But even within the archaic regulations and structures, however, there is some room for maneuvering. For instance, one Permanent Secretary often insisted and indeed rejected minutes in a file which merely stated "for your information" or "for necessary action." He insisted that a comprehensive summary be presented, including background of the matter, as well as the laws, rules and regulations surrounding the matter. He also insisted that similar experiences in other countries be included as well as the options and the outcomes of each option. Well before his time, this official was teaching his officers to think in a different way-he was indeed enhancing the ability of the junior officers to arrive at a justified conclusion. This, no doubt, is what is required in people aspiring for leadership position. It seems that the "new" Minister for Public Administration is on the right track. While the Draper experience of reform in the 1990s was comprehensive, perhaps it was too comprehensive and went off in too many tangents without the requisite monitoring and evaluation. Perhaps to drive any reform or change effort there must be suitable people in place to examine, to implement, to monitor and to evaluate. In the long run...Perhaps the Minister did not at this time suggest the management textbook approach to leadership with which she is all too familiar. In this instance, she was emplacing enhancing skills, ability and initiative. The challenge that will face Madame Minister in her quest for reform will be whether there are sufficient leaders in the country to implement, monitor and evaluate the various reforms that will no doubt be introduced soon. Perhaps the Minister may, in the absence of these leaders, create a new cadre of leaders within the public service.