Governance and Service delivery Rajendra Adhikari, Director of Studies

Understanding governance Governance and service delivery Service delivery models Issues of service delivery Things to act PCDM radhikari@nasc.org.np

Context Nepal has everything in place. It has abundant natural resources, a large workforce ready for shouldering development agenda, democratic institutions and practices, supportive international community, historical political changes etc. The only thing we do lack is effective governance. Hence, we are in serious 'Governance crisis'. Agree--? Disagree--? PCDM radhikari@nasc.org.np

Understanding Governance World Bank (1991) the manner in which power is exercised in the management of a country's economic and social resources for development World Bank (2006) the traditions and institutions by which authority in a country is exercised PCDM radhikari@nasc.org.np

Understanding Governance UNDP (1997) Governance is the exercise of economic, political, and administrative authority to manage a country’s affairs at all levels. It comprises the mechanisms, processes, and institutions through which citizens and groups articulate their interests, exercise their legal rights, meet their obligations and mediate their differences. PCDM radhikari@nasc.org.np

Understanding Governance Turke (2008) Structure- systems, processes, institutions… Actor- policy makers, public service providers and government… Synthesis- combination of both PCDM radhikari@nasc.org.np

Reimagining governance Policy Decisions Governance system Citizens PCDM radhikari@nasc.org.np

Government and governance Role overlap Power holding vs service delivery Power - by nature undemocratic, upholding and restrictive Democratic institutions and systems induce democratic exercise of power PCDM radhikari@nasc.org.np

Government and governance However, inherent characteristics of governance actors –holding the power— remained intact Serious gap between demand and supply Emergence of intermediary PCDM radhikari@nasc.org.np

Actors State People PCDM radhikari@nasc.org.np

Actors State Intermediary People PCDM radhikari@nasc.org.np

Pillars of Good Governance Participation Rule of law Consensus oriented Equity and inclusion Transparency Accountability Responsiveness Efficiency and effectiveness Information and Communication Technology PCDM radhikari@nasc.org.np

Issues and challenges Low accountability, responsiveness and transparency Rampant corruption Non-inclusive governance Low credibility of public institutions Over politicization in governance practices Low innovation in governance system PCDM radhikari@nasc.org.np

Governance and Service Delivery PCDM radhikari@nasc.org.np

Governance and service delivery Governance enables service delivery by creating the right conditions to ensure that delivery teams can do the right things for users – in the right way and at the right time. This means: making sure we’re doing things that meet user needs being aligned to organizational standards and ways of working deciding what to deliver when and prioritizing things anticipating problems and making decisions for correction Adapted from https://www.gov.uk/service-manual PCDM radhikari@nasc.org.np

Governance and service delivery Service delivery as a major scope of public governance Effective public service delivery is the pillar of good public governance Client-satisfaction, citizen/public trust— rests on EPS PCDM radhikari@nasc.org.np

Governance and service delivery Publicness in the public services (Haque, 2001) We evaluate publicness in the following dimensions: the degree of public-private distinction—service norms impartiality, equality and representation, monopolistic and, and longer & broader social impacts; the publicness of public service may become questionable if these features are marginalized by the principles of business management PCDM radhikari@nasc.org.np

Governance and service delivery Publicness in the public services (Haque, 2001) We evaluate publicness in the following dimensions: the degree of public-private distinction—service norms impartiality, equality and representation, monopolistic and, and longer & broader social impacts; the publicness of public service may become questionable if these features are marginalized by the principles of business management PCDM radhikari@nasc.org.np

Governance and service delivery Publicness in the public services (Haque, 2001) composition of service recipients –a greater number implies a higher degree of publicness nature of the role played in society –broader/more intensive role represents its wider societal impacts public accountability –public hearings, grievance redressal procedures public trust – credibility, leadership, and responsiveness of public service to serve the people PCDM radhikari@nasc.org.np

Governance and service delivery Publicness encompasses: Services to the public; services on behalf of the public; services providing public goods; services accountable to the public; 'difficult to determine in what sense precisely the thing in question was originally called public'. Source: WHAT IS PUBLIC ABOUT PUBLIC SERVICES? Brendan Martin (a background paper for the World Development Report, 2004, Making Services Work for Poor People) PCDM radhikari@nasc.org.np

Service Delivery Models Government Delivery (direct delivery) of Public Services Market Mechanism (NPM Approach) Purchase of Service Contracting Managed Markets Parastatal agencies (corporations) PCDM radhikari@nasc.org.np

Service Delivery Models Decentralized Service Delivery Decentralized Public Bureaucracy Autonomous/semiautonomous governance structures Shifts in the paradigms have been driven by the objective of improving the efficiency and effectiveness of service delivery Practice of mixed approach to deliver PS in growing economies PCDM radhikari@nasc.org.np

Issues of public service delivery two overarching issues: whether the public manager is doing the right things— that is, delivering services consistent with citizen preferences; whether the public manager is doing them right—that is, providing services of a given quality in the least-cost manner. PCDM radhikari@nasc.org.np

For effective service delivery Strengthening state institutions PCDM radhikari@nasc.org.np

For effective service delivery State-people interface - constructive engagement PCDM radhikari@nasc.org.np

For effective service delivery Promoting accountability, responsiveness and transparency PCDM radhikari@nasc.org.np

For effective service delivery Managing actors State People Interme diary PCDM radhikari@nasc.org.np

Story of a common man Governance, NASC 2015

Story of a common man PCDM radhikari@nasc.org.np

Thank You PCDM radhikari@nasc.org.np