Things to consider before setting out for civil service reform
The civil service is like the backbone of the government, playing a key role in policy implementation, public administration and development initiatives —- making its efficiency evermore vital for the nation
It is important to understand that proposing and implementing civil service reform in Bangladesh is a complex and multifaceted process. It necessitates careful consideration of various factors. A successful reform strategy includes understanding the historical and cultural context, ensuring political will and stability, addressing bureaucratic resistance and building capacity.
In Bangladesh, the civil service is like the backbone of the government, playing a key role in policy implementation, public administration and development initiatives.
Yet the civil service is often seen as inefficient and unresponsive to citizens' needs.
The current civil service structure hosts several challenges, including inefficiencies, corruption and lack of accountability.
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Understanding the reasons behind the failure of reform is also crucial. Evidence shows that lack of political commitment and resistance from within the civil service are significant contributors to this failure.
Reasons for failure
One mistake is setting out overly ambitious attempts to overhaul entire systems without a clear understanding of the involved complexity. In these cases, such reform efforts often falter because they do not consider the civil service's capacity to absorb and implement the changes.
In addition, reforms designed and implemented without sufficient input from key stakeholders, including civil servants, the private sector and civil society, are less likely to succeed.
Additionally, it is also wise to consider regional and international examples of success or failure in their reform efforts to improve institutions.
For instance, Nigeria's civil service reforms in the 2000s aimed to modernise the bureaucracy. However, these efforts were largely unsuccessful due to strong resistance from within the civil service, lack of political commitment and poor implementation strategies.
Similarly, Kenya's civil service reform efforts in the 2000s and 2010s were part of broader governance reforms aimed at enhancing public sector efficiency and reducing corruption.
While some successes were achieved, many reforms failed due to a lack of sustained political will, resistance from civil servants and implementation challenges. The reforms also struggled to gain public support, with many citizens remaining sceptical of the government's commitment to change.
Additionally, India has made several attempts at civil service reforms since independence, aiming to reduce the size of the bureaucracy, introduce merit-based promotions and improve accountability.
However, these efforts were often hindered by political interference, resistance from within the civil service and the scale of the bureaucracy.
What to look out for?
Before embarking on a comprehensive reform, it is important to thoroughly evaluate the ground reality, factors at play, stakeholders and more.
Bangladesh's civil service is deeply ingrained in the historical and cultural context with its roots stemming from the colonial era. The system inherited from British rule prioritised control, hierarchy and strict procedures. Understanding this historical backdrop is crucial for developing reform proposals.
Overlooking the deep-seated cultural practices and historical legacy could lead to resistance and hinder the desired outcomes of the reforms.
In Bangladesh, the governance structures are heavily influenced by social and cultural factors – and should be taken into consideration for any governance reform.
The presence of political will is a key determinant of the success of any reform endeavour. In Bangladesh, civil service reforms have frequently encountered obstacles or been weakened due to inconsistent political dedication.
Successful reforms necessitate unwavering and sustained political leadership committed to change, even when faced with opposition from entrenched interests within the bureaucracy.
Furthermore, strong political consensus among various ideological groups is imperative.
The civil service in Bangladesh is marked by entrenched bureaucratic interests that may resist reform efforts. Bureaucrats might oppose changes that threaten their positions as they fear loss of power, influence or privileges.
Understanding the potential sources of resistance within the bureaucracy is essential for designing reforms that can address these concerns and garner support from key stakeholders. Involving civil servants in the reform process, ensuring transparency and offering incentives for compliance can help mitigate resistance.
Evaluating the government's capacity to effectively manage and execute reforms is also a critical consideration. Critics often cite the lack of requisite skills and expertise within Bangladesh's civil service to oversee complex reform initiatives.
Additionally, it is essential to carefully assess the financial implications of the reform, including associated costs, to ensure feasibility within the government's budgetary limitations.
Furthermore, the success of reform efforts can be significantly affected by the public's perception of the civil service and their trust in government institutions. It is crucial to garner public support for reform, as reforms perceived to be driven by public demand are more likely to be successful.
The world around us
Many countries in South Asia and beyond have carried out substantial civil service reforms, focusing on areas such as e-governance, performance management and anti-corruption measures. Drawing from the successes and failures of these reform initiatives can help Bangladesh develop more effective and context-specific reforms.
However, it is essential to tailor these global trends to the local context rather than adopting them wholesale. Moreover, civil service reform should be guided by a long-term vision that aligns with the broader development goals of the country.
Dr Mohammad Kamrul Hasan is a Public Administration Researcher and Practitioner. mkhmiraz@gmail.com.
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.
