1. PAR Meeting Bratislava 19 – 22 April 2004 Comparative experience within UNDP PROGRAMMING PAR IN FRANCOPHONE TRADITION Presented by Delphine OUANDAOGO PROGRAMME ANALYST UNDP CO BURKINA FASO

2. CONTEXT As Country in democratic trqnsition Burkina Faso PAR is one of the major priorities of good governqnce qgendq.

3. POLITIC WILL PAR PROGRAMMING PROCESS  It seems that since democratisation reforms engaged since 1991 the National Authorities are always looking for the best way to address PAR issues, namely by restructuring the minister in charge of this sector: 1. From Minister of Public Function 2. Minister of Administration Modernization 3. Minister of Public Function and Institutional Development 4. To now Minister of Public Function and State Reform the country decision makers have initiated a reform of the administration called Global Public Administration Reform supposed to bring the following planned changes

4. UNDP CO SUPPORT PROVIDED THROUGH 1. BKF/91/00: Support to public administration modernization 2. Formulation of good governance national plan (PNBG 1998 - 2003) with targets objectives on PAR 3. BKF/98/005:Support to PNBG implementation

5. MAIN PURPOSE OF PAR To make Public administration more performing, transparent and accountable. To achieve this purpose the following major PAR programming priorities Were identified

6. I.On the organizational side Measures to adapt missions and role of Ministers and Administration structures to achieve more rationality, coherence and efficiency for example Restructure the Ministers departments and mqke clear definition of the mission of each government members.

7. I. On the organizational side (suite) Procedures and methods to reinforce the administration transparency and the system of accountability It was on this point to develop practices or various tools

8. Improvement of career management system by using tools and incentives merit criteria for recruitment and promotion; depolitization of public administration; Promotion of accountability culture and impartiality for public management I. On the organizational side (suite) there were needs for

9.  Reduction of public interventions in the productive sectors ( State must focus on its regalian functions, play a regulatory role…) II. IN THE MANAGEMENT SIDE

10.  Creation good management practices; promotion integrity and transparency values; fight corruption, nepotism, and patronage; reinforcement of the State General Inspection Service; effective application of all the rules related to the values good management of public affairs II. IN THE MANAGEMENT SIDE (suite)

11. RESULTS ACHIEVED I. Legislation on Global Organization of the Public Administration issued and disseminated the modalities of state interventions and the repartition of competencies between the state and the other development actors; the juridical regime on employment and civil service; the norms of creating, organizing and managing public administration structures; organizing and managing public administration structures;

12. RESULTS ACHIEVED I. Legislation on Global Organization of the Public Administration issued and disseminated Rules orienting decentralization; Rules related to the privatization of public enterprises, which help to clarify and make more central the role and the missions of the state; Rules defining government members

13. RESULTS ACHIEVED II. Practical and organizational measures Design and implementation of a functional human resources management system, mainly by applying the new career plan that valorizes professional merit through remuneration and position in the hierarchy. New salary and indemnities payrolls that has resulted in the increase of staff revenues;

14. Integrated system for administrative and payroll management for civil servants which contributes to decrease long treatment process of careers issues, increase the reliability of the unique data base for civil servants and increase the quality of services of the salary payment office;

15. Computerizing of the expense process, decentralization of the financial control services, building of tax collection offices, the equipment in computers of the offices of the Minister of Finances and Civil Service. Training of economist journalists and administrative decision makers in administration global reform; Equipment of the “Journal Official” Practical and organizational measures (suite)

16. Integrated system for administrative and payroll management for civil servants which contributes to decrease long treatment process of careers issues, increase the reliability of the unique data base for civil servants and increase the quality of services of the salary payment office;

17. Creation in all the ministers of technical inspection services of controlling technical, administrative and financial management; Creation of a human resource direction in each minister

18. Theses Results were achieved with lacks of initials expectations Lack of regulations for the reinforcement of laws related to the administrative reform; Management of unsuccessful staff and lack of provisional management of human resources; Many staff members lack probity and integrity ;

19. Results were achieved with lack from PAR programming expectations Lack of motivation and respect of principle for career management based on merit; Lack of rigor in the elaboration or use of the new administrative management tools (programmes of activities, contracts of objectives, board tables, procedural manuals, activities reports …). Insufficient capacity of the State General Inspection to efficient plays it role in the control of the public expenses

20. In this regard, it seems necessary to Finish ongoing reforms, consolidate and capitalize results obtained; Carry out a real congruence between behaviors, mentalities and the new requirements of good governance, particularly for the relations between the administration, users and society; Pinpoint aim at more qualitative results, mainly assuring a coherence between policies and harmony of strategies (e.g., administrative deconcentration and territorial decentralization) Undertake normative measures that aim to increase the pertinence and coherence of the state reform and the reorganization of the public administration.

21. In this regard, it seems necessary to and Carry out information, awareness, education and training activities to support choices taken and get the ownership of all actors so that they take responsibility in a judicial manner. Improve the quality of the services in order to establish a public service culture; Undertake actions to reinforce good moral of public service staff, mainly by writing ethic and deontology codes, the capacity building of control structures and actions against corruption, fraude abuse.

22. Majors Lessons Learned from PAR Programming The main lessons learned from this experience through the evaluation of the NPGG are: Changes in their big majority are incomplete, fragile and sometimes insufficiently adapted to the new requirements Congruence between good governance principles, public authorities’ decisions and operational models of administration is far for being achieved It is still necessary to search for a greater efficiency of the institutions and state administrations, in order to optimize their impact and effectiveness in the promotion of sustainable development and poverty eradication

23. 1. Make operational the new redefinition of the role and missions the state compared to that of other national development actors that are local collectivities, private sector and civil society organizations. 2. Modernizes and make better the structures, the functioning and the management of public administration. 3. Increase the transparency of public administration. 4. Carry out the deconcentration of public administration. 5. Develop the qualitative dimension of the human resources management. 6. Train all the staff of all incumbent administration and the members of socio-professional organizations in order to get them better understand the requirements and stakes (enjeux) of economy globalization and privatizations. 7. Reinforce the national integrity system. Seven intervention axes follow: