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Public Administration and Management Reforms in CEE: Main Trajectories and Results

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  • Bouckaert Geert

    (Public Management Institute, Catholic University of Leuven, Belgium)

  • Nakrošis Vitalis

    (Institute of International Relations and Political Science, University of Vilnius, Lithunia)

  • Nemec Juraj

    (Faculty of Economics, Matej Bel University, Slovakia)

Abstract

The common feature of CEE systems is that they change drastically. Political systems change, e.g. from dictatorships to democracies, and their elites are removed. Democratic checks and balances are established. State structures are reshuffled, e.g. toward more decentralisation. The economic system changes its nature, e.g. from state monopolies to market systems with private firms. Societal and social systems with NGOs, not-for-profit organisations and citizen action groups are established and are designed for people to participate actively in the public debate and to become stakeholders of their society and their communities (Peters 1996).To achieve planned changes, CEE countries had to choose their strategies. In focusing on the administration and the management of public systems, five scopes of reform are possible, from very narrow and limited to a very widespread and broad span of reform (Pollitt and Bouckaert 2004). Choosing one of these models has tremendous practical implications for the content of a reform programme, for the choice of the reform projects, for the sequence and timing of the reform portfolio. It also requires different tactical choices to be made. One of the issues is how many degrees of freedom there are to reform the public sector.Just as in many other countries, mixed strategies have been chosen for public- sector reform in CEE countries, and these choices have changed over time. However, it seems that the span of reform has rather been broad than narrow. It also seems that tactics could have been more visible than strategy because of electoral cycles.This brings us to the question of the trajectories to move ahead. Our article, heavily based in the joint NISPAcee research project4 tries to respond to some selected dimensions of the question of what the common and different trajectories and selected outcomes of public administration / management reforms are in the CEE region.

Suggested Citation

  • Bouckaert Geert & Nakrošis Vitalis & Nemec Juraj, 2011. "Public Administration and Management Reforms in CEE: Main Trajectories and Results," NISPAcee Journal of Public Administration and Policy, Sciendo, vol. 4(1), pages 9-29, July.
    • Handle: RePEc:vrs:njopap:v:4:y:2011:i:1:p:9-29:n:1
    DOI: 10.2478/v10110-011-0001-9
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    References listed on IDEAS

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    1. Schick, Allen, 1998. "Why Most Developing Countries Should Not Try New Zealand's Reforms," The World Bank Research Observer, World Bank, vol. 13(1), pages 123-131, February.
    2. Pollitt, Christopher & Bouckaert, Geert, 2004. "Public Management Reform: A Comparative Analysis," OUP Catalogue, Oxford University Press, edition 2, number 9780199268498.
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    1. Khadzhyradieva Svitlana & Slukhai Sergii & Rachynskyi Anatolii, 2020. "Public Administration in Ukraine: Adjusting to European Standards," NISPAcee Journal of Public Administration and Policy, Sciendo, vol. 13(1), pages 81-108, June.
    2. Svidroňová Mária Murray & Kaščáková Alena & Vrbičanová Veronika, 2018. "Can Social Media be a Tool for Participatory Governance in Slovak Municipalities ?," NISPAcee Journal of Public Administration and Policy, Sciendo, vol. 11(2), pages 81-101, December.
    3. Tóth, Balázs, 2021. "Milyen kapcsolatban állnak a közszféra reformjai a gazdaságpolitikai paradigmákkal? [How reforms of the public sector relate to the paradigms of economic policy]," Közgazdasági Szemle (Economic Review - monthly of the Hungarian Academy of Sciences), Közgazdasági Szemle Alapítvány (Economic Review Foundation), vol. 0(2), pages 205-222.
    4. Veselý Arnošt, 2014. "The Profile and Work of Officials in Central and Regional Administration Compared: The Case of the Czech Republic," NISPAcee Journal of Public Administration and Policy, Sciendo, vol. 7(1), pages 1-22, June.
    5. Francesco Badia & Anna Maria Visser Travagli, 2012. "Nuove competenze manageriali per i musei italiani nello scenario delle riforme del settore pubblico e dell'universita'," Working Papers 201209, University of Ferrara, Department of Economics.

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