Managing public sector reform: the case of health care

Managing public sector reform: the case of health care

Health care reform in Tanzania: are Britain's public management experiences applicable to Tanzania?

This article casts doubt on the technical coherence and cogency of the 'Public Management Model' by drawing on vast work that has been undertaken on the British Public Sector in recent years. The article explores two economic models of new public management centred on the economics of regulation and institutional economics on identifying the conflicts vis a vis these models. The article uses the institutional model to illustrate that what emerges from the experience of new public management reforms, with the specific context of regulating the mixed systems of social provisioning in the health sector, is path dependency. In other words, national policy regimes reap from social markets what they have planted.

Policy recommendations:

  • Reforms in Tanzania mean government abdicating its responsibility and passing it over to the people.
  • Reforms in Tanzania and Britain are not compatible
  • The imposition of reforms on Tanzania is ideological, not part of a "new management"


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