Unit 5: Administrative

Reform
CO U RS E I D : GOV T 1 0 0 6
T I T L E O F CO U RS E : I N T RO D U C T I O N TO P U B L I C A D M I N I S T R AT I O N
CI NAME: A L I S I A T B ROW N E

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Learning Objectives
ü Define Administrative Reform
ü Explain Administrative Reform
ü Identify Reform Initiatives
ü Describe Internal and External Reform Initiatives
ü Identify constraints to the reform initiatives
ü Describe Privatisation

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UNIT OVERVIEW
vThis unit examine what is Administrative Reform, its objectives, and
how to make reform initiatives successful. It will also look at the
implications of internally and externally driven reform initiatives.
Major constraints of reform initiatives will be examined as well as
major administrative reform instruments.

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Unit Summary
v Administrative Reform is an attempt to modernize and make public
bureaucracies more effective and efficient. The reform process is driven either
internally or externally. The driver of the process to some extent has
implications of the reform initiatives being pursued. Several instruments with
different approaches and outcomes may be pursued. Nevertheless,
Administrative Reform though desirable suffers from several difficulties.

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Administrative Reform
v Administrative Reform can be referred to as a deliberate
examination of the existing practices, policies, procedures,
programmes, systems, and mechanisms in the public sector
with a view to implementing planned changes where
necessary to enhance the administrative and operational
efficiency of the Public Bureaucracy.

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Major Objectives of Administrative
Reform
v Modernisation of the Administrative System
v Improving productivity
v Enhancing efficiency and effectiveness
v Strengthening the Human Resource component of the Public Service
v Enhancing the systems of control and accountability
v Institutional strengthening and capacity building

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Drivers of Reform Process
v Conditionalities of international lending agencies e.g. International Monetary
Fund, World Bank (WB).
v Catastrophic situations
v Unforeseen crises
v The need to improve management capability
v New Political vision
v Responsiveness to change in the external environment

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How to make Reform Initiatives
Successful
ØThe scope and depth of the reform initiatives must be clearly articulated.
ØThe change process must be managed carefully.
ØThose in charge of the process must have the legitimate authority to carry out
their functions.
ØThe organization must be prepared for the change.
ØThe process must be driven and supported from the top that is, it should have
ministerial support.
ØThere must be consensus on the need for the change.
ØThere must be a clear communication strategy.

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Comparison of Internally and Externally
Driven Reform Initiatives
vInternally driven initiatives:-
§ Less resistance by employees and clients since the culture and climate of the
organisation as known
§ It is also less traumatic on employees
§ Organisation/agency usually have the in house capability to drive the reform
initiatives
§ The pace of change is slower since it may be more accommodating
§ There is a higher likelihood of procrastination since it may lack a sense of
urgency
§ Core problems may be overlooked for status reasons or because persons in
the corridors of power may be affected.

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External Driven Initiatives
v These are more visionary since the consultants owe no allegiance to those in
the Administrative or Political Sub-systems.
v The pace of changes is faster since strict conditionalities must be satisfied
within a particular time frame.
v Lack of knowledge of the climate and culture of the organization can lead to
resistance to change and cause the reform initiative to fail.

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Major Constraints to Administrative
Reform
v Lack of strategic visioning linking reform initiatives to economic and social
development goals of the country
v Lack of sustaining political support commitment and ownership
v Broad or conflicting objectives, poor resource allocation and inadequate
communication
v Lack of institutional capacity to ensure transparency and accountability as well as a
general lack of public confidence
v Ambiguous rules and boundaries between Administrative and Political Sub-systems
v Too much centralization and lack of creativity and innovativeness
v Too much emphasis on operational processes and less on the quality of service
delivered and customer satisfaction

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Administrative Reform Instruments
v Several instruments have been used to facilitate administrative reform
programmes. The following is a list of some of the instruments used:-
§ Training and development programmes across public bureaucracies. These
are aimed at building the knowledge, skills and abilities of public officers.
§ Performance audits to determine if there is optimal allocation of resources.
In addition, a perusal of policy, quality of service and introduction of
corrective measures where necessary.
§ Introduction of participatory approaches to enhance the quality of service
and the recognition of employee input and value. Some of these approaches
consists of work quality circles, management by objectives and productivity
councils.

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Privatisation
vSimply put privatization refers to a service or good being previously produced
by a public sector agency now being produced by a non-profit sector agency.
vReasons for Privatisation
§ The cost and benefits of managerial decisions are placed squarely on the
shoulders of the decision maker
§ The effectiveness of decisions is tied to the rewards and employment status
of the decision maker
§ Decision making is not dependent or linked to political organisations
§ To remove inefficiencies

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Privatisation
vForm of Privatisation
1. Contracts: This is where the government engages the services of a private
contractor to supply a good or service and the government pays.
2. The government awards franchises to private sector agencies or
organisations to provide a service directly to customers and charge the
customers for the service provided.
3. The government issues vouchers to persons who qualify to receive them.
These individuals then use the vouchers to pay for the good or service in
the open market.
4. The selling off of a total or part of a public sector agency that supplies
goods and services.

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Privatisation
vBenefits of Privatisation
1. Selling off totally are partially of government enterprises is an approach to
reduce a deficit and remove a fiscal imbalance.
2. Privatisation can lead enterprises down a path of efficiency and making
them competitive.
3. Privatisation can lead to the introduction of new systems which would
lead to enhanced productivity.
4. Privatisation is regarded as a catalyst for stimulating economic activity in
the economy.
5. It can facilitate entrepreneurial activity in the economy.

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Unit Resources
§ Essential Readings – Electronic copies of essential ”Readings” will be provided
in the course. Students are not required to purchase a text.
§ Recommended Texts – These resources are useful but they are not compulsory.
Public Administration-Balancing Power and Accountability, 2nd ed. Jerome
McKinney & Lawrence Howard.
§ Public Management and Administration. An introduction, 2nd ed. Owen Hughes

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Learning Activity - Unit 5
1. Discuss the major factors that drive and hinder Public Sector Reform
initiatives.

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