Public Administration: Reform Efforts and Challenges

Public Administration

Public Administration is responsible for the management and implementation of government policies and programs to ensure effective governance and service delivery. It encompasses government operations, policy implementation, public service delivery, public resource management, regulation and oversight, as well as leadership within the public sector for maintaining administrative efficiency and promoting public welfare.

Concept and Development of Public Administration:

• As old as human civilization,
• From 1887 to 1926 AD:
  • The Period of Dichotomy,
  • Prior to 1887, seen as part of politics,
  • Woodrow Wilson’s publication “The Study of Public Administration” in 1887,
  • Woodrow Wilson considered the father of Public Administration,
  • Public Administration emerged as a separate field, distinct from politics,
  • Contributions from various scholars, writers, and researchers,
• From 1926 to 1937 AD:
  • Development of Luther Gulick’s POSDCoRB view,
  • Advancement of administrative theories,
  • Emerged as an independent discipline,
  • L.D. White’s “Introduction to the Study of Public Administration” published in 1926, focusing on academic and scholarly debates,
• From 1938 to 1947 AD:
  • Emergence of Behavioral Challenges,
• From 1948 to 1970 AD:
  • Crisis of Identity,
  • Emphasis on development administration from 1961,
• Post-1971 AD:
  • Concept of New Public Administration,
  • Emergence of Public Policy Administration.

Principles of Public Administration:

• Principles of Organization,
• Principles of Law,
• Principles of Political Direction,
• Principles of Accountability,
• Division of Labor,
• Public Relations and Public Service,
• Decentralization,
• Transparency,
• Inclusivity,
• Prestige,
• Efficiency,
• Coordination,
• Change,
• Democracy and human rights.

New Values and Beliefs in Public Administration:

• Promotion of competative culture,
• Efficient, cost-effective, and effective service delivery,
• Partnership and collaboration with stakeholders,
• Development of efficient management information systems,
• Adoption of result-based evaluation systems,
• Proactive door-to-door services,
• Self-driven reforms and changes,
• Institution-led rather than leadership-driven decisions,
• Upholding public accountability,
• Managing skilled, efficient, and competitive human resources,
• Emphasis on self-motivation,
• Prioritizing lean and flat organizational structures,
• Group-based work for quality management,
• Developing conduct and discipline as a cultural norm,
• Performance-based rewards and improvement systems.

New Public Management (NPM):

• Concept developed in the 1980s,
• Integrating effective managerial practices from the private sector into Public Administration,
  • Embracing new economic theories,
• NPM focuses on:
  • Effectiveness, efficiency, economy, and value for money,
  • Professionalism and capacity building,
  • Increasing productivity,
  • Optimal use of resources,
  • Proactive work approaches,
  • Multi-stakeholder governance models,
  • Citizen-focused service.

Implementation of NPM in Nepal:

• Privatization of public enterprises,
• Reduction in the number of employees,
• Agencification,
• Performance management,
• Performance contracts,
• Public-Private Partnership (PPP),
• Implementation of Citizen Charters.

New Public Service (NPS):

• Developed in the early 2000s,
• Emphasizes democratic values and citizen-centered service delivery,
• Introduced civic engagement, transparency, and openness in public management,
• Concept aimed at empowering citizens,
• Focuses on making officeholders responsible to the public and stakeholders,
• Key aspects of NPS:
  • Emphasis on simple and easy Government services,
  • Utilization of professionalism and expertise,
  • Fair distribution of benefits from productivity,
  • Seeking positive impacts on citizens’ lives through resource use,
  • Promotion of accessibility, trust, and ethical standards,
  • Holding multi-stakeholder entities accountable to the public.

Implementation of NPS in Nepal:

• Citizen engagement through consumer groups,
• Transparency by publicizing information,
• Complaint officers,
• Grievance redress mechanisms,
• Public hearings,
• Social audits,
• Public audits,
• Mobile service centers,
• Single-point service centers.

Comparison of NPM and NPS:

• Both aim to reform governance systems,
• NPM seeks to enhance professionalism and efficiency, while NPS ensures reliable services utilizing these qualities,
• NPM increases productivity, while NPS focuses on equitable distribution of benefits,
• NPM emphasizes efficient resource use, while NPS seeks positive impacts on citizens,
• NPM follows proactive approaches, while NPS fosters citizen trust and ethics,
• NPM deploys multi-stakeholder governance models, while NPS makes these stakeholders accountable to citizens,
• Both embrace the principles of good governance.

New Public Passion:

• Focus on dedication, spirituality, ethics, professionalism, and motivation in public management,
• In Nepal: Emphasis on ethical, spiritual, and motivational components beyond structural reforms.

Reforms in Nepal’s Public Administration:

• Reforms are an ongoing and comprehensive process,
  • Includes reforms in Civil Services and other administrative sectors like the Army, Police, Educational Administration, etc.,
  • Civil Service reform is often equated with Public Administration reform,
• Initiated alongside state development, aiming for positive changes internally and externally.

Methods for Public Administration Reform:

• Formation of commissions,
• Drafting and amending laws/Rules,
• Policy decisions and revisions,
• Model testing,
• Legal reforms based on court orders.

Importance and Necessity of Administrative Reform:

• Developing appropriate administrative practices,
• Creating effective administrative systems,
• Promoting innovation and creativity in administration,
• Enhancing administrative capacity and efficiency,
• Developing mechanisms for effective governance,
• Ensuring efficient service delivery,
• Making administrative organizations productive,
• Adapting to environmental changes,
• Aligning administration with evolving values and principles.

Core Areas of Administrative Reform:

• Individual and administrative improvements: Reforming attitudes, behavior, and ethical values of administrators,
• Group-level improvements: Enhancing leadership, behavior, and work culture,
• Institutional reform: Structural and procedural changes,
• Improving partnerships: Promoting collaboration among governance partners,
• Stakeholder reform: Creating a service-friendly environment for beneficiaries.

Factors Influencing Administrative Reform:

• Globalization and international trends,
• Decentralization and Localization,
• Governance context,
• Anti-corruption measures,
• Enhancing efficiency in public management,
• Pressure to make Government structures effective,
• Promoting integrity and accountability in service delivery,
• Building a coordinated environment with external and internal factors.

Efforts Made in Administrative Reform:

No.	Administrative Reform Commissions	Remarks
01	Administrative Restructuring Committee, 2009	NM (Butch Commission)
02	Administrative Reform Plan Commission, 2013	PM Tank Prasad Acharya
03	Administrative Reform Commission, 2025	Panchayat Minister Bedananda Jha
04	Administrative Reform Commission, 2032/33	Finance/G. Admin Minister Bhesh Bahadur Thapa
05	High-Level Administrative Reform Commission, 2048	PM Girija Prasad Koirala
06	Administrative Reform Committee, 2064	Madhunidhi Tiwari
07	High-Level Administrative Reform Committee, 2073	Kashiraj Dahal

Positive Impacts of Administrative Reform on Civil Service:

• Drafting and implementation of Civil Service Acts/Rules,
• Establishment and operation of the Public Service Commission,
• Development of a merit-based system,
• Establishment of various services, groups, and sub-groups,
• Assurance of specialization and professionalism,
• Expanded service delivery networks,
• Adaptation to new trends and dynamic changes,
• Civil Service as an attractive employment sector,
• Development of inclusive and representative governance.

Consolidated Recommendations for Administrative Reform:

• Amending old laws and drafting new ones,
• Timely restructuring of organizations,
  • Reducing and merging Ministries,
• Strengthening Employee Administration,
  • Enhancing motivation,
  • Improving salaries and benefits,
  • Organizing disciplinary actions and code of conduct,
  • Systematizing transfers and promotions,
• Reforming work culture,
  • Improving employee management and processes,
• Controlling corruption,
  • Structural and procedural reforms,
• Implementing decentralization in practice,
• Streamlining Civil Service for efficiency,
  • Determining the workforce based on necessity,
  • Reforming the Civil Service in line with the changing political landscape,
  • Making the service technology-friendly,
  • Developing a competitive mindset and capabilities,
• Economic and organizational reforms,
  • Merging similar organizations,
  • Eliminating unnecessary organizations,
• Enhancing public service efficiency,
• Focusing on timely reform of public enterprises.

Authored by Kumar Ghising researcher and public policy analyst.