Public representatives elected by political parties through periodic elections come and go. Their main work is limited to making policies, rules and laws and allocating budgets. However, the bureaucracy is responsible for turning those policies and plans into reality, implementing them and delivering them to the doorsteps of the people in remote areas. Political leadership may change in five years, but an employee remains in service for 20 to 30 years. That is why it is said, ‘The political system may change, but the basic role and needs of employees never change.’

The efficiency of the bureaucracy plays a significant role in the success or failure of any country’s governance system. No matter how excellent the policies and laws of the state are, if the administrative mechanism to implement them is weak, they are limited to just sheets of paper. Good governance can be maintained in a country only if there are competent, honest, disciplined and accountable employees. Only good governance strengthens the trust of citizens in the state.

During the Rana regime, since the entire power of running the state was confined to the Ranas' family circle, the then civil service administration also developed only as a tool to maintain their power and protect their family interests. At that time, the appointment, promotion and continuity of civil servants were decided on the basis of blind devotion to the ruler, dynastic access and the Chakdi system more than their merit. 'Shri 3 Maharaj' was the supreme center of administration. Members of the Rana family were appointed to the main administrative, military and judicial posts of the state based on role order. This made the bureaucracy accountable to the ruler rather than the people.

In the civil service structure of the Rana era, the Qazi, Sardar, Bhardar, Subba and Badahakim after the Prime Minister were the implementers of the administration. At that time, there was no clear separation of powers between the administration and the judiciary. The same person exercised executive power and also pronounced judicial decisions. The 'Badhaakim' appointed in the district in particular was given unlimited power. They simultaneously carried out the work of implementing government orders, collecting taxes, maintaining peace and security and deciding cases. Since the Rana regime was originally based on military power, strict military command and discipline prevailed in civil administration as well.

The Rashtriya Swayamsevak Sangh government has the historic responsibility of making the bureaucracy fair and professional. For that, the government needs to completely end political interference. After the 2007 revolution ended the Rana regime, the foundation of modern administration began to be laid in Nepal. However, in 2017, the then King Mahendra dissolved the elected government and implemented a party-less Panchayat system, and the administrative structure took a new turn. This nearly three-decade-long regime from 2017 to 2046 was one-party and monarchy-centered.

During the Panchayat period, efforts were made to move the civil service administration from a feudal form to a somewhat modern and institutionalized form, but its core spirit still remained 'royalist' and centralized. The bureaucracy was used as the main means of implementing the basic ideals and policies of 'King, Nation and Panchayat'. Various thematic ministries were expanded by making Singha Durbar the main administrative center at the center. The development of modern posts like secretary, joint secretary, deputy secretary and branch officer was strengthened during this period.

The biggest administrative feature of the Panchayat period was the division of the country into 14 zones and 75 districts. The districts were governed by a Chief District Officer and the zones by a Zonal Officer. The Zonal Officer was powerful as a direct political representative of the king, while the CDO was in charge of peace, security, development and administrative coordination. Although the political structures of the village, town and district panchayats were formed, the real power was in the hands of the personnel administration and the palace-centered mechanism.

Some important institutional reforms were also made during this period. The Public Service Commission was constitutionally activated. Along with this, the system of selecting employees through open competition gained popularity. Efforts were made to bring the service, facilities, career development and discipline of employees within the legal framework by implementing the Civil Service Act and regulations. Institutions like the Nepal Administrative Training Academy were established and professional training was started for employees. With the expansion of education and technical skills, various specialized service groups (engineering, forestry, agriculture, justice, etc.) emerged in the civil service.

After the people's movement of 2046 BS ended the Panchayat system and restored multi-party democracy, there was a major change in the principle of bureaucracy. Now, employees were defined as professional and neutral mechanisms serving the citizens within the framework of the rule of law, not as servants of the ruler. Various administrative reform commissions were formed to make the bureaucracy more transparent, accountable, and citizen-friendly. Open competition was further modified and the merit system was made the only means of service entry. Ministries and departments were restructured on the basis of people-oriented service delivery.

During the democratic period, there was excessive politicization and party influence among employees. Due to political instability and the tendency of frequent changes of government, there was competition among parties to mobilize the bureaucracy in accordance with their own interests. The corruption of opening the doors of political leadership for transfers, promotions and attractive postings and establishing party-based trade unions to create factions within the administration began. This dealt a major blow to the morale, professionalism and impartiality of the employees.

After the 2072 constitution, which was built on the foundation of the 2063 BS change, transformed the country into a federal democratic republic, there was a major restructuring in the structure of the bureaucracy. Currently, Nepal's administrative machinery is divided into three levels: the federal, provincial and local levels. The biggest achievement of the current system is inclusion and decentralization. Reservations were made for women, Dalits, indigenous peoples, Madhesis, Tharu, Muslims and backward areas to make the civil service compatible with Nepal's social diversity. This has made the administration more inclusive and representative. In accordance with the constitutional resolution to bring the 'rights of Singha Durbar to the villages', the presence of employees at the local level has increased. Currently, efforts are being made to make service delivery somewhat easier and more transparent through the use of technologies such as e-governance, digital banking, online passports and citizen charters. Despite this, the current bureaucracy is caught in a maze of serious challenges. For example, political interference and instability, corruption and deviation, and traditional working style are the problems of bureaucracy.