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LEADERSHIP AND PUBLIC SECTOR
REFORM IN ASIA
PUBLIC POLICY AND GOVERNANCE
Edited by Professor Evan Berman, School of
Government, Victoria University of Wellington, New
Zealand
This series brings together the best in international research on

policy and governance issues. Authored and edited by experts of the
field, these books present new and insightful research on a range of
policy and governance issues across the globe. Topics covered
include, but are not limited to, policy analysis frameworks; health
care policy; environmental/resource policy; local government policy;
development policy; regional studies/policy; urban policy/planning
and social policy.
Titles include:
Corruption, Accountability and Discretion

Nancy S. Lind and Cara Rabe-Hemp
The Experience of Democracy and Bureaucracy in South Korea

Tobin Im
Governmental Financial Resilience: International Perspectives on

How Local Governments Face Austerity
Ileana Steccolini, Martin Jones and Iris Saliterer
The Global Educational Policy Environment in the Fourth Industrial

Revolution: Gated, Regulated and Governed
Travis D. Jules
Governing for the Future: Designing Democratic Institutions for a
Better Tomorrow
Jonathan Boston
Asian Leadership in Policy and Governance

Evan M. Berman and M. Shamsul Haque
Different Paths to Curbing Corruption: Lessons from Denmark,

Finland, Hong Kong, New Zealand and Singapore
Jon S. T. Quah
Institutional Reforms in the Public Sector: What Did We Learn?

Mahabat Baimyrzaeva
New Steering Concepts in Public Management

Sandra Groeneveld and Steven Van de Walle
Curbing Corruption in Asian Countries: An Impossible Dream?

Jon S. T. Quah
LEADERSHIP AND PUBLIC
SECTOR REFORM IN ASIA
EDITED BY
EVAN BERMAN
School of Government, Victoria University of
Wellington, New Zealand
and
EKO PRASOJO
Faculty of Administrative Science, University of
Indonesia, Indonesia
United Kingdom – North America – Japan

India – Malaysia – China
Emerald Publishing Limited
Howard House, Wagon Lane, Bingley BD16 1WA, UK
First edition 2018
Copyright © 2018 Emerald Publishing Limited
Reprints and permission service

Contact: permissions@emeraldinsight.com
No part of this book may be reproduced, stored in a retrieval system, transmitted in any
form or by any means electronic, mechanical, photocopying, recording or otherwise without
either the prior written permission of the publisher or a licence permitting restricted copying
issued in the UK by the Copyright Licensing Agency and in the USA by the Copyright
Clearance Center. No responsibility is accepted for the accuracy of information contained in
the text, illustrations or advertisements. The opinions expressed in these chapters are not
necessarily those of the Editor or the publisher.
British Library Cataloguing in Publication Data

A catalogue record for this book is available from the British Library
ISBN: 978-1-78743-310-6 (Print)

ISBN: 978-1-78743-309-0 (Online)
ISBN: 978-1-78743-444-8 (Epub)
ISSN: 2053-7697 (Series)

CONTENTS
NOTES ON CONTRIBUTORS
CHAPTER 1 LEADERSHIP AND PUBLIC SECTOR

REFORMS IN ASIA: AN OVERVIEW
Evan M. Berman

REFORM IN JAPAN
Masahiro Horie

REFORM IN INDONESIA
Eko Prasojo and Defny Holidin

REFORM IN CHINA
Jiang Wu and Shao Jingjun

REFORM IN THAILAND
Supachai Yavaprabhas
REFORM IN VIETNAM
Ha Ngoc Pham

REFORM IN THE PHILIPPINES
Alex Brillantes and Lizan Perante-Calina

REFORM IN SINGAPORE
David Seth Jones

REFORM IN MALAYSIA
Loo-See Beh

REFORM IN AUSTRALIA
John Halligan

REFORM IN NEW ZEALAND
Caroline Rennie and Evan Berman
INDEX
NOTES ON CONTRIBUTORS
Loo-See Beh is Professor at the Faculty of Economics &

Administration, University of Malaya. Her research focus is on public
administration and human resource management. She has published
widely in leading journals and various publications. She has been a
Resource Person and Associate Member with several organisations,
including Malaysian Qualifications Agency, Royal Malaysian Police,
Malaysian Tax Agency, and the Asian Development Bank Institute.
Evan Berman is Professor of Public Management at the School of

Government, Victoria University of Wellington, New Zealand. He is
recipient of the Fred Riggs Award for Lifetime Achievement in
International and Comparative Public Administration from the
American Society for Public Administration and other awards. He has
published extensively on public administration leadership in Asia,
performance, human resources and other topics. His publications
include works on Public Administration in East Asia (2010) and Public
Administration in Southeast Asia (2011). He is past University Chair
Professor, and currently Adjunct Chair Professor, at National
Chengchi University (Taiwan) and Distinguished Professor at
Louisiana State University. He is also Coauthor of the popular
textbooks, Human Resource Management in Public Service (Sage,
2016, 5th ed.) and Essential Statistics for Public Managers and Policy
Analysts (Sage, 2018, 4th ed.).
Alex Brillantes is Professor of Public Administration at the National

College of Public Administration and Governance in the University of
the Philippines. Brillantes earlier served as Commissioner of the
Commission on Higher Education, Executive Director of the Local
Government Academy of the Department of Interior and Local
Government and President of the Philippine Society for Public
Administration. He obtained his Masters and PhD from the University
of Hawaii, and MPA and AB from the University of the Philippines.
His areas of expertise are governance, institutions, development
administration, local governance and higher education.
John Halligan is Emeritus Professor of Public Administration at the

Institute for Governance & Policy Analysis, University of Canberra.
Research interests are comparative public management and
governance, including public sector reform. He specialises in
Anglophone countries: Australia, Canada, New Zealand and United
Kingdom, and is currently completing a book on the results of reform
in these countries.
Defny Holidin is a Lecturer in Public Administration at Universitas

Indonesia. His research areas are public administrative reform,
public sector innovation and institutional reengineering. He is
currently Co-directing Research and Policy Advocacy of the
Universitas Indonesia Center for Study of Governance and
Administrative Reform. He has provided policy consultation and
advice concerning bureaucracy reform and public service innovation
agendas to the Government of Indonesia. He has recently co-
authored a policy paper on transformative leadership and
competencies of public servants for the 15th Session of the United
Nations Committee of Experts on Public Administration (2016) and a
book entitled Bureaucracy Reform Transition in Indonesia (in Bahasa
Indonesia, 2016).
Masahiro Horie is Senior Professor and Director of the Executive

Development Center for Global Center of the National Graduate
Institute for Policy Studies in Tokyo. Before moving to GRIPS, he
worked for the Japanese Government for 35 years. Positions he held
in the government includes Vice Minister of the Ministry of Internal
Affairs and Communications and Director-General of the Cabinet
Secretariat Office for the Promotion of Administrative Reform. Since
2013 he is the Chair of the Programme and Research Advisory
Committee of the International Institute of Administrative Sciences.
His research concentrates on administrative reform, public
management, policy evaluation and comparative public
administration.
Shao Jingjun has worked as the Deputy Secretary of Ling County

CPC Committee, Shandong Province and has served as the Deputy
Discipline Commissioner to the Research Office of Central
Commission for Discipline Inspection of CPC and inspector of the
Inspection Department. He has served as the Committee Member of
Committee of National Philosophy and Social Science Planning
Subject, Special Commentator of Central Organization Department of
CPC, the Contributing Senior Editor of People’s Daily, Adjunct
Professor of Chinese Academy of Governance, Hunan University, and
Qingdao University, and the Staff Writer of Chinese Public
Administration. His main research areas are the social development
and governance in current China, and the CPC Building and Anti-
Corruption Fight.
David Seth Jones is currently a Consultant in Policy and

Management. He previously worked as Associate or Adjunct
Professor in the National University of Singapore, Singapore
Management University and University of Brunei Darussalam, and as
a Course Director in Singapore for a Masters of Public Administration
Programme conducted by the Australian National University and the
Civil Service College, Singapore. His current research interests are
public procurement, public finance, public–private partnerships and
land policy and reform. He has published widely in these fields.
Lizan Perante Calina is currently connected with the House of

Representatives. She is a University Lecturer at the National College
of Public Administration, University of the Philippines. She is actively
involved in the discourse of public administration and governance as
Executive Director of the Philippine Society for Public Administration
and Associate Editor of the Philippine Governance Digest. She
obtained her Doctorate and Masters in Public Administration from
the same university.
Ha Ngoc Pham is a Lecturer at National Academy of Public

Administration in Hanoi, Vietnam. She obtained a Master Degree in
Public Administration from University of Leuven, Belgium and is
currently doing a PhD in Public Management in Victoria University of
Wellington, New Zealand. Her main research areas include public
sector leadership, performance management and public
administration reform and training. She has published several
articles, textbook chapters and conference papers in Vietnamese and
English.
Eko Prasojo is Dean of Faculty of Administrative Science, University

of Indonesia and the Director of University Centre of Study of
Governance and Administrative Reform. He is Professor for Public
Administration. From October 2011 until October 2014, he was the
Vice Minister of Administrative Reform in the Republic of Indonesia
and was involved in several drafts of law on public sector reform and
decentralization in Indonesia. He is now president of the Indonesian
Association of Public Administration, Vice President of the Asian
Association for Public Administration and Member of Committee
Expert of Public Administration, the United Nation.
Caroline Rennie has worked in the New Zealand Government for

the Ministry of Transport, NZ Treasury and former Ministry of
Economic Development. Caroline worked on provided ministerial
advice on the management of Crown owned entities and advising on
the development of commercial legislation in the transport,
electricity and finance sectors. She has for a number of years taken
an interest in the changes and reforms to the New Zealand public
sector and has qualifications in Law and Economics.
Supachai Yavaprabhas is a Professor in the Department of Public

Administration, Chulalongkorn University, Thailand. His research
interests include public policy analysis and public sector reform,
especially in the sector of higher education, basic education, police
and judicial administration and public health. Recently, he was
appointed as a member of the Thailand National Reform Council and
later a member of the Constitutional Drafting Committee. He
previously served as Secretary to the Minister of University Affairs,
and in the last decade, he held positions on the Main Committee,
External QA Assessor, Advisor and Senior Administrator in both
public and higher education sectors.
Jiang Wu has served as President of the Chinese Academy of

Personnel Science and as a member of the 11th and 12th CPPCC
National Committee. He served as the Senior Vice President of
International Institute of Administrative Sciences from 2009 to 2016.
He is currently the President of Asian Group of Public Administration,
and also works as the Deputy Director of Research Institute of
China’s Administrative Reform, the vice chairman of Chinese Public
Administration Society and the Deputy Director of Research Institute
of China’s Public Sectors Management and China Institute for
Leadership Science. Prior, he served as Deputy Director of research
office of Central Organization Department of CPC in 1993, and
Deputy Editor-in-Chief of Party Building Books Publishing House in
1991.
CHAPTER 1

REFORMS IN ASIA: AN OVERVIEW
Evan Berman
ABSTRACT
This introductory chapter explains why public sector reforms
matter and why a focus on Asia and leadership is needed. It
also provides an overview of highlights, lessons and
conclusions in this book. Cases of successful public sector
reforms usually show leadership by central agencies, with
support of the office of President or Prime Minister. While laws
and rules are commonly used to further reform, cases show
that more is needed to ensure success and sustainability. A
range of strategies include heightened accountability, personnel
changes, supporting change leaders in departments, reform
through capacity development, and learning from innovations
other jurisdictions. Conclusions include suggestions for further
research.
This book examines public sector reforms with a focus on Asia and
leadership. This introductory chapter explains why public sector
reforms matter for meeting many public policy challenges, and why
a focus on Asia and leadership is needed at this time. This chapter
provides an overview of highlights, lessons and conclusions from the
chapters that follow and summarises the highlights and arguments
of each. We also offer thoughts for further research.
WHAT ARE PUBLIC REFORMS? WHY DO THEY

MATTER?
Public sector reforms are changes in government processes or
structures that help to better achieve key public policy challenges.
Some processes are directly linked to citizens, such as when they
use new digital processes to obtain government services quickly and
which are free of corruption. Other reforms are less visible to citizens
but are no less salient to those working ‘on the inside’ of
government. For example, when cross-border pollution is noted as
an issue, countries may increase their cooperation and collaboration
by sharing information, sometimes in real-time, and by setting up
trans-national working groups to address specific concerns. In short,
public sector reforms are ‘deliberate changes to (the structures and
processes of) public sector organizations with the objective of
getting them (in some sense) to run better’ (Pollitt & Bouckeart,
2011; United Nations Economic and Social Council, 2006).
The case for public sector reforms is that they provide public
managers with the opportunity to improve processes and produce
better public sector results. The issue in question is not necessarily
that the machinery of government is broken and needs fixing,
though improvements often are needed. Rather, public sector
reforms usually involve system-wide changes that touch the many
thousands of programs which make up government. Public sector
reforms open up new opportunities for thousands of public
managers to improve how their programs work and what targets for
performance and impact can be set, thus providing leverage across
manifold programs.
There are many examples of public sector reforms. The following
list shows some of the many ways in which governments have
improved how they work in the last 20 years or so. Jurisdictions vary
on how fast and deep they take to public sector reforms but few
may ignore what their neighbours are doing. Hopefully, some of the
following examples readily come to mind for many readers:
Decentralization reforms that build up local government and

central government programmes in local areas (e.g., improvement
in local health care services, school, roads and agricultural support
services).
‘Joined up’ efforts in decision-making or programme delivery that
cut across departments (e.g., coordinated approaches to crime,
welfare or business development).
Reorganization that aligns priorities with efforts and capability
(e.g., building new pollution control departments).
Strengthening anti-corruption oversight and implementation (e.g.,
new laws and increased independence and capacity in
investigations).
Public–private partnerships (e.g., delivery of welfare service,
rocket launches and highways).
Digital government (e.g., one-stop shopping and integrated/real-
time data).
Transferring functions to new semi-autonomous agencies
(including corporatization of higher education).
New performance management frameworks (e.g., increasing
accountability and performance through new reporting standards,
also for leadership development).
New procurement processes (e.g., increased transparency or
access by minority vendors).
New structures or programmes for transnational cooperation (e.g.,
Association of Southeast Asian Nations, migration and regional
pollution).
Public sector reforms are not always at the centre of heated
public policy debate but they do matter. Many semi-autonomous
agencies work quietly but successfully on health care promotion and
infrastructure development, for example. At times, public sector
reforms do make headlines, such as on matters of privatization or
anti-corruption, or when they are launched by leading elected
officials. However, many public sector reforms fly a bit under the
radar of public consciousness, and hence the media, certainly
beyond any initial launch. They often are driven by senior public
leaders and involve specific concerns or opportunities. This not to
say that citizens are not grateful for them or that they don’t make a
difference or lack accountability – many of today’s governments
work vastly more effectively and efficiently than they ever did.
Yet, even the most casual observer may note very large
differences in the use of these reforms across countries and
jurisdictions within them. Some agencies and cities are clearly on the
cutting edge of adopting reforms, whereas others are locked into the
ways of yesteryear. This is not to say that tried and true bureaucratic
routine and rules are necessarily bad – predictability and
accountability are important values for government – and many
public sector reforms are built on well-established processes because
they work. However, a need also exists for responding to changing
citizen needs, incorporating changing global expectations and taking
advantage of increased capability. As the following chapters will
show, leadership is needed at many levels to help bring public sector
reforms into reality.
WHY THIS BOOK?

This book acknowledges that present day knowledge about public
sector reforms in Asia is quite scattered and seldom focusses on the
challenges of leadership. Given the current state of global knowledge
on public sector reforms, as well as the needs of scholars and public
managers working on reforms, more knowledge is needed about
reforms in Asia and the leadership that is required.
Asia is a fascinating region for focussing on public leadership,
including reforms. Specifically, this book focusses on the Asia-Pacific
region, defined as roughly East and Southeast Asia in which about
one-third of the world’s population, about 2.3 billion people, live.
This area is hugely diverse. Governments include democracies (e.g.,
Australia or Japan), one-party states (e.g., China and Vietnam) and
unstable systems (e.g., Thailand). They have a broad range of
cultural legacies such as Confucian (Japan and Vietnam), Buddhist
(Thailand) and Western (e.g., Australia) and vastly different levels of
economic development (e.g., Singapore and Indonesia). The region
includes countries with the least corruption (e.g., Singapore) and
those with high corruption levels (e.g., Vietnam). The region includes
the world’s most populous country (China) as well as some of the
smallest states (e.g., New Zealand). In the Asia-Pacific states,
governments typically play leading roles in social and economic
development (e.g., Malaysia and China), yet by measures of
expenditures or civil servants per capita, most are among the smaller
ones in the world. The country cases, identified above, reflect this
great diversity.
Public sector reforms are very relevant to these countries and
their leaders. Matters of food supply, housing, education, public
health and national security are key priorities. In Asia, strong
governments are needed and valued to ensure these; weak
governments are associated with public suffering and a lack of
governability. The quality of government planning and execution is
important to economic development and political stability. Public
sector reforms to increase government effectiveness, assist leaders
to achieve their policy aims and are often picked up in government
agendas and as executive priorities.
Our interest in this book is to explore what is known about these
reforms with an eye towards helping leaders responsible for such
reforms. Clearly, there is a very large variation; some Asia-Pacific
countries are leading in public sector reforms, while others are surely
not. This is not only a matter of understanding as to which factors
are associated with success and failure, as many scholarly studies
are apt to do, but it is also to further our understanding about what
leaders might need to do to be successful. If a strong (or at least
effective) government is sought, then leaders are needed who know
how to realize the effective use of public sector reform, as well.
The global literature on public sector reforms, which is fairly
extensive, has not been particularly focussed on this leadership
matter, to which this book adds. Generally speaking, studies of public
sector reforms often discuss broad paradigms of reforms and their
content, such as New Public Management, New Public Governance
and Neo-Weberian State, which are reflected in the above examples
(e.g., Brinkerhoff & Brinkerhoff, 2015; Laegrid & Christensen, 2013;
Wong, 2015). Other reform studies describe specific reforms, such
as public–private partnerships, e-government or personnel reforms,
focussed on specific countries and programmes or policy settings
(e.g., Berman, 2015; Phua, Ling, & Phua, 2014; Wu, Ramesh, & Yu,
2017). Some studies assess reform outcomes, although often
qualitatively as quantification is not easy and often limited to narrow
measures of specific reforms in specific settings.
Of most relevance to the theme of leadership are past studies
that describe how reforms emerge. While some focus on broad
trends of, say, technology (e.g., e-government and energy trends) or
social change (social media and transparency) as driving factors
(e.g., de Vries, Bekkers, & Tummers, 2016; Pollitt & Bouckeart,
2011), almost all studies also note the role of political elites and
bureaucratic actors in leading or picking up reforms and realizing
them (e.g., Choi, 2010; Sobis, Berg, & Vries, 2012). This book builds
on the latter, focussing on the leadership of political executives and
bureaucratic actors.
The chapters that follow examine the strategies and contexts of
reform leadership. Authors were instructed to focus on the following
matters in their chapters; identifying the locus and drivers of
reforms, the extent and manner that leadership is seen to further
reform efforts, how leaders address resisting actors inside
organizations, overcome public distrust, address relations with the
authorizing environment; and how leaders build operational capacity
to succeed reform implementation and making reform efforts
sustainable. Authors were also instructed to provide one or more
cases illustrating the above practices of leadership. The chapters are
informed by cutting edge interests in theses areas.
The results of these efforts are contained in the following pages.
The following section brings together some of the main highlights.
TOWARDS A THEORY OF LEADERSHIP IN

PUBLIC SECTOR REFORMS
In what follows, we draw on the book chapters to highlight matters
of leadership in public sector reforms. As the range of constitutional
practices varies, we use the term ‘presidents’ to refer to prime
ministers (e.g., New Zealand), presidents (e.g., Thailand) and party
secretary generals (e.g., China), and the term ‘department head’ to
refer to ministers, vice ministers, director-generals and chief
executives who lead departments and agencies. We clarify instances
where other meanings are used, such as ministers who are not also
department heads (e.g., in Westminster systems).
WHO LEADS IN INITIATING PROPOSALS FOR

PUBLIC SECTOR REFORMS?
Public sector reforms, even when not government-wide, typically
involve quite fundamental changes in structure and processes that
require new policies at the highest levels, sometimes requiring legal
or legislative actions as well. In all chapters, these involve the
presidents and/or cabinet. Public sector reforms often include parts
that are aligned with governance platforms of political parties and
their presidents (e.g., privatization in Japan, one-stop shopping in
Malaysia and anti-corruption in China), and chapters in this book
clearly show that presidents often take a strong interest in leading
certain reforms. While public sector reforms seldom arise from voter
priorities, in recent years, key policy targets of education, crime,
environment, welfare and job creation have led to ‘whole-of-
government’ actions in each area and included direct involvement of
the president and cabinet (e.g., Malaysia, New Zealand and
Singapore).
However, public sector reform does not always originate from
political processes or platforms. Central agencies such as the
treasury, national planning, budget, administration and civil service
reform offices also lead the development of public sector reforms.
Central offices have relevant mandates, led prior reform efforts, and
are well-positioned to lead consultation processes with departments
across government. Officials in central agencies often have broad
relations with other departments and, in some countries, even come
from them, too. The cases of Singapore and Japan show senior
officials playing important roles, working together with ministers to
formulate specific reform plans and initiatives. In such instances,
‘teamwork’ of high-level officials and ministers is described and is at
play.
Thus, the source of initiative of public sector reforms is varied.
The case of Thailand also shows societal actors working with
bureaucrats over many years dealing with successive ministers (e.g.,
‘jazz-based’ model). A concern is that leadership that builds
successful support for reform initiatives does not also always
generate pathways for success and address barriers that may need
to be overcome. The chapters on Indonesia, Vietnam, Thailand and
Australia also show instances where reform leadership did not
include strategies or conceptualizations for lower level leaders to be
successful – which they were not. While this might be seen as
implementation, it is also an issue of decision-making that does not
thoroughly identify and provide pathways for success. The cases of
Singapore and Japan show the use of fact-based analysis and input
from senior public managers that may help identify success factors,
which no doubt is furthered by involving those responsible for
subsequent implementation of success. The use of rule-, law- or
ideology-based analysis as frameworks may lead to blind spots about
the realities that reform leaders face.
In short, some chapters in this book raise concern about
insufficiently adequate (i.e., low quality) decision-making for reform.
Also, the case of Malaysia shows the unwillingness of political
leaders to address some core challenges, which no doubt is present
in other countries too. We raise these matters as suggestions for
further research.
HOW ARE PUBLIC SECTOR REFORMS

IMPLEMENTED?
The nature of the public sector involving high-level policy often leads
to a high-level of involvement in implementation. Different practices
are reported, usually involving presidents, cabinets or core agencies.
The underlying logic is that implementation from the highest levels is
needed to ensure (i) implementation across the entire government
(all departments and quasi-autonomous agencies), (ii) overcome
resistance at the very top layer of the departments and provide
senior department managers with tools for implementation (e.g.,
mandates, budgets and interventions) and (iii) provide accountability
and oversight so that reforms proceed and are achieved.
The cases report a range of organizational practices. In Japan,
the administrative management agency was established in the
president’s office, but various presidents also created advisory
councils reporting to them when they wanted support from business
and other societal leaders for reforms. In Indonesia, the Ministry of
Administrative Reform was created, and the Office of the Public
Sector Development Commission was created in Thailand. In New
Zealand, the State Services Commission (SSC) was created that
today leads many reforms. In Australia, the Treasury and Public
Service Commission leads reform. While the power of these
organizations waxes and wanes, there is little doubt that they have
the ears of presidents and are involved or lead in implementing
reforms. In China and Vietnam, central party congresses are the
source of documents and the framework is enforced from top down.
The chapters discuss various tools of implementation. Laws and
rules set up new organizations, requirements, processes and
accountability, involving privatization, management, corruption and
more. Leaders use appointment and promotion to encourage lower
level managers to implement reforms, and they remove and replace
resisting actors and use audits to ensure compliance. They provide
clear policy announcements and training to increase and further
accountability and expectations. In the case of anti-corruption,
audits are also used to lead criminal investigations and punishment.
The above agencies usually provide reports on monitoring the
progress of the reforms and call upon ministers and cabinets when
interventions are needed. Together, the chapters help piece together
what is a pretty clear framework. The chapters on Japan and China,
taken together, provide a clear overview that is reinforced and
extended by others as discussed below.
However, new laws and rules are not enough and also contain
problems. Many chapters report concerns about lack of conditions,
resistance and sustainability over time. In Vietnam, the scope of
reform is said to be too broad, the capacity of public agencies and
civil servants is limited, and existing monitoring, evaluation and
reporting systems are weak. In Thailand, strict and narrow financial
rules limit resourcing for reforms. In Indonesia, innovation can cause
leaders to tread beyond parameters, resulting in prosecution. Public
sector reforms in China too are seen to take many cycles, suggesting
many challenges as well. Bureaucratic, rule-based and/or corrupt
cultures can be highly resistant to client-focussed and outcome-
oriented reforms, and the chapters from Australia and New Zealand
raise additional implementation issues for management reforms.
Training is mentioned in some chapters, but it needs to be specific
and deal with actual situations.
There are other problems as well. There are inherent principal–
agent problems; high-level leaders may not get accurate information
from subordinate agencies and their leader managers about the
implementation of state reforms. Gaming with performance-based
reporting is well documented in China. There are also challenges of
political turnover in democracies and leadership turnover in one-
party systems. The threat of discontinuity of political or party
leadership means that implementation needs to be institutionalized
before political change occurs. The Australian case shows that a
relatively stable political environment allowed implementation to
proceed in the mid-term. The same can be said of reforms in
Malaysia and Singapore. With so many problems, it is small wonder
that reform outcomes are mixed or take a long time to occur.
HORIZONS AND INNOVATIONS IN REFORM

LEADERSHIP
The chapters in this book include practices that also extend beyond
the above framework. The case of New Zealand is noteworthy in
that it establishes a non-political, professional process that increases
accountability for department performance. The performance
improvement framework (PIF) provides expert assessment of
department readiness for meeting prospective mid-term targets,
which include organizational capabilities. The PIF stands alongside
traditional democratic and political accountability mechanisms and
gains its force by being tied to the contract renewal and
performance appraisal of department heads. This not only gives an
additional locus for driving public sector reforms but also gives a
non-political focus to reform and to priorities that can broaden
content when issues are beyond the interest of presidents and their
cabinet, such as issues of management reforms and long-term
changes.
The Indonesian chapter describes efforts to find and support
reform ‘champions’ in departments. The idea is that over time
reforms are implemented in cascading sequence and that this
process itself creates new leaders who learn to address and
overcome obstacles; successive leaders share in lessons. The idea is
intellectually well stabled in the organizational development
literature. The case shows leaders turning threats into new reform
opportunities and engaging in collaboration across departments and
jurisdictions in building new coalitions for change and engaging with
the authorizing environment. While the success of this strategy is
untested, does not address overarching constraints (e.g.,
corruption), and may initially lead to somewhat scattered progress, it
nonetheless aims to build capacity and progress in decentralized
systems and one can easily imagine policies and practices in support
of these efforts.
Accountability of department managers is taken yet further in
cases of Singapore and China. In the case of Singapore, it is
reported that managers get frequent feedback at all levels and strict
performance standards are held; promotion is merit based and
competitive. The idea is to increase innovation and reform in the
appraisal and selection of public managers as well as in dialogue and
feedback processes that speak to the organizational culture. In China
and Singapore, strict accountability audits keep people on their toes
when presidents express clear priorities that are followed by
persistent audits and harsh consequences. Leaders show that they
mean business when there is accountability. (However, chapters also
show that this is not always the case. In theory, double
accountability in one-party systems to both government and party
officials should keep reform implementation high, yet in Vietnam
poor capacity and corruption are said to thwart this.)
The chapters on Vietnam and the Philippines also point to the role
of local governments as a source of reform innovation. In Vietnam,
local governments are given leeway to ‘break fences’ and inspire
new innovation that could be later adopted in other jurisdictions or
the national government. The chapter on the Philippines discusses
that in spite of the numerous public sector reforms being primary
concerns of successive national leaders of the Philippines, massive –
and sometimes impressive – reorganization plans have not met their
declared objectives. Instead, these authors focus on the role of
leaders at all levels of government, including local governments, civil
society and universities. Leaders work by developing capacities of
themselves and others, by pushing the boundaries of continuous
improvement and by focussing on reforms of institutions, structures
and procedures that are anchored in behaviour, values and vision. In
doing so, these change leaders become the sources of reform.
Finally, it would appear that some path dependency in public
sector reforms may exist. It is very hard to succeed in reforms where
high corruption and low professional capacity exist. This is supported
by the cases in this book, both comparatively and in time. Many
current reforms assume transparency and professional orientations
in managers’ discretionary authority, and countries such as
Singapore, New Zealand and Australia have high transparency
rankings. While it may be that building anti-corruption procedures
and professionalism is a first or necessary public sector reform at
some point, the cases of the Philippines show that reform is possible
even in the presence of some corruption.
There is still much that we do not know about leadership in public
sector reforms research always has a next frontier. The following are
the topics for further research: What are the motivations of reform
leaders and senior public managers, and what rewards and
opportunities might drive them? What rewards and opportunities
encourage those at lower levels who are involved in implementation?
What skills do reform leaders need to have, and how can these be
built up at lower levels? How do top leaders remain involved in
reform efforts? How do reform decisions avoid or minimize
deficiencies in decision-making that trip up subsequent
implementation? How can reforms best be implemented beyond
central government agencies? How does corruption negatively affect
reform success specifically, and how can anti-corruption efforts be
integrated to further public sector reform efforts? How can reporting
and performance management practices be strengthened to support
implementation? How do financial rules and accountability affect
reform success? How can reform success be leveraged into creating
cultural change in organizations? How does shaping organizational
culture affect the success of reform implementation, and what is the
evidence that organizational cultures can be shaped? How do
jurisdictions learn from each other and how can that be improved?
How can the lessons from smaller, reform-minded jurisdictions,
either smaller countries or in local governments, be used to further
reform processes in larger jurisdiction and national departments that
may be lagging? We hope that these frontier questions aid in
thinking about the future research.
In sum, public sector reforms vary in the degree of commitment
and success. We hope that the above analysis, and the chapters that
follow, can help inform and guide the work of reform leaders.
ABOUT THE CHAPTERS

While authors were asked to follow the above-mentioned ‘guiding
issues’ on reform leadership, authors used their discretion to
highlight themes in their countries and bring forth additional cases
and evidence as available to them. The chapters of the book thus
bring out somewhat different aspects and themes. These are
discussed below for the readers’ reference.
Japan has had four periods of public sector reforms since World
War II. Masahiro Horie discusses leadership for reform during the
occupation period, the high economic growth period, the low
economic growth period and the search for a ‘new’ Japan under
various present difficulties. Reforms reflect the priorities of the time
and interests of prime ministers, whose style also affected how
public sector reforms are advanced. During the occupation period,
the Administrative Management Agency was established in the Prime
Minister’s Office and was responsible for the overall management of
national government organizations. It was staffed by civil servants
who become experts in their areas. Since the 1980s, furthering
privatization, deregulation and reorganization, advisory councils for
the prime minister were also used involving influential business
leaders and scholars.
Horie shows that ‘political leadership, especially that of the prime
minister and minister in charge of administrative reform, is important
in deciding on highly political issues, to persuade or direct politicians
and administrators to follow the leadership, to inspire and get
support of the general public, and to ensure the support or
acceptance of those concerned’. Where prime ministers are not
directly involved, leadership is provided by professional
administrators under the general support of the prime minister and
the minister responsible for administrative reform. He describes
detailed analyses and notes that reform sustainability occurs through
institutionalization, incentives, management and producing
meaningful results.
Leadership for public sector reforms in Indonesia involves both
national level efforts and leadership from local levels that have been
empowered by prior decentralization. Eko Prasojo and Defny Holidin
focus on reforms by the national government, which have been
guided by values of serving the public, increasing efficiency and
becoming corruption-free. Although the National Development
Agency and the Ministry for Administrative Reform provide central
impetus and coordination, reforms are seen as quite fragmented
across ministries, with uneven results. The authors are concerned
about reform effectiveness and sustainability. Reform leadership is
challenged by human capital and legally mandated but inefficient
bureaucratic processes and structures, as well as challenges of
public distrust and disobedient civil servants. The latter is sometimes
dealt with by using patronage to insert allies for reform, and they
note leaders gaining leverage from working across boundaries and
jurisdictions and by improving their authorizing environment. Prasojo
and Holidin describe a strategy of leaders-led efforts that are
cascaded through ministries through institutionalization (e.g., of
policies) and obtaining support from successive reform champions at
different levels and locations. The authors argue for increasing the
number of ‘champion leaders’ who pragmatically, transactionally and
successfully get subordinates to commit to reform efforts.
In his chapter on China, Jiang Wu and Shao Jingjuin discusse how
China’s rapid economic development since the 1970s has involved
three different periods of administrative reforms, stretching out over
seven successive five-year plans. Wu focusses on leadership style,
specifically, the thinking that is expected from leaders in each period
of leadership for development, open leadership and innovative
leadership. Wu discusses that leadership for these reforms comes
from the highest levels, the Communist Party of China (CPC), as
articulated by successive secretary generals of the CPC, that the
reform purpose is not only to achieve policy goals but also to uphold
CPC leadership in China, and that public managers throughout China
are assessed by the party as well as the government. Wu also
provides an excellent case of reform leadership in anti-corruption
that shows how the CPC deals with complex and entrenched issues
through education and strict implementation, leading to punishment
of 1.2 million people, including senior officials. The case shows
senior officials setting the general direction, preserving the role of
the CPC and achieving results learned through practice and
innovation, trends towards increasing the rule of law and the use of
audits.
Thailand has continuously had administrative reforms, in spite of
periods of military regime and democratic government. Supachai
Yavaprabhas describes leadership of administration reforms coming
from issue experts and senior civil service officers described as a
‘jazz-banded’ leadership model of different actors. Political parties
pick up reform packages consistent with their policy platforms, while
the military looks for ready-to-deliver-policy packages. Supachai
discusses the example of education and health care reforms and the
role of the Public Sector Development Commission (OPDC). In
Thailand, resistance usually occurs during the implementation stage
than at the formulation stage. Supachai discusses OPDC initiatives
that were implemented with bonuses of up to 12-month salary for
some senior officers and department heads. In health care, success
came from concerted efforts of health care experts who promoted
their ideas for long periods of time and successfully continued to
convince politicians running the Ministry of Public Health. In other
instances, however, budget allocations may bump up against
financial procedures that are detailed and tight due to anti-
corruption practices. In education reforms, teachers were placed at
different school districts that the lacked commitment. In
decentralization reforms, resistance come from line ministries
wanting to secure their authority, although local authorities may be
very active. Resistance often requires negotiation of many parties
and rarely do politicians step in to overcome and assist.
In her chapter on Vietnam, Ha Pham describes how in 1986
public sector reforms became important following the Doi Moi
programme. Restructuring of the state-owned sector was regarded
as crucial for ensuring the quality of economic growth, and the
Vietnamese government placed considerable effort in public sector
reforms. The 8th Party Congress (1996) emphasized the urgent need
for a more transparent, capable and modern public sector, including
efforts to improve law-making process and capacity, reducing
burdensome bureaucracy, fighting corruption, increasing leadership
by senior officials and improving public service delivery. The
government specifies the national Public sector Reform (PSR) master
programme, and the Ministry of Home Affairs coordinates
implementation among ministries, central agencies and provincial
governments. Local political leaders (party leaders) determine
reforms based on the guidelines of the party and the government.
Ha Pham writes that in spite of ambitious public service reform
programmes and some positive achievements, the quality of the
public sector remains poor. The professional capacity of the civil
service is low, pay is low, corruption is high and processes and
structures seem ill-fitted for the market economy. Reform scope is
too broad, the capacity of public agencies and civil servants is limited
and existing monitoring, evaluation and reporting systems are weak.
In some successes, leaders use appointment and promotion to
encourage those at the lower level to implement reforms and
provide training to increase understanding. She believes that
Vietnamese leadership has become less proactive and vigorous in
practicing or embracing bold reform experiments.
In their chapter on The Philippines, Alex Brillantes and Lizan
Perante-Calina discuss that in spite of public sector reforms being
one of the primary concerns of successive national leaders of the
Philippines, the ‘massive – and sometimes impressive –
reorganization plans have not met their declared objectives.’ They
note that intractable and stubborn problems of Weberian
bureaucracy, such as excessive rules and regulations, overlapping
structures and procedures, inefficient procedures, lack of
coordination, excessive partisan politics and corruption, continue.
They examine how the leadership can play a pivotal and key role in
addressing these problems. Specifically, they argue that reforms
should be multidimensional, going beyond reorganization and
shifting organizational boxes, and encompassing changes in
behaviour, perspectives and attitudes. Using the concept of
‘phronetic leadership’, they examined three cases of a national, local
and civil society leader, as well as a survey of university leaders.
They conclude that leaders can make a difference by developing
capacities of themselves and others and pushing the boundaries of
continuous improvement. However, to be sustainable, public sector
reforms have to be complemented by reforms of institutions,
structures and procedures, and anchored in behaviour, values and a
common vision that are communicated well and owned by all.
In the chapter on Singapore, David Seth Jones discusses reforms
to increase customer-centredness, public consultation (including
professional, business and community associations), whole-of-
government approaches (and a case of trafficking in persons),
increased budget, personnel and procurement delegation to
departments and increased role of statutory boards (autonomous
agencies). He writes that the driving force behind public sector
reforms emanates from the inner core of ministers, and most
particularly the prime minister and deputy prime minister, working in
close conjunction with senior permanent secretaries, directors of
boards and Government Linked Companies (GLCs). In Singapore,
power is concentrated in the hands of political executives and senior
levels of civil service; ministers set the policy agenda and make final
policy decisions on important issues. The administrative service is
the elite service (of about 250 persons) within the civil service that
shapes policy, especially permanent secretaries and deputy
secretaries. Objections to reforms are anticipated through inputs to
the reform process from key stakeholders and experts in the relevant
field from inter-ministerial and inter-agency committees and through
public consultations. Singapore has achieved an exceptional level of
prosperity, and Jones writes that civil service is guided by practices
of meritocracy (e.g., in promotion) and strict accountability through
audits and anti-corruption efforts.
Malaysia has experienced a successful economy at different
stages since independence, writes Loo-See Beh. The development of
the administration and institution-building phase was followed by
reform initiatives, and the 22-year long political leadership under Tun
Mahathir Mohamed included accelerating ethnic Malays’
participation. Master industrial plans, 5-year development plans and
other mid-term plans are used, which included governance and
performance management reforms. Today, public service reforms
continue to evolve with emphasis on better counter services, 3-
government, one-stop clearance centres. Under the Government
Transformation Programme launched in 2010, seven national key
results areas have been identified (e.g., reducing crime, fighting
corruption, improving education and raising living standards of low-
income households. Within this framework, the political
transformation programme, digital transformation programme,
community transformation programme and social transformation
programme have been created to advance public sector reforms. Beh
writes that while states and leaders remain powerful actors, as
public confidence declines in their ability, leaders recognize the need
to reform and overcome unethical and inefficient bureaucratic
dysfunctions or keep them at a minimum. Leaders manage such
problems by using transparency to address problems of vested
interests, stringent audits and punishing civil servants for criminal
breaches of trust, removal of ministerial control over government-
linked companies and removing resisting actors. Yet, allegations of
massive corruption persist at the highest level of government, and
race relations have regressed. Beh calls for increased value-based
leadership that is inclusive at the highest levels.
Australia was one of the Anglophone countries that readily
adapted to a public management approach, writes John Halligan.
Reforms since the 1980s show remarkable breadth, longevity and
significance. The reforms acknowledge the failure of the existing
approaches and the need to address management deficiencies, fiscal
stress and increased complexity. Halligan discusses four cases,
reflecting on leadership from core agencies and executives in other
departments. Financial management was pursued by the treasury,
which later became a broader managing for results overseen by a
senior management committee in the Department of Prime Minister
and Cabinet (DPMC) that conducted specialized inquiries. However,
devolution of responsibilities from central agencies did not appear to
make managers more accountable. Halligan analyses that the
treasury failed to exercise appropriate leadership and that agencies
did not integrate management reforms with internal planning
processes. By contrast, a one-stop shopping service for welfare was
successful, although it later folded in with the Department of Human
Services. The DPMC also launched reform process in the 2010s.
Although not a priority of the prime minister, some recommendations
were implemented that increased public service capacity, such as
leadership development and talent management. The Australian
case shows that in spite of variable political support and leadership
by central agencies, a relatively stable environment (governments
serving multiple terms) allowed implementation to proceed in the
mid-term, including incentives, to ensure responsiveness at
department levels.
New Zealand is a small country with a rich history of pioneering
administrative reforms. Caroline Rennie and Evan M. Berman
describe administrative reform processes emanating from the ‘core
agencies’ of the SSC, treasury and the Department of the Prime
Minister and Cabinet. They describe the new public management
reforms of the late 1980s–2000s led by the treasury that
restructured ministries (creating more agencies that are single
purpose), rewrote policy rules (e.g., the same laws for public and
private sector employees) and created accountability from agency
heads to ministers as well as SSCs who evaluate and reappoint
agency heads. It should be noted that in this Westminster system,
ministers provide policy leadership but not executive leadership of
the ministries. They describe in detail two reform processes led or
administered by SSC since the mid-2000s to increase accountability
for the mid-term policy of the ministry and organizational capability
targets (PIF) as well as well cross-ministry goals (better public
services). These efforts have been evaluated as being quite effective
and are noted for their sustainability and improvement over time.
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Leadership and Public Sector Reform in Asia

Public Policy and Governance, 1–17
Copyright © 2018 by Emerald Publishing Limited
All rights of reproduction in any form reserved
doi:10.1108/S2053-769720180000030001
CHAPTER 2

REFORM IN JAPAN
Masahiro Horie
ABSTRACT
Japan has had four periods of public sector reform since World
War II. This chapter discusses the leadership for reform during
the occupation period, the high economic growth period, the
low economic growth period and the search for a ‘new’ Japan
under various present difficulties. Reforms reflect the priorities
of the time and interests of prime ministers, whose style of
functioning also affects how public sector reforms are
advanced. During the occupation period, the Administrative
Management Agency was established in the Prime Minister’s
Office and was responsible for the overall management of
national government organizations. It was staffed by civil
servants who were experts in their areas. Since the 1980s,
furthering privatization, deregulation and reorganization,
advisory councils for the prime minister were also used,
involving influential business leaders and scholars.
This chapter shows that political leadership, especially that of
the prime minister and minister in charge of administrative
reform, is important in deciding on highly political issues, to
persuade or direct politicians and administrators to follow the
leadership, to inspire and get the support of the general public
and to ensure the support or acceptance of those concerned.
Where prime ministers are not directly involved, leadership is
provided by professional administrators under the general
support of the prime minister and the minister responsible for
administrative reforms. It is also pointed out that reform
sustainability occurs through institutionalization, incentives,
management and producing meaningful results.
Keywords: Economic growth; political leadership; Japan
INTRODUCTION
Public sector reform has always been on the agenda of the
government of any political party in Japan, even though the priority
and specific subjects or issues are not same all the time. Priority and
specific contents of administrative reform change because the
specific necessity and importance of the time is different according
to the stage of development of the country, social, economic and
fiscal conditions of the time, changes of government parties,
changes in relations between central and local governments and in
relations between the government and the people, people’s
demands of the government and for other reasons. Specific interests
of political leaders, especially the prime minister, of the time also
influence the priority and specific contents of administrative reform.
While some prime ministers have regarded administrative reform as
the top priority issue and exercised strong leadership with
enthusiasm to promote administrative reform, there have been
prime ministers who were not much interested in it and did not show
leadership in this area. The personality or character of the prime
minister and his style of getting things done also affected the
apparatus and process of the administrative reform and eventually
the success or failure of administrative reform efforts.
In this chapter, based on the analysis of administrative reform
efforts after World War II (WW II) in Japan, but mainly in the last
three or four decades, trends or characteristics of administrative
reform is briefly discussed in relation to the political, social and
economic background and the context for reform, and then reasons
and objectives of reform, specific target areas and contents of
reform, organizations and systems to promote reform and political
and administrative leadership for reform are discussed. In the latter
part of the chapter, specific cases of reform is discussed with special
emphasis on the role of leadership in promoting administrative
reform.
1. HISTORY AND POLITICAL, SOCIAL AND

ECONOMIC BACKGROUND OF PUBLIC SECTOR
REFORMS
For the analysis and discussion of administrative reforms in Japan, it
is useful to see post-WW II Japan during different periods in relation
to the political, social and economic background or context: the
occupation period, high economic growth period, low economic
growth period and period in search for new Japan under various
difficulties.
Occupation Period
The occupation period occurred from 1945 to 1952 when the Peace
Treaty took effect and Japan became independent in the real sense.
It was a period for reconstruction of Japan from the ruins of WW II.
Various temporary administrative organizations and public
corporations were created to carry out urgent social and economic
programmes such as rationing and distributing goods and materials
indispensable for people’s lives and economic and industrial
activities.
This was also the period when Japan was rebuilt under the rule of
the Occupation Force, the General Headquarters (GHQ) of Allied
Forces. The old constitution of Imperial Japan was replaced with the
new constitution of Japan, which is based on the principle of
sovereign power of the people. Legal systems, governmental and
administrative systems, administrative organization systems, civil
service systems and other systems related to government and public
administration were changed in accordance with the new
constitution. Under the new constitution, which took effect in 1947,
the prime minister is to be chosen by the members of the parliament
from among the members of the parliament and more than half of
ministers of state must be appointed from among the members of
the parliament. As to ministries and agencies, instead of Imperial
Edicts, the National Government Organization Act was enacted and
specific establishment acts were enacted to establish specific
ministries and agencies and to stipulate roles, authorities and
responsibilities of specific ministries. The Administrative Management
Agency was established in the Prime Minister’s Office as a
responsible organization for overall management of national
government organizations.
The National Government Employees Act was enacted to
introduce a new civil service system. Civil servants became the
servants of the people, not the servants of the Emperor any more.
To implement the new civil service system, the National Personnel
Authority was established as a commission type organization similar
to the Civil Service Commission of the US Federal Government.
During this period, several ministries were reorganized because of
the changes in major missions from war time to peace time or
divided or even abolished under a strong demand from the GHQ. For
example, the Ministry of Interior, which was responsible for wide-
range administration such as local government administration, police
administration, construction and management of social
infrastructures, was abolished by the order of GHQ and was divided
into separate organizations. The system of appointing prefectural
governors by the Ministry of Interior was also abolished and the new
system of electing governors by local residents was adopted. Many
big changes during this period were probably impossible without the
force of the GHQ. The abolition of the mighty Ministry of Interior was
an example of such cases. In fact, after the occupation period was
over, the Ministry of Home Affairs (new name for the old Ministry of
Interior) was established in 1960 by integrating several organizations
(excluding police administration and infrastructure construction and
management) and by upgrading the status to ministry.
High Economic Growth Period
The average economic growth rate of Japan from 1956 to 1973 was
9.1%. Owing to this high economic growth rate, the period from the
middle of 1950s to the early 1970s is regarded as the high economic
growth period in Japan.
During the high economic growth period, many new policies were
introduced to promote economic development and to provide social
and other conditions conducive to economic and social development
necessary for overall development. To implement these policies and
programmes, many public corporations were created in almost all
substantive policy areas, such as various public financial institutions,
social infrastructure construction public corporations, industrial
promotion public corporations, social welfare services public
corporations and education, and science and research promotion
public corporations. A number of government employees in
ministries and agencies increased considerably for the
implementation of new policies and for the expansion of existing
policies and programmes. Although the Provisional Commission for
Administrative Reform was created in 1961 (for two-year term, and
later extended for one more year), taking the model of the Hoover
Commission in the United States, to discuss the necessary
administrative reform, it could not stop this trend of expansion of the
government. One of the reasons for the unsuccessful results of the
Commission was that it made recommendations for only one time at
the end of the extended term of office, that is, when the prime
minister who created it and appointed its members was about to
retire because of serious illness. Strong political leadership could not
be expected to promote the implementation of recommendations of
the commission, even if the contents of the recommendations were
good.
The government (to be more specific, the Administrative
Management Agency of the prime minister’s office) felt the necessity
to prevent the further increase of public corporations and the
expansion of government organizations. Existing public corporations
were reviewed and requests for new corporations began to be
severely examined by the Administrative Management Agency. The
Administrative Management Agency began to strictly apply the so-
called ‘scrap and build’ principle while examining the request for a
new organization or new public corporation. Any ministry was
required to abolish (‘scrap’) existing organization(s) when it
requested to establish (‘build’) an organization such as a bureau or
department. In 1969, the Ceiling Number Control Act was enacted
for the manpower of ministries and agencies. The Administrative
Management Agency began to enforce a planned reduction in force
involving all the ministries and agencies of the national government.
Low Economic Growth Period
The high economic growth period was over in the early 1970s, with
5.1% growth rate in 1973 and –0.5% in 1974. Economic and fiscal
conditions got worse due to many events and factors, including the
so-called ‘Nixon Shock in 1971’ (change in the exchange rate system
of Japanese yen from fixed to floating system), ‘oil shock (in 1973
and 1979)’ resulting from repeated Middle East wars and world-wide
economic recession. In spite of the difficult fiscal conditions, Japan
was expected to play the role of a locomotive to stimulate world
economy, but this worsened the fiscal condition of the Japanese
government. The government issued deficit financing bonds for the
FY 1975 supplementary budget for the first time since its first case in
FY 1965, and continued to depend on it in making the annual
budget. The dependence rate on bond issue of the FY 1979 general
account budget of the national government soared up to 34.7%.
Reduction in force had been continuously carried out. The
necessity of large scale expenditure cut and other reform efforts
began to be discussed. The Administrative Management Agency
organized a study group within the agency to consider the necessary
reform from the viewpoints different from conventional or ordinary
administrative reform, not only from the management aspect of
government organizations and operations but also for the necessity
of substantive policies. From around the end of 1970s, the
introduction of a new tax, the ‘general consumption tax’, began to be
discussed in the government. To get the understanding and support
for the introduction of the new tax, it was also necessary to make
utmost efforts for expenditure cut or cut of ‘wasteful’ policies and
programmes.
To address wide-ranging reform issues and subjects, the
Provisional Commission for Administrative Reform was established in
1981 as a high profile advisory council for the prime minister with an
office term of two years. This Commission began to be called ‘the
Second Provisional Commission for Administrative Reform’ or ‘the
Second Provisional Commission’, since, as mentioned above, there
was a commission with the same name established 20 years ago.
This Second Provisional Commission was also called ‘Doko
Commission’ by the name of its chairman. As will be discussed more
in detail later in this chapter, this Second Provisional Commission
dealt with all possible subjects and targets to be discussed under the
name of ‘administrative reform’ – not only reform of administrative
systems, organizations and operations, including privatization of big
public corporations (such as National Railways) but also reform of
substantive policies with sizable expenditure or subsidies.
Government ministries, organizations, manpower of government and
civil service system, budgeting system, deregulation and regulatory
reform, decentralization and/or intergovernmental relations and
reform of relations between the government and the people were
among those subjects and targets discussed by this Commission.
Recommendations were made in series (five times in two years), and
the commission supervised their implementation by the government.
It is quite different from the first provisional commission established
20 years ago. As will be discussed more in detail later in this chapter,
the administrative reform by this commission was regarded
successful. Prime Minister Nakasone, minister of state and the
director-general of Administrative Management Agency, exercised
strong leadership to establish this commission and to continuously
promote administrative reform.
Period in Search for New Japan under Various

Difficulties
The period from the 1980s and 1990s to the present, after the
Second Provisional Commission for Administrative Reform completed
its task, successive administrative reform promotion advisory
councils for the prime minister were created to oversee the
implementation of reform recommended by the commission and also
to make new recommendations on the subjects which were not fully
discussed or which needed further discussion and recommendations
to promote reform. Among these subjects were the deregulation and
regulatory reform, introduction of administrative procedure law and
government information disclosure law (or freedom of information
act), decentralization and/or reform of intergovernmental relations
and others. In addition to efficiency and economy of government
activities, fairness, responsiveness, transparency, integrity and
trustworthiness of government were regarded highly and became
the centre of discussion for administrative reform.
During this period, two prime ministers played a major role in
promoting big-scale administrative reform, challenging the subjects
which had been regarded ‘taboo’ or ‘untouchable’. In 1996, Prime
Minister Hashimoto established Administrative Reform Council, the
advisory council for the prime minister, to discuss the reorganization
of the national government as a whole. As will be discussed more in
detail later in this chapter, the reshuffle of the national government
on the biggest scale in peace time Japan was carried out in January
2001. Prime Minister Koizumi, who came into office in 2001,
launched the privatization of postal services. This case will also be
discussed more in detail later in this chapter. The privatization was
carried out by overcoming various barriers and difficulties. Both
Hashimoto and Koizumi were in office for quite a long period, and
carried out difficult issues with strong will and leadership. Prime
ministers who held office after Koizumi could not survive long
enough, just for less than a year to one and half years, to exercise
strong leadership.
Current Prime Minister Abe is in office for more than five years,
one of the longest surviving prime ministers in the last three
decades, and is likely to become the longest one very soon. He must
be considering Japan’s future from a long-term perspective.
However, it is yet to be seen as to what he is going to do in the field
of administrative reforms in pursuit of new Japan under the present
difficulties.
2. REASONS AND OBJECTIVES OF

ADMINISTRATIVE REFORM
From the preceding part, it is clear that there are various reasons
and objectives of administrative reform. It is also clear that specific
reasons and objectives and the priority among them are different
depending on the specific necessity of the reform of the time.
Therefore, it must be meaningful to list up the major reasons or
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“You don't imagine that she was on the beach that night, do you,
Clinton? Armadale found out that her shoes were No. 4—half a size,
at least, too big for the prints we haven't identified yet. Besides, she's
quite a good height—as tall as Mrs. Fleetwood; and, you remember,
the steps were much shorter than Mrs. Fleetwood's. The person who
made these prints must have been much smaller than the Laurent-
Desrousseaux woman. Have you found some more prints that you
didn't tell us about?”
“All in good time, squire,” Sir Clinton answered. “Take things as
they come.”
He sipped his coffee as though to show that he did not propose
to be drawn. But Wendover was not to be put off.
“You couldn't have got a No. 4 shoe into these prints.”
“No.”
“And, from what I've seen of her feet, her shoes are a perfect fit.”
“I've noticed you admiring them—quite justifiably, squire.”
“Well, she couldn't wear a 3½ shoe.”
“No. That's admitted. She hasn't such a thing in her possession;
I'm sure of that. Give it up, squire. The fishing's very poor in this
district. I'm not going to tell you anything just now.”
Wendover recognised that he could not hope to extract any
further information from the chief constable, and he consoled himself
with the thought that a couple of hours at most would see this part of
the mystery cleared up. After breakfast he went into the lounge, and
passed the time in smoking and reviewing the state of affairs. He
became so engrossed in this exercise that it was almost with a start
that he realised the time had come to take out the car and pick up
Armadale.
As he and the inspector drove slowly back from the village, they
saw the figures of Sir Clinton and Mme. Laurent-Desrousseaux
sauntering across the sands just below high-tide mark; and in a few
moments the car came level with the walkers. Sir Clinton waved his
arm, and Wendover and Armadale got out and walked down the
beach.
“This is Inspector Armadale, Mme. Laurent-Desrousseaux,” the
chief constable said, as they came up. “He wants to ask you some
questions about Friday night, when you were at that rock over there.”
He pointed to Neptune's seat as he spoke. Mme. Laurent-
Desrousseaux seemed completely taken by surprise. For a moment
or two she stood glancing uneasily from one to another; and her
eyes showed something more than a tinge of fear.
“I am much surprised, Sir Clinton,” she said at last, her accent
coming out more markedly than usual in her nervous voice. “I had
supposed that you were friendly to me; and now it appears that,
without making a seeming of it, you have been leading me into what
you call an English police-trap, isn't it? That is not good of you.”
Armadale had picked up his cue from Sir Clinton's words.
“I'm afraid I must ask you to answer my questions, ma'am,” he
said, with a certain politeness. Obviously he was by no means sure
of his ground.
Mme. Laurent-Desrousseaux eyed him in silence for some
moments.
“What is it that you desire to know?” she demanded finally.
Before Armadale could formulate a question, Sir Clinton
intervened.
“I think, madame, that it will make things easier for us all if I tell
you that the inspector is preparing a case against someone else. He
needs your deposition to support his charge. That is the whole truth,
so far as he is concerned. You need not have any fears, provided
that you tell us all that you know about Friday night.”
Wendover noticed the double meaning which might be attached
to Sir Clinton's words; but he could not feel sure whether the chief
constable wished to deceive or merely to reassure his witness. Mme.
Laurent-Desrousseaux's face cleared slightly as she grasped the
meaning of Sir Clinton's speech.
“If such is the case,” she said cautiously, “I might recall to myself
some of the things which happened.”
Armadale seemed a trifle suspicious at this guarded offer, but he
proceeded to put some questions.
“You knew this man Staveley, ma'am?”
“Nicholas Staveley? Yes, I knew him; I had known him for a long
time.”
Sir Clinton interposed again.
“Perhaps you would prefer to tell us what you know of him in your
own words, madame. It would be easier for us if you would do so.”
Mme. Laurent-Desrousseaux nodded her agreement. She
seemed to have conquered her nervousness.
“It was during the war, messieurs, in 1915. I was Odette Pascal
then, a young girl, an honest girl—what you English call straight, isn't
it? It was later that I became Aline Laurent-Desrousseaux, you
understand? I encountered this Nicholas Staveley in Paris, where I
was employed in a Government office. He was very charming, very
caressing; he knew how to make himself loved.”
She made a gesture, half cynical, half regretful, and paused for a
moment before she continued in a harder tone:
“It did not last long, that honeymoon. I discovered his character,
so different from that which I had believed it. He abandoned me, and
I was very rejoiced to let him go; but he had taught me things, and
forced me to work for him while he had me. When we separated
ourselves, in fact, I was no longer the gentle, honest little girl that I
had been. All that was finished, you understand?”
Wendover saw that the inspector was taking notes in shorthand.
Mme. Laurent-Desrousseaux paused for a time to allow Armadale to
catch up.
“The rest is without importance. I became Aline Laurent-
Desrousseaux, and I had not any need of Nicholas Staveley. During
a long time I had no need of him; but from time to time I heard speak
of him, for I had many friends, and some of them could tell a little;
and always he was the same. Then is come the report that he was
killed at the Front.”
She paused again, with her eye on the inspector's pencil.
“The time passed,” she resumed, “and I desired only to forget
him. I believed him well dead, you understand? And then, from one
of my friends, I learned that he had been seen again after the war. I
disinterested myself from the affair; I had no desire to see him. But
suddenly it became of importance to me to satisfy myself about him.
It is much complicated, and has nothing to do with him—I pass on.
But it was most necessary that I should see him and get him to
consent to some arrangements, or an affair of mine would be
embarrassed.”
“Embarrassed,” Armadale repeated, to show that he was ready to
continue.
“I have consulted my friends,” Mme. Laurent-Desrousseaux
pursued. “Some among them have been able to help me, and I have
discovered where he was living in London. It was most necessary for
me to speak with him. Thus I came over to England, to London. But
he is no longer there; he is gone to Lynden Sands, one says. So I
procure his address—at Flatt's cottage—and I come myself to
Lynden Sands Hotel.”
Armadale's involuntary upward glance from his note-book
betrayed the increase in his interest at this point.
“I arrive here; and at once I write him a letter saying I go to Flatt's
cottage to see him on Friday night. There is no response, but I go to
Flatt's cottage as I had planned. When I knocked at the door,
Staveley appeared.”
“What time on Friday night was that?” Armadale interposed.
“In my letter I had fixed a rendezvous at half-past nine. I was
exact—on time, you say, isn't it? But it seemed that this Staveley
could not see me alone there; others were in the cottage. Then he
said that he would meet me later—at half-past ten—at some great
rock beside the sea, the rock one calls Neptune's Seat.”
“So you came away, and he went back into the cottager”
Armadale demanded.
Mme. Laurent-Desrousseaux assented with a slight bow.
“I came away,” she continued. “To pass the time, I walked on the
road, and perhaps I walked too far. It was late—after the hour of the
rendezvous—when I arrived opposite the rock, this Neptune's Seat. I
went down on to the sands and attained to the rock. Staveley was
there, very angry because I was ten minutes late. He was much
enraged, it appears, because he had a second rendezvous at that
place in a few minutes. He would not listen to me at all at the
moment. I saw that it was no time for negotiating with him, he was so
much in anger and so anxious to deliver himself of me. I fixed
another rendezvous for the following day, and I left him.”
“What time did you leave him on the rock?” Armadale interjected.
“Let us see.” Mme. Laurent-Desrousseaux halted for a moment to
consider. “I passed some minutes with him on the rock—let us put
ten minutes at the least.”
“That would mean you left the rock very shortly before eleven
o'clock, then?”
Mme. Laurent-Desrousseaux agreed with a gesture.
“I went away from the rock by the same road as I had come,” she
went on. “I was much agitated, you understand? It was a great
disappointment that I had attained to no arrangement at that
moment, I had hoped for something better, isn't it? And that Staveley
had been very little obliging—unkind, isn't it? It was very desolating.
“As I was crossing the sands, a great automobile appeared on
the road, coming from the hotel. It stopped whilst I was waiting for it
to pass; and the chauffeur extinguished its projectors. Then a
woman descended from the automobile, and walked down on to the
sands towards the rock.”
Wendover could read on Armadale's face an expression of
triumph. The inspector was clearly overjoyed at getting some direct
evidence to support his case against Cressida; and Wendover had to
admit, with considerable disquietude, that Mme. Laurent-
Desrousseaux's narrative bore out Armadale's hypothesis very
neatly.
“When I again regarded the automobile, the chauffeur also had
vanished. He was not on the road. Perhaps he also had gone down
to the rivage.”
“Shore,” Sir Clinton interjected, seeing Armadale's obvious
perplexity at the word.
“I was standing there for some minutes,” Mme. Laurent-
Desrousseaux continued. “Against one like that Staveley one must
utilise all weapons, isn't it?—even espionage. I had a presentiment
that something might eventuate. Staveley and a woman, you
understand? I was hoping that something, anything, might arrive to
give me an advantage over him.
“I have forgotten to say that the sky was obscured by great
clouds. It was a little difficult to see clearly. On the rock they
discussed and discussed, but I could hear nothing; and in the end I
grew tired of attending.”
“How long did you stand there?” Armadale asked.
“It would be difficult to say, but perhaps it was about a quarter-
hour. I was quite tired of attending, and I walked—quite slowly—
along the road away from the hotel. I avoided the automobile, you
understand? I desired no embarrassments. It was not my affair—isn't
it?—to discover the identity of this woman. All that I desired was an
arm against Staveley. There was nothing else at all.
“A little after, I returned; it seemed to me longer, perhaps, than it
really was; and I was believing that they must be gone, those two.
Then, all at once, I heard the report of a firearm down at the rock
——”
“A single shot?” Sir Clinton questioned. “Un seul coup de feu?”
“One only,” Mme. Laurent-Desrousseaux answered definitely. “I
hastened back along the road in the direction of the automobile. I
had the idea of an accident in my head, you understand? It was very
sombre; great clouds were passing on the moon. I could see with
difficulty the woman's figure hasten up from the rock towards the
automobile; and almost at once the chauffeur rejoined her. When
they were getting into the automobile I was quite close; I could hear
them speak, although it was too dark to see them except most dimly.
The woman spoke first, very agitated.”
Her three listeners were intent on her next words. Armadale
looked up, his pencil poised to take down her report. Wendover felt a
catch in his breath as he waited for the next sentences which would
either make or break the inspector's case.
“She said,” Mme. Laurent-Desrousseaux continued, “She said
these very words, for they were stamped on my memory since they
meant so much to me: ‘I've shot him, Stanley.’ And the chauffeur
demanded: ‘Have you killed him?’ And you can understand,
messieurs, that I listened with all my ears. The woman responded: ‘I
think so. He fell at once and lay quite still. What's to be done?’ And
to that the chauffeur made the reply: ‘Get you away at once.’ And he
made some movement as if to put the motor in march. But the
woman stopped him and demanded: ‘Aren't you going down to look
at him—see if anything can be done?’ And to that the chauffeur
made the response in anger: ‘It's damn well likely, isn't it?’ Just like
that. And he pursued: ‘Not till I've seen you in safety, anyhow. I'm not
running any risks.’ ”
Wendover felt that his last shred of hope had been torn away.
This reported conversation might have been concerted between
Mme. Laurent-Desrousseaux and Armadale beforehand, so neatly
did it fit into its place in the inspector's case. He glanced up at Sir
Clinton's face, and saw there only the quiet satisfaction of a man
who fits a fresh piece of a jig-saw puzzle into position.
“Then,” Mme. Laurent-Desrousseaux continued, “the chauffeur
set his motor in march and reversed the automobile. I stepped aside
off the road for fear that they should see me; but they went off
towards the hotel without illuminating the projectors.”
She stopped, evidently thinking that she had told all that was of
importance. Armadale suggested that she should continue her tale.
“Figure to yourselves my position,” she went on. “Staveley was
lying dead on the rock. The automobile had gone. I was left alone. If
one came along the road and encountered me, there would be
suspicion; and one would have said that I had good reason to hate
Staveley. I could see nothing but embarrassments before me. And
the chauffeur had suggested that he might return later on. What
more easy, if he found me there, than to throw suspicion on me to
discredit me? Or to incriminate me, even? In thinking of these things,
I lost my head. My sole idea was to get away without being seen. I
went furtively along the road, in trembling lest the automobile should
return. No one met me; and I regained the gardens of the hotel
without being encountered. As I was passing one of the alleys, I
noticed standing there the great automobile, with its lights
extinguished. I passed into the hotel without misfortune.”
“What time did you get back to the hotel, madame?” Armadale
asked, as she halted again.
“Ah! I am able to tell you that, Monsieur l'Inspecteur, and exactly.
I noted the hour mechanically on the clock in the hall. It was midnight
less five minutes when I arrived.”
“It's a twenty to twenty-five minute walk,” Armadale commented.
“That means you must have left the beach somewhere round about
half-past eleven. Now, one more question, madame. Did you
recognise the voices of the man and the woman?”
Mme. Laurent-Desrousseaux hesitated before replying.
“I should not wish to say,” she answered at last unwillingly.
A frown crossed Armadale's features at the reply, and, seeing it,
she turned to Sir Clinton, as though to appeal to him.
“The automobile has already been identified, madame,” the chief
constable said, answering her unspoken inquiry. “You can do no one
any harm by telling us the truth.”
His words seemed to remove her disinclination.
“In this case, I reveal nothing which you ignore? Then I say that it
was the voice of the young Madame Fleetwood which I have heard
in the night.”
Armadale bestowed a glance on Wendover, as much as to say
that his case was lock-fast. Mme. Laurent-Desrousseaux, now that
she had got her narrative off her mind, seemed to be puzzled by
something. She turned to Sir Clinton.
“I am embarrassed to know how you came to discover that I was
at the rock on that night. May I ask?”
Sir Clinton smiled, and with a wave of his hand he indicated the
trail of footmarks across the sands which they had made in their
walk.
“Ah, I comprehend! I had forgotten the imprints which I must have
left when I went down to the rock. It was dark, you understand?—
and naturally I did not perceive that I was leaving traces. So that was
it, Sir Clinton?”
Armadale was obviously puzzled. He turned to Mme. Laurent-
Desrousseaux.
“What size of shoe do you wear, madame?”
She glanced at her neatly shod feet.
“These shoes I have bought in London a few days ago. The
pointure—the size, you call it, isn't it?—was No. 4.”
Armadale shrugged his shoulders, as though to express his
disbelief.
“Measure these prints on the sand here, inspector,” Sir Clinton
suggested.
Armadale drew out his tape-measure and took the dimensions of
the footmarks left by Mme. Laurent-Desrousseaux.
“And the length of step also, inspector,” Sir Clinton suggested.
“They correspond with the tracks down to the rock, true enough,”
the inspector admitted, when he completed his task. “But only a 3½
shoe could have made them.”
Sir Clinton laughed, though not sneeringly.
“Would you lend me one of your shoes for a moment, madame?”
he asked. “You can lean on me while it's off, so as not to put your
foot on the wet sand.”
Mme. Laurent-Desrousseaux slipped off her right shoe and held it
out.
“Now, inspector, there's absolutely no deception. Look at the
number stamped on it. A four, isn't it?”
Armadale examined the shoe, and nodded affirmatively.
“Now take the shoe and press it gently on the sand alongside a
right-foot print of Mme. Laurent-Desrousseaux—that one there will
do. See that you get it square on the sand and make a good
impression.”
The inspector knelt down and did as he was told. As he lifted the
shoe again, Wendover saw a look of astonishment on his face.
“Why, they don't correspond!” he exclaimed. “The one I've made
just now is bigger than the other.”
“Of course,” the chief constable agreed. “Now do you see that a
No. 4 shoe can make an impression smaller than itself if you happen
to be walking in sand or mud? While you were hunting for people
with 3½ shoes, I was turning my attention to No. 4's. There aren't so
many in the hotel, as you know. And it so happened that I began with
Mme. Laurent-Desrousseaux. She was good enough to go for a walk
with me; and by counting her steps I gauged the length of her pace.
It corresponded to the distance on the tracks.”
Mme. Laurent-Desrousseaux was examining Sir Clinton with
obvious admiration, not wholly unmixed with a certain uneasiness.
“You seem to be very adroit, Sir Clinton,” she observed. “But what
is this about the length of my pace?”
“The inspector is accustomed to our English girls, madame, who
have a free-swinging walk and therefore a fairly long step. From the
length of the steps on the sand he inferred that they had been made
by someone who was not very tall—rather under the average height.
He forgot that some of you Parisians have a different gait—more
restrained, more finished, shall we say?”
“Ah, now I see!” Mme. Laurent-Desrousseaux exclaimed, not at
all unsusceptible to the turn of Sir Clinton's phrase. “You mean the
difference between the cab-horse and the stepper?”
“Exactly,” Sir Clinton agreed with an impassive face.
Armadale was still puzzling over the two footprints. Mme.
Laurent-Desrousseaux, evidently wearying of standing with one foot
off the ground, recovered her shoe from him and slipped it on again.
Sir Clinton took pity on his subordinate.
“Here's the explanation, inspector. When you walk in sand, you
put down your heel first. But as the sand's soft, your heel goes
forward and downward as you plant your foot. Then, as your body
moves on, your foot begins to turn in the sand; and when you've
come to the end of your step, your toe also is driven downwards; but
instead of going forward, like your heel, it slips backward. The result
is that in the impression the heel is too far forward, whilst the toe is in
the rear of the true position—and that means an impression shorter
than the normal. On the sand, your foot really pivots on the sole
under the instep, instead of on heel and toe, as it does on hard
ground. If you look at these impressions, you'll find quite a heap of
sand under the point where the instep was; whilst the heel and toe
are deeply marked owing to each of them pivoting on the centre of
the shoe. See it?”
The inspector knelt down, and Wendover followed his example.
They had no difficulty in seeing Sir Clinton's point.
“Of course,” the chief constable went on, “in the case of a
woman's shoe, the thing is even more exaggerated owing to the
height of the heel and the sharpness of the toe. Haven't you noticed,
in tracks on the sand, how neat any woman's prints always look?
You never seem to find the impression of a clumsy foot, simply
because the impression is so much smaller than the real foot. Clear
enough, isn't it?”
“You are most ingenious, Sir Clinton,” Mme. Laurent-
Desrousseaux commented. “I am very glad indeed that I have not
you against me.”
Sir Clinton turned the point.
“The inspector will bring you a copy of the evidence you have so
kindly given us, madame, and you will do us the favour to sign it. It is
a mere formality, that; but we may need you as a witness in the
case, you understand?”
Rather ungraciously, Mme. Laurent-Desrousseaux agreed. It was
evident that she had hoped to escape giving evidence in court.
“I do not desire to offer testimony against the young Madame
Fleetwood if it could be averted,” she said frankly. “She was good to
me once or twice; very gentle, very kind—not like the others in the
hotel.”
The inspector shrugged his shoulders, as though the matter were
out of his hands; but he made no reply.
“You will, of course, say nothing about this to anyone, madame,”
Sir Clinton warned her, as they walked across the sands to the car.
At the hotel, Sir Clinton was met by a message from Cargill
asking him to go up to his room. Wendover accompanied him, and
when they had inquired about his wound and been reassured by a
good report from the doctor which Cargill was able to repeat, the
Australian plunged into the matter which he wished to lay before the
chief constable.
“It's that thing I told you about before,” he explained. “This is how
it happened. I was so sore last night that I forgot all about it.”
He felt under his pillow, and drew out a crumpled envelope.
“I was in the writing-room one day lately, and Mme. Laurent-
Desrousseaux—that French high-stepper—was writing something at
one of the tables. She made a muddle of her addressing of the thing,
and flung a spoiled envelope into the waste-paper basket beside her.
Then she addressed another envelope, sealed up her letter, and
went out.
“I happened to have some jottings to make; and, as her waste-
paper basket was just at my elbow, I leaned over and fished out the
old envelope, to save myself the bother of getting out of my chair for
a piece of paper. I scribbled down the notes I wanted to make, put
the envelope in my pocket, and left it there. It wasn't for a while after
that—yesterday—that I needed the jottings I'd made. I fished the
envelope out, and was reading my notes, when suddenly my eye
was caught by the spoiled address on the envelope.” He handed the
paper across to Sir Clinton, who read:
Monsieur Nicholas Staveley,
Flatt's Cotage,
Lynden Sands.
“You see, she'd spelt ‘cottage’ with one ‘t,’ ” Cargill pointed out
unnecessarily. “That's what made her throw away the envelope, I
expect.”
Sir Clinton took the envelope and examined it carefully.
“That's extremely interesting,” he said. “I suppose I may keep
this? Then would you mind initialling it, just in case we need it for
reference later on?”
He handed Cargill a pencil, and the Australian scribbled his
initials on one corner of the envelope. The chief constable chatted
for a few minutes on indifferent matters, and then retired, followed by
Wendover.
“Why didn't you tell him he was a day after the fair?” Wendover
demanded, as they went down the stairs. “The only value that
envelope has now is that it further confirms Mme. Laurent-
Desrousseaux's evidence. And yet you treated it as if it were really of
importance.”
“I hate to discourage enthusiasm, squire,” Sir Clinton answered.
“Remember that we owe the second cartridge-case to Cargill's
industry. If I had damped him over the envelope, he might feel
disinclined to give us any more assistance; and one never knows
what may turn up yet. Besides, why spoil his pleasure for him? He
thought he was doing splendidly.”
As they reached the first floor, they saw Paul Fordingbridge
coming along the corridor towards the stairs.
“Here's someone who can perhaps give us more valuable
information,” Sir Clinton added in a low tone.
He stopped Paul Fordingbridge at the head of the stairs.
“By the way, Mr. Fordingbridge,” he asked, glancing round to see
that there was no one within earshot, “there's just one point I'd like
you to clear up for me, if you don't mind.”
Paul Fordingbridge stared at him with an emotionless face.
“Very glad to do anything for you,” he said, without betraying
anything in his tone.
“It's nothing much,” Sir Clinton assured him. “All I want is to be
clear about this Foxhills estate and its trimmings. Your nephew owns
it at present?”
“If I have a surviving nephew, certainly. I can offer no opinion on
that point, you understand.”
“Naturally,” Sir Clinton acquiesced. “Now, suppose your nephew's
death were proved, who are the next heirs? That's what I'd like you
to tell me, if you don't mind. I could get it hunted up at Somerset
House, but if you'll save me the trouble it will be a help.”
“Failing my nephew, it would go to my niece, Mrs. Fleetwood.”
“And if anything happened to her?”
“It falls to me in that case.”
“And if you weren't there to take it by then?”
“My sister would get it.”
“There's no one else? Young Fleetwood, for instance, couldn't
step in front of you owing to his having married your niece?”
“No,” Paul Fordingbridge answered at once. “The will took
account of seven lives, and I suppose that was sufficient in the
ordinary way. My sister, if she gets it, can leave it to anyone she
chooses.”
Sir Clinton seemed thoughtful. It was only after a slight pause
that he took up a fresh line of questions.
“Can you tell me anything about the present management of the
thing? You have a power of attorney, I believe; but I suppose you
leave matters very much in the hands of lawyers?”
Paul Fordingbridge shook his head.
“I'm afraid I'm no great believer in lawyers. One's better to look
after things oneself. I'm not a busy man, and it's an occupation for
me. Everything goes through my hands.”
“Must be rather a business,” Sir Clinton criticised. “But I suppose
you do as I would myself—get a firm of auditors to keep your books
for you.”
Paul Fordingbridge seemed slightly nettled at the suggestion.
“No. Do you suppose I can't draw up a balance-sheet once a
year? I'm not quite incompetent.”
It was evident that Sir Clinton's suggestion had touched him in
his vanity, for his tone showed more than a trace of pique. The chief
constable hastened to smooth matters over.
“I envy you, Mr. Fordingbridge. I never had much of a head for
figures myself, and I shouldn't care to have that kind of work thrust
on my hands.”
“Oh, I manage very well,” Paul Fordingbridge answered coldly. “Is
there anything else you'd like to know?”
Sir Clinton reflected for a moment before replying.
“I think that's everything. Oh, there's one other matter which you
may know about, perhaps. When does Mrs. Fleetwood expect her
lawyer to turn up?”
“This afternoon,” Paul Fordingbridge intimated. “But I understand
that they wish to consult him before seeing you again. I believe
they'll make an appointment with Inspector Armadale for to-morrow.”
Sir Clinton's eyebrows lifted slightly at the news of this further
delay; but he made no audible comment. Paul Fordingbridge, with a
stiff bow, left them and went on his way downstairs. Sir Clinton
gazed after him.
“I'd hate to carry an automatic in my jacket pocket continuously,”
he remarked softly. “Look how his pocket's pulled all out of shape by
the thing. Very untidy.”
With a gesture he stopped the comment that rose to Wendover's
lips, and then followed Fordingbridge downstairs. Wendover led the
way out into the garden, where he selected a quiet spot.
“There's one thing that struck me about Mme. Laurent-
Desrousseaux's evidence,” he said, as they sat down, “and that is: It
may be all lies together.”
Sir Clinton pulled out his case and lit a cigarette before
answering.
“You think so? It's not impossible, of course.”
“Well, look at it squarely,” Wendover pursued. “We know nothing
about the woman. For all we can tell, she may be an accomplished
liar. By her own showing, she had some good reason for wanting
Staveley out of the way.”
“It wouldn't be difficult to make a guess at it,” Sir Clinton
interjected. “I didn't want to go beyond our brief this morning, or I'd
have asked her about that. But I was very anxious not to rouse her
suspicions, and the matter really didn't bear directly on the case, so I
let it pass.”
“Well, let's assume that her yarn is mostly lies, and see where
that takes us,” Wendover went on. “We know she was at the cottage
all right; we've got the footprint to establish that. We know she was
on the rock, too, for her footprints were on the sands, and she
doesn't contest the fact of her presence either. These are the two
undeniable facts.”
“Euclidian, squire. But it leaves the story a bit bare, doesn't it? Go
on; clothe the dry bones with flesh, if you can.”
Wendover refused to be nettled. He was struggling, not too
hopefully, to shift the responsibility of the murder from the shoulders
of Cressida to those of another person; and he was willing to catch
at almost any straw.
“How would this fit, then?” he demanded. “Suppose that Mme.
Laurent-Desrousseaux herself was the murderess. She makes her
appointment with Staveley at the cottage as she told us; and she
goes there, just as she said she did. She meets Staveley, and he
refuses to see her. Now assume that he blurts out the tale of his
appointment at 11 p.m. at Neptune's Seat with Mrs. Fleetwood, and
makes no appointment at all with Mme. Laurent-Desrousseaux for
that evening. That part of her tale would be a lie, of course.”
Sir Clinton flicked the ash from his cigarette on to the seat beside
him, and seemed engrossed in brushing it away.
“She goes to the shore near 11 p.m.,” Wendover continued, “not
to meet Staveley, as she told us, but to eavesdrop on the two of
them, as she confessed she did in her tale. She waits until Mrs.
Fleetwood goes away; and then she sees her chance. She goes
down to the rock herself then and she shoots Staveley with her own
hand for her own purposes. She leaves the body on the rock and
returns, as her footmarks show, to the road, and so to the hotel.
What's wrong with that?”
“Nothing whatever, squire, except that it omits the most damning
facts on which the inspector's depending. It leaves out, for instance,
the pistol that he found in Mrs. Fleetwood's golf-blazer.”
Wendover's face showed that his mind was hard at work.
“One can't deny that, I suppose,” he admitted. “But she might
quite well have let off her pistol to frighten Staveley. That would
account for——”
He broke off, thought hard for a moment or two, then his face
cleared.
“There were two cartridge-cases: one at the rock and one at the
groyne. If Mme. Laurent-Desrousseaux killed Staveley, then the
cartridge-case on the rock belongs to her pistol; and any other shot
fired by the Fleetwoods—at the groyne. That means that Stanley
Fleetwood, behind the groyne, fired a shot to scare Staveley. Then,
when the Fleetwoods had gone, Mme. Laurent-Desrousseaux went
down and shot him on the rock. That accounts for everything,
doesn't it?”
Sir Clinton shook his head.
“Just think what happens when you fire an automatic. The ejector
mechanism jerks the empty case out to your right, well clear of your
shoulder, and lands it a yard or two behind you. It's a pretty big
impulse that the cartridge-case gets. Usually the thing hops along
the ground, if I remember rightly. You can take it from me that a shot
fired from where Fleetwood crouched wouldn't land the cartridge-
case at the point where Cargill showed us he'd picked it up.”
Wendover reflected for a while.
“Well, who did it, then?” he demanded. “If the shot had been fired
on the rock, the cartridge-case couldn't have skipped that distance,
including a jump over the groyne. And there were no other footmarks
on that far side of the groyne except Fleetwood's.”
Again he paused, thinking hard.
“You said there was a flaw in the inspector's case. Is this it, by
any chance?”
Looking up, he saw the figure of Mme. Laurent-Desrousseaux
crossing the lawn not far from them.
“That's very opportune,” he said, glancing after her. “Any
objection to my asking your witness a couple of questions, Clinton?”
“None whatever.”
“Then come along.”
Wendover managed matters so that it appeared as though they
had encountered Mme. Laurent-Desrousseaux by a mere accident;
and it was only after they had talked for a few minutes on indifferent
matters that he thought it safe to ask his questions.
“You must have got drenched before you reached the hotel on
Friday night, madame, surely? I hope there have been no ill-effects?”
“Yes, indeed!” Mme Laurent-Desrousseaux answered readily. “It
was a real rain of storm—how do you say that in English?”
“Thunderstorm; heavy shower,” Sir Clinton suggested.
“Yes? Une pluie battante. I was all wetted.”
“When did the rain start, do you remember?” Wendover asked
indifferently.
Mme. Laurent-Desrousseaux showed no hesitation whatever.
“It was after the automobile had started to return to the hotel—a
few minutes only after that.”
“You must have got soaked to the skin yourself,” Wendover
commiserated her. “That reminds me, had Staveley his coat on—his
overcoat, I mean—or was he carrying it over his arm when you met
him at the rock?”
Again the Frenchwoman answered without pausing to consider.
“He carried it on his arm. Of that I am most certain.” Wendover,
having nothing else to ask, steered the talk into other channels; and
in a short time they left Mme. Laurent-Desrousseaux to her own
affairs. When they were out of earshot, Sir Clinton glanced at
Wendover.
“Was that your own brains, squire, or a tip from the classic?
You're getting on, whichever it was. Armadale will be vexed. But
kindly keep this to yourself. The last thing I want is to have any
information spread round.”
Chapter XII.
The Fordingbridge Mystery
“Tuesday, isn't it?” Sir Clinton said, as he came in to breakfast
and found Wendover already at the table. “The day when the
Fleetwoods propose to put their cards on the table at last. Have you
got up your part as devil's advocate, squire?”
Wendover seemed in high spirits.
“Armadale's going to make a fool of himself,” he said, hardly
taking the trouble to conceal his pleasure in the thought. “As you told
him, he's left a hole as big as a house in that precious case of his.”
“So you've seen it at last, have you? Now, look here, squire.
Armadale's not a bad fellow. He's only doing what he conceives to
be his duty, remember; and he's been wonderfully good at it, too, if
you'd only give him decent credit for what he's done. Just remember
how smart he was on that first morning, when he routed out any
amount of evidence in almost less than no time. I'm not going to
have him sacrificed on the Fleetwood altar, understand. There's to
be no springing of surprises on him while he's examining these
people, and making him look a fool in their presence. You can tell
him your idea beforehand if you like.”
“Why should I tell him beforehand? It's no affair of mine to keep
him from making an ass of himself if he chooses to do so.”
Sir Clinton knitted his brows. Evidently he was put out by
Wendover's persistence.
“Here's the point,” he explained. “I can't be expected to stand
aside while you try to make the police ridiculous. I'll admit that
Armadale hasn't been tactful with you; and perhaps you're entitled to
score off him if you can. If you do your scoring in private, between
ourselves, I've nothing to say; but if you're bent on a public splash—
why, then, I shall simply enlighten the inspector myself and spike
your gun. That will save him from appearing a fool in public. And
that's that. Now what do you propose to do?”
“I hadn't looked at it in that way,” Wendover admitted frankly.
“You're quite right, of course. I'll tell you what. You can give him a
hint beforehand to be cautious; and I'll show him the flaw afterwards,
if he hasn't spotted it himself by that time.”
“That's all right, then,” Sir Clinton answered. “It's a dangerous
game, making the police look silly. And the inspector's too good a
man to hold up to ridicule. He makes mistakes, as we all do; but he
does some pretty good work between them.”
Wendover reflected that he might have expected something of
this sort, for Sir Clinton never let a subordinate down. By tacit
consent they dropped the subject.
Half-way through breakfast they were interrupted by a page-boy
with a message.
“Sir Clinton Driffield? Miss Fordingbridge's compliments, sir, and
she'd like to see you as soon as possible. She's in her private sitting-
room upstairs—No. 28, sir.”
When the boy had retired, Sir Clinton made a wry face.
“Really, this Fordingbridge family ought to pay a special police
rate. They give more trouble than most of the rest of the population
of the district lumped together. You'd better come up with me. Hurry
up with your breakfast, in case it happens to be anything important.”
Wendover obviously was not much enamoured of the prospect
opened up by the chief constable's suggestion.
“She does talk,” he said with foreboding, as though he dreaded
the coming interview.
They found Miss Fordingbridge waiting for them when they went
upstairs, and she broke out immediately with her story.
“Oh, Sir Clinton, I'm so worried about my brother. He went out
last night and he hasn't come back, and I don't really know what to
think of it. What could he be doing out at night in a place like Lynden
Sands, where there's nothing to do and where he hasn't any reason
for staying away? And if he meant to stay away, he could have left a
message for me or said something before he went off, quite easily;
for I saw him just a few minutes before he left the hotel. What do you
think about it? And as if we hadn't trouble enough already, with that
inspector of yours prowling round and suspecting everyone! If he
hasn't more to do than spy on my niece, I hope you'll set him to find
my brother at once, instead of wasting his time.”
She halted, more for lack of breath than shortage of things to say;
and Sir Clinton seized the chance to ask her for some more definite
details.
“You want to know when he went out last night?” Miss
Fordingbridge demanded. “Well, it must have been late—after
eleven, at any rate, for I go to bed at eleven always, and he said
good night to me just before I left this room. And if he had meant to
stay away, he would have told me, I'm sure; for he usually does tell
me when he's going to be out late. And he said nothing whatever,
except that he was going out and that he meant to take a walk up
towards the Blowhole. And I thought he was just going for a breath of
fresh air before going to bed; and now it turns out that he never
came back again. And nobody in the hotel has heard anything about
him, for I asked the manager.”
“Possibly he'll put in an appearance shortly,” Sir Clinton
suggested soothingly.
“Oh, of course, if the police are incompetent, there's no more to
be said,” Miss Fordingbridge retorted tartly. “But I thought it was part
of their business to find missing people.”
“Well, we'll look into it, if you wish,” Sir Clinton said, as she
seemed obviously much distressed by the state of things. “But really,
Miss Fordingbridge, I think you're taking the matter too seriously.
Quite possibly Mr. Fordingbridge went for a longer walk than he
intended, and got benighted or something; sprained his ankle,
perhaps, and couldn't get home again. Most probably he'll turn up
safe and sound in due course. In the meantime, we'll do what we
can.”
But when they had left the room, Wendover noticed that his
friend's face was not so cheerful.
“Do you notice, squire,” the chief constable pointed out as they
went downstairs, “that everything we've been worried with in this
neighbourhood seems to be connected with this confounded
Fordingbridge lot? Peter Hay—caretaker to the Fordingbridges;
Staveley—married one of the family; and now old Fordingbridge

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Leadership and Public Sector Reform in

Asia 1st Edition Evan Berman

Performance and Innovation in the Public Sector:

Public Sector Reform and Performance Management in

Public Sector Reform and Performance Management in

Local Researchers and International Practitioners

Marketing Management and Communications in the Public

Financial Management and Accounting in the Public

The Politics of Peacebuilding Emerging Actors and

Managing Logistics and Transportation in the Public

This series brings together the best in international research on

Corruption, Accountability and Discretion

The Experience of Democracy and Bureaucracy in South Korea

Governmental Financial Resilience: International Perspectives on

The Global Educational Policy Environment in the Fourth Industrial

Asian Leadership in Policy and Governance

Different Paths to Curbing Corruption: Lessons from Denmark,

Institutional Reforms in the Public Sector: What Did We Learn?

New Steering Concepts in Public Management

Curbing Corruption in Asian Countries: An Impossible Dream?

United Kingdom – North America – Japan

First edition 2018

Copyright © 2018 Emerald Publishing Limited

Reprints and permission service

British Library Cataloguing in Publication Data

ISBN: 978-1-78743-310-6 (Print)

ISSN: 2053-7697 (Series)

CHAPTER 1 LEADERSHIP AND PUBLIC SECTOR

CHAPTER 2 LEADERSHIP AND PUBLIC SECTOR

CHAPTER 3 LEADERSHIP AND PUBLIC SECTOR

CHAPTER 4 LEADERSHIP AND PUBLIC SECTOR

CHAPTER 5 LEADERSHIP AND PUBLIC SECTOR

CHAPTER 7 LEADERSHIP AND PUBLIC SECTOR

CHAPTER 8 LEADERSHIP AND PUBLIC SECTOR

CHAPTER 9 LEADERSHIP AND PUBLIC SECTOR

CHAPTER 10 LEADERSHIP AND PUBLIC SECTOR

CHAPTER 11 LEADERSHIP AND PUBLIC SECTOR

Loo-See Beh is Professor at the Faculty of Economics &

Evan Berman is Professor of Public Management at the School of

Alex Brillantes is Professor of Public Administration at the National

John Halligan is Emeritus Professor of Public Administration at the

Defny Holidin is a Lecturer in Public Administration at Universitas

Masahiro Horie is Senior Professor and Director of the Executive

Shao Jingjun has worked as the Deputy Secretary of Ling County

David Seth Jones is currently a Consultant in Policy and

Lizan Perante Calina is currently connected with the House of

Ha Ngoc Pham is a Lecturer at National Academy of Public

Eko Prasojo is Dean of Faculty of Administrative Science, University

Caroline Rennie has worked in the New Zealand Government for

Supachai Yavaprabhas is a Professor in the Department of Public

Jiang Wu has served as President of the Chinese Academy of

LEADERSHIP AND PUBLIC SECTOR

WHAT ARE PUBLIC REFORMS? WHY DO THEY

Decentralization reforms that build up local government and

WHY THIS BOOK?

TOWARDS A THEORY OF LEADERSHIP IN

WHO LEADS IN INITIATING PROPOSALS FOR

HOW ARE PUBLIC SECTOR REFORMS