What we can do to fix the issue

–Mohammad Kamrul Hasan–

Reforming public administration has consistently been a primary objective for governments, aiming to enhance efficiency, transparency, and responsiveness to the needs of citizens. Nevertheless, despite earnest efforts and significant investments, these reforms frequently do not achieve their intended outcomes.

The underlying causes of these failures are intricate and varied, stemming from political, cultural, institutional, and social dynamics. As Bangladesh prepares to implement reforms across multiple sectors, it is essential to remain vigilant regarding the factors that contribute to both success and failure of the reform of public administration (PA).

PA reform encompasses initiatives that advocate for or result in substantial alterations to a country’s bureaucratic framework, aiming to reshape existing practices, behaviours, and structures. Over the past 53 years, at least 16 commissions and committees have been established in Bangladesh to provide recommendations. However, critics argue that the majority ofthese recommendations have not been acted upon. Hence, it is crucial to comprehend the factors leading to failure in order toachieve success.

A major obstacle to public administration reform is the absence of political consensus. Without a robust agreement among political leaders, reform initiatives are likely to falter; changes in political power have usually led the ruling party to abandon reforms that do not align with their ideological stance.

Another significant factor contributing to the unsuccessful implementation of public administration reform in developing nations is the reliance on poorly designed reform models that are either excessively ambitious or ill-suited to the local context. Numerous reforms are influenced by Western governance frameworks or mandated by international entities as part of structural adjustment initiatives. These “one-size-fits-all” approaches frequently disregard the distinct political, social, and cultural landscapes of developing countries.

For instance, initiatives aimed at incorporating New Public Management (NPM) principles, such as performance-based management or the privatization of public services, may not yield effective outcomes in environments characterized by minimal market competition, fragile regulatory systems, and insufficient capacity to oversee or enforce performance metrics. The mismatch between the reform model and the local context can result in superficial modifications that fail to tackle the fundamental issues within the administrative framework.

Moreover, PA reforms often falter due to their overly ambitious nature, attempting to resolve numerous challenges at once without a well-defined, phased strategy. Comprehensive reforms that seek to completely transform entire governmental sectors can overwhelm institutions, leading to disarray, confusion, and inefficiency. In contrast, incremental changes tend to be more successful in fostering sustainable advancements.

Deficiency in institutional capacity is another significant factor that contributes to unsuccessful implementation. Such reforms frequently require new competencies, technologies, and management practices, which are often lacking in public institutions. This lack of institutional capacity results in ineffective execution and subpar outcomes. For instance, India’s e-governance initiatives, which sought to enhance public service delivery through digital means, encountered obstacles due to insufficient digital infrastructure in rural regions. This is also true for Bangladesh. While urban areas experienced some advancements, the limited capacity in remote locations impeded the overall objectives of these initiatives.

Inadequate engagement with essential stakeholders, including civil servants, local authorities, and the general populace can also not be ignored. Reforms imposed from the top without the support of those impacted are prone to encounter resistance or indifference, resulting in ineffective or incomplete execution.

The social and cultural environment in developing nations also influences the effectiveness of PA reform initiatives. In numerous developing countries, informal power structures, such as clan-based systems, persistently affect governance and public administration. These informal networks often clash with established state institutions, complicating the implementation of reforms. Alongside, the public’s perception of the government and its institutions is crucial. In regions where trust in government is minimal, reform initiatives are frequently met with skepticism or distrust. Citizens may view these reforms as superficial measures or as strategies that primarily serve the interests of elites rather than enhancing public services. This absence of public backing can result in resistance or indifference, hindering the progress of reforms.

Institutional fragmentation contributes to power struggles and competition for resources among various government entities. For instance, ministries may oppose reforms that centralize decision-making or redistribute financial resources to other departments. In the absence of clear authority and collaboration among institutions, bureaucratic conflicts and ambiguity regarding roles and responsibilities can impede reform efforts.

The failure of public administration reforms is not merely a consequence of inadequate design but is the result of a combination of political, social, and institutional dynamics. Factors such as a lack of political will, corruption, insufficient institutional capacity, poor stakeholder engagement, misaligned goals, external pressures, and short-term political agendas are key contributors to failure.

For reforms to be effective, governments must demonstrate strong leadership, tailor reforms to local contexts, adopt incremental approach, and actively involve all stakeholders. Furthermore, enduring reforms necessitate a long-term commitment and the ability to adapt, even when faced with political and bureaucratic challenges.

(Dr Mohammad Kamrul Hasan is a Public Administration Researcher and Practitioner)