Efficiency in government: the changing role of the central administrative agencies, 1962-78

Abstract

The promotion and review of efficiency within the administration has long been one of the chief functions of the central administrative authorities. This study explores both the meaning of the pursuit of efficiency in the late 1970s and also the contribution made by various of the central organs of government. These agencies include the State Services Commission, the Treasury, the Audit Department, the Prime Minister's Department, and the National Planning Council. The aim is not only to discern the changing contribution of these agencies within the context of the changing demands placed upon government, but also to determine how they pursue their present efficiency functions. An understanding of how efficiency is promoted is basic to any consideration of what improvements can be realistically expected in the future. Particular attention is given in this regard to an analysis of how State Services Commission staff perform their function in the administration. This study emphasises the prime importance of the central agencies' 'front-line' staff developing relationships with key officers in the operating departments based on mutual trust and respect as a key to the successful performance of their efficiency role. Also underlined is the need to give high priority to continuing efforts to develop more systematic methods of reviewing departmental activity. The value of management audits, programme audits, the planning programming and budgeting system, and programme evaluation is considered. The conclusion reached is that more systematic and comprehensive information systems concerning each of government's programmes need to be developed by the central agencies for use by government as a whole. Finally this study considers recent organisational changes and whether further changes would assist improving the contribution of the central agencies. In particular the development of a Prime Minister's Department assisting the Prime Minister in a more active policy management role, and the establishment of a wider performance evaluation function by the Audit Department, are seen as particularly desirable steps. Particular note is also made of the increasing recognition of the interconnection between the clarification of the objectives of government activities and the management of these resources employed on those activities. This has led to closer co-operation between the State Services Commission and Treasury, and could in time lead to a merger of various of the functions of the two organisations.