(Civil service; 03-03; p.5)
To raise the efficiency of processes, the commission
suggests to model structures in line with tasks and not vice versa.
Therefore, it is necessary to establish agreements on measurable
aims that can be achieved with budgets laid down in advance. The
degree of performance has to be controlled afterwards and has
to effect the fluent component of employees.
Thus the following self-regulating circle would
be introduced: an input given by the government is processed by
the civil service on widely self-determined terms and can be analysed
by the government in respect to a so conditioned output and if
needed re-adjusted for a further turn.
Such a concept has to be made applicable, i.e.
the employees have to be enabled to fulfil the tasks given to
Apart from specific training the commission suggests - within
the limits of the new kind of contracts - to appoint jobs according
to a different pattern: "Leading positions are exclusively
to be filled ... on the basis of a clear and detailed profile
of requirements and competence. Patronage within authorities and
other political influences must be averted. The positions are
to be announced broadly on principle ... if possible even outside
the civil service. [...] Wrong decisions in respect to appointments
have to become reversible more easily ... ." (Translated;
ibid., p. 17f.)
By naming especially political influence as
problem, the commission at least strengthens the impression that
this is not a fringe phenomenon. It would be another hint on the
excesses of the "parties' state", a term coined by the
political scientists Kurt Sontheimer and Wilhelm Bleek for Germany.
Besides, to optimise processes, their re-adjustment must be enabled:
that implies appointing leading positions only for a specified
Whether or not the suggestions of the commission
will be discussed in following discussions about necessary changes
in the civil service, remains to be seen.
Budgetary problems of the state thereby will not vanish, but may
well be reduced. The indeed alarming finding that the civil service
does only pay little attention to the effects of its activities,
may be overcome as well.
(end of article)