IIAS IISA Administration & Service 1930-2005- (International Institute of Administrative Sciences Monograph)

120 Pages·2005·1.05 MB·English

by  Fabio Rugge

IIAS/IISA
ADMINISTRATION & SERVICE
1930-2005-
International Institute of Administrative
Sciences Monographs
Volume 26
Previously published in this series:
Vol. 25. G. Drewry, C. Greve and T. Tanquerel (Eds.), Contracts, Performance Measurement
and Accountability in the Public Sector
Vol. 24. J.C.N. Raadschelders (Ed.), The Institutional Arrangements for Water Management in
the 19th and 20th Centuries – Cahier d’histoire de l’administration no. 8
Vol. 23. M.T. Gordon, M.-C. Meininger and W. Chen (Eds.), Windows on China
Vol. 22. A. Salminen (Ed.), Governing Networks – EGPA Yearbook
Vol. 21. S. Tiihonen (Ed.), The History of Corruption in Central Government – Cahier
d’histoire de l’administration no. 7
Vol. 20. G. Bertucci and M. Duggett (Eds.), UNDESA–IIAS Joint Publication, The Turning
st
World – Globalisation and Governance at the Start of the 21 Century
Vol. 19. S. Horton, A. Hondeghem and D. Farnham (Eds.), Competency Management in the
Public Sector – European Variations on a Theme
Vol. 18. F. van den Berg, G. Jenei, L.T. Leloup (Eds.), East-West Co-operation in Public Sector
Reform: Cases and Results in Central and Eastern Europe
Vol. 17. UNDESA–IIAS Joint Publication, Managing Diversity in the Civil Service
st
Vol. 16. P. Falconer, C. Smith and C.W.R. Webster (Eds.), Managing Parliaments in the 21
Century
Vol. 15. B. Kliksberg, Towards an Intelligent State
Vol. 14. M. Fabri and P.M. Langbroek (Eds.), The Challenge of Change for Judicial Systems
Vol. 13. R. Gregory and P. Giddings (Eds.), Righting Wrongs
Vol. 12. Y. Fortin and H. Van Hassel (Eds.), Contracting in the New Public Management
Vol. 11. S. Nelen and A. Hondeghem (Eds.), Equality Oriented Personnel Policy in the Public
Sector
Vol. 10. L. Rouban (Ed.), Citizens and the New Governance
Vol. 9. A. Kouzmin and A. Hayne (Eds.), Essays in Economic Globalization, Transnational
Policies and Vulnerability
Vol. 8. J. Corkery, T. Ould Daddah, C. O’Nuallain and T. Land (Eds.), Management of Public
Service Reform
Vol. 7. A. Hondeghem and EGPA (Eds.), Ethics and Accountability in a Context of Governance
and New Public Management
Vol. 6. J.G. Jabbra and O.P. Dwivedi and IASIA (Eds.), Governmental Response to
Environmental Challenges in Global Perspective
Vol. 5. IIAS and the United Nations (Eds.), Public Administration and Development
Vol. 4. IIAS (Ed.), New Challenges for Public Administration in the Twenty-First Century
Vol. 3. IIAS Working Group on Social Security Systems (Eds.), Transformations in Social
Security Systems
ISSN 1382-4414
IIAS/IISA
Administration & Service
1930-2005-
Edited by
Fabio Rugge
and
Michael Duggett
Amsterdam • Berlin • Oxford • Tokyo • Washington, DC
© 2005 IIAS
All rights reserved. No part of this book may be reproduced, stored in a retrieval system,
or transmitted, in any form or by any means, without prior written permission from the publisher.
ISBN 1-58603-542-8
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v
THE INTERNATIONAL INSTITUTE OF
ADMINISTRATIVE SCIENCES
IIAS: What is it?
The IIAS exists to advance the study and practice of public administration and public
management. It operates at a global level and is funded by states world-wide; but is
independent of any of them and, through its links with the United Nations, seeks to
develop a voice and a vision that is neutral, as objective as possible and grounded in
the exigency of the fact.
IIAS: What is it for?
Although it has existed for over seventy years (since 1930), the Institute’s focus is on
the present and the future. How governance is done and how it could be done better;
how the law of administration applies and how it might be applied more correctly; and
how the management of public affairs is conducted and how it might be best done – all
of these reflect its activities.
IIAS: What are its values?
Accountability is a core value for the Institute. Those who exercise authority must
account for its use to those on whose behalf they use it. Public Administration is the
key activity that connects between the power-holders and the citizen. We believe it
should be effective, efficient and economical in its execution of the duties and rights of
the state. We support modern governance and proper public administration and
believe these should be carried out in a way that actively acknowledges diversity, that
is respectful of identity and serious belief and that reflects balance.
IIAS: How does it work?
A small-dedicated bilingual secretariat in Brussels serves the Executive Committee,
which is in turn accountable to a fully representative Council of Administration. The
President and Director General lead and manage the Institute for its members. Each
year IIAS:
(cid:131) holds three conferences in three different countries around the world
(cid:131) is host for seven-hundreds plus delegates
(cid:131) publishes +/- 10 books
(cid:131) publishes four issues of its prestigious International Review of Administrative
Sciences (in three editions English, French and Arabic)
(cid:131) manages a budget of approximately 1 million Euros.
(cid:131) leads and coordinates activities among its ninety Member States and National
Sections
vi
The Institute has two specialised bodies
(cid:131) The International Association of Schools and Institutes of Administration (IASIA)
(cid:131) The European Group of Public Administration (EGPA)
each of which conducts study, research and networking.
The Institute has a distinguished library of 15,500 public administration books in
several languages to reflect the accumulated wisdom and experience of its members;
and a Website, which receives many thousand ‘hits’ per month about what it is doing
now and what it will do in the future.
Contact details : Tel : [phone]
Fax : [phone]
Web : www.iiasiisa.be
Email : [email protected]
IIAS/IISA Administration & Service 1930-2005- vii
F. Rugge and M. Duggett (Eds.)
IOS Press, 2005
© 2005 IIAS. All rights reserved.
Preface
Franz Strehl∗
It is a pleasure to commend to you this short book designed to commemorate the
75 years that the Institute has existed. Under the chairmanship of Professor Fabio
Rugge and guided by our Director General a group of eminent academic historians
of administration have produced a powerful and, in total, balanced account of the
evolution of our Institute since it was founded at Madrid in 1930. From the time of
Albert Devèze, the first President until today, the International Institute of Adminis-
trative Sciences has played a key role in advancing international public administra-
tion. In this book you will find accounts of our early days, of the modern evolution,
of the scientific impact, of the role of our host state, Belgium, and some suggestions
also about the future.
All institutions embody an idea. In IIAS, of which I have the honour to be presi-
dent, we develop and disseminate scientific knowledge and best practice for aca-
demics and practitioners in our field of administration and public management
through our international networks. The goal is to share knowledge across genera-
tions and cultures and to provide our stakeholders with new competences for future
challenges. We do this in Brussels and around the world. The articles attached from
an international group that includes Guy Braibant, a former President himself, and
reflects in its French and English texts the bilingualism and the diversity of the IIAS,
contains some impressively detailed and concrete historical research. I hope that
those who will in future hold responsibility for the growth of expertise in adminis-
trative science will find this text useful and inspiring.
Franz Strehl
President, International Institute of Administrative Sciences
Président, Institut International des Sciences Administratives
∗ O. Univ. Prof. Mag. Dr. F. Strehl, MBA, Head of Internationale Managementstudien, Johannes
Kepler Universitat Linz, Austria. Past Rector of Linz University, elected IIAS President in
Seoul, South Korea in July 2004 after having served for many years as a member of the IIAS
Research Advisory Council.
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ix
Foreword
∗
Fabio Rugge
75 years is a remarkable lifetime for any institution. For instance, most of the
presently existing states and innumerable local government authorities were not yet
born when the IIAS was founded in 1930. Nor were venerable ‘schools’ of public
administration like the French École Nationale d’Administration or the Hochschule
für Verwaltungswissenschaften in Speyer (just to mention two of the most reputed
academic establishments acting in the same field – and seated in the same conti-
nent – as IIAS).
75 years may actually look like a geological era, if one considers the impressive
changes that public administration – the world to which IIAS belongs – has under-
gone over those years. To start with, the practical instruments of this world, its mate-
rial culture, have dramatically evolved. At the beginning of the 30’s a telephone or a
typing machine could still be perceived as a modern piece of furniture in the typical
ministerial office; today personal computers have often replaced both on the desks
of many civil servants.
The ICT revolution has radically altered the daily life of those civil servants and
the way public administration operates. Documents, for example, can now easily be
duplicated, compressed and circulated, via intranet and internet; and those volumi-
nous registers and massive cabinets into which all official information used to be
stored may well appear odd relics of the past. Today archives can be ‘shared’ in few
seconds and even be directly interrogated by the electronically literate citizen. Also
the traditional design of bureaucratic organizations has been seriously reshaped be-
cause of a communicational flow that is intense and pervasive as never before.
But the most intriguing changes affecting public administration in these 75 years
occurred in dimensions by far more complicated than the technological one. From
th
the fourth decade of the 20 century onward a world-wide battle for democracy and
political participation and against authoritarian forms of polity has been fought. A
crucial aspect of this battle has been the emancipation of countries that in 1930 were
still under colonial grip. This vast process posed arduous questions about the role
and the functioning of public administration in the democratic regimes as well as
about whether administrative models conceived and tried out in the ‘imperial’ coun-
tries could simply be exported and transplanted into countries with a history, a cul-
ture, and – now – a destiny of their own.
Later, in the last decades, the (nation) state, perhaps the most successful device
for governance ever invented, entered a severe crisis. Globalisation and a growing
mismatch between governments, legal frameworks, territories, communities, let
alone the increasing difficulty of assessing the border between the public and the
private sectors questioned at their very basis institutions and beliefs that had been
∗ Fabio Rugge, Chairman of the IIAS Working Group on the History of Administration.
x
the pillars of the state for no less than two hundred years. Such a crisis could not but
reverberate on public administration, on its scope, its goals, its tools, in fact its very
nature.
That under such turbulent circumstances, the enterprise started in Brussels three
quarters of a century ago was able not only to survive but to thrive, not only to adapt
itself, but to modulate its mission, so as to stand today before its future with a solid
vision – all this is definitely far from being obvious. Immediately we are confronted
with a fact, actually a success story, that calls for explanation.
This book instead of indulging in that sort of hagiographical literature that anni-
versaries are likely to stimulate has been conceived also as a contribution to that ex-
planation. The volume is made out of six essays, each illustrating different aspects
of a rich institutional biography.
Guy Braibant gives us a general account of the history of the Institute; the ac-
count of a prominent ‘insider’ – a great protagonist indeed. Denis Moschopoulos de-
scribes the evolution of the governance, the membership, and the activities of the
IIAS. Stefan Fisch reconstructs the international dimension of the Institute’s life
from its earlier stage to World War II. Gavin Drewry writes about the relation be-
tween IIAS and that sphere of knowledge which – not without controversy – has
been termed “administrative sciences”. Jean Marie Yante focuses on the special rela-
tionship linking the IIAS to Brussels, the Institute’s seat, and Belgium, the Insti-
tute’s host country. Finally, Michael Duggett, the Director General of the Institute,
traces the main lines of the recent history of the Institute, projecting those lines into
the coming years.
Altogether the six chapters bring fresh information and new appreciation about
the history of IIAS and offer reliable material to work at an explanation of the his-
tory of this institution, notably for its capacity to continuously adjust itself to a
deeply changing world, to overcome crises and even to recover from lethal attacks.
To this effect, one of the most telling events narrated in this book is the sealing
of the IIAS offices in Brussels by Gestapo officials in early May 1941.
This gesture and its sequels are highly symbolic. First because, once more, war
and its consequences forcibly intermitted a peaceful undertaking of men of knowl-
edge and good will. Second, because that war was waged and those officials were
sent by a regime that warranted administration no real autonomy. According to that
regime and its ideas, administrative issues – and possibly administrative sciences –
should have their cornerstone in “the racial and continental needs – those needs that
offer a totalitarian and ultimate solution for all administrative problems”. Such
statement rudely put an end to that complex, delicate, vital dialectic between politics
and administration that had marked the development of the liberal and constitutional
state since the end of the ancien regime. Politics as expressive of the “racial and
continental needs” was from that moment in 1941 now fully in command, in its most
authoritarian, unrestrained, and in a sense in its most banal version.
But the closing of the IIAS office in Brussels and the subsequent creation of an
Internationale Akademie für Staats- und Verwaltungswissenschaften in Berlin are
actions that had a destined victim too: the idea that it is a part of the administrative
sciences to study the forms for the legal protection of the citizen against public ad-
ministration. In the eyes of the Nazi regime this idea was superseded: administration