2008年-世界发展银行全球_Afghanistan___Building_an_Effective_State_Priorities_for_Public_Administration_Reform_110页_8mb

Afghanistan Public Administration Reform Summary

Core Content

This document outlines the priorities for public administration reform (PAR) in Afghanistan, focusing on the need to build an effective state capable of providing security, services, and protecting citizens' rights. It emphasizes that while significant progress has been made in recent years, especially in economic growth and social development, the capacity of the Afghan government to deliver services remains limited. The report highlights the importance of civil service reform, local governance improvement, and enhancing government accountability to the people.

Main Viewpoints

• Civil Service Reform is essential for building a professional, merit-based bureaucracy that can deliver public services effectively.
• The current civil service structure is influenced by both historical context and donor involvement, and requires a shift towards merit-based recruitment and performance incentives.
• Local governance and service delivery at the sub-national level face major challenges, including institutional inefficiencies, lack of resources, and informal power structures.
• Government accountability must be strengthened through internal and external mechanisms, including the development of parliament and judiciary, and the involvement of civil society and media.
• The reform agenda must be balanced between immediate service delivery improvements and long-term institutional development.

Key Information

1. Currency and Fiscal Year

• Currency Unit: Afghan Afghani (AFS)
• Exchange Rate: US$1 = AFS 47.59 (as of January 22, 2008)
• Government Fiscal Year: March 21 – March 20 (SY 1387)

2. Key Acronyms and Definitions

3. Reform Priorities

A. Building an Effective Civil Service

• The civil service pay and grade structure is undergoing a major reform to attract and retain quality personnel.
• The Basic Civil Service Law was approved in 2005, but key regulations and procedures are still pending.
• The IARCSC is responsible for leading civil service reform, but faces challenges in independence and capacity.
• The new pay scale ranges from $100 to $650 per month, significantly higher than current levels, but may still be inadequate to attract skilled staff.
• The Management Capacity Program is one of the initiatives to address the need for more competent staff.

B. Improving Local Governance and Service Delivery

• The sub-national system is characterized by systemic contradictions and inefficiencies.
• Provincial Governors (PGs) have significant informal influence over resource and staffing decisions.
• Municipalities and CDCs are key actors in local governance but face funding and functional challenges.
• The deconcentration of authority from central to provincial and district levels is necessary but faces resistance due to fears of increased PG influence.
• Fiscal frameworks for local governments are unclear and need development to ensure effective and equitable service delivery.

C. Making Government Accountable to the People

• Internal controls (e.g., public financial management) are important but insufficient.
• External controls through the judiciary and parliament are vital for ensuring accountability.
• The role of civil society and media in holding government accountable is emphasized.
• Transparency and information flows are critical for building trust in government.

A Twelve-Point Agenda for Public Administration Reform

The report outlines a twelve-point agenda for PAR, which includes:

1. Strengthening the civil service pay and grade structure.
2. Enhancing merit-based recruitment and reducing patronage.
3. Improving organizational structures of line ministries and provincial departments.
4. Establishing a clear division of functions between central and provincial levels.
5. Developing fiscal frameworks for sub-national governments.
6. Enhancing accountability mechanisms for local governance.
7. Building capacity for service delivery at the local level.
8. Strengthening public financial management.
9. Improving parliamentary and judicial effectiveness.
10. Increasing transparency and information sharing.
11. Supporting civil society and media in holding government accountable.
12. Ensuring sustained donor and government support for long-term reform.

Conclusion

The report underscores that public administration reform is a long-term process requiring coordinated efforts from both the Government of Afghanistan (GoA) and the donor community. It stresses the importance of institutional development, capacity building, and accountability mechanisms in achieving a functional and effective state. While challenges remain, the document proposes a structured and comprehensive approach to reform, emphasizing the need for a balanced strategy that addresses both immediate service delivery and long-term governance improvement.