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Volume 29, Nos. 1-2
January - June 2008

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EROPA Holds 2008 Seminar, Ties with Asia-Europe Foundation

The Eastern Regional Organization for Public Administration (EROPA), in partnership with the Asia-Europe Foundation (ASEF), will hold its 2008 Seminar in Manila, Philippines on 23-25 October 2008.

Pursuant to the decision of EROPA’s 53rd Executive Council in November 2007 in Tehran, Islamic Republic of Iran, EROPA pilot-tests the implementation of a seminar with more specific issues. This year, EROPA will hold a three-faceted seminar called “Governance in a Triptych: Environment, Migration, Peace and Order.” The EROPA Secretariat in the Philippines, in consultation with the University of the Philippines-National College of Public Administration and Governance (UP-NCPAG), Career Executive Service Board (CESB), and the Civil Service Commission (CSC), adopted the three issues as they are among the major concerns of EROPA member countries, as well as other countries in the Asia-Pacific. The seminar aims to bring together experts, government practitioners, academicians and other stakeholders to discuss issues and prospects in the governance of environment, migration, and peace and order.

Partnership between EROPA and ASEF is particularly concerned with the environment sub-theme, which is being organized by Dr. Ebinezer Florano, Assistant Professor at the UP-NCPAG and ASEF focal person, for the ASEF “International Experts’ Workshop on the Study and Practice of Environmental Governance in Europe and Asia.” The workshop is aimed at “developing a teaching program for higher education in Environmental Governance.” Established in 1997, the ASEF aims to “promote mutual understanding, deeper engagement and continuing collaboration among the people of Asia and Europe through greater intellectual, cultural, and people-to-people exchanges between the two regions.”

This year’s occasion will focus not only on the seminar, but also the 54th Executive Council meeting of EROPA which will be held on 22 October 2008. The events, which will take place in Traders Hotel Manila, will be hosted by the Philippine Civil Service Commission in cooperation with the UP-NCPAG and CESB.
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CEO Program Now a Presidential Award
Career Executive Service Board, Philippines

Renamed as Gawad CES, the Outstanding Career Executive Officers program has been upgraded as an annual Presidential Awards program for the members of the Career Executive Service (CES).

On 28 March 2008, President Gloria Macapagal-Arroyo signed Executive Order No. 715, establishing the Gawad CES as a mechanism to pay tribute to outstanding CES eligibles and officers whose exemplary accomplishments lead to positive innovations in public management and contribute to sustainable socio-economic developments that ultimately improve the quality of life of the Filipino public.

With the upgrading of the Award, Malacañang has underscored the vital role of the career executive service in “bringing change in the bureaucracy where it is needed, expertise where it is missing, and leadership where it is wanting.”

The Career Executive Service Board (CESB) has now opened the nominations for this year’s first Gawad CES, and has set 13 June 2008 as the nomination deadline. This year’s Committee on Awards is composed of CES Board members Rolando Metin, Maria Paz Foronda, Development Academy of the Philippines President Antonio Kalaw, former DBM Secretary Emilia Boncodin and two other private sector individuals who are distinguished in their respective fields. The first batch of Gawad CES recipients will receive their awards in Malacañang during the CES Anniversary celebration in November this year.
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GOVERNANCE IN A TRIPTYCH
Environment, Migration, Peace and Order

Many governments from the different parts of the globe have embraced governance as a mechanism to achieve development. However, despite the adoption of governance as a development framework, which has been argued as an effective tool towards development, massive poverty and underdevelopment have remained a prevalent challenge to many countries. This could be due to problems in terms of financial resources, gaps in terms of capacity of human resources, problems involving rampant corruption, or lack of transparency and accountability, among others. Or it could also be that the strategies or approaches adopted to achieve effective governance were not the most appropriate given the prevailing socio-economic or political situation in the country. Given these circumstances, it is imperative to review how our governments do “governance” and understand what and why problems exist in order to take necessary and appropriate measures to address them.

As a response to this challenge, this year’s EROPA Seminar has been conceptualized to dissect governance issues and problems, recommend solutions to address such issues, and discuss various ways to implement the governance framework effectively. Furthermore, this is a means for EROPA to continue what it started during the World Conference on Governance (World COG) in 1999 which adopted the theme “From Government to Governance.”

In order to provide the seminar participants with meaningful learning experiences which they can perhaps make use of and apply to their home countries, this seminar shall specifically look into three important governance imperatives that currently appear to be the major concerns of EROPA member countries, namely: 1) environment; 2) migration; and 3) peace and order.

ENVIRONMENT

Contemporary issues on environmental protection originate from the concept of sustainable development which means “meeting the needs of the present generation without compromising the ability of the future generation to meet their own needs.” Environmental Governance is mainstreamed as it is seen as a critical factor in the attainment of sustainable development.

Discussions in this subject shall include: the role of the various stakeholders in environmental protection (the government, private sector, civil society, and academe); the governance of the commons (air, water, land, etc.); and multilevel environmental governance (local, national, global levels), among others.

The Role of Various Stakeholders in Environmental Governance

Various sectors like the academe, government, business, and civil society organizations, among others, are stakeholders in the governance of the environment. Given their different nature and orientation, each has a respective role to play in protecting the environment and in mainstreaming Environmental Governance. This sub theme shall discuss these respective stakeholders’ roles and check on what aspects can these stakeholders cooperate.

The Governance of the Commons: Earth, Water and Air

There are different approaches to the management and protection of specific environmental thematic areas. For example, the management of the marine environment is different from the management of the forest lands; likewise, there are differences in the approaches to preventing air pollution and solid waste disposal. The various best practices, experiences and approaches to the governance of specific environmental thematic areas shall be the focus of this sub theme.

Environmental Governance: Local, National and Global Levels

Environmental Governance is practiced in global, national and domestic settings. Global environmental governance can be observed through the presence of environmental governance systems, and various multilateral environmental agreements. On the other hand, national and domestic environmental governance is carried out through respective national, provincial, and city laws, policies and strategies. This sub theme shall focus on issues including: the implementation of global, national and local laws at their respective settings; and the implementation strategies that have so far been recorded to be effective and successful.

Curriculum Development on Environmental Governance

This shall be a discussion focused on the development of a higher education curriculum on Environmental Governance. Practitioners, academicians and other stakeholders are encouraged to join the discussion to solicit diverse views which may be integrated in the curriculum.

MIGRATION

Migration, particularly labor migration, poses major impacts on the economic and social development of both the country of origin (sending country) and the country of destination (host country). While migrants benefit economically, the host country also benefits in terms of the migrants’ contributions to the host country’s labor force. How these benefits are maximized by both the sending and host countries will depend to a large extent on the governance strategies that are put in place.

The attainment of development in this case is primarily dependent on the migrants, particularly migrant workers. As catalysts of development, it is just and proper that migrants are empowered and their rights are protected and respected toward making development more attainable.

Attaining development through labor migration and protecting migrant workers require the understanding of the migration process, and its social and political impacts. Therefore, two major topics on migration (discussed below) are being prepared for this year’s seminar. These topics capture both sending and host country experiences in dealing with the migration process and its impacts.

Managing the Migration Process: Host and Sending Country Experiences

The experience of many Asia-Pacific countries shows that annually, hundreds of thousands of their workers leave in search of overseas jobs. Thus, the problem of properly monitoring the movements of these workers, their proper documentation, their protection from exploitation by recruitment agencies, and worse, the possibility of them being victimized by illegal recruiters and, therefore, their illegal departures and entry to receiving countries, are concerns that require national attention by sending countries. On the other hand, ensuring that these workers, once overseas, are properly employed, their employment benefits are duly delivered to them by their employers, that they are not exploited, as well as ensuring that they behave in accordance with the customs, practices, and rules and regulations of host countries are concerns that should be properly attended to not just by the sending countries but by the receiving countries as well.

All these governance issues shall be the subject of this sub theme. For the purpose of the seminar, eight country presentations can be made on this topic: four papers by labor sending countries and four papers by labor receiving countries.

Managing the Socio-Economic and Political Impact of Migration: Host and Sending Country Experiences

Labor migration has both costs and benefits to the sending and receiving countries. The costs to the sending countries can be in the form of brain drain and family disorientation or break-up, among others; while the benefits include improved standard of living for the families owing to the dollar remittances that come in regularly. To the host country, the cost can be, among others, the intrusion of cultural practices inimical to society even as the country’s economic and industrial development is hastened by the entry of most needed manpower. How these concerns and issues are managed shall be the focus of paper presentations for this topic. For the purpose of the seminar, eight country presentations will be made: four on the experiences of labor sending countries and four from the labor receiving countries.

PEACE AND ORDER

Peace and order issues have long been considered as immediate concerns common to many countries of the globe. Insurgency and crimes have remained as major problems, caused much trouble both to the government and the people, and hindered the attainment of development.

As public administration is encompassing in nature, it involves every aspect where public service delivery is concerned. Providing a safe environment and a feeling of security to the people is one of the services that the government has to give to the public. This would mean eliminating, or at least minimizing the effects of, insurgency, crimes and other forms and sources of violence and insecurity.

This part of the seminar is aimed at providing an opportunity to discuss the different activities in eliminating security and order problems. After the sharing of ideas, practices and strategies, it is hoped that participants find the topics helpful in the peace and order management efforts in their respective countries.

Drug Abuse Prevention and Management

Drug abuse leads to various societal costs apart from the physical harm it poses to a person who is under the influence of prohibited drugs. Abuse of drugs often results in involvement in crimes which in turn cause insecurity to the public. Drug abuse prevention and management is just one of the measures to address crimes. Thus, the seminar has set a sub theme that will discuss the efforts and experiences of various countries in this respect.

From Rebellion to Compliance: Managing the Insurgency Problem

Insurgencies have been a threat to peace and order and impeded development. Investors fear establishing their businesses in places occupied by long-standing insurgency and rebel groups. Tourism is under threat and tourists refuse to visit places which are notoriously known for kidnapping incidents, bombings, etc. Civilians suffer from and are displaced due to the struggles between military and rebel groups. These are among the ill effects of insurgency.

This sub theme provides a venue for the discussion of neutralizing insurgency through sharing of country strategies and preventive measures that are found effective, so that they may be replicated in other countries where applicable.

Achieving Effective Crime Prevention

A criminal act is irreversible; once the damage has been done, there is no way to bring a situation back to its normal and safe state. Given this premise, it is more important to prevent the occurrence of a crime than to solve it or seize the perpetrator when the crime has been committed.

This sub theme on the governance of peace and order is allotted to the discussion of country experiences concerning effective measures and strategies on crime prevention. It is expected that these effective crime prevention strategies will be used as benchmarks that may be adopted by other countries in pursuing their crime prevention efforts.

Managing Political Destabilization

Destabilizing government is common to many countries. Often driven by political motivations, government destabilization may cause interference in delivering public services. Thus, it is important to address this in order not to make the public suffer because of the political and often personal interests of the few. This sub theme is therefore considered under “Peace and Order” because it concerns security of the government, as well as security of the people.
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DPADM Congratulates UNPAN Asia and Pacific

The United Nations Public Administration Network – Asia and the Pacific (UNPAN Asia-Pacific) reached a “significant milestone” as it contributed more than 10,000 documents in the UNPAN Portal.

In March 2008, Mr. Guido Bertucci and Ms. Haiyan Qian, Director of the United Nations Department of Economic and Social Affairs-Division for Public Administration and Development Management (UNDESA-DPADM) and Chief Manager of the UNPAN Portal, respectively, sent their congratulations to the Online Regional Centers (ORCs) of the UNPAN Asia-Pacific. The ORCs include the Centre for Good Governance (India), Eastern Regional Organization for Public Administration (with Secretariat in the Philippines), United Nations Economic and Social Commission for Asia and the Pacific, and the Regional Cooperation for City Informatization (China).

In an email transmitting the UNPAN Progress Report for February 2008, Bertucci and Qian wrote: “UNPAN Asia-Pacific is the first of the UNPAN ORCs to have reached this significant milestone.  In addition, UNPAN Asia-Pacific documents are consistently among the most downloaded documents.”
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Who's Who in EROPA
As of June 2008

Mohammad Hassan Pasvar
Chairman of the EROPA Excutive Council.

Patricia A. Sto. Tomas
Secretary-General of the Eastern Regional Organization for Public Administration.

Govinda Prasad Kusum
Secretary of the Ministry of General Administration (MOGA), Nepal

Jang-Sik Chung
President of the Central Officials Training Institute (COTI), Korea; Vice Chairman of the EROPA Executive Council.

Shinobu Shiikawa
President of the Local Autonomy College (LAC), Japan

Nguyen Trung Dieu
President of the National Academy of Public Administration (NAPA), Vietnam

Sombat Thamrongthanyawong
President of the National Institute for Development Administration (NIDA), Thailand

Shinichi Ono
President of the Japan Intercultural Academy of Municipalities (JIAM), Japan

Chiba Yoshihiro
Director of Council of Local Authorities for International Relations (CLAIR), Singapore

Sa Bali Abas
Director General of Public Service Department, Brunei Darrussalam

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The Japan Intercultural Academy of Municipalities (JIAM)

“At the foot of Mount Hiei, facing Lake Biwa, JIAM is blessed with a tranquil environment, a substantial facility with superlative instructional equipment, and conveniently accessible. I earnestly hope that all those concerned will continue to take advantage of the invaluable opportunities available.” ~Shinichi Ono, President **photo courtesy of JIAM.

A Brief History

The beginnings of the Japan Intercultural Academy of Municipalities (JIAM) can be traced back in December 1989 when the Japan Municipal Development Corporation (JMDC) aimed to create a training facility to enhance the ability of municipal personnel in meeting the demands of an internationalizing society. Therefore, in 1992, the JIAM Secretariat was established in Otsu. After one year, JIAM opened as a fully-operational training institution in April 1993.

Mission and Objectives

Since its establishment, JIAM has been committed to achieve its objectives, that is “to help develop municipal government personnel’s administrative capacity to respond appropriately to the rapidly evolving needs resulting from the recent internationalization of Japanese society, as well as nurturing local governments’ overall management ability through integrated study opportunities addressing a wide range of municipal development goals.”

Management

The responsibility for JIAM’s overall management and operation is assumed by the Japan Municipal Development Corporation. In doing so, the JMDC cooperates with the Japan Association of City Mayors and the National Association of Towns and Villages. Furthermore, the JMDC receives support from the Ministry of Internal Affairs and Communications, other government ministries and numerous affiliated bodies, and funding from the proceeds of the annual “Summer Jumbo” national lottery.

Trainings

JIAM’s main activities are on trainings aimed at increasing municipal government workers’ competency and level of job performance and assisting structural and managerial reforms in municipa-lities.

The Intercultural Training Program is designed for participants to better their understanding of international issues, nurture their ability to properly manage regional internationalization matters, improve their skills in managing international exchange and cooperation, and multi-cultural society related issues, and improve language skills (English) for smooth communication in foreign language.

The Practical Administrative Training Program is categorized into four, namely: “Governmental Reforms,” “Strategic Policy,” “Problem Solving” and “Professional” groupings. This program emphasizes efficiency in local government, and structural and managerial reform.

JIAM also conducts Special Seminars and Training Programs for municipal assembly members.
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REFLECTIONS' CORNER

A Call to Public Service
Prejean A. Prieto
EROPA Secretariat

On 2 May 2008, Myanmar faced one of the most heartbreaking tragedies in Asia—the tragedy of the cyclone Nargis. The cyclone left more than a hundred thousand deaths and made millions homeless. It denied the desperate survivors food and other basic necessities and, worse, made them creep to pain and sickness. Reports said that, in total, millions of people have been affected by the catastrophe.

Not so long after the Myanmar cyclone, on 12 May 2008, Chinese people were caught in a similarly heartbreaking disaster brought by the Sichuan earthquake measured at a magnitude of 7.9-8.0 on the Richter Scale. With hundreds of major aftershocks, some almost equally strong as the initial earthquake itself, an estimated 70,000 people died, as of June 2008. Millions of people were made homeless as houses and other structures collapsed.

In the middle of May, typhoon Cosme rattled the provinces of Pangasinan and Zambales in the Philippines. The typhoon also caused fatalities and made people homeless, although these were very minimal when compared to those in Myanmar and China. In the latter days of June, typhoon Frank battered the provinces of Iloilo and Aklan, still in the Philippines, and caused the sinking of a passenger ship which recorded hundreds of casualties.

Tragedies and disasters, with all the ill effects they bring with them, have major implications to public administration and governance. The people are at stake in the advent of naturally-occurring tragedies. Catastrophes ruin school buildings; thus, delivery of education services are hampered or delayed. Food, water, shelter and other basic necessities are needed; thus, the bureaucracy has to find means to help and provide for the people. Lack of electricity and water brought by these natural calamities usually lead to poor sanitation and its further effect which is sickness or disease, not to mention the need for government intervention in terms of reinstalling electricity and water works.

To all these urgent human security concerns, governments, with the help of the private and non-government sectors, take equally urgent actions and provide all these emergency services to survivors, victims, left families of fatalities, etc., whatever we may call them. Public administration becomes very “tangible” and “visible” everytime a calamity or catastrophe has occurred. This is because people straightforwardly see that the government works to address the needs of the people after every force majeure.

For public administrators and officials, service delivery (disaster management) after a calamity is a double effort for the service delivery that is already in place. But do the people see it the same way as the public servant sees it? Or do the people think that the government works only after the occurrence of a calamity?

People cannot be blamed if they have imbibed in themselves the cynicism that they have been accustomed with due to observed corruption, dysfunction, inefficiency, etc. But no one says it’s too late to change the mindset and gain (or probably regain) the trust of the people—the challenge is on the government to do it.

The government is in the best position to show that public service is not on a “calamity” basis. It has to prove to people that public service is on a daily and 24-hour basis.

Regulating traffic is a form of public service. Government rural health centers offering free health services are doing a public service. Protecting the forests, the oceans, and the biodiversity is public service. Collecting taxes and using the same to fund future services is public service. Issuing permits and licenses is public service. Maintaining peace and order is public service, as well as protecting employees from possible encroachment of their employers or from illegal recruiters. Collecting garbage from our houses and offices is public service. Fighting corruption or simply not being part of one is public service.

The list of public services is long, and all these public services are known to many. But what may seem to be “public service” to the service provider may not always seem as one to the service recipients. Because for the people, a real “public service” is one which is twinned with values of respect, competence, and integrity, among others. And these probably are the missing links that make the people think that the supposed public services they receive are not really public services. If public servants put these values in their everyday work, a bridge to the public is formed and this makes them think—and feel—that a real public service is in place.

We don’t need the battering of the winds and rains to make us realize that commitment should come with the services we provide. We don’t need the shaking of the earth to make the public feel that they are valued. We don’t need a disaster to make us serve with passion, integrity and commitment. Typhoons, earthquakes, and disasters—who needs them? We don’t need them, do we?
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Korean Government Restructured
COTI Now Under MOPAS

In February 2008, the inauguration of Honorable Lee, Myung-bak as Korea’s new chief executive was held. With the aim of promoting national advancement, Pres. Lee saw the restructuring of the Korean government as among the strategies of doing so.

In order to form a more efficient and maintain an updated government in a continuously globalizing world, the Korean government implemented a comprehensive restructuring. The restructuring of the Korean government led to the creation of “bigger” agencies as a result of merging of “old” or already existing agencies. New ministries were introduced, while others were abolished. From a total number of 56, top government agencies now count 43 after the restructuring.

The new Ministry of Education, Science and Technology is a product of the merging of the Ministry of Education and some offices under the Ministry of Science and Technology.

The new Ministry of Culture, Sports and Tourism is now responsible for the functions of the abolished Government Information Agency.

The Health and Welfare Ministry and the Government Youth Commission were merged and now form the Ministry of Gender Equality, which is tasked to promote and realize gender equality in Korea.

Some of the functions of the Ministry of Maritime Affairs and Fisheries were assigned to the Ministry of Food, Agriculture, Forestry and Fisheries.

Some parts and functions of the Agricultural Ministry, Construction Ministry, Maritime Ministry, and Ministry of Government Administration and Home Affairs were merged to form the Ministry of Land, Transport and Maritime Affairs.

The Ministry of Government Administration and Home Affairs, the Civil Service Commission, the National Emergency Planning Commission, and the Information Protection Agency were merged. This merger resulted in the creation of the Ministry of Public Administration and Security (MOPAS). Formerly under the supervision of the Civil Service Commission, the Central Officials Training Institute, which houses the EROPA Development Management Center, is now under the supervision of MOPAS.

*This article heavily relied from reports in COTI Higlights.
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UPDATES ON PEOPLE

MR. CHUNG, JANG-SIK President (Vice-Ministerial Level) Central Officials Training Institute Republic of Korea 2-1 Joongang-dong, Gwacheon City, Gyeonggi Province, 427-726, Republic of Korea Tel: +82-2-503-8001, Fax: +82-2-500-8600, Mobile: +82-10-3727-3205, E-mail: jschung@mopas.go.kr

In March 2008, Mr. Chung, Jang-Sik was appointed the new president of the Central Officials Training Institute (COTI), which plays a pivotal role as Korea’s leading organization for public service training and development. Mr. Chung is responsible for cultivating creative and competent leaders for an advanced Korea.

Mr. Chung received his B.A. in Economics and M.P.A. from Seoul National University. He completed the Graduate Program in Economics at Kiel University, Germany. He has finished a Ph.D. course in Economics at Daegu University, Korea.

He joined the Korean Government in 1972 by passing the Higher Civil Service Exam for Administrative Service.

Throughout his thirty-five years in both the central and local governments, he has held numerous important positions such as Mayor of Geochang County, Gyeongsangnam-do Province; Assistant Secretary for Government Administration, the Office of the President; Director of the Finance Division, the Ministry of Home Affairs (MOHA); Mayor of Sangju City, Gyeongsangbuk-do Province; Chairman of the Local Autonomy Planning Committee, the Ministry of Home Affairs (MOHA); and Policy Advisor for Local Administration Policy, the Grand National Party.

In July 1998, Mr. Chung was elected Mayor of Pohang City, and was re-elected in 2002. Later, he was a candidate for the Grand National Party nomination for governor of Gyeongbuk Province.

COTI President Chung stands out as a leader in both central and local administration in Korea. As a high-ranking policy maker who has served the central and local governments in various capacities, he is respected for his selfless dedication and wisdom as an exemplary practitioner. He is committed to making COTI a world-class human capital development center.

As he takes the helm at COTI, he hopes to see the already existing cooperative relationship between EROPA and COTI further developed and strengthened. He also hopes that COTI and EROPA undertake more collaborative projects in the future.

Mr. Chung is married with two daughters. His older daughter is an ophthalmologist while his younger daughter is a student in Seoul National University.
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UNDESA, RCOCI, UNGC Hold Capacity Building Workshop

Participants of the Capacity Building Workshop posed for a photo.

The United Nations Department of Economic and Social Affairs (UNDESA), in cooperation with the Regional Cooperation for City Informatization (RCOCI) of the Shanghai Municipal People’s Government and the United Nations Governance Centre (UNGC), held a workshop on back-office management at the Shanghai International Convention Center, Shanghai, People’s Republic of China last 27-28 May 2008.

Under the framework of the 7th High Level Forum on City Informatization of the Asia-Pacific Region (CIAPR), the “Capacity-Building Workshop on Back Office Management for e/m-Government in Asia and the Pacific Region,” was attended by approximately 50 participants from 15 countries including: Cambodia, China, India, Fiji, Korea, Laos, Mongolia, Myanmar, Nepal, Pakistan, Philippines, Singapore, Sri Lanka, USA, and Vietnam. Representatives from regional and international organizations were also present in the workshop.

The workshop aimed to enhance the capacities and skills of government officials and practitioners of e/m-government. It provided a venue for different countries, mostly from the Asia-Pacific region, to discuss and share experiences, lessons learned, as well as problems and issues in terms of implementing electronic/mobile-government (or e/m-government) programs. Furthermore, national e/m-government strategies, legal and regulatory frameworks, issues on ICT infrastructure and interoperability, as well as back office management in the private sector were highlighted by the presentors.

Participants of the workshop also actively shared their views regarding the subject. Issues raised during the open forum include data security issues, leadership and policy requirements in implementing e/m-government, implementation of means to discourage abuse of ICT, and innovation on the use of ICT, among others.

Work-shop sessions were chaired by Ms. Haiyan Qian and Mr. Myung-soo Cho, Chief of UNDESA’s Knowledge Management Branch and Director of the UNGC, respectively.

The United Nations Public Administration Network (UNPAN) Systems Training was held simultaneous with one of the workshop panels. Five UNPAN partners, namely: Eastern Regional Organization for Public Administration (EROPA), RCOCI, Centre for Good Governance (CGG), United Nations University (UNU) in Macau, and UNGC attended the training. Focusing on the UNPAN Content Management System, the training was facilitated by Mr. Deniz Susar, Associate Public Administration Officer at the UNDESA/DPADM. Mr. Prejean Prieto, one of the focal persons in UNPAN Asia-Pacific, represented EROPA in the said training.

Details of the discussions during the workshop are available at the UNPAN Portal, www.unpan.org.
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UPCOMING PUBLIC ADMINISTRATION EVENTS

NAPSIPAG

Title: “Strengthening Governance in Asia-Pacific: Public Sector Administrative Reforms and Capacity Building to Improve Transparency and Accountability”

Date: 5-7 December 2008

Venue: Delhi, India

Organizer: Network of Asia-Pacific Schools and Institutes of Public Administration and Governance

Contact:
The NAPSIPAG Secretariat
National Institute of Public Administration (INTAN)
Jalan Bukit Kiara
50480 Kuala Lumpur
MALAYSIA
Tel : 603 - 2084 7768 / 7769 / 7673
Fax : 603 - 20934514
Email: sri@intanbk.intan.my

CAPAM

Title: “Eighth CAPAM Biennial Conference”

Date: 19-22 October 2008

Venue: Bridgetown, Barbados

Organizers: Commonwealth Association for Public Administration & Management and the Government of Barbados

Contact:
Ada Wong
Manager
Membership & Communications
CAPAM
1075 Bay Street
Suite 402
Toronto, CANADA
ON M5S 2B1
Tel: 416 - 920 - 3337
Fax: 416 - 920 - 6574
Email: awong@capam.org

CPSI

Title: “2nd CPSI Annual Public Sector Innovation Conference”

Theme: “People-Centred Innovation”

Date: 27-28 November 2008

Venue: South Africa

Organizer: Centre for Public Service Innovation

Contact:
Centre for Public Service Innovation
State Information Technology Agency (SITA), John Vorster Drive, Centurion, Pretoria, South Africa
Tel: 012 672 2825
Email: cpsiconference@cpsi.co.za

*more Public Administration events at www.unpan.org.

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