Overcoming the limits of institutional reform in Uganda

Andrews, Matt; Bategeka, Lawrence

doi:10.1111/dpr.12353

Cited by 13 publications

(10 citation statements)

References 17 publications

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“…In addition to measures intended to improve revenue performance, authorities pursued budgetary and public expenditure reforms that were intended to chart a sustainable fiscal path by reducing budget deficits and future debt buildup. These reforms sought to correct the macroeconomic imbalances and improve fiscal policy outcomes by ensuring budgetary discipline expenditure efficiency and effectiveness, financial management and accountability, transparency and openness, and rationale for the civil service (M. Andrews, 2018).…”

Section: Fiscal Policy Reforms In Ugandamentioning

confidence: 99%

“…While the reforms were successful in stabilizing the economy and reducing the macroeconomic imbalances, progress toward poverty reduction was much slower. Consequently, the authorities introduced the PEAP, which was launched in 1997 with a view of aligning fiscal policy toward poverty reduction targets (M. Andrews, 2018). At the time, the PEAP was conceived as the country's overarching national framework for planning and poverty eradication (Kuteesa et al, 2007).…”

Section: Fiscal Policy Reforms In Ugandamentioning

confidence: 99%

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Uganda's fiscal policy reforms: What have we learned?

Mawejje

Odhiambo

2021

Public Budgeting & Finance

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This article attempts to provide an exploratory review of policy reforms, trends, and determinants of fiscal deficits in Uganda, a low‐income country that has undertaken many successful economic reforms. Fiscal policy reforms initially sought to stabilize the economy in the post‐crisis period with structural adjustment and economic recovery programs. With the restoration of macroeconomic stability, fiscal objectives shifted to poverty eradication following the promulgation of the Poverty Eradication Action Plan. More recently, a key fiscal policy objective is to unlock key growth and competitiveness constraints with the rolling out of National Development Plans. These reforms achieved much success in the early years, especially in the areas of macroeconomic stabilization and growth because they received support and political goodwill from the highest echelons of government. However, fiscal slippages during more recent years have often threatened to reverse the hard‐earned gains from these reform programs. Consequently, fiscal outcomes have been characterized by revenue shortfalls, budget execution challenges, accumulation of arrears, and rising debt.

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Section: Fiscal Policy Reforms In Ugandamentioning

confidence: 99%

Section: Fiscal Policy Reforms In Ugandamentioning

confidence: 99%

Uganda's fiscal policy reforms: What have we learned?

Mawejje

Odhiambo

2021

Public Budgeting & Finance

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“…The underline fact of the PDIA model is it brings a promising result where institutional reforms through the top-down approach have a substandard result (Andrews 2013). A wonderful example of PDIA model success is the case of Uganda, where reform based on local context in the local government and government procurement made the significant process of countries anti-corruption measures (Andrews 2018).…”

Section: Models and Implications Of Bottom-up Anti-corruption Approacmentioning

confidence: 99%

Bottom-Up Anti-Corruption Approach

Sakib

2020

Global Encyclopedia of Public Administration, Public Policy, and Governance

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Home-grown initiatives of preventing corruption; Localism in anti-corruption; Social accountability Defining Bottom-Up Anti-Corruption Approach The bottom-up approach of anti-corruption can be defined as a process of preventing corruption from the community level through active participation from the citizens while public officials or corrupt syndicate is involved in wrongdoing. The term often is also known as localism, community engagement, spontaneous participation, or home-grown initiatives in preventing corruption. Participatory budgeting in South and North America can be cited as a textbook example of the bottom-up approach of anti-corruption where local people involved in public policymaking to ensure proper use of public money in their locality. Early Development of the Bottom-Up Approach of Anti-Corruption The top-down approach of anti-corruption suggests that preventing corruption or anticorruption measures taken from the central authority. This is more like a principal-agent relationship where the principal will monitor his agents and punish while caught in wrongdoing (Klitgaard 1988). However, the traditional topdown approach does not have potential success as the principal cannot monitor them due to complex bureaucratic paradox (Berman 1978). Therefore, in top-down approach public officials or assign authority likely to involved in corrupt practice as there is a lack of obligatory accountability measures. Often, they all are involved in an organized syndicate to manipulate the system. Consequently, public officials demand a bribe, delaying service, harass citizens, nepotism, favouritism, and so on. However, in the 1970s and early 1980s, a quite different approach emerged in response to the apparent feebleness of the "top-down" perception. Driven by new public management (NPM), bottom-up approach rather focusing on problem issues avoiding various policy stages like formulation, implantation (Sabatier 1986). The concept further developed by novel laureate Amartya Sen and Elinor Ostrom arguing poor and marginalized people needs bottom-up solution to empower their rights. Ostrom (1990) in her theory of "commons" particularly focused on local solutions for local

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“…To provide guidance for how such support could be provided in practice, Andrews and Bategeka () present an approach they describe as ‘problem‐driven iterative adaption’ (PDIA). In their study of how traditional approaches to PSR have had a limited impact in Uganda, Andrews and Bategeka describe concrete steps that external practitioners could take to support an entrepreneurial reform process focused on functional solutions.…”

Section: The Quest For Transformationmentioning

confidence: 99%

Fostering Innovation and Entrepreneurialism in Public Sector Reform

Cummings

2015

Public Admin & Development

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Summary There is growing recognition within the international development sector that there is a need for a new, more effective approach to engaging in public sector reform. This article builds on an emerging body of work that advocates more entrepreneurial and adaptive public sector reform programming. Drawing on knowledge and theory from public sector management, psychology and entrepreneurialism, this article aims to understand what motivates public sector workers to work entrepreneurially and suggest how these ideas can be applied to the way in which international development agencies engage in public sector reform work. This requires a shift in thinking from predesigned, large, externally led programmes promoting international best practice to interventions in which agencies adopt the role of a facilitator, helping to establish the enabling conditions for local partners to work entrepreneurially, developing their own solutions to the problems that they identify in their work. Copyright © 2015 John Wiley & Sons, Ltd.

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Overcoming the limits of institutional reform in Uganda

Cited by 13 publications

References 17 publications

Uganda's fiscal policy reforms: What have we learned?

Uganda's fiscal policy reforms: What have we learned?

Bottom-Up Anti-Corruption Approach

Fostering Innovation and Entrepreneurialism in Public Sector Reform

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