontebanyeMogae
PresidentRepublic of Botswana
Vienna Boys Choir“Österreichisches
Volkslied”
Vienna Boys Choir“Leichtes Blut”
Johann Strauss (1825 – 1899)
PLENARY SESSION ICitizen
Expectations& Trust in the State
CHAIR Jocelyne Bourgon
Chair, United Nations Committee of Experts on Public Administration
Ambassador, Canadian Permanent Mission to the OECD (2003-2007)
President EmeritusCanada School of Public Service
PLENARY SESSION IMary RobinsonPresident of Ireland (1990-1997)
UN High Commissioner for Human Rights (1997-2002)
President of Realizing Rights:The Ethical Globalization Initiative
PLENARY SESSION IHage Geingob
Prime Minister of Namibia (1990-2002)Executive Secretary
Global Coalition for Africa (2003-2004)Member of Parliament
PLENARY SESSION IYegor Gaidar
Prime Minister, Russian Federation (1992)Executive Vice President
International Democratic UnionDirector of the Institute
for the Economy in Transition
Public Expectations and Trust in Government: Post-Revolution
Stabilization and its Discontents
Yegor Gaidar
China in 1980 versus USSR in 1830
0
5
10
15
20
USSR, 1930 China, 1980
Urb
aniz
atio
n, %
0
200
400
600
800
1000
1200
1400
1600
USSR, 1930 China, 1980
GD
P pe
r ca
pita
, dol
lars
*
* Geary-Khamis dollars at 1990 prices
Average Amount of Grain harvested by Soviet government
0
10
20
30
40
50
60
70
1966-69 1980-85 1986-90
grai
n ha
rves
ting,
mln
tonn
s
Urban Population in USSR
0
50
100
150
200
250
1955 1960 1965 1970 1975 1980 1985 1990
popu
latio
n, m
ln
-20
-15
-10
-5
0
5
1960 1965 1970 1975 1980 1985 1990
Bal
ance
, mln
USD
Grain trade balance, mln USD
Agricultural products trade balance, mln USD
USSR’s External Trade Balance for Grain and Agricultural Products
Average output of new oil wells in Soviet Union
0
200
400
600
800
1000
1200
1400
1600
1800
2000
1975 1980 1985 1988 1989 1990
aver
age
wel
l out
put,
tonn
s/m
onth
Average Crude Oil Prices in the Very Long Run (1880 – 2006)
0
10
20
30
40
50
60
70
80
1880 1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000
oil p
rice,
USD
per
1 b
arre
l
Average long-run historical level (in 2000 dollars)
Average annual price (in 2000 dollars)
197119721973
19741975
197619771978
1979
1980
1981
198219831984
1985
1986
198719881989
0
5
10
15
20
25
30
35
1521
-1525
1531
-1535
1541
-1545
1551
-1555
1561
-1565
1571
-1575
1581
-1585
1591
-1595
1601
-1605
1611
-1615
1621
-1625
1631
-1635
1641
-1645
Inflo
w o
f gol
d to
Spa
in, m
ln p
eso
0
5
10
15
20
25
30
Exp
ort o
f oil
to th
e ca
pita
list c
ount
ries,
m
ln U
SD
Inflow of gold to Spain (left axis)USSR's income form oil exports to the capitalist countries (right axis)
Control over Portugal is lost. Risk of loss of Aragon & Catalonia
Independence of Eastern European States
Spanish Gold versus Soviet Oil Revenues: How Empires Collapse
Arrears for Goods Imported by Soviet Government in 1990
0
500
1000
1500
2000
2500
3000
3500
June,1, 1990 Sept., 1, 1990 Oct., 1, 1990
arre
ars,
mln
of r
uble
s
GDP Growth Rates in Russia After Independence, %
-20
-15
-10
-5
0
5
10
15
1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Oil Production Annual Growth Rates in Russia, %
-15%
-10%
-5%
0%
5%
10%
15%
1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006*
PLENARY SESSION IYegor Gaidar
Prime Minister, Russian Federation (1992)Executive Vice President
International Democratic UnionDirector of the Institute
for the Economy in Transition
PLENARY SESSION ILuigi Nicolais
Minister of Public Administration, Reform & Innovation of ItalyGoverning Board Member
Federico II University, Naples
PLENARY SESSION IAngel Gurría
Secretary-GeneralOrganisation for Economic
Co-operation and Development (OECD)Minister of Finance of Mexico (1998-2000)
Minister of Foreign Affairs of Mexico (1994-1998)
PLENARY DISCUSSIONCitizen
Expectations& Trust in the State
United Nations Public Service
Awards
United NationsPublic Service Awards
UNITED NATIONS PUBLIC SERVICE AWARDS
Category 1:Improving transparency, accountability and responsiveness in the public serviceCategory 2:Improving the delivery of servicesCategory 3:Fostering participation in policy-making decisions through innovative mechanisms
Kenya Performance Contracts
Performance Contracts Steering Committee Secretariat
H.E. M. Moses Akaranga, E.G.H.M.P. Minister of State for Public Service
H.E. Mr. Francis MuthauraPermanent Secretary, Secretary to the Cabinet
and Head of the Public Service, Office of the President.Mr. Richard Ndubai
Secretary, Performance Contracts Steering CommitteeOffice of the President
Indiae-Procurement Project, Information Technology and Communications Department
Government of Andhra Pradesh
Mr. Suresh ChandaIAS Secretary to Government, Information Technology & Communications
Department of Andhra Pradesh
Mr. Sri SatyanarayanaIAS, Chief Executive Officer, National Institute of Smart Governance, Hyderabad,
Mr. Sri Vivek Agarwal President & Chief Operating Officer
Mr. K. BikshapathiProject Manager e-Procurement
SingaporeProgress Package, the Ministry of Finance,
the Ministry of Manpower and the Central Provident Fund Board
Mr. Teoh See LeongDirector Central Provident Fund Board
Mr. Chan Wei SernAssistant Director, Ministry of Manpower
Ms. Valerie LimDeputy Director
Central Provident Fund Board
Austria Electronic Law-Making
Processes (eLaw)Federal Chancellery of Austria
H.E. Mrs. Heidrun SilhavySecretary of State
Mr. Manfred Matzka Mr. Georg Lienbacher
ChileChile Compra
Dirección de Compras y Contratación Pública
H.E. Ms. Maria Olivia Recart HerreraVice-Minister of Finance
Tomas CamperoDirección de Compras y Contratación Pública
Carmen Gloria RavanalDirección de Compras y Contratación Pública
Azerbaijan Extractive Industries
Transparency InitiativeState Oil Fund of Azerbaijan
Mr. Shahmar Movsumov
Executive Director
MoroccoFez eGovernment project, Arrondissement Agdal, Fez
Mr. Driss KettanieFez Project Leader, Alakhawayn University in Ifrane
Mr. Hamid Chabat Mayor of Fez
Mr. Mohamed Titna Alaoui President of Agdal County, Fez
South Africae'Thekwini Water & Sanitation
Debt Relief Programmee'Thekwini Municipality
Mr. Teddy Gounden
e'Thekwini Municipality
Republic of KoreaImmigration Smart Service (KISS), Ministry of Justice
H.E. M. Jung Jin Ho
Vice-Minister of Justice
LebanonTaxpayer Service, Ministry of Finance
H.E. M. Jihad AzourMinister of Finance
Mr. Alain BifaniDirector General of Finance
Ms. Manal AssirTax Reform Program Manager
AustraliaState of the Service Report
Australian Public Service Commission
Ms. Lynelle Briggs
Australian Public Service Commissioner
CanadaTlicho Community Services Agency
The Honorable Charles Dent Minister of Education, Culture and Employment
for the Government of the Northwestern Territories
Mr. Alfonz NitsizaChairperson of the Tlîchô Community Services Agency
Mr. Joseph MackenzieVice-Chairperson
Switzerlande-Government Project (E-Voting), Statistical OfficeCanton of Zurich, Ministry of Justice and Interior
H.E. Dr. Markus NotterMinister of the Interior Canton of Zurich
Mr. Christian Zünd Secretary General of the Ministry of the Interior Canton of Zurich
Mr. Giampiero Beroggi Director of the Statistical Office Canton of Zurich
United Arab EmiratesDubai Government Excellence Programme
The Executive Council – Dubai Government
His Highness Sheikh Hamdan Bin Mohammed Bin Rashid Al Maktoum
Chairman of the Executive Council of the Dubai Government
United Nations Public Service
Awards
LUNCHEON EVENT
World Harmony Foundation
CELEBRATORY PERFORMANCE
National Center for Korean
Performing Arts
National Center for Korean Traditional Performing Arts
Celebratory Performance
National Center for Korean Traditional Performing Arts
Sinawi Shamanastic instrumental music characterized by dissonant harmony
National Center for Korean Traditional Performing Arts
Traditional Korean musical theatre
Pansori
National Center for Korean Traditional Performing Arts
Pangut: Folk music and dance originating from farmers’band music
PLENARY SESSION IIBuilding Trust
Through Transparent Governance & Access
to Information
CHAIR
Antonio Maria CostaUnder-Secretary-General, United Nations
Executive Director, United Nations Office on Drugs and Crime
Director-General, UN Office in Vienna
PLENARY SESSION II
Vicente FoxPresident of Mexico (2000-2006)Governor of Guanajuato State
(1995-1999)
PLENARY SESSION II
Anwar IbrahimDeputy Prime Minister
of Malaysia (1993-1998)Chairman of the Development Committee,
World Bank and IMF (1998)President, AccountAbility
PLENARY SESSION II
Josef MoserPresident, Austrian Court of AuditSecretary-General, International
Organisation of Supreme Audit Institutions (INTOSAI)
PLENARY SESSION II
David WalkerComptroller General, U.S.A.
Public Trustee for Social Security and Medicare (1990-1995)
Assistant Secretary of Labor for Pension and Welfare Benefit Programs (1987-1989)
PLENARY SESSION II
Huguette LabelleChair of the Board
Transparency International (TI)Chancellor, University of Ottawa
Board Member, UN Global Compact
PLENARY DISCUSSIONBuilding Trust
Through Transparent Governance and
Access to Information
PLENARY SESSION III
Building Trust Through Better Access
and Service Delivery
CHAIR Guido Bertucci
Director, Division for Public Administration and Development Management
United Nations Department of Economic and Social Affairs
PLENARY SESSION III
David OsborneSenior Partner, Public Strategies Group
Best Selling Author of Reinventing Government
and Banishing Bureaucracy
Building Trust Building Trust ThroughThrough Better Access Better Access andand Service DeliveryService Delivery
The Five Strategies for Reinventing Government
David OsborneThe Public Strategies Group
Two Waves of Reform
1. The challenge in the developing world:
Creating a professional and honest public service, free of political manipulation and patronage hiring
Principal Elements of Reform in the Developing World
• Establishing the rule of law
• Creating an independent, honest judiciary
• Prosecuting corruption
• Establishing transparent budgeting, procurement, & contracting
• Creating an effective audit system
• Creating a professional, well-trained, adequately paid civil service
• Barring civil servants from involvement in political campaigns
The Second Wave of Reform, in the Developed World
Improving service and access by….
transforming bureaucratic public servicesinto flexible, innovative,
Information Age organizations
You Can’t Command the System to Change
• You have to find levers that change the internal dynamics.
• The goal: a system in which every organization and every employee wants to improve performance… and is empowered to do so.
The DNA of Public Organizations and Systems
• Purpose• Incentives• Accountability• Power• Culture
Five Strategies to Reinvent Bureaucratic Government
• Core• Consequences• Customer• Control • Culture
I: THE CORE STRATEGY:Clarity of Direction, Purpose, & Role
Approaches:• Clarity of direction: Improving your aim• Clarity of purpose: Clearing the decks• Clarity of role: Uncoupling steering and
rowing
Budgeting for Outcomes Combines Many Core Strategy Tools
Cities• Azusa, CA• Los Angeles• Spokane, WA• Dallas, TX• Ft. Collins, CO
• Counties• Snohomish, WA.• Multnomah, Oregon• Mesa, Colorado
States• Washington• Iowa• South Carolina• Michigan• Oregon Dept. of Education• Louisiana Dept. of Culture,
Recreation & Tourism
• School Districts• Jefferson County, Colorado
Basic Steps in Budgeting for Outcomes
1. Set the price of government: How much will we spend?
2. Set the priorities of government: What outcomes matter most to our citizens?
3. Set the price of each priority: How much should we spend to achieve each outcome?
4. Develop a purchasing plan for each priority: What strategies have the most
Budgeting for Outcomes (2)
5. Require programs to compete for funding, based on their ability to deliver the desired results.
6. Rank the offers based on their cost-effectiveness; send the rankings out and ask for better offers.
7. Rank the final offers and draw a line where the money runs out.
8. Negotiate performance agreements with the chosen providers.
The Bottom Line• Align spending with priorities
• Buy results, not costs
• Low-value spending is forced out of the budget
• Important new investments go to the front of thequeue
• Performance accountability
• Continuous reform/ improvement
• “Common Sense” communications
Approaches:Approaches:
II: THE CONSEQUENCES STRATEGY:
Using Incentives to Create Consequences
• Enterprise management
• Managed competition
• Performance management
Managed CompetitionTools:Tools:• Competitive bidding:
– Public vs. private competition
– Private vs. private competition (outsourcing)
– Public vs. public competition
• Performance benchmarking
Managed Competition Protects Against Abuses
• Phoenix, Arizona: the pioneer in late 1970s
• Indianapolis, Indiana: Competition in more than 30 different services; saving $46 million per year by 2003
Competition = Savings
• Typical savings in U.S. cities of public vs. private competitive bidding: 25 percent
• The U.K. national “market testing” program: average savings of 21 percent (1992-95)
• Brazil contracting road maintenance competitively: 25 percent savings
• Uruguay contracted with former employees, saved 25 percent
III: THE CUSTOMER STRATEGY:Putting the Customer in the Driver’s
Seat
Approaches:Approaches:Quality
Assurance• Customer choice
• Competitive choice
• Customer quality assurance
Who is the “Customer”?
• Definition of the customer: the “principle intended beneficiary” of your work.
• Examples:– Schools: Students and parents– Public transit: Users– Public printing office: Agency personnel– Police: The public at
large
How Do We Give Customers Power?
• Customer choice of service providers
• Choice in a competitive market: even better
• Asking what they care about and setting customer service standards, guarantees, redress policies, etc.
Competitive Customer Choice:For Example, in Public Education
Competitive Customer Choice:For Example, in Public Education
• Give parents choice of public schools.
• Let the dollars follow the student to the district and school of their choice.
• Encourage the creation of new public schools--charter schools--so there are enough schools to create real consequences for those that lose too many students.
• Studies show that districts and schools that lose 3-5% of their funds make changes.
Customer Quality Assurance ToolsCustomer Quality Assurance Tools
• “311” telephone & web systems citizens can use to report problems and complaints
• Customer service standards
Customer ServiceStandards: Examples
Customer ServiceStandards: Examples
• Bromley (London borough): Will repair paving problems within 2 hours of notice.
• U.S. Social Security Administration: 90% of calls to 800 number will be answered on the first call; 95% will be answered within 5 minutes.
Consequences andPublicity Are CriticalConsequences andPublicity Are Critical
• Guarantees
• Redress
• Customer Ratings
• Customer Service Agreements
Redress to Customers: Examples
Redress to Customers: Examples
• Development permits in some cities and states: If deadline is not met, the permit fee is waived.
• Some commuter rail lines issue vouchers for free round-trips or cash when trains arrive 30 minutes late or more.
Approaches:Approaches:
IV: THE CONTROL STRATEGY:Shifting Control Away
from the Top and Center
• Organizational empowerment
• Employee empowerment
• Community empowerment
Organizational EmpowermentTools:Tools:
• Decentralizing administrative controls: budget, personnel, procurement
• Mass organizational deregulation • Site-based management• Waiver policies• Reinvention laboratories• Executive or “Charter” agencies
Executive or “Charter Agencies”
• Executive negotiates “Flexible Performance Agreements” with charter agency directors.
• Agency agrees to produce specific results over 3-5 year time frame.
• Agreement includes specific rewards and sanctions for performance.
• Agreement specifies new flexibilities granted to charter agency.
Potential Flexibilities
Examples from Iowa (U.S.):
• “Freedom from ceilings on the number of employees or other employment controls.
• “Authority to waive personnel rules and do what makes sense.
• “Authority to waive procurement rules and buy what makes sense.
• “Authority to waive Information Technology rules and buy the computers and software you want.
Potential Flexibilities (2)• “Authority to keep half of this year’s unspent money and
spend it next year.
• “Authority to keep and spend proceeds from lease or sale of capital assets.
• “Authority to reprogram money between accounts.
• “Authority to waive administrative rules.
• “Access to $3 million Transformation Grant Fund.
• “Protection for two years from across the board cuts.”
Charter Agencies in Iowa (U.S.): ResultsCharter Agencies in Iowa (U.S.): Results
• Saved Iowa taxpayers $20 million/year for first two years; $50 million for third.
• Corrections Department: lowered 3-year recidivism rate from 46.7% to 35.4%.
• Revenue Department: improved rate of income tax refunds issues within 45 days from 75% to 94%.
• Human Services: increased children with access to health insurance by 34%.
• Alcoholic Beverages Division: increased revenue by $35 million over 3 years.
UK Executive Agencies
• UK organizes 75% of civil service this way.
• Annual efficiency increases in early years: 2- 30 percent.
• 1990-1996: 15 percent reduction in personnel, while improving performance.
• 1994: Parliament called it “The single most successful civil service reform programme of recent decades.”
V: THE CULTURE STRATEGY:Changing Habits, Hearts, and Minds
Approaches:Approaches:• Changing habits: Creating new experiences
• Touching hearts: Developing a new covenant
• Winning minds: Developing new mental models
Five Strategies to Reinvent Bureaucratic Government
• Core• Consequences• Customer• Control • Culture
C x C x C x C x C = Transformation
PLENARY SESSION III
Anna Kajumulo Tibaijuka
Under-Secretary-General, United NationsExecutive Director, UN-HABITAT
PLENARY SESSION III
Daniyal AzizFederal Minister and ChairmanNational Reconstruction Bureau
Member of the National Assembly of Pakistan
PLENARY DISCUSSION
Building Trust Through Better Access
& Service Delivery
WELCOME RECEPTIONHOSTED BY
Ursula PlassnikFederal Minister for European
and International AffairsFoyers A and B
FORUM DAY II
PLENARY SESSION IVBuilding Trust
Through Civil Society Engagement and
Participation
CHAIR Fernando Cardoso
President of the Federative Republic of Brazil (1995-2003)
Chair of the Panel of Eminent Persons on UN-Civil Society Relations
PLENARY SESSION IV
Kumi NaidooSecretary General, World Alliance for
Citizen Participation (CIVICUS)Founding Executive Director,
South African NGO Coalition (SANGOCO)
PLENARY SESSION IV
Rachid BenmokhtarBenabdellah
President of Al Akhawayn UniversityPresident of the National Observatory
for Human Development; Minister of Education of the Kingdom of Morocco (1995-1998)
Issues in cooperation between Government and Civil Society representatives towards the creation of empowered citizens who trust their government
plenary session 4
Civil Society Engagement and Participation
The rise of civil society influence and importance
The influence of the internal context The influence of the international contextThe reasons of cooperation between government and civil societyFrom controlled to independent NGO’s
1) The expectations of population from their government
Make the citizens at the centre of the government agendaApply laws Be accountableBring social and economic welfare
2) Obligations and/or commitments of governments
Millennium development goalsHuman developmentApplication of international commitments (e.g. anticorruption agenda, human rights conventions…)
3) The NGOs positive contributions to the achievement of these expectations and obligations
Conditions of successWide range of expertiseEfficient, effective, independent organizationSocial and environmental conditions
Area of successCapacity buildingActivists Cohesion buildersAgents of inclusion
4) The possible pitfalls between government and civil society
Full the gap may maintain the inefficiency of the government services Undermine the local governments and elected representatives credibility Distort the participation of the communityBring a new eliteFocus more on project achievements than people welfareLack of accountabilityFragile sustainability
Conclusions
Literature and experience don’t demonstrate that cooperation improve or enhance the trust in government but only conclusions may be that
per se cooperation between government and civil society may lead to success, but often limited to projects and not a real change in the people conditions positive contribution of the civil society to the expectations of citizens requires wide range of pre-conditions often difficult to meet in a single organization or environment
PLENARY SESSION IV
Franz KüberlPresident
Caritas AustriaChairman
Sustainable Austria Forum
PLENARY SESSION IV
Inwon ChouePresident, Kyung-Hee University
Dean, Graduate School of NGO Studies
Republic of Korea (2001-2004)
Trust in State Governance:
A“Transversity”Alternative
Irony of Trust
A current discourse on trust in government focuses on "transparency, openness and accountability."
However, we do not normally rely on such notions, when speaking of trust in friends, acquaintances and family. Governments with higher scores in such "objective criteria" may also be subjected to aversion, resistance and struggles.
New Dimensions: Life and Transformative Episteme
Trust is a matter of human security and diverse self-identity. Trust cannot be subsumed by an all-encompassing and encapsulating conceptual framework. Centrifugal tendency of life in our time invites transformative episteme to comprehend diversity of lives for trust.
Transversity PossibilitiesAn alternative for building "a new collective trust" would be a "transversity.“ As a "space," "organ," and "praxis," a transversity would complement the limits of universities and assume a lead to discover a transformative way to embrace diverse views of life.
Space : On and off-line open global nexus
Organ : Multi-stake and vision holders
interconnect themselves
Praxis : Social and global praxis to engender
transformative views on life
Transversity
125
PLENARY DISCUSSION Building Trust
Through Civil Society Engagement and
Participation
PLENARY SESSION VTrust, the Electoral and Parliamentary
Process
CHAIR
Vidar HelgesenSecretary-General, International
Institute for Democracy and Electoral Assistance (IDEA)Deputy Minister for Foreign Affairs,
Norway (2001-2005)
PLENARY SESSION V
Larry DiamondSenior Fellow, Hoover InstitutionStanford University; Co-Director,
International Forum for Democratic Studies, National Endowment for Democracy,
Founding Director, Journal of Democracy
PLENARY SESSION V
Rehman SobhanChairman, Centre for Policy Dialogue, Dhaka
Senior Research Fellow, Ash Institute for Democratic Governance, Harvard University
Convenor, Citizens’ Committee, Bangladesh Former Chairman, Grameen Bank (2006-2001)
Former Executive Director, South Asia Centre for Policy Studies (2000-2005)
PLENARY SESSION V
Naser Al SaneHead, Arab Parliamentarians Against Corruption (APAC)
Vice Chair, Global Parliamentarians Against Corruption (GOPAC)
Member of the National Assembly, Kuwait
PLENARY SESSION V
Nino BurjanadzePresident of Georgia (2003-2004)
Vice President of the OSCEParliamentary Assembly
Speaker of the Parliament of Georgia
PLENARY DISCUSSION
Trust, the Electoral and Parliamentary
Process
LUNCHEON EVENT
CISCOSimon Willis, Global Vice President
“The Connected Republic: Web 2.0The Next Generation of the Internet…
Connecting the Pieces to Build Trust in Government”
Lounge O1
Continuation of
Plenary Sessions
PLENARY SESSION VI
Building Trust Through Public-Private Partnerships
CHAIR
Hafiz PashaAssistant-Secretary-General
and Assistant Administrator, UNDPDirector, UNDP Regional Bureau
for Asia and the Pacific
PLENARY SESSION VI
Reinhard PlatzerCEO and Chairman
Executive BoardKommunalkredit Bank, Austria
PLENARY SESSION VI
MohammedSharaf
CEO, DP World, DubaiUnited Arab Emirates
Global Ports Connecting Global MarketsMohammed Sharaf
CEO
BUILDING TRUST THROUGH PUBLIC-PRIVATE PARTNERSHIP
UN Global Forum, June 2007
• Building and operating terminals• Private managers• Working with public authorities
TRUST
• Co-operation essential
• Inadequate co-ordination directly impacts trade, the economy and people’s lives
The Road to Trust
• Define mutual interests and responsibilities
• Strategic investment is the crucial variable
• Commitment to investing in upgrading facilities
• Wholly publicly owned or wholly privately owned not the answer
• Partnership the key
Strategic Investing
• Massive capital required• Long term commitment a given – for both public
and private partners• Commercial and communal benefits
– Customs revenue– Jobs– Healthy economy
Expanding Economies
Djibouti
• 2000 moved to privatisation– DP World contracted to operate port
• National income doubled over six years– US$28 million to US$67 million
• DP World investing in new terminal, new airport infrastructure
• Dubai World investment ~US$800m– Modernised Customs– Developed free zone– Built first 5-star hotel
Trusted Partnership
• Package of investment • Long term commitment• Growth of local economy means growth of our
investment• Benefits all
Profit makers – not profit takers
Summary
• Efficient operations actively contribute to development of communities
• One size does not fit all • Adapt ground-up approach to unique culture and
economy• Everyone gains• Builds on and builds up trust
Thank you
PLENARY SESSION VIMohamed Ibrahim
Founder and ChairmanCELTEL International
Founder, Mo Ibrahim Award for Achievementin African Leadership
PLENARY SESSION VI
Siim KallasVice President
European Commission Prime Minister of Estonia
(2002-2003)
PLENARY DISCUSSION
Building Trust Through Public-Private Partnerships
PLENARY SESSION VIIGovernance Challenges in
Crisis and Post-Conflict Countries
CHAIR
Kathleen CraveroAssistant Administrator
and Director, Bureau for Crisis Prevention and Recovery, UNDP
PLENARY SESSION VII
Yakubu Gowon President of Nigeria
(1966-1975)President and Chairman,
Yakubu Gowon Centre (YGC)
PLENARY SESSION VII
Lakhdar BrahimiUnder-Secretary-General and Special Advisor to the UNSG (2004-2005), Special Representative
of the Secretary-General for Afghanistan and Head of the UN Assistance Mission in
Afghanistan (2001-2004), Minister for Foreign Affairs of Algeria (1991-1993)
PLENARY SESSION VII
Abdoulie JannehUnder-Secretary-General, United Nations
Executive SecretaryEconomic Commisssion for Africa (ECA)Assistant-Secretary-General and UNDPRegional Director for Africa (2000-2005)
PLENARY SESSION VII
Ramesh ThakurDistinguished Fellow, Centre for International
Governance and Innovation (CIGI)Senior Vice-Rector, Peace and Governance
Programme, UN University CentreTokyo (1998-2007)
PLENARY DISCUSSIONGovernance Challenges in
Crisis and Post-Conflict Countries
FORUM DAY III
WORKSHOPS1. Restoring Trust in Government Through Public Sector Innovations
Room LM (one floor down)2. Managing Knowledge
to Build Trust in GovernmentRoom E2 (ground floor)
WORKSHOPS3. Decentralization and
Local GovernanceRoom F2 (ground floor)
4. Improving the Quality of the Electoral and Parliamentary Process
Room F1 (ground floor)
WORKSHOPS 5.Building Trust Through
Civic EngagementHall B (this floor)
6.Reinvention with Integrity: Using the UN Convention
Against CorruptionHall NO (one floor down)
WORKSHOPS
7. Governance Challenges in Crisis and Post-Conflict Countries
Hall E1 (ground floor)
FORUM DAY IV
PLENARY PRESENTATION
CHAIRShabbir Cheema
Global Forum CoordinatorDivision for Public Administrator and Development Management
UNDESA
WORKSHOP I
Restoring Trust Through Public Sector
Innovations
WORKSHOP II
Managing KnowledgeTo Build Trustin Government
WORKSHOP III
Decentralization and Local
Governance
WORKSHOP IV
Improving the Quality of the Electoral and
Parliamentary Process
WORKSHOP V
Building Trust Through Civic Engagement
WORKSHOP VIReinvention
with Integrity: Using the UN Convention
Against Corruption
WORKSHOP VII
Governance Challenges in Crisis
and Post-Conflict Countries
PLENARY PRESENTATION
CHAIR
Guido BertucciDirector
Division for Public Administration and Development Management
UNDESA
REGIONAL FORUM IN ASIA
Myung-jae ParkMinister
Ministry of Government Administration and Home Affairs (MOGAHA)
Republic of Korea
REGIONAL FORUM IN AFRICA
Protais MusoniMinister
Ministry of Local Government, Good Governance, Community Development
and Social Affairs, Rwanda
REGIONAL FORUMIN THE ARAB STATES
Zuhair M’Dhaffer
MinisterMinistry of Public Administration
Office of the Prime Minister of Tunisia
REGIONAL FORUM IN THE PACIFIC ISLANDS
Otoichi BesebesMinister
Ministry of Commerce and TradeRepublic of Palau
REGIONAL FORUM IN THE CARIBBEAN
Erskine GriffithMinister
Ministry of Agriculture and Rural Development
Barbados
REGIONAL FORUMIN LATIN AMERICA
Jorge Arturo ReinaMinister
Ministry of Governance and JusticeRepublic of Honduras
REGIONAL FORUM INEASTERN EUROPE & CIS
Efim M. MalitikovChairman
Interstate Committee on Knowledge Promotion for the Commonwealth
of Independent States
REGIONAL FORUMIN WESTERN EUROPE
Heidrun SilhavyState Secretary
Federal ChancelloryRepublic of Austria
PLENARY PRESENTATION
VIENNA DECLARATION
Protais MusoniMinister
Ministry of Local Government, Good Governance, Community Development
and Social Affairs, Rwanda
Historical Moments at the
7th Global Forum
Registration
Opening Ceremony
Press Conference
UN Public Service Awards
Plenary Sessions
Workshops
Workshops
Workshops
Exhibition,
Cultural Performancesand Other Activities
THANK YOU!
CLOSING CEREMONY
Heidrun SilhavyState Secretary
Federal ChancelloryRepublic of Austria
CLOSING CEREMONY
Guido BertucciDirector
Division for Public Administration and Development Management
Department of Economic and Social AffairsUnited Nations
United Nations ViennaInternational Centre Choir
The Vienna International Centre
Choir
Farewell performance
The Vienna International Centre
Choir
Grüaß enk Gott
The Vienna International Centre
Choir
Tourdijon
The Vienna International Centre
Choir
Long Time Ago
The Vienna International Centre
Choir
Die Forelle
The Vienna International Centre
Choir
El Grillo
The Vienna International Centre
Choir
Cappricciata