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(单词翻译:双击或拖选)
Reforming Leviathan
Governments need to rethink how they reward and motivate civil servants
THE French call them hauts fonctionnaires, the Germans Beamte im h?heren Dienst and the British, somewhat more economically, know them as “mandarins”.
The senior echelons2 of civil services are a powerful arm of the state.
They implement3 the reforms dreamed up by politicians, and design public services ranging from welfare systems to prisons.
Compared with private-sector4 bosses, the bureaucrats5 who manage the public sector tend to be less well paid but have more cushioned lives,
with more secure jobs and far less pressure to improve productivity. Now the mandarins face change.
There has long been taxpayer6 fury when big projects go awry7. Berlin's new airport is three years overdue8 and predicted to cost 6 billion (8.1 billion),
three times the original estimate. But voters, and thus politicians, are especially intolerant of civil-service inefficiency9 nowadays.
One prompt is austerity. Another is technology, which is changing not only how public services are delivered—think of “massively open online courses” in education—but also the way they can be measured.
Social networks enable users to grumble10 about hospital waiting-times and mathematics results.
Perhaps the biggest pressure is the passing of time: private-sector workers are incredulous as to why civil servants should escape the creative destruction that has changed other offices around the world.
The reform of the public sector is a huge project, but people are at the centre of it. Government is a service industry, and there is a basic talent problem.
A few civil services—Singapore's is the obvious example—compete with the private sector for the best graduates.
But elsewhere even elite11 departments, such as the US Treasury12 and Britain's Foreign Office, struggle (or lose high-flyers quickly).
The mandarins and their political masters need to change tack13.
Too many civil servants, especially in continental14 Europe, swirl15 around a bureaucratic16 Gormenghast but rarely leave it.
Nearly four-fifths of German senior public servants have been in public administration for more than two decades.
The French state under Franois Hollande is governed by a caste of unsackable functionaries17, resistant18 to reform.
One reason many officials become stuck is their generous pension deals: making pensions portable should be a priority. But career structures also must adapt.
Most civil services still tend to be gerontocracies, where age and seniority are synonymous.
New Zealand has dismantled19 the system of rigid20 hierarchies21 and pay-grades that spawned22 the likes of the phlegmatic23 Sir Humphrey in the BBC comedy “Yes Minister”.
Instead, it appoints departmental chief executives in its ministries24, who sign contracts to meet specific targets and can be dismissed if they fail.
Singapore's civil servants are frequently sent out to private-sector jobs.
Britain has appointed a senior figure from the oil business to run the agency that deals with large-scale state projects.
The idea is that private-sector experience in areas such as contract management and negotiation25 can help avoid disasters like Berlin's airport.
All this appeals to right-wing politicians. But the corollary of better performance is higher pay.
The British government's chief operating officer announced this week that he is leaving for a lucrative26 commercial job.
Singapore, which runs a far leaner government than America, pays its best people 2m a year. No Republican congressman27 would tolerate that, which is foolish.
The cost of higher salaries is offset28 by saving money on costly29 consultants30 to mop up failing projects.
There is one area where less change would be useful. To plan careers, you need a long-term strategy—and democracy throws up change every election.
In Britain health-care officials talk about successive “re-disorganisations”.
One reason for authoritarian31 Singapore's success is that its voters have miraculously32 always chosen the party founded by Lee Kuan Yew33 since he took control in 1959.
Voters elsewhere are less obliging. New Zealand has tried to counter this by boosting the powers of a state-services commissioner34,
whose duties include one of lasting35 “stewardship”. That could be a useful model for elsewhere—especially America,
where too many senior positions are filled by political appointees (who then take months to get confirmed by Congress).
Mandarinates have their faults, but somebody needs to keep Leviathan working.
1 Mandarin | |
n.中国官话,国语,满清官吏;adj.华丽辞藻的 | |
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2 echelons | |
n.(机构中的)等级,阶层( echelon的名词复数 );(军舰、士兵、飞机等的)梯形编队 | |
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3 implement | |
n.(pl.)工具,器具;vt.实行,实施,执行 | |
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4 sector | |
n.部门,部分;防御地段,防区;扇形 | |
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5 bureaucrats | |
n.官僚( bureaucrat的名词复数 );官僚主义;官僚主义者;官僚语言 | |
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6 taxpayer | |
n.纳税人 | |
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7 awry | |
adj.扭曲的,错的 | |
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8 overdue | |
adj.过期的,到期未付的;早该有的,迟到的 | |
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9 inefficiency | |
n.无效率,无能;无效率事例 | |
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10 grumble | |
vi.抱怨;咕哝;n.抱怨,牢骚;咕哝,隆隆声 | |
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11 elite | |
n.精英阶层;实力集团;adj.杰出的,卓越的 | |
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12 treasury | |
n.宝库;国库,金库;文库 | |
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13 tack | |
n.大头钉;假缝,粗缝 | |
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14 continental | |
adj.大陆的,大陆性的,欧洲大陆的 | |
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15 swirl | |
v.(使)打漩,(使)涡卷;n.漩涡,螺旋形 | |
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16 bureaucratic | |
adj.官僚的,繁文缛节的 | |
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17 functionaries | |
n.公职人员,官员( functionary的名词复数 ) | |
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18 resistant | |
adj.(to)抵抗的,有抵抗力的 | |
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19 dismantled | |
拆开( dismantle的过去式和过去分词 ); 拆卸; 废除; 取消 | |
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20 rigid | |
adj.严格的,死板的;刚硬的,僵硬的 | |
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21 hierarchies | |
等级制度( hierarchy的名词复数 ); 统治集团; 领导层; 层次体系 | |
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22 spawned | |
(鱼、蛙等)大量产(卵)( spawn的过去式和过去分词 ); 大量生产 | |
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23 phlegmatic | |
adj.冷静的,冷淡的,冷漠的,无活力的 | |
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24 ministries | |
(政府的)部( ministry的名词复数 ); 神职; 牧师职位; 神职任期 | |
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25 negotiation | |
n.谈判,协商 | |
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26 lucrative | |
adj.赚钱的,可获利的 | |
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27 Congressman | |
n.(美)国会议员 | |
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28 offset | |
n.分支,补偿;v.抵消,补偿 | |
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29 costly | |
adj.昂贵的,价值高的,豪华的 | |
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30 consultants | |
顾问( consultant的名词复数 ); 高级顾问医生,会诊医生 | |
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31 authoritarian | |
n./adj.专制(的),专制主义者,独裁主义者 | |
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32 miraculously | |
ad.奇迹般地 | |
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33 yew | |
n.紫杉属树木 | |
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34 commissioner | |
n.(政府厅、局、处等部门)专员,长官,委员 | |
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35 lasting | |
adj.永久的,永恒的;vbl.持续,维持 | |
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