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https://digitalcorpora.s3.amazonaws.com/corpora/files/CC-MAIN-2021-31-PDF-UNTRUNCATED/zipfiles/0000-0999/0000.zip | 0000563.pdf | 121 | 4. INTEGRITY IN DUTCH GOVERNMENT
- 122 - 8. In the case Spijkers:
a. For over 20 (twenty) years Fred Spijkers was terrorized by government officials and
accomplices for refusing to collaborate with structural deceit by the Dutch ministry of
defense;
b. For most people in and around the Du tch government “Befe... |
https://digitalcorpora.s3.amazonaws.com/corpora/files/CC-MAIN-2021-31-PDF-UNTRUNCATED/zipfiles/0000-0999/0000.zip | 0000563.pdf | 122 | 4. INTEGRITY IN DUTCH GOVERNMENT
- 123 - any of the theories taught at present day universities.
The final section of this chapter describes pret ended efforts by Dutch government agencies to
improve the integrity of public administration. None of them takes account of the reality of the well -
known whistleblow... |
https://digitalcorpora.s3.amazonaws.com/corpora/files/CC-MAIN-2021-31-PDF-UNTRUNCATED/zipfiles/0000-0999/0000.zip | 0000563.pdf | 123 | 4. INTEGRITY IN DUTCH GOVERNMENT
- 124 - A value system's a bstraction depth and range of applicable interaction may also function as
significant factors in identifying integrity due to their congruence or lack of congruence with
observation. A value system may evolve over time while retaining integrity if those ... |
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- 125 - syn upright, honest, just, conscientious, scrupulous, honorable mean having or showing a strict regard
for what is morally ri ght. upright implies a strict adherence to moral principles <a stern and upright
minister>. honest stresses adherence to such virtues as truthfuln... |
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- 126 -
In a memorandum of 20/12/07 Endert and Van Velsen argued that the quick scan was inadequate.
They asked the SG for a better one. They submitted questions which a further inquiry should try to
answer. The SG said he agreed with them, and ordered a second audit.
2008... |
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- 127 -
In December Van Velsen told the SG by mail that the report of the 3rd audit shows that the integrity
problem of the ministry is much deeper and wider than he thou ght a year ago.17 He offered to
formulate proposals for improvement. SG didn’t reply. Because Van Velsen wan... |
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- 128 -
4.5. Words of SG and uSG.
The behavior of SG and uSG shown in the preceding chapters and section is incompatible with the
Code of conduct signed by the SG himself, and with many of their public utterances. It is incompatible
with the image they try to paint of themse... |
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- 129 - role model, one might say. She combines the typical properties of a perfect leader: clear about the
goals for everybody, good in giving compliments to people who deserve them , and in settling
unwanted situations and behavior. Honorable and transparent. And I might continu... |
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- 130 - Namely that a civil servant should in principle serve, and be able to serve, every political leadership.
The Dutch civil servant is b y definition loyal to the political leadership, irrespective of its color.
Another situation arises when the civil servant is asked to do ... |
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- 131 - «As uSG I was in charge of the digitizing project Edoc, which was ai med at the transition from
paper to digital. Everybody, at all levels of the organization, has to take part. Technically the project is
almost completed, ready to be rolled out, but it is terribly difficu... |
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- 132 - «How do you want your staff to remember your leadership? “I hope that they think of me as
someone sincere, open and honest, human, but also as somebody who wants you to keep your
promises. The biggest compliment they could make me is to find me trustworthy. This at least... |
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- 133 - for education,45 the SG, uSG and DG’s. He works in the department which supports these people.
In more than 25 years at the minis try the present author has met very few or no people who would
write a text such as that of Pauwels. But there are two things the author finds... |
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- 134 - colleagues, are open for criticism, and handle it constructively. Central concepts are
customer orientation and cooperation.
• Impartiality/ Independence
Civil servants represent the general welfare. Therefore we should evaluate on purely
objective grounds, and not al... |
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- 135 - The history furthermore shows that from all the organizations which have contributed to make the
case as shameful as it is, nobody leaked crucial facts to media, or stepped forward to effe ctively
defend Spijkers. (A few people did help, but were not sufficiently powerful ... |
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- 136 - Spijkers contests the falsified medical report. The commission of appeal of company doc tors rejects his
complaint.
1993.
Spijkers wins a lawsuit. But he loses his unemployment benefit because he refuses to sign a
declaration stating that he is unfit for work. (Unkno... |
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- 137 - In September Spijkers receives a tax assessment of 0.9 M€ because of the 1.6 M€ damages. Like the
non reimbursement this is contrary to the settlement agreement. (Ministry and Van der Knaap
collaborate).
2006.
In October the book “Man against the State” by Alexander ... |
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- 138 - of the government and related organizations”.61 Are defective mines licit and efficient? Were
the amounts of money the ministry of defense spent on cover up and on the persecution of
Spijkers licit and efficient? Let alone honorable. Was there no good reason for remarks o... |
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- 139 - • be accessible (open door policy, make time available, be willing to talk, to discuss questions or
dilemma’s);
• have a straight back and act resolutely when necessary, irrespective of rank and station;
• provide sufficient means for integrity po licy (time, money, hum... |
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- 140 - efforts to deny or cove r up mistakes and failures are an inexhaustible and cancerous source of integrity
violation.68 And the insight that in hierarchical organizations this mechanism can poison the entire
organization. In fact, the list doesn’t mention any fundamental ca... |
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- 141 - reason is that they ignore a crucial part of reality, and principal causes of integrity violations.
By ignoring inconvenient parts of reality, OPIPA and its experts make themselves part of the
integrity (and competence) problem. They waste money, and preclude effective me... |
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- 142 - «Dutch public management scores well on integrity. There is a lot of attention to integrity; Dutch
policy development le ads the way, and the number of integrity violations - as far as visible - seems to
remain within the bounds of what we find acceptable.82 But this doesn... |
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- 143 - are tragical figures: they are well -known mainly due to the dire straits they landed in» .92
Bovens and Pikker do not note that it is very improbable that politicians or managers will permit
publication of reports of misconduct for which they are responsible. Neither do ... |
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- 144 - The practices seem to contain a high percentage of wishful thinking. The authors seem to know
nothing about the internal operation of public administration. They seem to know nothing about the
true character of the managers.97 The effect of the instruments mentioned can ... |
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- 145 - in relation to the “soft controls”.106
The first conclusion of the report is:
«Since 2004 nine ministries have strengthened their system of integrity care. In the last four years,
four of the thirteen ministries have made little pro gress in the implementation of the sys... |
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- 146 - The comparison of point a is no more than that. Its relevance depends on the quali ty of the
reference system. That is, on the quality of the system the DGAO calls “good”. As shown, what the
DGAO calls good is utterly inadequate.
The survey of point b is only relevant if... |
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- 147 - Chapter 5.
Chronicle of a policy claim/ IAG2010!/Renewal program.
Table of contents of this chapter.
1. Summary and conclusions.
2. Introduction.
3. Chronicle.
1998 -2004.
2005.
2006.
2007.
2008.
2009.
2010.
5.1. Summary and conclusions.
1. In 2005, the... |
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- 148 - 10. Because of the similarities of Renewal and Redesign and the lack of signs of improvement, failure
was highly probable. The management of the ministry was warned with sound argumentation. The
warning was ignored wit hout argumentation.
11. None of the supervisory organizations (D... |
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- 149 - 21. By inquiries of insufficient quality, and by defective presentation of results, consultancy/
accountancy firms and audit organizations share the responsibility for undue delay of corrective
measures. They cause waste of taxpayers’ money.3
22. With regard to the Renewal program, t... |
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- 150 - didn’t know what it wanted, and couldn’t get its thoughts properly organized. Such a group cannot be
expected to ask for an understandable plan and verifiable milestones. Questions like that correspond to
management that isn’t based on blind trust or absence of responsibility. It corres... |
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- 151 - agencies is incapable to explain and describe their systems, the nature of the problems with these
systems, and how they want to deal with them. This problem affects both temporary and structural
activiti es. It may have two major causes:
• Lack of abilities of the management, both wi... |
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- 152 - education ministry, da ted 30/5/2000:9
«IAG has a Redesign program which consists of three large programs for change: the introduction
of integrated customer service, a general reorganization, and a new system for study financing. The
first two are almost completed. The third do esn’t ... |
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- 153 -
Section 2 discusses the results of the program and summarizes the financial consequences:
«Of the total amount of investmen ts, 70 Mf has produced useful results, 27 Mf is useful for the
continuation of system renewal, and 59 Mf has to be written off.
[…]
In terms of time and mone... |
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- 154 - 2003 by Koos van der Steenhoven. Hermans was succeeded in 2002 by Maria van der Hoeven, who
remained minister of education until 2007.
The February 2003 benchmark.
In February 2003 another benchmark r eport was published.18 The following gives an impression of
that report. It is... |
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- 155 - 6. With respect to the INK model [a management model] ,23 IAG wants to work effectively and
efficiently, and this should become apparent in the realization of the performance contract
[with the ministry ]».24
Excepting 6, these are subjective social valuations. Ambition 6 depends on th... |
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- 156 - «2. Process renewal.
Every year IAG receives 2.3 M€ for process renewal. This is in addition to the basic budget, and
supplementary to th e process renewal that can be realized with the basic budget. In other words: the
total amount available for process renewal is greater than 2.3 M€... |
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- 157 - documents were discussed by the IAG team. After some rounds of comments on drafts, IAG finalized
the text. Everybody approved the text, except Van Velsen. At the end of December he sent Alice van
Gent, the assistant of uSG for IAG, a mail with the following:38
«I still have serious dou... |
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- 158 - have consequences for the work of IAG in the field of HE, and the costs of that work. He therefore
asked to be kept informed about the progress of the project. This was promised, but no t done. When he
asked Van Gent in the periodic meetings with IAG he got incomprehensible answers, whi... |
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- 159 - main lines?44
The conclusion is that the position taken by the ministry with respect to the various responsi bilities
is untenable, unrealistic, and increases the risks (by creating ambiguities).
A masterplan / PID.
A document called “Masterplan/ PID45 2nd half of 2006” was comp... |
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- 160 - 5.4 M€ per year.51 If correct this would mean that the investment is not profitable. For in 10 years
most or all of the new or better systems etcetera will certainly be outdated.
2007.
The audit departmen ts of ministry and of IAG express worries.
In the audit department of t... |
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- 161 - «In coop eration with the ministry, IAG has started IAG2010!, an ambitious program for renewal of
both the management of the organization, the way of working, information systems, technical
infrastructure and methods and techniques. We are worried about the limited progress. The schedu... |
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- 162 - fledged program organization directed by the former head of KS and an externally recruited program
director» .57
(This is all).
At first sight this seems more positive than the report of the audit department. But upon comparison
of the two the IAG report must be qualified as tricky. ... |
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- 163 -
On 11/4/07 uSG held a conference with the Sup ervisory council to discuss IAG2010!. The minutes
of the meeting contain the following exchange:
«The ministry [= uSG] asks what the council thinks of the relation between IAG2010! and the
possible cooperation with IFC. The council indi... |
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- 164 - In conclusion it can be ascertained that there i s a qualitatively good and motivated team with a
sound plan. However, because of its complexity and technological challenges the program will
demand the utmost of everyone in the organization from high to low. This requires an approach wh... |
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- 165 - 1.38. The PID’s of the projects remain to be elabor ated. At this moment there is no detailed picture
of the planning and critical resources. According to the buca results have to be delivered in 2007 and
2008.
1.24. The duties, responsibilities and authority of the program managers... |
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- 166 - and problems say about the org anization and its employees, given its history. And whether it is
reasonable to expect that an organization which doesn’t correct itself after a failure like that of the
project Redesign, let alone before starting a similar project - as implicitly shown by... |
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- 167 - development of 9 M€ with the budget of 55 M€ for 5 years, or 11 M€ per year, for Renewal. In other
words: IAG would need twice as many people for system development. Peo ple who are highly trained
and hard to find. Where could IAG possibly find them, even in quiet times? Nobody asked th... |
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- 168 - and which additional measures are needed, if any.
In November 2007 a meeting of ministry and IAG decided that a workshop should be held in
January 2008 to discuss the risks, and to see where synergy could yield benefits. This workshop can be
seen as a first step towards elaboration o... |
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- 169 - of developments we also see a risk for the quality of the going concern.
Improvement of quality of management information insufficient
One more shortcoming needs to be mentioned. IAG gets many information requests from external
parties, and the internal interest in management info... |
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- 170 - «Goals
1. Check whether the distribution of responsibilities and work between NEA and IAG
matches, and complies with the “Memorandum Agreements”;85
2. Provide insight in the way IAG sets priorities in cases of conflicts of interests between
going concern, renewal program, and merger... |
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- 171 - «The people interviewed acknowledge the first risk»88.
Not the others? Why then does the audit report assert “New r isks acknowledged”?
As in the quotes, the auditors only refer to their own reports. Not to any other report. As if DGAO,
PwC and others never studied IAG, or don’t exist... |
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- 172 - easily accessible, and is sometimes perceived as “concealing”.94 There is no contact between the
information asked and provided on the one hand, and
• The roles of the different act ors
• The goals of the bodies of which these actors are a member.
This has consequences for an effect... |
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- 173 - The road taken has led to visible results.98 The challenge is to hold on. If the program is continued
without changes there is an appreciable risk of not reali zing the desired result(s). In our opinion a
purposeful, fundamental regauging of the original framework and approach is necess... |
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- 174 - requires close collaboration of ministry and the top management of IAG» .
Reactions of IAG and ministry.
A meeting on 3/12/08 with uSG, the reviewers of PACG, representatives of IAG and some co -
workers of the ministry agreed about some actions to be taken to implement the recomme... |
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- 175 - should have proposed rescheduling itself, to reduce its risks. See the recommendations of the PwC and
PACG reports.106 As shown earlier, the ministry almost did the opposite.
A progress report full of green, and no red.
A relatively detailed progress report about the renewal proj... |
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- 176 - • The Renewal program started in 2005. 2006 was the preparatory year.109 “2008 was the year
of the transition from planning and preparation to actual implementation and r ealization”.
But 2008 was also the third year of a planned lifespan of five years. Only outside
evaluations mention... |
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- 177 - On 31/3/09 IAG still seems to be thinking that it can keep or regain control of the prog ram. On that
day the rescheduling was explicated.112 Rescheduling had been decided in December 2008. It meant
spreading the (remaining) work over the years 2009 –2012 instead of 2009 –2010 (inclusiv... |
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- 178 - event.116
«Around midday 10/9/09 there was an informal meeting about the Renewal program. The
participants were: Jacob Smit (IAG, account manager ministry), an investigator of Ernst & Young, and
some of the co -workers of the ministry who had IAG or the Renewal program in their portfol... |
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- 179 - unsatisfactory, I feel compelled to enter into details. Not because I want to know everything, but
because I want to find out whether IAG understands, and ca n communicate about it. If they cannot
communicate with us, am I to believe they can communicate among themselves?»
The evalu... |
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- 180 - • There was insufficient communication about problems and results;
• Too much energy was spent on solution of symptoms, instead of tackling the real causes
(external program managers were set aside)».
The next sheet, sheet 11, summarizes as follows:
• «Both internal (IAG) and ext... |
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- 181 - discussions and processes can go wrong: important matters are not discussed due to waste of time on
less important matters. In the meantime I got the impression that I was the only one who had read the
report (the sheets). Nobody referred to it, or to specific conclusions.
The discus... |
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- 182 - temporize them;
• It is sensible that in the future IAG wants to adopt ambitions for change only if it is ready
for them. Therefore IAG should give high priority to assembling sufficient knowledge and
know how in the organization. The organization culture and the relation with the mi... |
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- 183 - The last should include “people and organization”.
No report or minutes of the meeting of 30/9/09 could be found. The sequel implies that it was
decided to write a memorandum for the MTM of 26/10/09.
Memorandum for decision making by MTM.
The (extensive138) memorandum is entit... |
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- 184 - with the fusion trajectory NEA. This track therefore supports tracks 1 and 2. Important fields of
attention are organizat ion development (culture, management, people) and creating new élan. The
development will expressly build further on the changes in the cooperation ministry -NEA and... |
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- 185 - The management agreement Ministry -IAG 2010.
On 17/12/09 SG Van der Steenhoven and DGNEA Kerstens signed the management agreement
ministry -NEA for 2010 (MA 2010).146 With respect to the sequel of the Renewal program it gives
some important numbers. Apart from that it leaves much cl... |
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- 186 - NEA starts a process of culture change. The implementation of mission, vision, and strategic p olicy
framework in a consequent way and according to a plan requires an intensive dialogue between
management and employees, and an improved system of management and control. Some of the
comp... |
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- 187 - parliament according to their particular system. This should be taken into account from the
very beginning of the project;
• The ministry does not seem to act as commissioner of the program. This is an undesirable
situation, for example because of the size of the project and the capac... |
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- 188 - conclusion. The heart of the information systems has not changed since the eighties. As a
consequence, the pressure on production is steadily increasing, service cannot keep up with the times,
and the costs of the implementation of policy changes are becomin g higher and higher» .
This... |
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- 189 -
The sentence preceding this bold one, «During the formation of a new cabinet it will become clear
how much money has been made available for the operation» , suggests that what is going on is an
effort to gather in (“earn”) money in the context of the formation of a new cabinet. In th... |
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- 190 - Chapter 6.
Analysis of the chapters 2 -5 as regards the internal operation of
hierarchical organizations.
Table of contents of this chapter.
1. Introduction. Historical -methodological remark.
2. General conclusions from the chapters 2 -5.
3. Explanatory an al... |
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- 191 - 6.2. General conclusions from the chapters 2 -5.
Introduction about generalization and the exception -hypothesis.
“General conclusions” are understood to be conclusions which are not case -specific. A general
conclusion may be hardly mo re than a factual observation... |
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- 192 - 5. Rewarding people of whom one knows that they did not do their duty, failed grossly and
avoidably, are not competent to do their duty, or f alsely pretend that everything goes fine.
6. Incorrect and misleading reporting, usually too rosy. Failure and causes of failure ... |
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- 193 - prevent repetition of the phenomena which gave rise to the whistleblowing. In this respect too,
supervision fails completely.3, 4
When considered in combination with the reports of the chapters 2 -5 and the analyses given in the
present chapter, the whistleblower cases... |
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- 194 - In so far as legal prescriptions and policy rules require an honorable and professional public
administration, in short: if they require acting responsibly, then there is gross structural violation of
legal prescriptions and policy rules.
The ministry of education is... |
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- 195 - lack of clarity about the scope and limitations of the inquiry and the reach of its
recommendations;13
(uncritical) use of interviews as an impo rtant source of information, especially the use of
interviews with persons whose functioning is to be evaluated, and who h... |
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- 196 - It is only logical that people for whom integrity and competence is a bo undary condition, are
prejudiced by people who allow themselves more degrees of freedom. For example by only taking self
interest and self promotion as guiding values, and allowing themselves to play... |
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- 197 - Because of the lack of integrity and competence witnessed by the reports in the chapters 2 -5,
politicians and governme nts cannot be expected to be able to reliably solve the principal problems
confronting countries and mankind. Such as those caused by man -made changes ... |
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- 198 - visit to IFC - they unambiguously broadcast that they don’t want to hear about problems. Even though
they say the opposite. In this climate, mismanage ment and wast e continue unabated. While it is
evident that another attitude of especially SG would work miracles. In a h... |
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- 199 - hindered by the late distribution of relevant documents, and by overcrowded agendas. Protests never
had a lasting effect.
The answer to the title question of this section seems to be that the top is unable to solve the
problems, and that the only alternative it sees i... |
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- 200 -
Management in the education ministry.
Readers of the chapters 2 -5 may find it amazing that heads and directors at the ministry remain
passive even when the interests of their unit are seriously threatened.23 It took years before a
responsible director looked at a p... |
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- 201 -
Idealistic reasoning about competencies and feasibility as a cause of failure.
Both in - and outsi de a ministry people quite generally argue idealistically. That is to say: as if
people or organiza tions with a given function or name can really do (properly) what th... |
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- 202 - sufficient self -knowledge, and/or failed to investigate reliably whether it w ould be able to make good
on its promises. Or simply acted in bad faith, as a swindler. When during the execution it turned out
that too much had been promised, it tried to maintain as long as ... |
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- 203 - In this study we are only interested in publicly defensible explana tions. For this reason, only
publicly defensible norms and values are accepted as a valid basis for (rational) behavior. Greed and
lust for power may explain a lot of phenomena, but do not provide defensi... |
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- 204 - pretensions about abilities and goals, and the appearance that all is well at the ministry. There is no
indication of any better explanation for the behavior of the top management.
If things really go well, or if only mistakes are made, there is no reason for keeping up ... |
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- 205 - An important other goal is budget maximiza tion.
Neither policy portals nor renewal plan were really necessary. But money was available. Reality is,
that there is a never ending battle for the tax receipts between the different ministries. Every ministry
tries to secu... |
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- 206 - Everyone who wants a more honorable (transparent, reliable) government will have to take good
account of the problem of the budget distribution. In particular it has to be ensured that ministries
and/or supervisors report critically and reliably about the work of the min... |
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- 207 - In the next meeting of the JWS, on 10/12/10, it turned out that IAG had not made any progress with
respect to error corre ction, in spite of the reminder in the meeting of 29/10/10. Half a year before, IAG
had been asked to inquire how other managers of basic registers ha... |
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- 208 - unjustified or incorrect statements about causes and effects of unwanted phenomena, and unwanted
effects of regulation and policy. The government is always right. Cost what it may.
In short: false pretensions of higher ups “force” their organization to behave dishonorab... |
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- 209 - caused by, or the result of, the indicated selection mechanism. It is logically inevitable that it causes
widespread failure, harm, and risk.
The observation that some jobs require sheep with five le gs does not justify the pretension to be
such an animal. Neither does ... |
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- 210 - The conclusion is that it is un derstandable that there is an evolution towards a top which is not
honorable and cannot do its duty properly.38 Its most important competence is self defense: keeping up
the appearance that everything goes well. In their self defense they a... |
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- 211 - seems improbable that somebody else beside the author has ever reported integrity problems in any of
the projects mentioned. Namely because the efficacy of reporting misconduct is greatly helped by
cooperation. And the author never made a secr et of his opinion and compla... |
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- 212 - The idea that it is not too bad;
Lack of understanding and reflection;
Closing ears and eyes for everything that might undermine one’s peace of mind.
Causes of inadequate inquiries and ina dequate supervision.
The reports show that present -day law and ins... |
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- 213 - eyes and mouth shut, or to soften criticism beyond recognition, and who find professional codes and
the public interes t more important than the short -term interests of the firm and its management.
Finally it should be remembered that investigators in general depend mor... |
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- 214 - liability are not to be covered by the public administration or the Treasury, but for as large a part as
possible by the responsible officials personally. Someone violating a law or code of conduct does not
act on be half of his organization, and cannot claim its protecti... |
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- 215 - furthermore give people a realistic opportunity to go to an independent judge if they think the
constitution has been violated, and giv e the judge the power to enforce compliance with the
constitution, and punish the violator(s). In present -day democratic constitutional... |
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- 216 - Reasons for punishment and criminal law.
The literature about criminal law gives the following reasons for criminal law, and for punishment
according to the law:
Damage caused by avoidable behavior of people has to be recover ed;
Crime should be reciprocated; ... |
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- 217 - This may be all too recognizable. It is only mentioned as an illustration, to help the reader connect
the given analyses with his or her other experiences. In theory Michener’s book and the TV -series are
wholly fictional. Still, it is unlikely that Michener or the film m... |
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- 218 - As causes of false pretensions can be mentioned:
• discrepancies between the requirements of a job and the abilities of those who are available
to fill them. That is: errors of organization;
• lack of self -knowledge (overestimation of one’s abilities);
• lack of int... |
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- 219 - Polit icians need false pretensions, and therefore dislike transparency and
supervision.
Inside a ministry, nothing is felt of any form of control or supervision by parliament, the general
accounting office or whatever. This reflects the common interest of all politi... |
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- 220 - not require, whistle blowing. So as to make the laws which outside government are said to be necessary
to prevent, correct and punish misconduct, applicable to government and government officials as well.
As it is, most misconduct in gov ernment and subsidiary organizatio... |
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- 221 - The heads of public administration have created a system that brings and ke eps people in the
top of public administration who fancy themselves far too much, are insufficiently competent
for their duties, and make nothing of misleading the public.
Democratic politic... |
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