Market-Oriented Public Management in Uganda: Benchmarking International Best Practise?

Abstract

This paper examines the phenomenon of"new" pulblic management in Uganda in the broader context of the history of administrative reform, the quality management revolution, and the rise of economic rationalism over conventional public administration. The durability of Uganda's donor-driven reforms is critically analysed. Using a Best-Practices Benchmarking {BPS) model, this paper argues that Uganda's edition of market-oriented public management is inconsistent with the logic of consciously benchmarking international best-practices in public service delivery. The definition of the reforms by the IMF/World Bank fraternity, as a conditionality for further "development assistance" is found to institutionalise a top-down approach which is antithetical to durable change management If Uganda is to pursue durable reforms, a fundamentally re-engineered bottom-up approach is not optional. It is a must. The country must deploy a genuine best-practices benchmarking strategy underpinned by the continuous search for better quality service delivery.