行政管理的现代化的评估透明度外文翻译

1、金阪科枚号院毕业设计（论文）外文参考资料及译文题目:行政管理现代化的译文题目:行政管理现代化的评估和透明度学生姓名:学号：_专业：行政管理所在学院： 人文学院指导教师：职称：讲师2012年 月曰行政管理的现代化的评估透明度- -意大利和罗马尼亚的监督制度作者：Marco AMICI :意大利罗马第二大学 Marco MENEGUZZO :意大利罗马第二大学Lucica MATEI :罗马尼亚布加勒斯特国立政治研究与行政管理学院Cristina MITITELU :意大利罗马第二大学 摘要尽管行政管理中的政府与 市民的关系利益关系多种多样，并发生不断的变化，但是公共服务的中心仍然是“以客户为导向

2、”。随着新型公共管理模式的发展和行政部门的改革，一种崭新 的政府一一公民关系产生了。学者们想要证明并克服政府和公民之间利益的摩 擦，以实现高效的行政服务，但是以公民为中心的服务方案仍然不够健全。初看来，意大利和罗马尼亚在处理以公民为中心的服务和以质量为导向的持续改进计 划的实施显得很是凌乱。为了探索行政效能与公民的满意度和行政透明度之间的 因果关系，我们设置了一个评估优质行政服务的总体框架。本文介绍了当前政府行政管理实施的政策、模式和项目，并通过合理的分析引导政府采取措施进行改 革，并提出评价机制。关键词：质量；透明度；评估；政府一一公民关系；满 意度弓I言 随着公民意识和经济的发展，社会越来

3、越强烈地要求政府在行政管理 的过程中不断改进，提供更加强力、高效、高质的公共服务。政府和公民之间的 良性互动也成为保证政府行政高效、 权威的关键。因此，公开透明的行政管理时 加强公民参与与监督行政管理的重要手段。 公共政策和公共服务的发展一直以来 都收到新的行政观念和改革政策的影响。本文将主要着眼于以下几个问题的研 究：新的行政管理模式能够通过扩展公民参与行政管理的渠道和公开行政信息的 途径来达到行政高效、权威的目的？不同的政府采取的新的手段是否能达到公正 公开的预期效果？行政行为评价机制是由谁通过什么方式来实施的，而这种机制又是怎样促进近年来的改革的？ 1.1透明度和公民/政府模式尽管行政管

4、 理中的政府与市民的关系利益关系多种多样， 并发生不断的变化，但是公共服务 的中心仍然是“以客户为导向”。新型的政府管理模式下，市民被视作是当地政 府实施行政服务的消费者，市民希望政府通过不断的完善服务来提高行政工作效 率。而政府则把公民视为一个整体，认为公民就是特殊的消费者。最终，市民就 变成了渴求权利、利益和服务的消费者了。新型的行政管理模式讲求质量效益， 通过引入市场机制元素调整管理机构的内部结构来达到满足消费者的目的。总而言之，新的管理模式从形式上简化了行政管理，赋予公民个人更多的选择权利， 通过消费者为导向的公共服务模式影响了政府在决策制定。意大利和罗马尼亚提高质量和透明度的行政管理

5、模式过去的十年里推出的提升政府公共行政质量的举措满足了那些要求政府提供这种那种服务的团体的需求 和期望。以质量为导向的公共行政政策受到了来自文化和组织结构等因素的限 制。自下而上或者自上而下或者是两者的结合提升政府公共行政质量的方式是意 大利的国家组织文化和结构差异的典型例子。 这种机制，更加关注公共服务质量 的提升，服务的质量、服务态度、服务标准都被视为是评估公民满意度和公共服务质量的标准。政府近些年用来评估公民满意度的方式与以往大不相同，定期调查、热线电话、接待中心、网站投诉、服务投诉这些评价方式随着市民不断变化 的需求而相继建立。为了实现公共管理现代化的质量的目标，政府首先需要通过 参与

6、管理、公开信息、传播知识等方式增强公民关于公共行政的意识。罗马尼亚3.1质量提升 为了提升以质量为导向的行政管理，罗马尼亚以提高服务质 量的方式引入质量管理机制。这种质量评价是通过实现在在满足需求方面的成本 和数量以及服务质量之间的最佳比例来实现的。 提供公共服务质量的必要措施这 一原则被确定为评价政府服务质量的原则。19962006年间，罗马尼亚有111 条关于行政管理的立法改进得以确立。其中有超过51条是在公民关系领域中吸纳过来的，27条是从社区合作领域吸纳过来的。在罗马尼亚，业务方案从不同 的方面展现了改善公共服务质量提高公共服务效率的需要，同时，不断发展完善的行政权限和日益提高的客户服

7、务标准也要求提高公共服务的质量。最后，为了缩小公民公共服务效率满意度与期望值的差，我们需要监督公共资金的使用并对 资金的使用实行问责制。3.2透明度和评价机制 透明度和评价机制改革的 先决条件是公民在信息获取、信息咨询参与行政管理上获得权力，以保证政府在 资源分配上保持相对的透明度。2000到2004年期间，罗马尼亚创造了令人印象 深刻的阿森纳式透明制、问责制和反腐败制度，其中一部分产生了积极成果，但 是由于立法没有完全得到实施，这些制度并没有完全发生作用。仅2003年一年， 全国就有662447件关于申请公开公共利益信息的案件，其中97%勺案件都得到了妥善的解决。就行政系统的管理透明度而言，

8、电子政务的立法是一个值得注意 的举措。由于信息公开成为公众关注的焦点，罗马尼亚政府于1998年采取了社会信息计算机化和快速实施的国家战略， 这一举措得到了议会的高度赞许。但是 罗马尼亚依然面临着信息传播的问题和公民参与决策的问题。政府在各个领域内的活动被认为是软弱的，通过民意调查的显示，消极的舆论在公民中广泛存在。根据国家发展计划显示，75%勺公民认为腐败是行政管理中普遍存在的现象。4意大利4. 1满意度和透明度评估：一种战略性的需求根据2009年第150号的立法政令，它旨在对布鲁内特改革的执行和建立高效透明的意大利 行政管理，最终形成绩效管理循环。其目的是在人力资源，最后用户的满意程度 以及

9、行政管理的透明度方面对每一行政管理的结果进行测量和评估。对最后用户满意程度的强调需要政策的强有力的保障，行动的主要注意力应集中在发现行政 活动和服务的满意度上。所有的行政管理的执行和绩效循环的每一步骤都应保证 最大限度的透明度，包括机构网站组织机构各个方面数据的公开。 在下文中笔者 将要描述在新的行政改革中这两个方面的具体实例。4.1.1 评估满意度：展示你的心情对行政管理所提供的服务的满意度评估是布鲁内特改革中的一项基本的事务。消费者的满意观念意味着行政管理有多大的能力以一种积极主动 和全球化的方式触发一系列的行为， 这些行为旨在满足赌金保管人，公民和用户 的需求。为了达到这样的效果，需要由

10、公民测量行政管理的质量， 由此形成一种管理观念一一行政管理的目的就是为提高服务质量。公民对政策和服务的强有力的干涉在行政管理中变得越来越重要。公民在行政决策中的参与需要被认为是一 种战略性资源。在今后几年只有将服务计划和制定的重点集中在用户的身上，意大利的行政管理才会取得根本性的成功。布鲁内特的改革是一种传播消费者满意管理的手段。它最主要的的行动就是在 2008年建立了行政管理部门，该部门 旨在建立一系列的倡议去从不同的视角来研究行政管理。最重要的飞行员改革方案就是被公共行政管理部门称之为“展示你心情”的项目，这一项目在2009年首先被实施。它旨在在行政管理中配备能力和工具机制， 用以测量和评

11、估所提供 服务的质量。这一研究还应归功于通过表情符号对消费者的满意所作的细致研 究。正如Fountain所指出的一样，这种测量工具能很大程度的提升公民和行政 管理之间的关系，能促进行政管理更加透明和具有参与性。通过这种评估机制， 我们能很容易的发现行政管理中所存在的薄弱环节，能很快的总结出所提供服务 的重点，以及提高行政管理的整体效益。这种机制非常简单，公民通过选择合适 的表情符号来行使他们的否决权，而这些表情符号最能反映他们对所提供服务的 满意度。如果公民对第二栏表示不满意，那么就意味着存在这些可能的不满意的 原因。这些原因根据不同的渠道而发生变化， 表5就是一个很好的例子。尽管这 一评估机

12、制对公民有很多方面的好处，但是当仔细考虑其用途时，它又受到很多 限制和存在许多缺陷。首先，表情符号的使用需要一个有关消费者满意度的很庞 大的管理计划。这些工具需要其它传统工具的研究，主要集中在群体研究和抱怨 形式的研究之上。其次，尽管在这个飞行方案中这些重要的限制在数量或质量方 面似乎取得了成功。但它仅仅能被应用到对一些不太复杂的服务的评估之上。通过对最近两年的数据研究，每周大约7600万人中就只有平均12.2万人作了回馈。 到目前为止，共有848个行政管理组织参加了这个计划并且其中的 204个已经开 始了数据的收集。近来一个超过 2500个管理部门组成的网状组织均配备了表情 符号来评估消费者

13、的满意度。考虑到在 2009年仅有5个行政组织开始了这个飞 行方案，因此这种发展的趋势是积极的，数量的增长也是惊人的。考虑到有81%的公民表示对提供的服务持乐观态度，这一结果也是可观的。4.2 经营透明化：分享信息和彼此信任 2009年第150号立法政令第11章规定，绩效循 环管理需要尽可能的透明。上文所强调的透明化是指关乎行政组织每一方面的所 有信息都应普遍的公开。2009年第69号法令第21章规定以及2009年第150 号法令在第八段中进一步说明，每一行政管理都必须被强制公开， 公开的内容涉 及行政组织最重要方面的数据和图像。它们有义务告知行政管理部门和在行政管 理网站上披露有关进一步的行

14、动，结论等信息。这些信息的范围包括所有由行政 管理部门遗留的信息。它同样包含集中的计划和绩效考核计划的公开。这种透明化的运行方式的目的在于通过遵循立法需求来支持行政管理，从而保证前述法令的执行。它首先是在2008年由公共事务部长所提出的，他指出它由三个支柱所 组成。第一个支柱是有关方案的资料库。第二个支柱是在公司和公会中行政管理 部门所建立的股份监督机制，第三个支柱是对员工考勤的监督。根据前述2009年第150号法令第八章规定，对于绩效方案和透明化的监督有必要建立独立的监 督机制。在一个相对短的时间内强加给行政管理以义务是很有必要的。在任何情况下，目前透明化运营程度的评判将很有助于帮助我们理解

15、行政管理对行政透明 化的需求是如此的迅速。对近来官方数据的分析，将会给我们提供这一应用趋势的线索。前面几年的信息显示了一个积极的趋势，尽管对于这一增长的原因从图表中看并不明确，就如提供信息的行政管理的缺陷也不明确一样。2001年第165号法令第12节第53条规定，所有的行政管理都必须提供其信息即使是在 职工被授予任务的情形下也一样。这一规则似乎忽略了在2008年所有行政管理所提供的信息仅有 0.14%是消极的声明。尽管行政管理的数量是很难以被计算 的，但是断言被刻以提供信息的行政管理的数量在15000左右是合理的。因此在2009年这一战略的应用比例将会低于 30%相似性的问题将会影响透明化运营

16、中 与三个支柱有关的数据。根据2009年第69号法令第21条规定，所有的行政管 理都被要求在网站上发布每一个行政部门的出勤比例。为了监督这一出勤比例的有效实施，行政管理部门开始着手为数据的获得设置新的程序。在2009年，这一新的监督体系的平均回馈在 4179。考虑到在整个数量中，有被估计的数量存 在，因此这一体系的应用率仍低于 30%EVALUATION AND TRANSPARENCY IN PA MODERNIZATION:MONITORING THE MAIN MECHANISMS IN ITALY AND ROMANIAMarco AMICI , Marco MENEGUZZO , L

17、ucica MATEI , Cristina MITITELU1Uni versity of Rome Tor Vergata Rome, Italy2Nati onal School of Political Studies and Public Admi nistrati on Bucharest, Roma nia marco.amici un iroma2.itmen eguzz un iroma2.itlmateis nspa.rocristi na.mititelu un iroma2.itAbstract : Despite of variety of changes and i

18、nterests in PA citizen s relationships, tcommitments in public service delivery are more customeoriented With the developme nt of the New Public Man ageme nt paradigm and public sector reforms, a new model of Public Administration- citizen s relationship in public management is addressed. The schola

19、r astention to verify and overcome the gaps in PublicAdministration-citizens relations for a more effective quality in public servicedelivery is in creas in gly releva nt, but quality policy programs impleme ntati on for a more in tegrated citize n-cen tered service are still poorly developed. At th

20、e first gla nee the con ti nu ous improveme nt of impleme ntatio n programs deali ng with citize n-cen tered service and the quality-orie nted practices in Italy and Roma nia seems quite fragme nted. The argume nt sets the gen eral framework for assess in gquality service, explori ng the causal rela

21、ti on ships betwee n admi nistrative performa nee in terms of transparency and citizen satisfaction within the public administration, through the analyses on a first stage projects implementation and instruments of evaluation institutionalization. The paper presents a first initial overview on the c

22、urre nt quality policies, paradigms and projects for delivery of gover nment services for a citizens/customer development approach through a more integrated, easy-to-accessa nd pers on alized services and gen erates also, possible guida nee in methods in carry ing reforms, tools and mecha ni sms of

23、evaluati on.Keywords: quality, transparency, evaluation, PA-citizen relationships, customer satisfact ion.IntroductionThe rece nt trends en tails that the grow ing sophisticati on of citize n and bus in ess dema nds public admi nistratio n to recurri ng and continuing efforts to improve effect iven

24、ess, quality and efficie ncy of public service and most of the academic literature relates to the fun dame ntal role of tran spare ncy in better gover nance (Heald 2006) and the successful in teract ion programs betwee n citizens and public bureaucrats as the key concepts in order to guarantee high

25、level of effectiveness and efficiency. Therefore, openness and transparency has been seen as tools to enhance citize n participati on and percepti on about the services delivered.Public policy developme nt and public service delivery have bee n affected by the new public management (NPM) ideas and r

26、eform strategies that have resulted in a shift away from the traditional citizenship-based model of public services towards a consumerist model based on market-orie nted prin ciples (Brewer 2007). Address ing the trends in the literature on the variati on and continuous restructuring of the PA, the

27、article address the below mentioned questions: Do NPM model brings efficiency and customer satisfaction by creating new channels for citizen en gageme nt and tran spare ncy? Did the new approach chose n by differe nt gover nments produces the expected outcomes of higher performa nee and in creased t

28、ran spare ncy with better in clusi on of citizens in the administrative system? How and by whom the contents and mechanisms of performanee evaluation are directed and what kind of process the performanee evaluation has promoted in the last years of reforms?Tran spare ncy and citize n/ customer gover

29、 nment paradigmDespite of variety of cha nges and in terests in PA citize n s relati on ships, the commitme nts inpublic service delivery are more customer orie nted .In all repertoires of cha nges used by OECDadvisers, NPM articulates citize ns as customers of local gover nment services and seek to

30、 be more efficient in its delivery through continuous process improvements. Even though NPM is oftenhighly con tested (e.g. Box et al. 2001) it is clear that there is an in creased focus by gover nments on the citizen as a whole, and on the citizen as consumer in particular. The public gradually evo

31、lved from citize n to customer acquiri ng rights, clai ming ben efits and services (Wollma nn and Schroter 2000).NPM reaches the objectives of satisfy ing customer satisfacti on with quality effect iven ess and keep ing public well in formed about the acco un tability of end users, by simulta neousl

32、y modernizing the internal structure of the administration and by introducing market elements mechanisms. Overall, NPM programs seem to emphasize simplifying public administration and allowi ng in dividuals more choice and in flue nee on gover nmen tal decisi on-mak ing, through customer -oriented s

33、ervices. However, scholars usually agree that these change programs are far from being uni fied in content and directi on (Christe nsen and Laegreid 2001).The supermarkemodel -Producer/Customer Paradigm (Olsen 1988), that looks beyond NPM model, sees the government as service provider and people as

34、consumers, emphasizing that state should focus on reforms aimed at cost-efficie ncy and cater to con sumers by creat ing easy choices and giv ing them access to low-priced and good quality public services. On the other hand, the Government -Citizens Paradigm, sees at a beneficial development of the

35、conceptualization of the Producer-Customer Paradigm (Gore 1993) en capsulates the esse nee of the focused customer orie nted approach but offers more opport un ities and scopes for public service improveme nts. The citize n relati on ship man ageme nt (CRM) for PA can be a critical factor of success

36、 as is happe ning in the private sector. Applying these principles to transition countries may encounter additional layers of complexity. But the lack of tran spare ncy is not exclusive n either of develop in g/tra nsiti onal coun tries nor public/private sector. NPM is con troversial eno ugh even w

37、ith in Wester n coun tries in terms of the ben efits it allegedly brin gs.Quality improvement and transparency in Italian and Romania public administrationThe launch of in itiatives that have characterized the quality improveme nt in the last decades encountered needs and expectations of those entit

38、ies to which the institution is called upon to provide one or more services. Quality policies orientation has different unavoidable constrains, imposed by cultures and organizational structures in sustaining quality initiatives (significant differences in the actual organizational units). Decentrali

39、zed approaches (most frequently in Roma nia case) an d/or a top-dow n, bottom-up approach or a comb in ati on of both as in Italia n case are examples of differe nces in cultures and orga ni zati onal structures in respective coun tries.Most commonly the mechanisms addressing the improvement quality

40、 of public service, marked as charters, quality standards, performanee standards, service standards or similar docume nts are see n as substa ntial in strume nts for assess ing citize ns/ customer satisfact ion and a quality in dicator as well. The tools that gover nments have used in rece nt years

41、are differe nt, from the creati on of periodic surveys (qualitative in terviews), activati on of call cen ters, con tact cen ters, offices for relatio ns with the public, websites, service compla in ts, as per the cha nging resp onse of citize ns n eeds. Thus, a fun dame ntal step in order to achiev

42、e the goal of total quality phase in PA moder ni zati on is the in creased con scious ness of the citize n with the services through man ageme nt of projects, dissemination of knowledge, information transparency, uniformity of Ianguage assome of the eleme nts that feed a virtuous cycle to enhance di

43、alogue and comparis on betwee n the levels.RomaniaQuality Improveme ntTo improve Quality Orien tati on in Roma nian PA importa nt steps were made in in troduci ng the quality management tools by ensuring public services for citizens, through achieving the optimum ratio betwee n cost and qua ntity/qu

44、ality of public services in terms of meet ing the n eeds. Among the most used quality activities -a memorandum regarding “ Necessarymeasures for improv ing quality of public servicess adopted.watize ns Charters and a guide quality sta ndardfor self assessment CAF, as well as various strategic docume

45、nts have been adopted by the Gover nmen t (Nati onal Reform Programme 2007-2010) for achiev ing the Lisb on Strategy goals.In year 2004, CAF supported by Central Unit for Public Admi nistratio n Reform (CUPAR), was applied as a pilot stage project within two directorates of the Ministry of Administr

46、ation and In terior (MAI) and the Nati onal Agency of Civil Serva nts, and later, i n 2005, it was expa nded at the level of all mi nistries, prefectures, county coun cils (Matei and Lazar, 2011). Among the variety of quality tools for assess ing public participati on in Roma nia, prominen tly C.L.E

47、.A.R. program is designed for helping local governments and/or other organizations to better understand public participati on.s relati onshIn Romania, between 1996-2006, 111 PA legislative measures improvements have been established, out of which 51 and 27 measures were take n in the field of citize

48、 n cooperation with community respectively. In Romania the operational programs (OP ACD, 2007-13) are showing the need to improved quality and efficiency of the delivery of public services on a decentralized basis, also the development of new management competences and higher sta ndards of customer

49、service are n eeded to improve the quality of service. Fin ally, a greater focus on the use and acco un tability for public money is n eeded to n arrow the gap in citize n satisfact ion with the efficie ncy of public services.s relati onshTran spare ncy and evaluati on mecha ni smsThe main prerequis

50、ites for reformi ng the Tran spare ncy and evaluati on mecha ni sms are in troduced through i) the access to in formati on, ii)c on sultatio n and iii) civic participati on (Matei 2009) as well as, the allocati on of resource tran sfers to local authorities in a more tran spare nt manner in 2004.Dur

51、ing 2000-2004, Romania has created an impressive arsenal of instruments for tran spare ncy, acco un tability and an ticorrupti on and it seems that some of them gen erated positive results but still con siste nt problems related to the low impleme ntati on of the legislati on, limited administrative

52、 instruments are persistent. In 2003, 662447 requests of information of public in terests were addressed at n ati on al level, out of which 97% are solved favorable (Matei 2009).The legislation on e-government (2001) was a noteworthy step for the principle of tran spare ncy at the adm ini strative s

53、ystem level. As far as the ope nn ess is concern ed, adopt ing in1998 the National Strategy for Computerization and Rapid Implementation of the Information Society is appreciated by the Commission, but Romania is still confronted with problems of Gover nment s activity with in differe nt fields is p

54、erceived as being weak, n egative opinions of the citizens have been shown through opinion polls. As per as National Plans for the development shows, 75% of the citize ns perceive corrupti on as a gen eralized phe nomenon with in the admi nistrati on (Matei, Matei and Savulescu, 2010).ItalyAssess in

55、g satisfacti on level and tran spare ncy: a strategic n eedThe legislative decree 150/2009 impleme nti ng the Brun etta reform and aiming at streamli ne the efficie ncy and the tran spare ncy of the Italia n public admi nistratio n brings in the performa nee man ageme nt cycle. It aims to measure an

56、d assess the results of each public adm ini strati on un it in terms of efficie ncy of the huma n resources, satisfact ion level of the final users and tran spare ncy of its action. The accent on the satisfaction level of the final user requires the enforcement of policies and actions focused to det

57、ect their satisfaction level for the activities and services provided. It also concerns the development of qualitative and quantitative relations with the citize ns through collaborative and participative forms of en gageme nt. All the public adm ini strati on in impleme nting and man agi ng each st

58、ep of the performa nee cycle n eed to assure the maximum level of tran spare ncy, in cludi ng the publicati on on their in stituti onal web site of a series of data concerning the differe nt aspects of the orga ni zati on. In the n ext paragraphs will be described some con crete in itiatives and pro

59、jects aimi ng to impleme nt these two aspects of the new admi nistrative reform.Assess ing satisfact ion level: Show Your FaceThe assessment of the satisfaction level for the services provided by each public admi nistrati on un it is one of the fun dame ntal objectives of the Brun etta reform. The c

60、on cept of customer satisfact ion refers to the capacity of the public adm ini stratio n to trigger in a proactive and global way a series of acti ons aiming to satisfy n eeds and dema nds coming from the stakeholders, citize ns and users .In order to do so the public adm ini strati on n eed to be e