Contemporary Public Administration Management
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This programme is an advanced course for leaders and policy makers in the public sector. It is designed to enhance the efficiency, accountability and responsiveness of organisations, expanding the influence of their work and enabling effective implementation. It is an essential course for capacity building in order to better serve the public.
- Strategic Leadership
- Quality Management in the Public Sector
- Policy Implementation
- National vs. Local Government Dynamics
- Economic Development
- Anti-Corruption Strategies
- Strategic HR Management
- Decision Making Process in Public Administration
- Executive Communication Skills
- Conflict Resolution
- Public-Private Partnership (PPP)
- Means to Improve Public Services
- Scenario Planning in the Public Sector
- M & E (monitoring and evaluation)
- Marketing and Competitive Strategies in the Public Sector
Who should attend
- Government officials
- Policy makers
- Decision makers
- Heads of organisations
Corruption and Integrity: an Analysis and Understanding of Contemporary Issues
Corruption damages government and it damages business. Globally corruption is big business and big politics. Corruption is estimated to cost 5% of global GDP (about USD $3 trillion): about $1 trillion per year is paid in in bribes; unscrupulous political leaders skim about $40 billion per year, and corruption adds up to about 10 per cent of the total cost of doing business globally.
Corruption is the trading of entrusted authority for personal gain, which distorts the making of public policy or the implementation of public policy. Corruption follows opportunity. Among other things corruption hampers economic performance, discourages investment, reduces tax revenue, distorts services, damages the environment, weakens judicial integrity and the rule of law. The effect of corruption is that it diminishes the quality of life, fosters inefficient public administration and very importantly, diminishes trust.
Corruption exists in both rich and poor countries, but the dynamics are very different.
This course will delve into these issues as well as introduce participants to the analysis of corruption, and through the use of examples provide the skills to classify and understand different types of corruption. This material will help to lay the foundations for more in-depth responses to corruption and the building of integrity in different contexts. Following on from understanding and analysing corruption the course focuses on prevention and responding when corruption is present.
The focus of this course will be on two dimensions.
First it will introduce participants to the systematic study of corruption, and second, it will introduce students to the processes involved in building integrity in organisations.
Through the use of examples it will provide the skills to classify and understand different types of corruption. This material will help to lay the foundations for more in-depth analysis so that participants will have an understanding of what is involved in preventing and responding to corruption.
Building integrity is more than the mere absence of corruption, and the focus here will be on instruments, processes and structures to develop organisations in which integrity is the norm, and not some desirable but unattainable objective.
- Describe and illustrate different concepts, definitions and measures of corruption
- Move beyond description of corruption to strategic analysis
- Systematically classify corruption types and settings, so as to respond appropriately
- Evaluate interventions to control corruption, and explore prevention strategies
- Understand how to move from anti-corruption to building integrity
Who should attend
- Middle level civil servants
- NGO officials
- Personnel in business who are responsible for interacting with governments in fields such as procurement or regulation, or who regularly transact any sort of business with government
- People in business whose responsibilities involve management and the development of organisational standards and ethical conduct