1. Concept of devolution and the demarcation of roles Workshop of PILDAT 29th and 30th of January 2003 Bhurban, Pakistan

2. Citizens New Public Management ExecutiveLegislative Elections

3. Concepts of New Public Management (NPM) Lean State

4. Steps to a “Lean State” 1.Task criticism 2.Decentralization, Devolution, Subsidiarity 3.Privatization 4.Deregulation

5. Situation in Germany Special situation after World War II –All structures were destroyed or not allowed –State was build from bottom to top Special situation because of the European Union –Annual subsidiarity report

6. Levels of political decision-making European Union Federal level 16 federal states 440 county 13.929 municipalities

7. Tasks of the European Union Agriculture Foreign trade Steel, coal Currency Other political fields according to agreements

8. Tasks of the federal level Foreign affairs Defence Railways Air transport Energy Some elements of taxation Social security

9. Tasks of the federal states Education (schools, universities etc) Cultural affairs Adult education Media Police Local government

10. Tasks of municipalities Supply (water, energy) Disposal (waste, sewage) Construction and maintenance of schools Local transport Road construction Town planning Theatres, museums Sport facilities Hospitals Kindergarten etc

11. Tasks of the counties Measures, which are beyond the means of smaller municipalities

12. Structure of Germany

13. Mistakes we made in Germany Too many financial transfers between the levels –Loss of responsibility for the expenditure and raising resources Joint projects between the national and federal state level. –loss of responsibility

14. Experiences from other countries South Korea Indonesia Russia Argentina Former Yugoslavia and the new states

15. Experiences Case: South Korea Implementation of self government on local level. Mistrust and fear of losing power Power transfer in steps Training for candidates and staff Lesson learned: Training, good preparation and political will make decentralization successfull.

16. Experiences Case Indonesia Decentralization by order of the (former) president Decentralization of parts of the health system (transport) Resistance of the administration of the higher level, because of losing power. Lesson learned: Convince the staff which give and take responsibility and power.

17. Experiences Case: Russia Federal subjects too heterogeneous Yeltsin: “Grab as much power as you can.” Dominant and corrupt governors without acceptance of central needs and without the political will to allow local self government. Reaction of the president: Recentralization and implementation of the “Commissioners of the President.” Lesson learned: The newly created units on the lower level have to be able to fulfill the new tasks and the smallest unit should not limit the scope of decentralization.

18. Experiences Case: Argentina Decentralization because of budget problems on the national level. No preparation, no experience, no competence on local level No financial, organizational and technical resources for task performance Lesson learned: Training of the staff and financial and technical conditions have to be prepared before shifting the task to a lower level

19. Experiences Case: Former Yugoslavia and the new states Decentralization by war Reason: over centralized system with suppression of ethnic groups and minorities. Lesson learned: Resistance against devolution of power to lower levels and ethnicities can not avoid separation. The best way to avoid war and conflicts is proactive decentralization.

20. Concepts of New Public Management (NPM) Lean State Separation of strategic from operational level

21. Concepts of New Public Management (NPM) Lean State Separation of strategic from operational level Product approach

22. Public administration provides services to citizens. Every activity of the administration should be defined as a service product. Every activity, which is not citizen oriented is a „waste“ of resources.

23. Concepts of New Public Management (NPM) Lean State Separation of strategic from operational level Product approach Customer orientation and service mentality

24. Customer orientation „The customer is the king.“. The citizen is a customer. Service mentality is needed.

25. Concepts of New Public Management (NPM) Lean State Separation of strategic from operational level Product approach Customer orientation and service mentality New model of control

26. New Model of control.

27. New model of control Separation between strategic and operative level Contract management Output control Controlling Benchmarking