Türkiye’de Planlı Dönemden İtibaren Kamu Yönetimi Reformunun Kurumsal Yapı ve Mekanizması

Abstract

The public administration reform issue has always been an area about which opinions widely are expressed. It is sometimes found on the top of the Turkish political and administrative agenda and sometimes in the bottom. On the other hand, institutional structures and mechanisms that will achieve continuity and sustainability of reform have not seen to be on the agenda. Qualitative research method was used in this thesis study. In this framework the “document analysis” technique was mainly applied. Formal documents and reports in addition to related legislation regarding the structure and mechanism of reform were examined with a descriptive approach. In Turkey, a certain structure and mechanism constituting the public administration reform in an institutional basis has somehow been established over time. Within this structure and mechanism many different institutions have authority and duty to a certain degree for some parts of the reform process. However due to the absence of a holistic reform policy, there is no permanent coordination mechanism among such scattered institutions. Several factors seem to play a role of hindering a successful implementation of a public administration reform scheme in the country. It is thought that these factors can be gathered under the headings of fragmented structure and lack of institutional leadership, lack of political will and leadership and lack of a reform policy with a holistic perspective. It is considered that a successful reform process in the public administration system can be established in Turkey when the reform institutions are examined and the relevant factors are taken into account. Therefore, a new structure and mechanism of public administration reform, which will be constructed under the institutional leadership of the Presidency receiving its powers from the President and the Vice President, has the potential to make the reform institutionalized and sustainable.