This is an up-date to the 1996 portfolio and continues to provide a framework for building and sustaining effective public service organizations, based on current good practice and the wide experience of senior public sector managers throughout the Commonwealth. The second edition contains much of the original material, now up-dated, together with several new sections. The Portfolio update is designed to be used as a companion resource to the Commonwealth Secretariat's qPublic Service Country Profilesq. Together the documents can be used as a basis for benchmarking to compare activities and best practice across different national settings. Contents include: capacity building of management and development institutions; top executive management development programs; strengthening anti-corruption measures; promoting good governance; strengthening cabinet decision making; management of government transitions; improving partnerships (with a subsection on the New Partnership for Africa's Development); e-government; knowledge management, financial management, auditing and e-government; political and administrative roles and responsibilities.Moreover, transaction costs will be greater with some kinds of contracts than others - lump-sum contracts may involve low specification costs, but, if trust between purchaser and ... In these contracts there may be little knowledge of the amount of work to be done, such as a standard recruitment service package. ... If the service is retained in-house, a service-level agreement is made with the in- house team.
|Title||:||Current Good Practices and New Developments in Public Sector Service Management|
|Author||:||Nick Manning, Commonwealth Secretariat, Sam Agere|
|Publisher||:||Commonwealth Secretariat - 2002-01-01|