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of incremental reform, featuring four
interrelated
streams—modernizing
management practices, deficit reduction,
people management, transparency
and reporting. Too often, those
implementing change in the public
sector get caught up in the details of
one specific initiative. Taking a thematic
view of a series of initiatives is important
to identify the relationships and impact
of each. This helps put initiatives into
a strategic context and can accelerate
benefits by leveraging the successes and
failures of comparable projects.
Drawing upon international project
experience, Canadians also tend to be
quite pragmatic. Some have observed
that often there is ‘too much study and
not enough action’. Projects require
clear direction on what is to be done,
calling for political support, stakeholder
consultation, and legislation when
necessary. In the end, self-initiative
must prevail when all else fails.
Canada has much to learn from
comparative study of international
developments in public sector reform.
Cultural responses to approaches
like Rapid Results, index rankings,
peer reviews, self-improvement tools,
and south-south cooperation can be
instructive. Fortunately, Canadians have
a healthy reputation for curiosity, self-
examination, and reciprocal learning
that bodes well in future reform
endeavours.
References
Eshun, Joe (2013): ‘Re-inventing Public
Administration in Africa: Unlocking potential’;
65th IPAC National Conference; Montréal:
Deloitte.
Majeed, Rushda (2012): ‘Building a Culture
of Results: Institutionalizing Rapid Results
Initiatives in Kenya, 200 5-2009’;
Innovations
for Successful Societies
; Princeton: Princeton
University.
Obong’o, Sylvester (2013): ‘Rapid Results
Approach’; (>Leadership) Catalyzing Change;
Energy Sector Leadership Training Workshop;
Lilongwe, Malawi: The World Bank Institute.
Republic of Kenya (2006): ‘Pilot Rapid Results
Initiatives Report June 2005 – June 2006’;
Achieving Targeted Results for Kenyans:
Introducing Results Based Management in the
Public Service; Nairobi: Public Service Reform
and Development Secretariat, Cabinet Office,
Office of the President.
Wilkins, John (2011): ‘Alternative Service
Delivery Revisited’;
Commonwealth Secretariat
Discussion Paper 10
; London: Commonwealth
Secretariat.
Zussman, David and Robert Phillips (2013):
‘Incremental reform: The impressive impact of
interrelated initiatives’;
Canadian Government
Executive
, Volume 19, Issue 3, March 2013;
Ottawa: Navatar Press; 18-19.
There is no general theory governing the choice of public sector reforms. Rather,
it must be approached bottom up on a case-by-case basis. Good governance is a
necessary but insufficient precondition for effective reform. It also requires ongoing
performance management and should be treated harshly if ineffective. There is no
substitute for critical thinking when it comes to preventing the dire consequences of
poor implementation.
Reform is ‘different approaches for different realities’. It is important to know why
existing arrangements do not work in a setting before launching new measures. A
shared vision starts with agreement on common goals. Strategic focus is strengthened
when hard budget constraints, core issues, and expected results are articulated. It is
acceptable to adopt an asymmetrical approach, where different reforms are applied
in different settings for different reasons, as long as the implications are understood.
Champions must emerge at all levels to sustain progress in reform initiatives. Political
champions are needed to assuage public concerns and to advance projects based upon
government and ministerial priorities. The political-administrative interface needs to
be massaged continuously for reforms to thrive.
Central oversight bodies need to become clearinghouses for connecting people
interested in reform with sources of ideas and expertise. ‘Virtual organizations’ answer
the question of how to muster adequate resources to accomplish significant projects
when the time and expense of acquiring and owning resources are not otherwise
affordable. Communities of practice can help disseminate knowledge, share learning,
and build commitment.
There needs to be a threshold test to determine, on a case-by-case basis, which
options might be a useful way forward in a setting. Reform designs rely upon systems
that inform the right equilibrium between autonomy and accountability. To the extent
possible, reforms should be mainstreamed in government systems and management
practices. A government’s balanced scorecard must also measure dimensions that
reflect stakeholder interests.
Recognition is a proven motivator of self-examination and initiative. Awards can be
instrumental in motivating practitioners to innovate. To minimize the risk of creating
havoc elsewhere in the system, it is also important that the right preconditions for
reform are created and that the transition process is used as a source of learning
and adjustment. Exchange of country experiences and good practices improves the
prospects of ‘getting service delivery right’.
Practitioners are challenged in scoping reforms, in sharing good practices, and in
accessing support groups. There is an immediate need to build capacity to respond
to emerging demands for international cooperation. Based upon lessons learned,
institutionalization rather than restructuring is a more realistic strategy for capacity
building.
International Good Practices
GOOD PRACTICE IN PUBLIC SECTOR REFORM
About the Authors:
Sylvester Odhiambo
Obong’o of Public
Service Transformation
in Kenya’s Ministry
of Devolution and
Planning is a PhD
Candidate in Public
Sector Reform at
the University of
Newcastle (Australia). He may be con
tacted at
John Wilkins was
a Commonwealth
diplomat and a
career public servant
in Canada. He is
Associate Director
of the Public
Management Program
with the Schulich School of Business at
York University in Toronto. He may be
contacted at
.
