Public management: towards a radical agenda

In this chapter the author seeks a basis for a radical pro-poor agenda for public management. He considers the role of the poor and the wealthy in relation to the state, and envisions decentralisation, democracy and diversity as the basis for national domestic policy. This entails public sector management and public servants affirming and expressing reversals in three domains: procedural, professional, and personal, with the implication of institutions with procedures and rewards with more downward accountability; a professionalism which values and respects people and the individual; and personal commitments which seek to serve those who are weaker and more deprived, accepting and celebrating diversity. He discusses the role of the poor in the context of international development aid participation and techniques such as PPAs (Participatory Poverty Assessments) and PRA (Participatory Rural Appraisal) in enabling those who are subordinate to analyse and articulate their realities. He reflects on the neglect of the personal dimension in development, and the responsibility of the wealthy as their choice of action is imperative to the well-being of others. He finally presents some guidelines for procedural, institutional and professional change laying a basis for a pro-poor agenda, such as Immersion learning, direct and democratic interaction, and behaviour and attitudes training. He concludes that a pro-poor agenda demands radical change, personal change and tackling the personal dimension.