ABSTRACT
Most scholars of public administration and political science tend to agree that re-designing policy and organizations within a policy sector is difficult. Their research shows that it is hard to get reform proposals on the political agenda (Kingdon, 1995) and even harder to overcome barriers such as vested interests and sunk costs that prevent reform proposals from being accepted by parliament (Wilsford, 1994; Shepsle, 2001). In the unlikely event that parliament does accept them, successful implementation of these proposals often proves a challenge in itself (Caiden, 1991; Cortell and Peterson, 2001; Patashnik, 2003).
