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Understanding the waves of agencification and the governance problems they have raised in Central and Eastern European Countries

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  • Miroslav Beblavý

Abstract

The goal of this paper is to provide tools to understand and analyse waves of "agencification" in transition countries of Central and Eastern Europe. Agencification is a shorthand for the process of delegation and devolution, in which more autonomy, particularly in personnel and financial issues, is granted to public bodies, which either remain legally part of the state or acquire their own legal personality. It can also mean creating or moving functions to bodies, which are subsidiary or separate from ministries/departments (Gill, 2002). In transition countries, most public organisations inherited a legal personality already from communism, with consequences which are both procedural and substantive. Therefore, agencification in transition countries usually means the creation of new autonomous bodies for new functions or a significant increase in the autonomy of existing legally separate bodies either on an individual or a collective basis.

Suggested Citation

  • Miroslav Beblavý, 2002. "Understanding the waves of agencification and the governance problems they have raised in Central and Eastern European Countries," OECD Journal on Budgeting, OECD Publishing, vol. 2(1), pages 121-139.
    • Handle: RePEc:oec:govkaa:5lmqcr2k3dd4
    DOI: 10.1787/budget-v2-art6-en
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    Cited by:

    1. Gyldas A. Ofoulhast‐Othamot, 2022. "The perils of a bureaucratic fad in Africa: Examining the effects of the agencification of the state apparatus in Gabon," Public Administration & Development, Blackwell Publishing, vol. 42(3), pages 179-189, August.
    2. Nick Manning & Geoffrey Shepherd, 2009. "Arms Length Bodies," World Bank Publications - Reports 10521, The World Bank Group.
    3. Jan Pavel & Emilia Sičáková-Beblavá, 2009. "Testing the Validity of the Brown-Potoski Model in the Czech and Slovak Republics," Prague Economic Papers, Prague University of Economics and Business, vol. 2009(4), pages 327-341.

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