The last post made a rather
casual suggestion that “public administration reform” efforts have been
analysed in very different ways in “developed” and “developing” countries
respectively….I went so far indeed as to suggest there was a state of apartheid
between two bodies of literature which are perhaps best exemplified by using
the words “managerial” and “economic” for the literature which has come in the
last 25 years from the OECD (using largely the concepts
of New Public Management) whereas the UNDP and The World Bank use the
language of “capacity development” and “politics” (the
WB in the last decade certainly) in the advisory documents they have
produced for what we used to call the “developing” world (mainly Africa).
In fact probably at least
four bodies of literature should be distinguished - which can be grouped to a
certain extent by a mixture of language and culture. I offer this table with
some trepidation – it’s what I call “impressionistic” and perhaps raises more
questions than it answers -
The Different Types of
commentary on state reform efforts
People in Central Europe
wanting to get a sense of how a system of government might actually be changed
for the better are best advised to go to the theories of change which have been
developed in the literature on international development eg the World Bank’s
Reports of 2008 and 2011 which I reference in the third line of the
table.
The paper by Matthew Andrews
which starts part 2 of the first book weaves an interesting theory around 3
words – ”acceptance”, ”authority” and ”ability”.
Is there acceptance of the need for change
and reform within the incentive fabric of the organization (not just with
individuals)?
·
of
the specific reform idea?
·
of
the monetary costs for reform?
·
of
the social costs for reformers?
Is there authority:
·
does
legislation allow people to challenge the status quo and initiate reform?
·
do
formal organizational structures and rules allow reformers to do what is
needed?
·
do
informal organizational norms allow reformers to do what needs to be done?
Is there ability: are there enough people, with appropriate
skills,
·
to
conceptualize and implement the reform?
·
is
technology sufficient?
·
are
there appropriate information sources to help conceptualize, plan, implement,
and institutionalize the reform?
My previous post had quoted
extensively from Sorin Ionita’s Poor
Policy Making in Weak States. Ionitsa had clearly read Matt Andrew’s work
since he writes about Romania that
”constraints on improving of policy management are to be found
firstly in low (political) acceptance (of the legitimacy of
new approaches and transparency); secondly, in low authority (meaning
that nobody, for example, knows who exactly is in charge of prioritization
across sectors) and only thirdly in low technical ability in
institutions”
A diagram in that World Bank
paper shows that each of these three elements plays a different role at what
are four stages - namely conceptualisation, initiation, transition and
institutionalisation. However the short para headed “Individual champions
matter less than networks” – was the one that hit a nerve for me.
“The
individual who connects nodes is the key to the network but is often not the
one who has the technical idea or who is called the reform champion. His or her
skill lies in the ability to bridge relational boundaries and to bring people
together. Development is fostered in the presence of robust networks with
skilled connectors acting at their heart.”
My mind was taken back more
than 30 years when, as the guy in charge of Strathclyde Region’s strategy to
combat deprivation and, using my combined political and academic roles, I
established an “urban change network” to bring together once a month a diverse
collection of officials and councillors of different municipalities in the West
of Scotland, academics and NGO people to explore how we could extend our
understanding of what we were dealing with – and how our policies might make
more impact. Notes were written up and circulated……and fed into a process of a
more official evaluation of a deprivation strategy which had been formulated 5
years earlier.
The central core of that
review (in 1981) consisted of 5 huge Community Conferences and produced a
little red book called “Social Strategy for the 80s” which was of the first
things a newly-elected Council approved in 1982. It was, for me, a
powerful example of “embedding” change.
It is a truism in the
training world that it is almost impossible to get senior executives on
training courses since they think they have nothing to learn – and this is
particularly true of the political class. Not only do politicians
(generally) think they have nothing to learn but they have managed very
successfully to ensure that noone ever carries out critical assessments of
their world. They commission or preside over countless inquiries into all
the other systems of society – but rarely does their world come under proper
scrutiny. Elections are assumed to give legitimacy to anything. Media exposure
is assumed to keep politicians on their toes – but a combination of economics,
patterns of media ownership and journalistic laziness has meant an end to
investigative journalism and its replacement with cheap attacks on politicians
which simply breeds public cynicism and indifference. And public cynicism and
indifference is the oxygen in which ”impervious power” thrives!
The last of the assessments
for central europe I have in my files is Mungiu-Pippidi’s from 2010 (!!) and
most of the papers in that box of my table talks of the need to force the
politicians in this part of the world to grow up and stop behaving like
petulant schoolboys and girls. Manning and Ionitsa both emphasise the need for
transparency and external pressures. Verheijen talks of the establishment of
structures bringing politicians, officials, academics etc together to develop a
consensus. But Ionitsa puts it most succinctly –
”If a
strong requirement is present – and the first openings must be made at the
political level – the supply can be generated fairly rapidly, especially in
ex-communist countries, with their well-educated manpower. But if the demand is
lacking, then the supply will be irrelevant”.