the practical experience of administrative reform in benin n.
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THE PRACTICAL EXPERIENCE OF ADMINISTRATIVE REFORM IN BENIN. A summary. Introduction. The National Conference (February 1990) as the foundation of the reform Its decisions on the subject were subsequently translated into (1)   conceptual frameworks (2) legal texts

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introduction
Introduction
  • The National Conference (February 1990) as the foundation of the reform
  • Its decisions on the subject were subsequently translated into
  • (1)   conceptual frameworks
  • (2) legal texts
  • (3) practical and concrete acts
  • The implementation of these actions did not take place without difficulties.
the different phases of administrative reform
The Different Phases of Administrative Reform
  • The Phase of Conceptual Frameworks
  • This phase was not easy to accomplish;
  • It began with reluctance and hesitations;
  • It consisted of a series of meetings, seminars and conferences, of which the most important were:

-   The Estates General of the reform and modernization of the Administration (December 1994);

-   Seminar on the diagnostic of the institutional environment;

-   Seminar on the validation of the proposed Framework Document on administrative reform;

-   The council of ministers of 30 June 2000, which adopted the Framework Document;

-   The Roundtable on the financing of the administrative reform.

This phase was richer than the following one, the phase of legal texts.

the different phases of administrative reform1
The Different Phases of Administrative Reform

2. The Phase of Legal Texts

  • This phase had as its principal objective to modify the General Statute of the Permanent Agents of the State, with a view to introduce merit in the career and salary management of state employees.
  • For more than five (5) years, this phase would be marked by sterile wrangling between the government and trade unions, the government and the National Assembly, the unions and the assembly, the government and the assembly on one side and the unions on the other;
  • It ended with the adoption of a law (98-036) in September 1998, which was never promulgated;
  • It was finally a phase of wasting time, energy and means of all kinds, all of the things that should have served to reinforce practical and concrete acts.
the different phases of administrative reform2
The Different Phases of Administrative Reform

3. The Phase of Practical and Concrete Acts

  • These were voluntary, or even voluntarist acts;
  • They constituted notable achievements and firm commitments all the way to the level of the President of the Republic;
  • They were edifying and useful pilot experiments.
ii difficulties and handicaps in the reform process
II. Difficulties and Handicaps in the Reform Process

They are, essentially, relative to (1) the conception, the methodology and the financing of the reform, on the one hand; and (2) the behavior of social partners (or stakeholders), on the other.

difficulties and handicaps in the reform process
Difficulties and Handicaps in the Reform Process
  • Problems of Conception, Methodology and Financing
  • The confusion of ideas;
  • The recourse to international expertise;
  • Reform by means of pilot and experimental approaches or generalized (the two relying mostly on ministries with favorable profiles);
  • The Ministry of Finance was not easy to convince, so the development partners, with the notable exception of Canada, all waited until the government committed its funds for the reform before they made their own declarations of intention known.
difficulties and handicaps in the reform process1
Difficulties and Handicaps in the Reform Process

2. Socio-administrative and Political Demagoguery

·        Frantic desire for popular following;

·        Resurrecting old social and salary demands;

·        Pressures of all kinds to obtain satisfaction, including political demagoguery and raising hell.

conclusion
Conclusion
  • With hindsight, it is possible to say that in spite of the important but isolated results obtained, the Administration let itself be caught off guard by its social partners because of its will to reform.
  • There were in fact simple but determining things that could have been done without social tensions, such as:

·        The clarification of the missions of the state;

·        The empowerment of state employees through annual and individual or collective mission orders;

The depolitization of the Administration through a correct positioning of all state employees within it, each according to his/her qualifications, experience, performance and of the individual or collective capacity for 1development.