Bangladesh 2.0: Some points to ponder on public administration reforms

The current interim government has initiated several reform agendas aimed at realising Bangladesh 2.0. Relevant reform commissions are expected to submit their respective reports on or before 15 January 2025. Like the rest of the population, I am eagerly awaiting the outcomes of these reports.

As a citizen, my family and I are significantly influenced by the public administration system in our daily lives. Additionally, as a bureaucrat and a member of one of the many government agencies (including ministries, divisions, departments, authorities, institutions, and offices) at both central and local levels, I have been contributing to this system for over 22 years. My academic background in political science, development studies, and business administration has given me a comprehensive understanding of public management. Furthermore, my experience in field-level development administration, magistracy, national-level policy-making and coordination, project implementation and monitoring, partnership and client management within the NGO sector, and operations management of a public company has given me critical insight into government-to-people and people-to-government interactions.

Reforming public administration lies at the core of my professional and personal consciousness, motivating me to participate indirectly in this process. It is important to note that this write-up is not a critique or opposition to any existing or previous laws, regulations, policies, or directives of the government since independence. Nor is it an academic or research endeavour. Instead, it aims to provide constructive suggestions for decision-makers in the current government as part of the effort to build a prosperous and developed Bangladesh 2.0.

Objectives of public administration reforms 

The primary objectives of public administration reforms should be to enhance efficiency, effectiveness, accountability, transparency, institutionalisation, and inclusivity within government institutions. These reforms must reflect the nation's political and economic aspirations, societal needs, technological advancements, and global governance trends. They should build on the country's historical achievements while aligning with current dynamics and future goals.

The proposed reforms must adopt a human-centred design, prioritising service delivery mechanisms to ensure the needs and expectations of citizens (the service receivers) are met. While reforms in civil services (including cadre composition, recruitment processes, capacity building, compensation packages, growth opportunities, and discipline) are crucial, the ultimate focus should be on serving the people.

Key characteristics of public administration reforms 

Effective reforms should include the following characteristics:

Citizen-centric approach: Focus on public service delivery, ensuring participation, engagement, and inclusivity of marginalised and underrepresented groups.

Efficiency and productivity: Streamline processes, provide cost-effective services, and implement result-based management.

Transparency and accountability: Promote openness in decision-making, establish grievance redressal mechanisms, and implement stringent anti-corruption measures.

Decentralisation: Transfer implementation-level decision-making to local governments while retaining policy-level decision-making at the central level.

Technology integration: Establish e-governance, employ data-driven decision-making, and ensure technology accessibility for all.

Flexibility and adaptability: Enable policies and structures to evolve with socio-economic and political conditions, encouraging experimentation and innovation.

Professionalism: Develop market-based technical, managerial, and leadership skills, foster merit-based recruitment, and promote integrity and ethics.

Collaboration and partnerships: Enhance cohesion among government agencies for integrated policy development and implementation, replacing siloed approaches.

Business process re-engineering (BPR): Update laws and regulations to reflect public needs, with independent oversight bodies for auditing and monitoring.

Sustainability and resilience: Integrate sustainable practices to address climate change and build systems resilient to crises and emergencies.

Service delivery as the core of reforms

Public administration reforms should centre on service delivery mechanisms, prioritising efficiency, accessibility, and transparency. To achieve this, the following changes are essential:

1. A paradigm shift: The public administration system, inherited from the British colonial regime, was designed to rule rather than serve. This legacy has perpetuated a mindset among government employees that delivering services is an act of generosity. Reforms must shift this philosophy to a people-first approach, where the satisfaction of service receivers is paramount.
2. Empowering local governments: Citizen services should primarily be delivered by local government institutions at the union, upazila, and district levels. Central government agencies should focus on policy issues and institutional services. This decentralisation will reduce the time, cost, and effort required for citizens to access services while empowering local governments.
3. Proactive service delivery: Agencies must take responsibility for reaching out to service receivers and facilitating their access to services, minimising bureaucratic hurdles and feelings of helplessness.

Implementation measures 

Comprehensive BPR: Revamp existing service delivery mechanisms rather than merely simplifying them.

Digital transformation: Introduce digital and AI-based service delivery systems aligned with revamped processes.

Universal identification: Ensure every citizen is uniquely identified to integrate them into government service systems, supporting the Sustainable Development Goal of 'leaving no one behind'.

While civil service reforms are an integral part of public administration reform, a mechanical approach alone is insufficient. The focus must shift to an organic, human-centred approach that makes service delivery the pivot of public administration. Only then can we achieve the vision of a truly prosperous and  developed Bangladesh 2.0.

The author is a joint secretary of the Economic Relations Division at the Ministry of Finance

Disclaimer: The views and opinions expressed in this article are those of the author and do not necessarily reflect the opinions and views of The Business Standard.