GOVERNANCE AND SERVICE DELIVERY Rajendra Adhikari Director of

GOVERNANCE AND SERVICE DELIVERY Rajendra Adhikari, Director of Studies

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

Context 3 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 4 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 5 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 6 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 7 Policy Decisio ns Governanc e system Citizen s PCDM radhikari@nasc. org. np

Government and governance 8 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 9 However, inherent characteristics of governance actors –holding the power— remained intact Serious gap between demand supply Emergence of intermediary PCDM radhikari@nasc. org. np

Actors 10 State People PCDM radhikari@nasc. org. np

Actors 11 State Intermediary PCDM radhikari@nasc. org. np People

PCDM radhikari@nasc. org. np Information and Communication Technology Efficiency and effectiveness Responsiveness Accountability Transparency Equity and inclusion Consensus oriented Rule of law Participation Pillars of Good Governance 12 Good Governance

Issues and challenges 13 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

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

Governance and service delivery 15 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 o PCDM Adapted from https: //www. gov. uk/service-manual radhikari@nasc. org. np

Governance and service delivery 16 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 17 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 18 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 19 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 20 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 21 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 22 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 23 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 24 Strengthening state institutions PCDM radhikari@nasc. org. np

For effective service delivery 25 State-people interface constructive engagement PCDM radhikari@nasc. org. np

For effective service delivery 26 Promoting accountability, responsiveness and transparency PCDM radhikari@nasc. org. np

For effective service delivery 27 Managing actors State Interme diary PCDM radhikari@nasc. org. np People

Story of a common man 28 Governance, NASC 2015

Story of a common man 29 PCDM radhikari@nasc. org. np

30 Thank You PCDM radhikari@nasc. org. np