PHILOSOPHY FOR PUBLIC SECTOR REFORM Government's ...

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White Paper on Public Sector ReformAPPENDICESAppendix 1 - Number of posts in the public service1995 -1986Appendix II - Increase in number of temporary posts1986 - 1995Appendix III - Number of top management vacanciesup to year 2000Appendix IV - Number of Statutory Boards 1986 -1995Appendix V - Staff employed by Statutory Boards1985 - 1995Appendix VI - Salaries as a percentage ofGovernment’s total expenditure 1988 -1995Appendix VII - Salaries and Total Expenditure 1988 -1995Appendix VIII - Staff classification, CentralGovernment by number of posts.Appendix IX - Staff classification, CentralGovernment, by salary expenditureAppendix X - Summary of training activities bycategories of 1984 - 1995Appendix XI - Numbers trained 1984 - 1995Appendix XII - Training expenditure 1984 - 1993
White Paper on Public Sector ReformEXECUTIVE SUMMARYThe White Paper on Public Sector Reform prepared by the Ministry of the CivilService at the mandate of the Prime Minister outlines the policy of government onPublic Sector Reform.The case for Public Sector Reform rests on the view that the public sector, as anintegral part of the executive arm of the government, must be responsive to thechanging demands of both the national and global market place. To accomplishthis, it must move away from the traditional way of doing things. Public servantstherefore have to adopt positive approaches to achieve results which are consistentwith the policy intentions of the government. Public Sector Reform beingundertaken in Ministries and the regular administrative and service agencies ofgovernment, is part of a deliberate policy and strategy to alter organisationalprocess and behaviour in order to improve management capacity and enhanceservice performance.The challenges and opportunities for change are discussed in a historical contextin Section II of the White Paper. The change from a colonial administration, toindependence, bringing with it, stronger linkages with the International FinancialInstitutions, and the need for new ministries, departments and other administrativearrangements to implement social and economic policies, are outlined. Specificproblem areas such as hierarchy and red tape, human resource and financialmanagement and lack of effective standards of accountability, are highlighted;likewise are some opportunities taken over the past two decades to improve serviceperformance through training programmes and the creation of special focus unitsand Ministries. This section also addresses the pressures for reform arising from
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