Page 121 - RIMD_4
P. 121
121
R e v u ed el ’ I n s t i t u td uM o n d ee td udéveloppement
§ 2 – Reform: when is it successful?
Every reform is involved within the set of policies of government, and
therefore if we want to speak about impact of politics on the reform pro-
cesses, we have to identify those parts of policy-making processes in which
this impact is recognizable. Politics influences very markedly three of the
stages of policy-making cycle. Firstly, it influences problem initiation that
is usually understood as the stage for integration of problem into the policy
agenda. Secondly, policy formulation can be realized by politically “neu-
tral” subjects as well but in the countries like Slovakia, the Czech Republic,
Hungary or Poland it is quite usual that policy formulation is an integral
part of politics. And finally, thirdly, there is very strong link between poli-
tics and policy selection that is described as the stage when the best alter-
native is chosen and a decision is being made (Iancu and Klimovský, 2007).
Influence of politics can vary (i.e. can be positive or negative), however, I
would like to show by the examples from Slovakia (as an example of the V4
country) that it varies also from stage to stage, what means that although
there is some good-class and politically attractive strategy of problem solu-
tion, nobody can actually guarantee its approval.
Reform in government often starts with high expectations and ends in di-
sarray and disappointment. usually there are two reasons of such pheno-
menon mentioned. One reason, often quoted, is bureaucratic resistance to
change, and the second one is associated with lack of political willingness.
However, although reformers get both the bureaucratic resistance and poli-
tical will under control, it is not sufficient to guarantee the success of any
reform. As it is listed in Preparing Public Administrations for … (1998),
it is possible to identify five conditions that can determine reform and its
quality:
– external pressure: all countries (or more precisely their governments) of
the former socialist block, i.e. also the V4 countries, were under enormous
pressure from various actors to introduce those reforms which further the
process of their transition;
– internal dissatisfaction: a feeling that things could be done differently and
better is essential to maintain the motivation for reform, which means that
status quo policy approach is not often the best;
– a reform strategy: without a strategy and a clear reform project, every
reform is sentenced to failure;
– a mechanism for managing reform: in modern government, reform is
the management of change in organizations as well as the working rela-
tionships among networks of organizations;
– feedback and evaluation: these two elements are important politically (to
give reforms political visibility) and managerially (to provide reformers
relevant evidence and information with regard to realized activities), too.
o
RIMD–n 4–2013
R e v u ed el ’ I n s t i t u td uM o n d ee td udéveloppement
§ 2 – Reform: when is it successful?
Every reform is involved within the set of policies of government, and
therefore if we want to speak about impact of politics on the reform pro-
cesses, we have to identify those parts of policy-making processes in which
this impact is recognizable. Politics influences very markedly three of the
stages of policy-making cycle. Firstly, it influences problem initiation that
is usually understood as the stage for integration of problem into the policy
agenda. Secondly, policy formulation can be realized by politically “neu-
tral” subjects as well but in the countries like Slovakia, the Czech Republic,
Hungary or Poland it is quite usual that policy formulation is an integral
part of politics. And finally, thirdly, there is very strong link between poli-
tics and policy selection that is described as the stage when the best alter-
native is chosen and a decision is being made (Iancu and Klimovský, 2007).
Influence of politics can vary (i.e. can be positive or negative), however, I
would like to show by the examples from Slovakia (as an example of the V4
country) that it varies also from stage to stage, what means that although
there is some good-class and politically attractive strategy of problem solu-
tion, nobody can actually guarantee its approval.
Reform in government often starts with high expectations and ends in di-
sarray and disappointment. usually there are two reasons of such pheno-
menon mentioned. One reason, often quoted, is bureaucratic resistance to
change, and the second one is associated with lack of political willingness.
However, although reformers get both the bureaucratic resistance and poli-
tical will under control, it is not sufficient to guarantee the success of any
reform. As it is listed in Preparing Public Administrations for … (1998),
it is possible to identify five conditions that can determine reform and its
quality:
– external pressure: all countries (or more precisely their governments) of
the former socialist block, i.e. also the V4 countries, were under enormous
pressure from various actors to introduce those reforms which further the
process of their transition;
– internal dissatisfaction: a feeling that things could be done differently and
better is essential to maintain the motivation for reform, which means that
status quo policy approach is not often the best;
– a reform strategy: without a strategy and a clear reform project, every
reform is sentenced to failure;
– a mechanism for managing reform: in modern government, reform is
the management of change in organizations as well as the working rela-
tionships among networks of organizations;
– feedback and evaluation: these two elements are important politically (to
give reforms political visibility) and managerially (to provide reformers
relevant evidence and information with regard to realized activities), too.
o
RIMD–n 4–2013
