PHILOSOPHY FOR PUBLIC SECTOR REFORM Government's ...

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White Paper on Public Sector Reformthe dissemination of information and response to the public on a timely basis afrustrating experience. So too, the flow of information within and betweengovernment agencies needs to be greatly improved by the use of technology.The Government accepts that a consistent policy of equipping all governmentagencies with computers and other modern information technology tools to dothe required job must be implemented urgently. Mechanisms will also be madeavailable to ensure proper maintenance and upgrading of computers over aperiod of time. Funds will be providedfor such purposes and for the requisite training of staff in order to enable thepublic sector to do its business in an enhanced way and be competitivenationally and globally.2.4. OPPORTUNITIES <strong>FOR</strong> PER<strong>FOR</strong>MANCE IMPROVEMENT ANDPRODUCTIVITY STRATEGIESSuccessive governments have used opportunities arising from the problems andchallenges already mentioned to attempt to improve performance andproductivity in the public sector.2:4:1 Improvement Initiatives, 1971Indeed, in 1971, initiatives were taken to obtain technical assistance for the reorganisationof the entire administrative machinery of the public serviceconsistent with the needs of an independent nation working towards economicdevelopment and regional economic co-operation. A United Nations Adviser
White Paper on Public Sector Reformin Public Administration was assigned in mid 1971 and a number ofrecommendations arising from that consultancy was adopted by government.2:4:2 Improvement Initiatives, 1974Opportunity was again taken in 1974 when a significant step was made toinstitutionalize performance improvement in the public service, through theestablishment of an Organisation and Management Unit in the PrimeMinister’s Office. The Unit was subsequently discontinued, but wasreestablished in 1986 in the Ministry of the Public Service. Its functionsincluded:• developing a programme of organisation and reform at the national level;• undertaking management surveys and making recommendations forimprovement of the operation of Government agencies;• staff inspections to determine the adequacy of numbers and the levels;and• conducting efficiency studies.In many respects, the Unit functioned in an advisory role, and was generallyregarded as supportive of the functions of the Establishments Division.The Unit did not achieve major improvements and productivity, because itlacked adequate profile and authority to have its recommendations implementedin ministries and departments.
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