1. Sustainable Reform Dr John Walsh, Mekong Institute, November 2009

2. Dimensions (Areas) Structural change  E.g. decentralization, openness, public-private partnerships Systemic change  E.g. service delivery types, technology, workplace and job design Individual change  E.g. entrepreneurial attitude, contract working

3. Levels Individual level Organizational level Sectoral level National level

4. Individual Level Lifelong learning concept End of seniority systems (e.g. AdvantAge!) and promotion of meritocracy Communication Flexibility

5. Organizational Level Learning organization: “an organization that facilitates the learning of all its members and continuously transforms itself“ “Organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to learn together.”

6. More on Learning Organizations Economies of scale, scope and learning (in the knowledge based economy) Benefits:  Maintaining levels of innovation and remaining competitive  Being better placed to respond to external pressures  Having the knowledge to better link resources to customer needs  Improving quality of outputs at all levels  Improving corporate image by becoming more people orientated  Increasing the pace of change within the organization

7. How to Create a Learning Organisation Deal with the legacy of the past Open communications Culture of trust Mechanisms for knowledge management Appropriate structure and systems Commitment from all members There is not ‘one right answer’

8. Sectoral Level Regulations: relevant, quick and transparent Regulators: transparent, accountable and in favour of reform Regulators must be regulated (?)

9. National Level Commitment of all members Representation of all beliefs Confidence not nationalism Talent not privilege

10. Obtaining Consent Informed and uninformed consent Carrot and stick combinations Core and periphery structure Public duty Isolate or marginalize unwilling individuals

11. The End