Perched on top a 60 meter column in a bustling square on the waterfront of Barcelona sits a magnificent statue of Christopher Columbus. With one hand clutching a map and the other pointing towards the horizon, the statue is the perfect image of a great explorer leading his fleet to the new world. History has been kind to Columbus and has bestowed on him the credit of discovering the new world.
Public Sector Management
Public management is a curious mix of uncertainty and dogma. Uncertainty — about how to structure public sector organizations, about how to link the budget to performance, about how to motivate employees — is quite appropriate given the weak theoretical basis and the even weaker empirics, and thus the frequent changes of direction on these topics are hardly surprising.
There are several issues that I would like to comment on regarding the emerging WBG Public Sector Management (PSM) approach and point out the synergies between the OECD approach and the PSM one.
A great deal of the debate about strategies for public management reform in the developing and emerging economies of the world reminds me of debates in the Marxist movement at the start of the 20th century about whether or not countries had to go through certain “stages” of development.
The World Bank is updating its approach to public sector management. The aim is better World Bank support for governments seeking to improve public sector results: results needed for citizens' today through improved health, education, agriculture and transport services; and the less obvious but equally critical results such as fiscal stability which maximize the prospects that those results will still be delivered tomorrow.