A/HRC/4/10 page 15 is an essential feature of the human rights approach, which also includes the right to take part in the processes and procedures for holding the duty-bearers accountable in case of policy failure. Appropriate institutional arrangements are needed for such participation to be possible. 52. In the same vein, it can be stated that corruption is unlikely to flourish where there is access to information, freedom of expression, participation and accountability - all key human rights features. Therefore, a human rights approach has the power to protect a poverty reduction strategy from being undermined by the corroding effects of corruption.22 53. There is a broad consensus that weak governance constitutes an important impediment to rapid development. Trade and investment decisions usually depend on the overall business environment, which is to a large extent defined by governance performance. 54. The role of good governance in the realization of benefits from debt relief operations has already been outlined in an earlier chapter. In general, it can be said that no debt relief measure or economic reform policy can contribute to a better realization of human rights, if it is not implemented within the enabling context of a good governance framework. Reforms targeting governance improvements must therefore be considered as a crucial part of State obligations under article 6 of ICESCR, which calls upon State parties to adopt policies and techniques to achieve steady economic, social and cultural development. 55. Public sector reform is an essential part of governance related improvement. It impacts directly on development through better delivery of basic public services affecting living standards, but as well through the creation of a climate conducive to private sector development and growth. In addition, public sector reform is supposed to create an enabling environment for good governance, accountability and transparency. Public sector reforms usually focus on four aspects: (a) Administrative capacity-building intending to improve internal management and efficiency of a public structure; (b) Policy capacity-strengthening aiming at building the capacity to develop rational and effective public policies; (c) Institutional reform measures aimed at making the State more open and accountable; (d) Civil service downsizing, usually motivated by a combination of fiscal discipline and a desire to move toward a more market-oriented economy.23 56. Past public sector reform programmes have often focused too much on downsizing, with dramatic negative consequences for the effectiveness of sector management. Future reform measures should target a more efficient public sector that delivers quality services in a transparent, accountable and responsive way. Downsizing decisions should be taken within a larger frame of reference that includes clear ideas on the appropriate role of the public service, an appropriate system for setting performance objectives and measuring progress against them, and a reformed pay structure conducive to attracting, retaining and motivating highly qualified staff.24