Here - SAARC Human Resource Development Centre

Training ReportRole of Human Resource Developmentin Improving Governancein the SAARC RegionOctober 04-17, 2010SAARCOrganized By:SAARC Human Resource Development Centre, Islamabad - Pakistan

ForewordExecutive SummaryIntroductionInaugural CeremonyTraining SessionsContentsiii157Concluding CeremonyAnnexuresAnnex I List of ParticipantsAnnex II ProgramAnnex III Power Point Presentations by Resource PersonsAnnex IV Country Reports1718212575

ForewordThe concept of good governance has gained greater attention in the international developmentdebate and policy discourse during the past two decades. Today good governance is seen as a panaceafor sustainable economic development. The prerequisites for quality governance are the existence ofefficient and accountable institutions political, judicial, administrative, economic, corporate andentrenched rules that promote development, protects human rights, respects the rule of law, andensures that people are free to participate in, and be heard on, decisions that affect their lives.In most South Asian countries, governance failure has been marked as the prime hindrancetowards socio-economic development. Governance has failed to address adequately issues such asreducing poverty, access to public services, democratic institution building, voice and accountability,rule of law, control of corruption, participation in decision making, and implementation of policies.The major constraints afflicting governance in South Asia region include: the low skilled manpowerand inappropriate knowledge; weak institutional capacities, and centralization of public policyprocess. Improved Human Resource Development (HRD) is one of the most effective means to achievehigher levels of development. HRD also helps to promote good governance through developingcapability of administering public policy and institutional capacities.Report of the training course on “Role of Human Resource Development in ImprovingGovernance in the SAARC Region” organized on October 04-17, 2010, highlights the governanceissues and reforms undertaken by the SAARC Member States, nexus between HRD and governance,strategies for promoting good governance and HRD, capacity building, accountability, role andeffectiveness of public expenditure for promoting HRD in the South Asian Region. It is hoped that thisreport will contribute considerably in formulation of HRD plans, policies and strategies that result inimproving the existing governance levels in the South Asian region.Input given by Dr. J.M.K.B. Hajarjhan, Deputy Director is highly acknowledged. Supportprovided by Mr. Rehmat Wali Khan, Education Officer/Focal Person (Training), Mr. Amir Mustafa,Research Officer, Ms Lubna Zaheer, Admin Officer, Mr. Ejaz Ahmed, CPO, Mr. Waseem Adil, FinanceOfficer Mr. Muhammad Asif, Secretary and Mr. Abdul Waheed, DEO, is also appreciated. The efforts ofthe entire SHRDC staff members as one team are valued for making this training program a success.Syeda Wadiat Kazmi, Publication Officer deserves special recognition for her keen efforts in preparingthis report. The report is also available on the SHRDC's website: www.shrdc.org. Your comments andviews, if any, on the report are welcome, for enabling us to improve quality and coverage of our trainingcourses in the future.(Dr. Riffat Aysha Anis)Director-SHRDCi

Executive SummarySAARC Human Resource Development Centre (SHRDC) has organized two weeks trainingcourse on “Role of Human Resource Development (HRD) in Improving Governance in the SAARCRegion” from October 04-17, 2010 to discuss in depth the various dimensions of governance andlinkages with Human Resource Development (HRD). Participants from the SAARC Member States viz.Bhutan, India, Maldives, Nepal, Pakistan, and Sri Lanka took part in this training course.H.E. Air Chief Marshal, Jayalath Weerakkody, High Commissioner of Sri Lanka in Islamabadinaugurated the training course on October 04, 2010. Dr. Aishath Shehnaz Adam, High Commissionerof Maldives in Islamabad also graced the occasion by her presence.The objectives of the training course were intended to discuss: i) governance issues and reformsundertaken by the SAARC Member States to achieve good governance; ii) nexus between HRD andgovernance; iii) strategies most effective for promoting good governance and HRD in the South Asianregion; iv) role of public institutions in the delivery of public goods and services, including educationand vocational training; and v) role and effectiveness of public expenditure for promoting HRD,reducing poverty and social development and achieving transparency in resource allocations.The course consisted of five modules on the basis of which training sessions were organized.The modules were: i) state of governance and HRD in SAARC region; ii) nexus between governanceand HRD; iii) good governance: issues and reforms in South Asia; iv) HRD & governance initiatives inSouth Asia; and v) tracking the progress towards good governance.Resource persons were drawn from the SAARC Member States belonging to governmentinstitutions/agencies/departments, universities, development agencies and NGOs. The speakersfacilitated modules of the training program through deliberations and shared theoretical understandingon their respective topics. In order to encourage discussion and a more focused exchange ofinformation, a question-answer session was scheduled after each presentation. During these sessions,participants discussed issues based on certain questions and shared thoughts with each other and thespeakers. Country report presentations by the participants focused on HRD and governance status andissues in their respective countries.The training course was judged as a great success by the participants, contributing to a veryuseful exchange of information and experiences on the theme. They recognized that selection of thetopics were relevant and the resource persons were experts in their respective fields. However, theysuggested reducing the duration of the training courses and number of sessions per day.ii

Role of HRD in Improving Governance in the SAARC RegionIntroductionGovernance is about setting priorities, generating and using power to achieve a just andsustainable living standard. Aspects of governance are: political or public governance; economicgovernance, and social governance. These three aspects of governance are interdependent. Socialgovernance provides a moral foundation; economic governance provides a material foundation; andpolitical/public governance guaranties the order and the cohesion of a society. Governance is “good”when it allocates and manages resources to respond to collective problems such as efficient provisionof public goods of good quality and quantity to citizens. The Human Development Report 2002suggests “good governance” as a democratic exigency, in order to “rid societies of corruption, givepeople the rights, the means, and the capacity to participate in the decisions that affect their lives and tohold their governments accountable for what they do”. The UN views good governance asparticipatory, transparent and accountable. It encompasses state institutions and their operations andincludes private sector and civil society organizations.In most South Asian countries, the objectives of achieving good governance reforms areimprovements in the quality and delivery of public services, reform of judicial systems, publicadministration reform, strengthening public institutions, promoting transparency and informationsharing, decentralization, and public expenditure management. Several countries of the region havecommitted themselves to strengthen human resource base, increase budgetary allocations for pro-poorprograms and projects, and improve law and order situation. Public administration reform has beenhighlighted as an important aspect of creating good governance, such as introducing a merit-based civilservice system or efforts to decentralize delivery of public goods and services. Public expendituremanagement reforms include promoting auditing, monitoring, and reviewing procedures to increaseefficiency and capacity of public institutions to manage information about public expenditures and topromote greater transparency in the budgetary process. The issues of accountability and transparencyfigure prominently in the discussions of governance problems.One of the manifestations of the poor governance in the South Asian region is low skill base andinappropriate knowledge. A well-educated and skilled manpower not only promotes good governancebut helps to shift from low-productivity regime to higher value-added, skilled-intensive, andtechnologically advanced country. HRD also helps develop capability of those administering publicpolicy and capabilities of institutions to promote good governance in the management of publicresources and delivery of public services; identify and enunciate coherent policies; reduce influence ofvested interests; and develop meritocracy and incentive structure for better performance.SAARC Human Resource Development Centre (SHRDC) organized two weeks training courseon “Role of Human Resource Development (HRD) in Improving Governance in the SAARC Region”from October 04-17, 2010. Participants from the SAARC Member States viz. Bhutan, India, Maldives,Nepal, Pakistan, and Sri Lanka attended the training course. The training course provided fundamentaldimensions of governance such as: i) institutional framework: effective/responsive institutions; ii)political stability: perceptions that the government is creditable; iv) government effectiveness: qualityof public service provision, competence of civil servants and independence of civil service; v) voiceand accountability: political process, civil liberties and political rights and independence of media; vi)quality of the regulatory framework: market-friendly policies supporting civil and business rights; vii)1

SAARC Human Resource Development Centrecontrol of corruption: limiting use of public power for private gains; viii) rule of law: reducing incidenceof violence and crime, improving effectiveness and predictability of the judiciary, enforceability ofcontracts and monitoring; and viii) transparency and information sharing.ObjectivesThe objectives of the training course were to:discuss governance issues and reforms undertaken by the SAARC Member State to achievegood governancediscuss nexus between HRD and governancediscuss strategies most effective for promoting good governance and HRD in the South Asianregiondiscuss role of public institutions in the delivery of public goods and services, includingeducation and vocational trainingdiscuss the role and effectiveness of public expenditure for promoting HRD, reducing povertyand social development and achieving transparency in resource allocationsThe training course focused on: identification of a strategy or vision to promote goodgovernance and human resource development; translation of the strategy into a detailed program forreform with Measurable Performance Indicators (MPIs); effective implementation of the programs andprojects; evaluation and monitoring mechanism to assess the progress and identify bottlenecks; publicexpenditure management to reduce wastage of public resources; strengthening public institutionsparticularly HRD institutions; improving coverage of services, efficiency, and sustainability of basicservices delivery; achieving inclusive growth through adopting participatory approaches, particularlybottom-up approach (decentralization); and the Citizen's Charters and public-private partnership (PPP)as initiatives to improve the quality, transparency, and accountability of public services delivery.ModulesThe course consisted of the following five modules on the basis of which sessions werestructured:1: State of Governance and HRD in the SAARC RegionThe module described:Governance and characteristics of good governanceState of governance in the SAARC regionGovernance challengesPublic expenditure management to improve governanceRole of accountability in governance2

Role of HRD in Improving Governance in the SAARC Region2: Nexus between Governance and HRDThe module included:Interrelationship between HRD & governanceRole of HRD institutions in improving governanceHRD interventions for governance in South AsiaNexus between health and HRD3: Good Governance: Issues and Reforms in South AsiaThe main points of discussion in the module included:Fundamental pillars of good governance: accountability, transparency andparticipationMeritocracy and governancePolitical, economic and social aspects of governancePolitical stability and rule of lawDecentralization-a bottom-up approach to HRD and governance4: HRD & Governance Initiatives in South AsiaThe module discussed:Implementation of governance and HRD initiatives by public institutionsand NGOsStrengthening Civil Society Organizations (CSOs) for good governanceDeveloping linkages between NGOs and public institutionsProductivity and HRDSustainable development and good governance5: Tracking the Progress towards Good GovernanceMethodologyThe module described:Institutional framework for monitoring and evaluation and good governanceRole of media in governanceGood governance through peace educationSetting criteria for good governance in South AsiaIdentifying indicators and benchmarks for governance in South AsiaRevisiting the reform agenda: suggested course of actionPresentations, discussions and group work were the major strategies used during the trainingcourse. The resource persons facilitated modules of the training course through their presentations. Thecourse also included country report presentations by the participants, highlighting the role of HRD inimproving governance in their respective countries.3

SAARC Human Resource Development CentreParticipants' ProfileThe training course was geared towards:a) Mid-level policymakers/functionaries, academia, master trainers/professionals fromgovernment, semi-government/private organizations and NGOs working in the field ofHRD, planning for development, policy analysis and advocacy, and governance relatedactivists;b) Researchers and scholars on HRD issues as well as those working on improvinggovernance.4

Role of HRD in Improving Governance in the SAARC RegionInaugural CeremonyThe inaugural ceremony of the training course was held on October 04, 2010 in Islamabad,Pakistan.The ceremony was started with recitation of some verses from the Holy Quran.H.E. Air Chief Marshal, Jayalath Weerakkody, High Commissioner of Sri Lanka in Islamabad inhis inaugural address said that Governance and Human Resource Development (HRD) are interlinked.Human resource development cannot be sustained without good governance. Governance cannot besound unless it sustains quality human resource development. He stated that the SAARC countries arestruggling to achieve a higher degree of perfection in respect of human rights, political pluralism,institutional efficiency, responsiveness of public sector, rule of law, and freedom of expression. Hehoped that the training program would help the participants to understand issues and obstacles, androle of HRD in achieving good governance in the SAARC region.Speaking at the occasion, Dr. Riffat Aysha Anis, Director SHRDC, said that governance hasthree interdependent dimensions: Political, Economic and Social Governance. Successful governancemeans better delivery of health, education and other relevant services, stronger and more equitableeconomic growth, stability and security. She said that in South Asia, governance is a major agenda fordiscussion and discourse in the context of development and service delivery. Good governance isrealized as vital for improving the public service delivery, and responding to citizens' needs anddemands. Despite different programs, policies and reforms to streamline public administration,governance in the South Asian countries has failed to address adequately such issues as reducingpoverty, equality of access to public services and fairness, security and safety of citizens, democraticinstitution building, participation in the decision making, and implementation of policies. It is oftenhighlighted that the absence of good governance in the South Asian region is because of lack ofcapacity of civil servants, hierarchic decision making process, non-accountability of public servantsand politicians, non-transparency and opaque official procedures and, corruption.5

SAARC Human Resource Development CentreDr. Aishath Shehnaz Adam, High Commissioner of Maldives in Islamabad also graced theoccasion by her presence.Introductory SessionDr. Riffat Aysha Anis, Director, Dr. J.M.K.B. Hajarjhan, Deputy Director and Mr. Rehmat WaliKhan, Course Coordinator/Education Officer, facilitated the introductory session. The sessionprovided an opportunity to the participants to introduce themselves along with their academia andprofessional responsibilities. The participants were also introduced to the course contents andmethodology. The list of participants is at Annex I.6

Role of HRD in Improving Governance in the SAARC RegionTraining SessionsAll the training sessions were conducted as per program of the training course (Annex II).Papers presented by the resource persons are at Annex III.Maj. Gen (R) Usman Shah, Head of Deparment, Governance & Organizational Sciences,NUML, Islamabad in his presentation on “Governance and Characteristics of Good Governance(Governance Challenges to Pakistan)” informed that the term 'Governance' is not new. It is derivedfrom the Greek word 'KUBERNAO' which means to steer and run affairs of a government. It is oftenused to describe the manner in which the affairs of a state are run essentially free from 'abuse' and'corruption' with due regard to rules and laws. Accountability, transparency, efficiency, participationand rule of law are the fundamental pillars of the edifice of good governance. The word 'GoodGovernance' has acquired a broader meaning and has attracted the attention of economists, socialscientists, politicians, national institutions and international institutions in recent years. He noted thatall the contemporary religions of the world support and advocate for improving the quality ofgovernance.Speaking on the state ofgovernance in Pakistan, he said thatthere is a striking deficit of goodgovernance in Pakistan. Terrorism,a b s e n c e o f r u l e o f l a w ,transparency, accountability, loweducational level, inequality, socialinjustice, economic challenges,unemployment and naturaldisasters are the major deterrents togood governance in Pakistan.While discussing “Role ofAccountability in Governance andFuture of Accountability inPakistan”, the speaker explained that 'accountability' is a concept in ethics and governance withseveral meanings. As a concept of governance, it has been central to discussions related to problems inboth public and private sectors. In leadership roles, accountability is the acknowledgment andassumption of responsibility for actions, products, decisions, and policies including the administration,governance, and implementation within the scope of the role or employment position andencompassing the obligation to report, explain and be answerable for resulting consequences.Speaking on the history of anti-corruption and accountability drive in Pakistan, he said thatPakistan inherited the Prevention of Corruption Act (PCA) at Independence in 1947. The first ever anticorruptionagency was created under the PCA called the Special Police Establishment. Following thePCA 1947, laws like the Public Representatives (Disqualification) Act 1949 and the Elected Bodies(Disqualification) Ordinance 1959 were promulgated. The Federal Investigation Agency (FIA) replacedthe Pakistan Special police Establishment (PSPE) in 1975. The Ehtesab Bureau was established in 1997augmenting the Ehtesab Commission of 1996. The Bureau was entrusted with investigation of7

SAARC Human Resource Development Centrecorruption while the Commission had to prosecute it. Under National Accountability Ordinance 1999,National Accountability Bureau (NAB) was created. NAB and its predecessors were seen as instrumentsof political victimization and failed to make a real dent into corruption.He emphasized that a strong institutional and legal anti-corruption framework needs to beestablished that would facilitate the enforcement of the law and transparency. Mechanisms should bedeveloped that could ensure public participation in decision making and to fight against corruption atall levels. Role of education sector is important in raising awareness among the students about ill effectsof corruption on national development and on the life of an individual. Media must play an effectiverole in highlighting the matters of corruption because it is the only public forum that can sensitize thepeople against corruption.Prof. Dr. Anis Ahmad, Vice Chancellor, Riphah International University, Islamabad speakingon “Meritocracy and Good Governance: An Ethical Perspective”, termed good governance as amanagement system which takes care of spiritual, physical, mental and social needs of the people andsociety. Good governance, he continued, requires transparency, rule of law, justice, accountability,participation and control of corruption. These are essentially ethical requirements which encompassthe traditional ethical ideas of personal integrity, honesty and mutual respect and deserveconsiderations in governance framework as well. Thus, ethics and morality become the prerequisite toachieve good governance. In this respect, citing some references from Islamic sermons, he said that theIslamic paradigm of Good Governance is founded on the universal ethical principles. Man in Islam isAllah's Khalifa or deputy, made responsible to implement a system of good governance based on thevalues of unity, equity, justice, fairness, consultation, moderation, virtue, excellence, accountabilityand, cooperation in good.Dr. Prem Narayan Aryal, Professor, Tribhuvan University, Nepal presented his paper on“Governance Issues in the Delivery of Public Services”. He defined 'Governance' as process ofdecision-making by which decisions are implemented. It is also a process of coordinating and steeringvarious actors of society, such as the state, market, civil society and people's institutions for aharmonious development of society. World Bank in its report on 'Sub-saharan Africa: from Crisis toSustainable Development' used the word "Good Governance" in 1989. The speaker gave an overviewof the key indicators of good governance, which include: i) quality of public service, ii) nationalproduction and distribution, iii) resource management, iv) concern of the common people, v) socialcharacter, vi) scientific management, vii) balanced development, and viii) full utilization of theopportunity.Discussing major issues in delivery of public services, he noted that lack of internalcoordination and mutual understanding, less reliability, lack of efficiency and skill, motivation foreffective management, tradition-bound attitude, psychological barriers, deterioration in state power,and imbalanced growth of national level organizations are among the most common reasons thathamper efficient delivery of public services.8

Role of HRD in Improving Governance in the SAARC RegionBrigadier Aman Ullah, Director General, National Centre for Rural Development (NCRD),taking session on “Sustainable Development and Good Governance” mentioned that governance andsustainable development have been common terms in popular and professional discourse since lastthree decades. Good governance is an essential precondition for sustainable development. Poorgovernance impedes the development process of a country. Economic inequality, social instability andenvironmental degradation are common features of unsustainable development. Since goodgovernance and sustainable development are intertwined; it is not easy to isolate strategies that areexclusively relevant to the one or the other. Sustainable Development, with its central focus on raisingthe quality of participation by local societies and thus better achieving self-reliant economicdevelopment and social justice, is one important form of people-oriented development. Goodgovernance is the foundation of sustainable development as much as it provides the government withfunctions needed to promote social justice, participatory decision making, transparent and judicioususe of resources.Prof. Krisha Prasad Pothini, Andhra University, India in his deliberation on “Political Stabilityand Rule of Law” said that political stability is the most significant factor influencing economicdevelopment of a country. Strong and sincere governments are essential to development in anycountry. Politics influences the economy, education, healthcare, social attitudes and faith. Thedemocratic process depending on good governance can improve the plight of a nation. He highlightedthe role of HRD and presented an analysis of human resources in terms of need and significance. Tohim, political stability provides authority to make and enforce laws within a civil, corporate, religious,academic, or other organization or group. HRD plays cross-sector roles in managing large-scalepolitical, social and economic crises. The government's lawmaking ability allows it to influence HRDand to pursue economic, political and social objectives by providing stability to organizations, socialenvironment and, establishing science and knowledge based institutions strengthening HRD.Discussing “Decentralization: A Bottom up Approach to HRD and Governance”, Prof. Pothiniremarked that growing concerns about the effectiveness of government policies have motivated toassess various approaches to development, by explicitly dealing with decentralization or participationand governance. It was pointed out that only limited means are available for development to achieveeconomic, social and political ends. The concept of governance has emerged as the essential part ofsustainable development. Decentralization is considered vital for overall development. It is argued thatdecentralization leads to improved governance and better delivery of public services, hence improvingHRD. The relationship between decentralization, HRD and governance are manifold.Decentralization leads to transparency in policies and HRD provides knowledge and skills to deal withissues relating to the benefits of the people, responsiveness of the policy makers, accountability ofimplementers, openness and enhanced flow of information, and thus, reduces corruption.The bottom-up, dialogue-oriented approach has opened possibilities and perspectives for thepeople and institutions involved the development process. Decentralization brings the governmentcloser to the people by involving private sector, public sector, citizen participation andinstitutionalizing public-private partnership (PPP). In many cases, development planning in the SouthAsian counties does not always reflect the needs of the people and their communities planning itself is9

SAARC Human Resource Development Centrerarely used as an instrument for a systematic development process. The e-governance has changed thedynamics of both political and administrative systems. Demands for responsible and effectivegovernments in the majority of South Asian countries have become the order of the day.Mr. Roomi S. Hayat, CEO, NRSP-Institute of Rural Management, speaking on “StrengtheningCivil Society Organizations (CSOs) for Good Governance” noted that civil society is composed of thetotality of voluntary civic and social organizations and institutions that form the basis of a functioningsociety as distinct from the force-backed structures of a state (regardless of that state's political system)and commercial institutions of the market. The theory of the legal state (Rechtssta) - state under the ruleof law) considers the equality of state and civil society as its most important characteristic. He observedthat good governance embodies a broad array of democratic practices i.e. participatory, consensusoriented, accountable, transparent, responsive, effective and efficient, equitable and inclusive, and therule of law. CSOs can play a very significant role in ensuring compliance of these practices and thus,furthering the process of good governance. He argued that in recent years, CSOs have emerged as apowerful actor and without their participation good governance cannot be achieved.Speaking on “Developing Linkages between NGOs and Public Institutions” Mr. Roomihighlighted the spectrum of NGOs' activities, characteristics of NGOs, sectors and levels of NGOsoperation, networks and linkages, level of accountability and institutional framework. Referring to theconstraints impeding collaboration between NGOs and public institutions, he pointed out that thelinkages between the government and NGOs have been poor due to various factors, including thepolitical context; mutual trust; suspicion; inability of governments to be flexible or innovative tochanging community needs; and government's openness to accept NGOs' input. He urged that thebarriers which hinder good working relationships need to be addressed. His recommendationsinclude: establishment of communication channels such a formal platform such as steeringcommittee; removing suspicion; respect and acceptance for each others' strengths; joint projects;Public Private Partnership (PPP); collaborative activities, based on the strengths of each other; changein culture (Govt. should learn to work like an NGO);enabling environment for CSO participation indecision-making processes; and removing challenges facing CSOs in participation with publicinstitutions.Mr. Hamid Raza Khan, Visiting Faculty at Department of Governance & OrganizationalSciences, NUML Islamabad, taking session on “Role of Media in Governance: Theoretical Perspective”said that people should have the right to know the activities of the government, especially the decisionsthat affect their lives, liberty and property. Information is important for people to make choicesregarding their participation in the State, the market and the civil society. Lively and independentmedia are essential components of the complex system of checks and balances. It is seen as an effectiveway to increase government accountability and to promote public participation in dialogue anddecision-making process. He described the role of media as watchdog, agenda setter, and gatekeeperin the public forum. A substantial gap exists between the democratic promise and performance of thenews media as an institution. He opined that policy interventions such as institutional capacitybuilding, developing a regulatory legal framework, policies (deregulation), protection of constitutionalprinciples of freedom, comprehensive media system audits, and integration of specific performance10

Role of HRD in Improving Governance in the SAARC Regionindicators into development project are required to close this gap.Mr. Shahid Rana, Anchor Person, Pakistan Television, Islamabad, speaking on “Role of Mediain Governance” focused on the potential role of healthy media and its positive impact on governance.Effective and independent media is considered as a key indicator of progress in creating honest,transparent and accountable government. Modern communications technologies are reframingrelationships between media, citizens and the state. Discussing about the current situation, he quotedseveral examples form the field in which the interdependence and interconnectivity of media andgovernance is evident. He argued that media can play a key role in promoting good governance,which in turn leads to socio-economic development. He urged that policy makers in the SAARCMember Countries should increase support for media for balanced discourse and inclusion of thevoices of marginalized communities.Syed Hasan Javed, Additional Secretary (Asia Pacific), Ministry of Foreign Affairs, in hispresentation on “Role of Soft Power in Development” termed 'Soft Power' as an ability to influenceothers; charm offensive; and public diplomacy. According to him, sources of soft power are culturalheritage, religious belief systems, genetic inheritance, social value system, family values, tribal andclan ethics, and education and training. It is often contrasted with the 'Hard Power'. According to him,soft power critically contributes to development just as other hard factors of production. A country hasmore soft power if its culture, values and institutions incite admiration and respect in other parts of theworld. Nations without hard resources such as China, Japan, Singapore and Korea have been able todevelop with the help of soft power. He suggested Pakistan to use soft power in order to share itsculture, values and heritage with the world through food, music, sports, tourism, textile products, andtechnology. He pointed out the challenges in harnessing soft power as: absence of conceptualization,lack of mindset and awareness, resistance to change, expediency, lack of data, research, capacity,restrictive standards and stereotypes, and absence of institutions with requisite expertise.Taking session on “Fundamental Pillars of Good Governance”, Prof. Dr. Prem Narayan Aryal,Chairperson and Faculty Member, Institute of Open Learning, Kathmandu, described good governanceas utilizing power and resources in a way that maximizes the welfare of the people. The fundamentalpillars of good governance such as transparency, accountability and participation can make thedifference provided (a) they are headed by widely respected, strong and competent managers of knownintegrity, (b) the terms of reference, responsibilities, functions and powers of these institutions areclearly defined, (c) there is no political interference in their working but at the same time they are heldpublicly accountable for their actions and the results, (d) they are provided adequate financialresources and professional staff of certain caliber and, (e) they follow open and transparent proceduresand processes. He argued that good governance requires: promotion of the rule of law; political andsocial rights; efficient public administration; sound economic policies; supporting the civil societies;strengthening participatory institutions, allowing people to work for the welfare of the society with theirinvolvement in planning and decision-making process, and political commitment to political, social,economic, cultural and traditional values.Dr. Riffat Aysha Anis, Director, SHRDC, presented her paper on “Nutrition, Health and11

SAARC Human Resource Development CentreHuman Resource Development”.She viewed nutrition and health as asine qua non for the formation ofhuman capital. She noted that HRD isa combination of training andeducation, in a broader context ofadequate health and employmentpolicies which ensures the continualimprovement and growth of theindividual, the organization, and thenational human resourcefulness.Healthy human resources contributet o t h e n a t i o n a l e c o n o m i cdevelopment. Problem of malnutrition in all the developing countries of the world is because of lowpublic expenditure on health and poor health care system. SAARC Member States have madeconcerted efforts to improve health system; however, health related indicators are still very weak. Shewas of the opinion that a key governance issue in South Asia is to establish an effective health systemwith a wider coverage of quality health facilities to the poor people. She stressed that the SAARCgovernments should invest more in health as well as the education of the public to prevent a populationfrom being a liability of a country.Speaking on “Role of HRD in Improving Productivity”, Mr. Hasan Haider, AsianCompetitiveness Institute (ACI), highlighted various organizational quality problems. He said thatquality is a measure of value from customer/stakeholder perspective while productivity is a measure ofvalue from a provider/stakeholder perspective. In recent years, quality and productivity have becomeas two important indexes of a company's performance. Touching on productivity and HRDrelationship, he noted that organizations are human-made entities that rely on human expertise toestablish and achieve their goals. The role of the people in today's production process is critical. Theknowledgeable workforce with the help of advanced technology improves the productivity beyond thenormal levels. Organizational capabilities can be leveraged through knowledgeable employees toincrease profitability and productivity.Dr. Idress Khawaja, Associte Professor, Pakistan Institute of Development Economics, in hisdeliberation on “Identifying indicators and Benchmarks for Governance in South Asia” noted that overthe time the South Asian countries have learnt a lot about what "works"; however, the governanceindicators are not encouraging. Indicators relating to government effectiveness, political stability,regulatory quality, voice and accountability, control of corruption do not compare favorably withcountries at the similar stage of development. The main reasons for poor governance in the region areweak political, social and economic institutions, dependence on donors, and financial institutions, thestructure of governance and rising poverty and inequality. These weaknesses block the scaling up oflocal success. These bottlenecks contribute to what we see as growing cynicism, civic disengagement,and distrust in our society. The South Asian countries can achieve progress through empoweringpeople, creating political will, sharing and disseminating timely information, sharing tax burdenaccording to the ability to pay, and transparent system in which public resources are used.12

Role of HRD in Improving Governance in the SAARC RegionDr.JMKB Hajarjhan Mansoor, Deputy Director, SHRDC and Former Director, Education forSocial Cohesion and Peace (ESCP), Ministry of Education, Sri Lanka in her presentation on“Governance and Peace Education: Developing a Mannerly Citizenry through Peace Education”informed that the concept of peace education is not only about eradication of violence, terrorism andextremism, but also to make people to be just, peaceful and nonviolent in a pluralistic society. Sheinformed that Sri Lanka's present education policy gives high priority to peace education. The overalleducation policy is geared to meet nine goals, of which three are particularly relevant to Education forSocial Cohesion and Peace (ESCP). These are: i) the achievement of national cohesion, nationalintegration and national unity; ii) establishing a pervasive system for social justice; iii) the activepartnership in nation-building activities to ensure the continuous nurturing of a deep and abidingconcern for one another. ESCP aims to produce a good citizenry who: can live in a multiculturalsociety, respects diversity, does not compete based on differences, values or tolerates other cultures,trusts others, treats others as human beings; is not racist; can analyze the causes of interculturaldisharmony objectively; is democratic in decision-making, can work in a team without conflict, seeksto understand the ideas of others, can share resources, has an open mind, thinks critically, can actassertively; respects and ensures others' rights; communicates well, and in each others' language, is anactive listener; can solve problems and face challenges, particularly challenges of the multiculturalsociety; can transform conflict, and can think positively, has discovered inner peace, has a peaceful andsustainable lifestyle, can understand his/her own capacity and scope of work; is politically enlightened;is not corrupt or does not accept bribes; serves others without expectations, has civic virtues, is willingto sacrifice; has a global vision and is a global citizen; has the courage to participate in the developmentof the world; is environmentally friendly, does no harm anybody in thoughts or deeds; respects others'feelings, is empathetic; can protect Sri Lankan traditions, culture and values. She argued that provisionof peace education may lead to curb many of the social vices and help the efforts to improvegovernance in the South Asian region.Mr. G. K. Iddamalgoda, in his presentation on “Public Expenditure Management to ImproveGovernance” has examined various approaches of public expenditure management to improvegovernance. He gave an overview of broader public sector expenditure's role, structure resources andexpenditure planning and measures to improve governance. The empirical evidence suggests that poorgovernance undermines growth and development and that, in turn, has an enormous effect on poverty.Distorted public expenditures and investments; deteriorated physical infrastructure; lower publicrevenues and less provision of the rule of law as a public good; overly centralized governmentsubstantially undermine benefits accruing from public expenditure. To him, the political systemdetermines the allocation of scarce resources between competing interests including those of the poor.The challenge is to strengthen the four pillars of governance i.e., accountability, transparency,participation and predictability. These fundamental elements create an enabling environment forsocio-economic development, institutional development and their effectiveness to achieve fiscaldiscipline, mobilize domestic resources, and develop administrative capacity. The public expendituremanagement systems of most South Asian countries have a number of weaknesses associated with bothbudget preparation and budget execution. These weaknesses, in turn, have led to poor budgetperformance, and even planned deficits have been significantly exceeded during the past two decades.There must be an all-inclusive approach to governance that recognizes and protects the rights of all13

SAARC Human Resource Development Centrestakeholders. The good governance framework provides an enabling environment within which itshuman resources can contribute, and bring to bear, their full creative powers towards findinginnovative solutions to shared problems and efficient allocation of public expenditure to providequality public goods to the citizenry.Mr. Muhammad Naeemul Haq, Consultant, National Reconstruction Bureau, in his paper on“Institutional Framework for Monitoring and Evaluation and Good Governance” discussed the keygovernance dimensions such as voice and accountability, political stability and lack of violence,government effectiveness, regulatory quality, rule of law and control of corruption. It has been pointedout that the inadequacies of Pakistan's administrative machinery are the main impediment to theefficient use of country's financial and material resources. The monitoring and evaluation systemsuffers from internal and external pressures emanating from red-tapism, unnecessary controls andhierarchy. The projects fails in implementation due to weak inception or identification, weakpreparation, appraisal and political pressure for there approval. The system of monitoring fails toprovide in time identification of problems effecting project implementation. The system lacks strongand competent managers of known integrity.The questions arise: how the situation can be improved and how can these institutions makethe difference? He recommended that Service Delivery Bodies may revise manuals and instructions tofacilitate the customers; fiscal accountability of all levels of government in particular of the localgovernment service delivery institutions through annual accounts presented to the approving councilas prescribed under law/rules; audit reports presented according to the Constitution/law; annualinspections may be conducted and acted upon in terms of accountability of officials; capacity buildingculture for elected and non-elected functionaries; use of computer technology in service deliveryinstitutions (where feasible.);wider dissemination of information about the changes introduced in thesystems and procedures and; social audit for improved accountability procedures. If institutions areallowed to work effectively, will be able to plug in some of the conduits that lead to eliminate corruptpractices and improve governance in the countryCountry Report PresentationsThe participants presented their respective country reports covering aspects relating to HRDand governance, factors affecting implementation of HRD programs in the region, and future plan ofaction to improve HRD and governance. Country reports are gives as Annex IV.Group Work and RecommendationsIn order to gain practical understanding, participants were divided into four groups to conductdiscussion on the selected themes. After thorough discussion on each subject, each group presented itsfindings/recommendations on the final day of the training course. The recommendations are givenbelow:14

Role of HRD in Improving Governance in the SAARC RegionI. Governance Issues and Reform in the SAARC RegionRaising awareness on Rights of peopleIntroduction of Education ReformsRaising voice for accountability, Transparency and participationPromotion of regional cooperation between statesEmpowerment of media, youth, women and civil societyLegal reformsRight to information act must be implemented in all other South Asian countries.Electronic/digital governance must be practiced in all South Asian CountriesMindset or attitude of the people must be changed.Aid dependence should be lessII.State of Good Governance in the SAARC RegionMaximum coordination should ensure among different public services delivery departmentsto avoid duplication and enhance effectiveness and efficiency.Results based monitoring and evaluation should be introduced to know the impact not onlythe process (END, not only the MEANS).Emphasis more on local resource mobilization rather than seeking assistance from outside.Religiously promote entrepreneurship for employment generation and poverty reduction.Introduce corporate culture in service delivery.Services of Health & Education shall be improved both the demand & supply side.Institutional autonomy shall be increased.Political Party system should be strengthened.Community based institutions should be capacitated to facilitate rule of law.Accountability systems should be reviewed and public accountability should beencouraged.Judicial reforms should be carried out to ensure timely justice.Performance appraisal and reward systems should be made more scientific.Maximum AUTOMATION of public services delivery processes.Relevant Human Resource Development programs should be introduced (on the jobtraining).Access to information should be facilitated for all citizens.Soft Power should be emphasized (Moral values, culture, peace education etc).Information on public.III.Role of Accountability and Transparency in Improving Governance in the SAARC RegionAccountability and transparency should be evaluated frequently by using moderntechniques and methods.Public participation should be encouraged and be democratic.Right to information act must be implemented in all other South Asian countries.15

SAARC Human Resource Development CentreElectronic/digital governance must be practiced in all South Asian Countries.Media should play an active role in exposing accountability and transparency of executives.Judiciary should act as guardian of people's interest through judicial review.National Accountability Bureau should be established in all other South Asian Countries.Mindset or attitude of the people must be changed.Aid dependence should be less.IV.Social Aspects of Governance and Impact on HRDCivil Society Organizations must form networks across SAARC region to review publicpolicies and advise the government.Undertake research on governance issuesAdvise to Government on HR needs.Hold trainings of bureaucracy at local and national level.Focus on quality education for all.Raising awareness on rights of citizens.Capacity building of media and civil society.Enhancing participatory role of civil society.SAARC Human Resource Development Centre should gather success stories and makepublications to send it to all the SAARC member countries.16

Role of HRD in Improving Governance in the SAARC RegionConcluding CeremonyThe concluding ceremony of the training course was held on October 16, 2010. Mr. HassanWazir, Director (SAARC Desk), Ministry of Foreign Affairs, Islamabad, Pakistan was the chief guest onthe occasion. After recitation of some verses from the Holy Quran, Director SHRDC, Dr. Riffat AyshaAnis, welcomed the chief guest and highlighted the major topics and activities covered during thetraining course.After Director's remarks, participants were requested for their feedback. The participantsappreciated the training program and found it very informative and timely. They also appreciated thearrangements and facilitation provided by the SHRDC. They were determined to share their knowledgeand experience with other colleagues in their respective countries.Mr. Hassan Wazir, chief guest, in his speech expressed his satisfaction on successfulcompletion of the training course. He hoped that all of the participants would put their learning intopractice after resuming their duties in their respective countries. Later, Mr. Hassan Wazir distributedcertificates among the participants.Dr. Hajarjhan Mansoor, Deputy Director SHRDC extended vote of thanks to the chief guest,participants, resource person, SHRDC Director and staff for successfully conducting training program.She also thanked the SAARC Secretariat and Member States for providing support and facilitating thetraining course.17

SAARC Human Resource Development CentreAnnex-IList of ParticipantsDetails of the ParticipantS. No.Name Designation ContactBhutan1 Mr. Wangchuk Sr. Program Officer,Department ofHuman Resources,Ministry of Labour& Human Resources,Thimphu, Bhutan.Tel: 00975-2-327337Fax: 00975-2-324846Cell: 00975-17609015Email: dhr@druknet.btwanglharti@yahoo.co.inIndia2 Dr. Krishna Prasad Pothini Professor & ChairmanSchool of DistanceEducationAndhra UniversityVisakhapatnam-530 003Andhra Pradesh, India.3 Dr. Syed Rabbe Subhani Faculty Member,School of DistanceEducation,Andhra University,Visakhapatnam-530 003,Andhra Pradesh, India.4 Prof. D. Venkateswara Rao Professor & Head,Dept of Public Admin.& DirectorGandhian Studies Centre(UGC Sponsored),Post Graduate Courses,Sri Y. N. College,Narsapur 534275,Andhra Pradesh, India.Maldive5 Ms. Asiya Ibrahim Director General,Maldives College ofHigher Education,Raiydhebaim Higun,Male', Maldives.Tel: 0091-94-41663977Fax: 0091-89-12575752Email: pkp19@yahoo.comTel: 0091-9848773538Fax: 0091-89-12575752Email: drssrabbe@gmail.comTel: 088 14-274939Fax: 088 14-277879Cell: 0091-984-9712739Email: dirisala_venkat@yahoo.co.inTel: (+960) 334-5131+960-3345 130Fax: +960 3344093Cell: + 960-7791190Email: aasiya3503@hotmail.com18

Role of HRD in Improving Governance in the SAARC Region6 Ms. Nazda Ibrahim Senior AdministrativeOfficer,Ministry of Home Affairs,Male`, Maldives.Nepal7 Prof. Dr. PremNarayan AryalProfessorFaculty of EducationTribhuvan UniversityChairperson,Institute of OpenLearning, Anamnagar,Kathmandu, Nepal.Pakistan8 Mr. Yasir Iqbal Programme Manager,People's DevelopmentOrganization (PDO)403, Gulhaji Plaza,University Road,Peshawar, Pakistan.Res. Village KochianP.O. Mathra, Tehsil& District Peshawar9 Mr. Muhammad Shahbaz Akmal Program Manager,Rawadari DevelopmentOrganization15-B Justice,HameedColony Multan,Pakistan10 Mr. Imran Majeed HeadVolunteer inPsychosocial SupportProgramPakistan Red CrescentSocietyAJK Muzaffarabad.11 Mr. Sami Ullah Abbasi Programme CoordinatorInternational KashmirWelfare Organization(IKWO),Muzaffarabad-AzadJammu and Kashmir12 Dr. Ch. Abrar Majid Director/AdvocateSheikh Trust for HumanDevelopmentCity, Kuthiala Sheikhan(50480) Mandi BahauddinPunjab-Pakistan.Tel: +960-3323820, 3328058, 7666556Fax: +960-3342064Email: training@homeaffairs.gov.mvnine97@hotmail.com,Res.: 960-784567 14330383,Fax: 977-1-4461025Email: atreyahr@yahoo.comparyal08@gmail.comCell: 0345-9185591,Email: yasiriqkhan@yahoo.comTel: 061-6019512Fax: 061-4026401Cell: 0300-7188151Email: mps1472@gmail.com,mshahbaz.akmal@gmail.comPakistan Red Crescent SocietyAJK MuzaffarabadTel: 05822-433567, 433568, 451765,Cell: 0345-9486645Cell: 0092-333-8188990Email: samiullahabbasi86@gmail.comikwo.ajk@gmail.comCell: 0092-333-8188990Email: samiullahabbasi86@gmail.comikwo.ajk@gmail.com19

SAARC Human Resource Development Centre13 Mr. Shahid Saleem Deputy Director,Bureau of Statistics,Planning &DevelopmentDepartment, Punjab2-Begum RoadLahore, Pakistan14 Mr. Muhammad Javed Afzal Manager TrainingServicesSmall and MediumEnterprisesDevelopment Authority,Ministry of Industries& Production,Government of Pakistan,th6 Floor, LDA PlazaEgerton RoadLahore, Pakistan.15 Ms. Mina Khan Project Officer,Policy and Data MonitorViolence Against WomenAurat Foundation(Head Office), House 12,Street 12, F-7/2,Islamabad, Pakistan.16 Syed Gohar Ali Shah StudentRoom No. 25, Ghazali Block,Department of Governance& Organizational SciencesNUML, Sector H-9,Islamabad, Pakistan.17 Ms. Asma Jamil Usmani Human ResourceDevelopment Network(HRDN)House No. 41,St. No. 56, F-6/4,Islamabad, Pakistan.Tel: 0092-42-99214288Fax: 0092-42-99212579Cell: 0092-321-4752701,Email: ssch06@yahoo.comTel: 0092-42-111-111-456Fax: 0092-42-6304926-7Cell: 0092-333-4214710Email: javedafzal@smeda.org.pk,javedafzal569@hotmail.comTel: 0092-51-2608756-8Fax: 0092-51-2608755Cell: 0092-336-9069660Email:minaa_1984@hotmail.comCell: 0092-346-5316939Email: goharali.009@gmail.comCell: 0092-333-5334808Email: asma@hrdn.netasmausmani_1007@hotmail.com18 Syed Kausar Abbas Centre for Peace &Development Initiative (CPDI)105, Park Towers,F- 10/3, Islamabad, PakistanSri Lanka19 Mr. G. K. Iddamalgoda National Institute of EducationHigh Level Road,Magaragama, Sri Lanka.Tel: 0092-51-2108287Fax: 0092-51-2101594Cell: 0092-300-5038416Email: kausar_abbas14@yahoo.cominfo@cpdi-pakistan.orgTel: 0094-11-7601601Fax: 0094-11-7601800Email: gemunuidda@hotmail.comRes.: 0094-362231212,0777-23945320

Role of HRD in Improving Governance in the SAARC RegionWorking ProgramAnnex-II21

SAARC Human Resource Development Centre22

23Role of HRD in Improving Governance in the SAARC Region

SAARC Human Resource Development Centre24

Annex IIIPower PointPresentations byResource Persons

Role of HRD in Improving Governance in the SAARC RegionGovernance DefinitionOrigin: Greek Word – KubernaoGovernance and Characteristics ofGood Governance(Governance Challenges to Pakistan)Maj. Gen (R) Usman ShahHead of DepartmentGovernance & Organizational SciencesNUML, Islamabad(To Steer, Run Affairs Of Govt)Running the affairs of the state in amanner essentially free from ‘abuse’ &‘corruption’ with due regards to rules& laws.Central Values for Good GovernanceGiven by Development ProfessionalsAccountabilityTransparencyEfficiencyParticipationPakistani SocietyCharacteristicsAuthoritarianismElitismNepotismPaternalismExtremismFeudalismSummarizedRealities for Good Governance in Developing Countries“Governance” has acquired a new meaning, broader than traditionalstatus.Different scholars and officials define “Governance” differently.Understand the historical, cultural & contextual factors of thecountry.Societal values that govern behavior of the people are manifested inthe private/public/civil sectors of society.Cultural and contextual differences determine the serious need todevelop an indigenous framework for Governance focusing onfollowing:-– What does the govt mean to the people of the country?– What is the current role of the state?– What is the states’ capacity to address Governance issues?– What is needed to address the complex issues/challenges?Indicator (WGI)World BankGovernance Indicators/DimensionsVoice Voice & AccountabilityPolitical Political StabilityAbsence Of Violence &TerrorismGovernment EffectivenessRegulatory AuthorityRule Rule Of LawControl Control Of CorruptionPakistan’s Position(Among 212 Countries )19th19thLowestLowestAt At Peak26th26th45th45th19th19th19th19th27

SAARC Human Resource Development CentreUNESCO Indicators For Good Governance Governmental Processes / Procedures Institutions (Public/Private) Civil Society OrganizationsUNDP Indicators For Good Governance (UNIT – WorldGovernance Assessment – WGA)UNDP Defines “Governance ” As The Exercise OfEconomic, Political & Institutional/ AdministrativeAuthority To Manage A Country’s Affairs.Human Development Centre (HDC) Indicators For GoodGovernance(Unit-human Governance Index – HGI)HDC, established in 1999, by late Dr Mahbub-ul-Haq.Political process of selection & rejection.Economic -widening of economic opportunitiesCivic-involvement of people in Governance through civil society.Asian Development Bank Indicators For Good GovernanceAccountabilityParticipationPredictabilityTransparencyGuidance For Governance In ContemporaryReligions/IslamThe Historical Sermon Of Holy Prophet (PBUH)Allah says “O people I created you from one male and one female andmade you into tribes and nations so as to be known to one another. Themost honoured among you is the one who is most God fearing.There is no superiority for an Arab over a Non-Arab. Nor for the white overthe black nor for the black over the white, except in God – Consciousness.Verily your blood, your property and your honour are sacred and inviolableuntil you appear before your Lord.Verily you have got certain rights over your women and your women havecertain rights over you.And your slaves, see that you feed them with such food that you eatyourselves and clothe them with clothes that you yourself wear.Listen and obey though a mangled abyssinian slave is appointed your Amir,provided he executes the Book of Allah among you.Usury is strictly prohibited in Islam. Those who have invested their capitalto earn interest can take back their capital only; they should neitheroppress nor be oppressed.Governance ChallengesFaced by PakistanTerrorismEducated - Un-employed YouthLaw & Order /Writ Of Govt AccountabilityCorruptionTransparencyNepotism/FavouritismPovertyEconomicIntoleranceExtravaganceNatural DisastersTha nk You28

Role of HRD in Improving Governance in the SAARC RegionAccountabilityAccountability ProcessIn PakistanThe word accountability is anglo norman inoriginAccountability is a concept in ethics with severalmeaningsAs a concept of governance, it has been centralto discussions related to problems in both public& private sectorsAccountability in Leadership RoleAccountability is the acknowledgement andassumptions of responsibility for “Actions”“Products” “Decisions” “Policies” including theadministration, governance and implementationwithin The scope of the role or employmentposition and encompassing the obligation toReport, Explain and be Answerable to resultingconsequences.History ofAnti-corruption/Accountability DriveAnti-corruption Drive/ Laws/ Agencies –Developmentprevention of corruption act 1947father of the nation first address to the constituentassembly (linked corruption to poison)extended to all citizens of pakistan as well as govtservantsPRODA (Public Representative Offices DisqualificationAct) 1949EBDO (Elective Bodies Disqualification Order) 1959both proved counter productive viewed as politicalvictimization. both were scrappedHistory ofAnti-corruption/Accountability DriveFIA ACT- 1974 (FIA created a subplanted precursororganization the “Special Police Establishment (SPE).”DFI’s (DEVELOPMENT FINANCE tasked to combatcorruption and bribery within federal govt + publicsector banks, institutions), public sector corporationsetcto combat WCC (White Collar Crime), FIA CreatedEconomic Crime Wing, (were not empowered toinvestigate cases of willful default)upsurge in corruption. the slogan of ‘Ehtisab’(Accountability) was raised in ninetiesHistory ofAnti-corruption/Accountability DriveEhtesab Commission – 1996 raised among highexpectations but performance was disappointingEhtesab Act – 1997 (Ehtesab Cell created)Ehtesab Commission “Defanged” and became conduitfor sending cases to Ehtisab CellGot defamed and viewed again as an instrument ofpolitical victimizationNAB - 199929

SAARC Human Resource Development CentreCauses of CorruptionFinancial/Personnel Mis-managementDiscretionary PowersExtremely Weak Internal AccountabilityDemonstration Effects/Social PressuresGreedComplex/Cumbersome ProceduresLack Of TransparencyCauses of CorruptionPoor SupervisionOver RegulationLack Of Political WillWeak Government Institutions, Parliament,Judiciary & ExecutiveState/PublicReceiptsState RevenueBank DepositsFinance/CoysCoop. SocietiesPublic SectorAreas of Mega CorruptionState ExpensesContract/SuppliesEmbezzlement ofFundsMisuse of FundsLapse of FundsCORRUPTIONState AssetsLandsInfrastructureVehicles and otherCommunicationIncomeGeneratingAssetsState SecretsSensitive InfoStrategic InfoInsider InfoState ObligationsJustice SystemReliefFacilitationEducationAgencies ResponsibleforControlling/Monitoring CorruptionExternalPublic Accounts CommitteeAuditor General Office(Test/Special Audits)National Accountability BureauFederal Investigation AgencyInt BureauAnti Corruption Establishment(Federal/Provincial)OmbudsmanInspection Teams (PM, CM,Governors)Media (New Dimension)DepartmentalDepartmental AuditDepartmental IntelligenceUnits (Like FIU/CUSTOMS INTOF FBR)ACR’S/PER’SFuture Orientation of Accountability System180 degree turn in anti -corruption drive – after issuanceof NRO – on 5 th October 2007NRO was issued fifty six days after ratification of the unconvention against corruptionall proceeding under investigation/cases in courts werehaltedpresent Govt’s orientation – corruption will not be acrime if no accountability is held in three yearsHow to Fight CorruptionChanging AttitudesCreating Enabling EnvironmentsPreventionExternal EnvironmentInternational CooperationUse Of Media/Maximizing CitizenParticipation30

Role of HRD in Improving Governance in the SAARC RegionMeritocracy andGood Governance:An Ethical PerspectiveProf. Dr. Anis Ahmad1. Good GovernanceA management system which takes care of:1. Spiritual2. PhysicalProf. Ahmad is Meritorious Professor and Vice Chancellor, Riphah InternationalUniversity, Islamabad. He is also Chief Editor of Quarterly Jour nal West & IslamIslamabad. He can be contacted at anis@riphah.edu.pk or anis@anisahmad.com3. Mental and4. Social needs of a people and society2. ManagementManagement is primarily a science and a system to makepeople capable of joint-performance through:Common VisionCommon ValuesCommon Goals; andRight structure and processIt helps in performance improvement and responding tochange through education, training, and developmentof skills.ooo3. Role of Ethics in Good GovernanceEthics deals with reasoned judgmentWhat is right, good and virtuousHow to avoid vice, evil, dishonesty, misconduct,corruption and wickedness.4. How to Determine Ethicalityof an action?5. Evolution of Values in theWest and the EastEthical Normsand valuesPersonal like, benefit, pleasureCollective goodUniversal Divine ValuesSocial Habitsand BehaviorLocal Customsand Traditions31

SAARC Human Resource Development Centre6. Universal Divine Values 7. The Global Values as basisof Good GovernanceDivine Guidance& WahiUniversal ValuesEthical ConductAnd BehaviorDivine guidance from beyondguides through wahi(revelation) in an objectivemanner and not in asubjective, intuitive, mystical,purely rational or personaljudgmental manner.Unity in Lifeand Cosmos (tawhid)Equity, Justice, Fairness (‘adl)Protection and Promotion of Life (nafs)Protection of Reason (‘aql)Preservation of Religio-Cultural Freedom (din)Protection and Dignity of Gene and Genealogy (nasl)Protection of Property (mal)8. Characteristics of Good Governance8.1 Clarity of vision and missionWhat one wants to achieveWhen does one want to be in next 5-10-25-50 years.8.2 MeritocracyAllah commands you to deliver trusts to those“worthy of them, and whenever you judge betweenpeople, judge with ‘adl (justice, fairness, equity)An Nisa 4:588.3 Honoring of contracts“O you who believe, fulfill your undertakings”al - Ma’idah 5:18.4 PrioritizationDifference between fard, wajib, sunnah and nafl.8.5 Participatory decision making“And consult with them in matters of importance.And when you are resolved on a course of actionput your trust in Allah”Al- ‘Imran 3:15932

Role of HRD in Improving Governance in the SAARC Region8.6 Maximization of efforts“An amir (Leader, manager, ruler) who accepts anoffice but does not make his utmost efforts withsincerity (ikhlas) he will never enter jannah (paradise)with other Muslims”.Muslim, al Jami ‘ al sahih, Kitab al - Imarah8.7 Time and resource management Identification of the IssueProper action planProper time and human resource managementAs we find in the model of Ghazwah al Ahzab.8.8 Public Accountability 9. ConclusionAbdullah reported that Allah’s Messenger (p.b.u.h) said: “Every oneof you is a guardian (amir) and he is accountable (mas‘ul) for hischarge. Thus the Amir is a guardian of the people and he isaccountable for them; and a man is guardian of his household and heis accountable for them; and a woman is an In charge of house of herhusband and his children and she is accountable for them; and aservant is a guardian of his master’s property. Everyone of you isaccountable for his subjects”.Bukhari, al – jami‘ al sahihThe Islamic paradigm of Good Governance isfounded on the Universal ethical principles.Man in Islam is Allah’s Khalifa or deputy, maderesponsible to implement a system of goodgovernance base on the values of:Tawhid‘Adl(Unity in life)(Equity, justice, fairness)Shura (Consultation)Tawazun (Balance, moderation)Ma‘ruf (Virtue)Taqwa (Excellence)Ihtisab (Accountability)Ta‘awun (Cooperation in good)Dhikr (Allah’s remembrance)Thank You33

SAARC Human Resource Development CentreComponents of good governanceGovernance Issues in theDelivery of Public ServicesPrem Narayan Aryal, Ph.DProfessor, Tribhuvan UniversityChairperson, IOL, Nepali. Access of the citizen to public administrationii.iii.iv.Accountability of the authorityTransparent administrationAccess of the common people to the informationv. Legitimate and legal administrationvi.Rule of lawvii. Decentralization of powerviii. Protection of human rightsix.Safeguarding the interest and welfare of the minoritypeoplex. Good leadershipxi.Peace and sustainable developmentxii. Effective delivery of public serviceGovernance Issues PNAIndicators of good governance1. Quality of public service– Quality is determined by the satisfactiongained by the citizens as consumers ofthe service.– There should be the provision ofcomplaining system through appropriateprocedure with place, authority to hearthe cases, decisions and compensation.Indicators of good governance...2. National production and distribution• Basic system to ensure the equitabledistribution of the national productionincluding the citizens of remote area anddeprived community• Access of the stakeholders to productionand distribution of goods and servicesGovernance Issues PNAGovernance Issues PNAIndicators of good governance...3. Resource management• National and international human resources• Natural resources• Technological and managerial resources• Identification of resources• Access of common people to the resources• Friendly exploitation of the resources• Effective and efficient use of the resources• Recycling of these resourcesIndicators of good governance4. Concern of the common people• What sort of activities are done by thegovernment?• Are the activities beneficial to the community andthe people?• Is there any room for better alternatives?• Public hearing, pressure group, concerns of civilsociety, freedom of media and mediaconsciousness and public awarenessGovernance Issues PNAGovernance Issues PNA34

Role of HRD in Improving Governance in the SAARC RegionIndicators of good governance5. Social character• social values, customs, traditions andbeliefs that promote national integrationand toleration.• Religious and social toleration,• Status of peace and security,• Status of control mechanism• Tradition of participation in developmentworkGovernance Issues PNAIndicators of good governance6. Scientific management• Use of equipments, information andcommunication technology• Book keeping• Computer net-work• Electronic services have developed theefficiency of the institutionGovernance Issues PNAIndicators of good governance7. Balanced development• The state organizations includegovernmentbodies, public organizations,political parties, social institutions, nongovernmentalorganizations and privateorganizations etc• Covering the geographically backwardarea, Dalit and Janajati, minority group,religious groups and the other groups whodo not have any access to mainstreamfacilities of the stateGovernance Issues PNAIndicators of good governance8. Full utilization of the opportunity• Utilization of the resources, bothnational and international• Satisfaction gained through themshould reach the maximum limitwithout leaving a room for commentGovernance Issues PNAIssues in the delivery of public services1. Lack of internal coordination and mutualunderstanding• Holistic approach to understanding administrativeproblems can put a citizen in a situation where anobserver can relate the problem from a singleanalytical point and create misunderstanding• Mutual understanding as reinforcing factor forproviding service to the people• Dissatisfaction and disturbance in the properdelivery of the goods to the consumer groups• Settlement of the issue through dialogue, cowork,co-existence and participationGovernance Issues PNAIssues in the delivery of public services2. Less reliability• A tradition of exaggerating the drawbacksof the government but less appraisal ofthe effectiveness of state efforts• Weak government media• Weak state also seems to be weak• Government media has not gainedconfidence and reliabilityGovernance Issues PNA35

SAARC Human Resource Development CentreIssues in the delivery of public services3. Lack of efficiency and skill• In the absence of the desired delivery ofservice, good governance can not berealized• Many projects implemented with thesupport of international donor countriesand agencies• Facing the problem of lack of efficiencyGovernance Issues PNAIssues in the delivery of public services4. Motivation for effective management• Constructive and creative efforts and duty boundpersonality are the supporting factors for goodgovernance• Reward and punishment as the basic mechanism formotivation5. Tradition-bound attitude• Bureaucrats, NGO/INGO personnel, and social serviceproviders are not promoted to work in high risk areas.• They are more involved in the process of servicedelivery without being accountable for ultimate output and resultGovernance Issues PNAIssues in the delivery of public services6. Psychological barrier• Hidden psychology of state is the rulerand the people are supposed to be ruled• Bureaucrats as highly authorized serviceproviders citizens as the consumers• Awareness of the citizens towards theirrights, duties and responsibilities willenhance the feeling of good governanceIssues in the delivery of public services7. A movement or a slogan• Thinking of good governance not an easytask but a challenge to the state, civicsociety, interest group and the citizens• Do not limit it to discussion, inquiry,workshop, seminar and gatherings.• Changed into movement from a mereslogan.Governance Issues PNAGovernance Issues PNAIssues in the delivery of public services8. Deterioration in state power• Historically, state was regarded as a soleauthority and sovereign over the citizens• In Nepal, forestry, electricity projects andeducation institutions as the examples ofsharing of the rights previously used bythe state• Commitment in different internationalresolutions and conventions curtailing theresources in other similar projectsGovernance Issues PNAIssues in the delivery of public services9.Imbalanced growth of nationallevel organizations• Traditionally established institutions like military,police, traditional institutions are more strongerthan the newly emerging democratic and welfareinstitutions• Given more emphasis on socio-cultural,entrepreneurial and innovative activities ratherthan political activities• If so, some of the government plans may not becompleted, some may not produce good resultand some may not reach the target groupsGovernance Issues PNA36

Role of HRD in Improving Governance in the SAARC RegionSustainable Developmentand Good GovernanceBrigadier Aman UllahDirector General NCRDOctober 5, 2010Meeting the goals ofsustainable developmentA commitment to meet the needs of present and future generations has variousimplications. "Meeting the needs of the present" means satisfying: Economic needs - including access to an adequate livelihood or productive assets;also economic security when unemployed, ill, disabled or otherwise unable to securea livelihood. Social, cultural and health needs - including a shelter which is healthy, safe,affordable and secure, within a neighbourhood with provision for piped water,drainage, transport, health care, education and child development, and protectionfrom environmental hazards. Services must meet the specific needs of children and ofadults responsible for children (mostly women). Achieving this implies a moreequitable distribution of income between nations and, in most cases, within nations. Political needs - including freedom to participate in national and local politics and indecisions regarding management and development of one's home andneighbourhood, within a broader framework which ensures respect for civil andpolitical rights and the implementation of environmental legislation.Meeting Such Needs“Without compromising the ability of future generations to meet their own needs"means: Minimising use or waste of non-renewable resources - including minimising theconsumption of fossil fuels and substituting with renewable sources where feasible.Also, minimising the waste of scarce mineral resources (reduce use, re-use, recycle,reclaim). Sustainable use of renewable resources - including using freshwater, soils andforests in ways that ensure a natural rate of recharge. Keeping within the absorptive capacity of local and global sinks for wastes -including the capacity of rivers to break down biodegradable wastes as well as thecapacity of global environmental systems, such as climate, to absorb greenhousegases.Aim of Sustainable Development Improve quality of life. Provide secure income. Develop ways of increasing production without debt. To conserve the environment. To encourage re-use of resources. To develop technology which is appropriate to the skills, wealthand needs for present and future. To optimize the realization of a society many and differentsocial, environmental and economic objectives at one and thesame time.Principles of Good Governance1. Participation – all men and women should have a voice indecision-making, either directly or through legitimate intermediateinstitutions that represent their intention. Such broad participation isbuilt on freedom of association and speech, as well as capacities toparticipate constructively.2. Consensus orientation – good governance mediates differinginterests to reach a broad consensus on what is in the best interest ofthe group and, where possible, on policies and procedures and what isin the best interest of the community.3. It also requires a long term perspective for sustainable humandevelopment and how to achieve the goal of such development.Principles of Good GovernanceContinued ...4. Strategic vision – leaders and the public have a broad and longtermperspective on good governance and human development,along with a sense of what is needed for such development. There isalso an understanding of the historical, cultural and social complexitiesin which that perspective is grounded.5. Responsiveness – institutions and processes try to serve allstakeholders. Effectiveness and efficiency – processes andinstitutions produce results that meet needs while making the bestuse of resources.6. Accountability – decision-makers in government, the privatesector and civil society organizations are accountable to the public,as well as to institutional stakeholders. This accountability differsdepending on the organizations and whether the decision is internal orexternal.37

SAARC Human Resource Development CentrePrinciples of Good GovernanceContinued ...7. Transparency – is built on the free flow of information.Processes, institutions and information are directly accessible tothose concerned with them, and enough information is provided tounderstand and monitor them.8. Equity – all men and women have opportunities to improveor maintain their well being. Rule of Law – legal frameworksshould be fair and enforced impartially, particularly the laws onhuman rights.9. Effectiveness and efficiency – Processes and institutionsproduce results that meet the needs of society while makingthe best use of resources at their disposal.It also meanssustainable use of natural resources and the protection of theenvironment.Governance and Sustainable Development Sustainable Development primarily hinges uponjudicious use of resources there is heavy dependence onthe primary resource base as a source of rurallivelihoods, and it is likely to remain so in the foreseeablefuture in most developing countries. Whether economicactivities are industrial, agriculture, forestry or fisherybased, increasing pressure to produce more using lessland, water, forest and biodiversity resources raisesconcern that human economic activities may not besustained in the long term when the natural resourcebase is being eroded.Relationship between Sustainable Developmentand Good GovernanceSustainable development and good governance arerelated in the following way: Sustainable Development, with its central focus onraising the quality of participation by local societies and thusbetter achieving self-reliant economic development and socialjustice, is one important form of people-oriented development. Good governance is the foundation of sustainabledevelopment in as much as it provides the governmentfunctions needed to promote social justice, participatorydecision making and transparent and judicious use ofresourcesRelationship between Sustainable Developmentand Good Governance Continued ... The projection of the concept of good governance onto thenational system--an orientation of a state--progressivelyboosts people's trust in their government, in as much as,through good governance, government services improve ineffectiveness and efficiency. Thus in the long run, good governance evolves intostronger aspirations for further democratization.The strength of a state's desire for democracy alsoinfluences the process of formation of political andadministrative structures and government's capability totranslate this national stance into action. In turn, this, too,influences the evolution of sustainable development.Is “Good Governance” a GoodSustainable Development Strategy?- “Good governance” is indeed a key factor in the establishment of confidencein developed countries by systemically procuring, via compliance with formalrules, a high degree of security. This security, in turn, procures a decisiveadvantage in a society’s capacity to produce wealth.- As all societies have done for thousands of years, developing societiesoperate under a mode of confidence production that is based on personalrelationships. Yet, demographic transition and growing urbanizationinevitably cause these societies to enter a process by which social relationsare depersonalized. This depersonalization weakens the traditional factors inthe production of confidence in these societies.- Developed societies operate according to a radically different mode ofconfidence production, as it is based on impersonal rules that apply to allregardless of the intrinsic characteristics of each individual. Thus, institutionsare separate from people. This detachment, the fruit of lengthy elaboration offormal rules, systemically ensures high confidence that rules will be followed.Is “Good Governance” a GoodSustainable Development Strategy?Continued ...The recommended “good governance” measures aim to establishthe mode of confidence production at work in developed countries.In fact, they amount to dictating that institutions (rules) beformalised and made universally applicable (separate frompeople)In this way, a new and broader concept of governance emerges,namely “good governance for sustainable development”,which covers various institutional arrangements thatproduce confidence leading to full participation in decisionmaking enhancing the quality of life of the people38

Role of HRD in Improving Governance in the SAARC RegionGovernment ObligationsFor Sustainable DevelopmentPRINCIPLES Integration of environmental and economicconsiderations Stewardship Shared responsibility Prevention Conservation and enhancements Rehabilitation and reclamation Global responsibilityGUIDELINES Efficient use of Resources Public Participation Access to information Integrated decision making and planning Waste minimization and substitution Research and InnovationBasic Ingredients of PolicyFormulation for Sustainable Development Developing a central coordinating point forsustainable development policy formulation. Improving implementation through better policyformulations. Building capacities. Win-win solutions. New partnerships. Defining new models of intervention. Raising awareness.Functioning of Institutions forSustainable Development Need for National Council on Sustainable Development to pursue theformulation of the National Sustainable Development Plan. Provide information on the system of Sustainable Developmenthighlighting specific institutional arrangements. Describe decision making mechanisms.Need to curb the tendency of institutions to be independent,fragmented and work with closed decision making process. Need for good functioning institutions based on efficient publicadministration system, rule of law, transparency and accountabilitymechanism, a professional and highly skilled civil service to serve asbuilding blocks of Sustainable Development.If the institutions are functioning well, achieving SustainableDevelopment will only require a political commitment to apply welldefined policy objectives.Functioning of Institutions forSustainable Development continued ... Maintaining right balance while integrating policygoals through levels of government that affects to a large extentfederal political system where the share of responsibilities is verydifficult. Local Governments should be responsible for taskswith a direct impact on Sustainable Development including townplanning, Local transport, sewage system, refuse collection andwater supply. Support from central government and commitmentat the local level will help the international community to extendfinancial support for sustainable development. Government to formulate long term policies on energyfrom renewable resources, water, solid waste management,transport system, government buildings and facilities (officesspaces etc. in consultation with the stakeholders).continued ... Main difficulties in implementing sustainable developmentgoals is related to the existing barriers to concrete cooperationacross levels of government. In Local Government System inPakistan some provinces have been very active in devising andimplementing sustainable development strategies not allprovinces showed the same level of commitment leading to anunequal state of development resulting in discontentment.This is partly due to specific institutional rigidity and largercircle of interest at political levels included in the political processof federal systems and local conditions etc.Citizens should be engaged and encouraged in decisionmaking. It is the responsibility of government to ensure that theconsultation process is linked effectively to the decision makingprocesses. Sympathetic and integrated and participativeapproaches with greater transparency in decision making processshould be adopted.continued ... Partnership between government, business andprivate is essential for sustainable development.Government should place such controls that should beacceptable to business and individual community towatch environment. Check on licenses and morefreedom to industry be exercised. Despite various economic, environmental & socialfeatures as well as heterogeneous experiences andgovernment systems, SAARC states must respond to acommon difficulty of overcoming numerous institutional& social barriers in order to better respond to theimperative of sustainable development. We owe it to thepresent and future generation of our region.39

SAARC Human Resource Development CentreRole of HRD in GovernancePolitical Stability andRule of LawGovernanceImplicationsLocke-“Government has no other end, but the preservationof property”• CONCEPT- Intellectually and practically the dominantideas of last two decades relating management andgovernance have essentially died .• Administration Versus GovernanceProf. Pothini Krisha PrasadAndhra University, India• Features And Issues: Technological, Economic,Cultural, Structural and so onPolitical Power CategorizationsAuthority PatternsHegel- “ The march of God in the world, that is whatthe state is”• Traditional Power Structures: HereditaryMonarchies• Charismatic Power Structure: God Like Figures• Legal-rational Power Structure: Constitutions• Bureaucracy and Its FeaturesPolitical StabilityMachiavelli-"How laudable it is for a prince to keep faith, and tolive with integrity and not guile, everyone perceives:nonetheless, in our times one sees by experience that theprinces who have done great things are the ones who havetaken little account of faith, and who have known to turnmen's brains with guile: and in the end have surpassed thosewho grounded themselves on loyalty."• Nature of PoliticsPolitical Systems-Political ProcessAristotle -“He who is unable to live in society, orwho has no need because he is sufficient forhimself, must be either a beast or a god”.• Stability- Organizational Climate• Stability- Social Environment• Stability – Science And TechnologyRule Of LawAustin-Law is the command of the Sovereign• LAW- CLASSIFICATION & CATEGORIZATION• MEANING- FEATURES• DYNAMICS OF LAW- ENVIRONMENTAL ANDCYBER LAWS ;• LAW VERSUS RULES AND REGULATIONS• LIMITATIONS AND APPLICABILITY40

Role of HRD in Improving Governance in the SAARC RegionAnalysis & ComparativeAssessmentMachiavelli :"...that hatred is acquired throughgood works as well as by nasty ones..."• CONTEXTS• COMMITMENTS• ACTORS-POLITICAL AND BUREAUCRATIC• INTEREST GROUPS AND STAKE HOLDERS• HOPE VERSUS DISILLUSIONSummaryPothini• POLITICS ARE POLY TRICKSSET RIGHT SOCIAL PROBLEMSPOLITICS ARE POLITE TICSSET STYLE UNIQUE OF LEADERS• POLITICS START WITH ‘A’ ASSOCIATIONPOLITICS END WITH ‘Z’ ZONATIONPOLITICS BEGIN WITH BIRTHPOLITICS CLOSE WITH DEATH• POLITICS IS ALL ABOUT STATEPOLITICS IS FULL OF POWERPOLITICS IS ACTION PACKEDPOLITICS IS PROCESS UNENDINGDecentralizationa Bottom UpApproach to HRD &GovernanceConcept and its Implications-Empowerment-Approach-Out Reach, Inclusive, AccessCitizens as AdministratorsEvolution and Dynamics- SwarajChallengesEconomic Models• True economics never militates against the highest ethical stand ard,just as all true ethics, to be worth its name, must at the same time, bealso good economics… True economics stands for social justice; itpromotes the good of all equally, including the weakest, and isindispensable for decent life … Gandhi in ‘Harijan’ dt. 9th October1937• Capitalist• Socialist• WelfareOperators• Private Sector• Public Sector• Joint Sector – PPP• Citizen Participation VersusIndustrial DemocracyGovernance as a Process• Administration grew into a functionAdministration is an activityAdministration is an organizationAdministration is a management• Administration is a principleAdministration is a mechanismAdministration is a processAdministration is a leadership41

SAARC Human Resource Development CentreGovernance as a Technique• Administration is an applicationAdministration is an interpretationAdministration is an implementationAdministration is Co-ordinationGovernance – A FunctionAdministration carries legitimacyAdministration empowers actionsAdministration recognizes intelligenceAdministration discriminates contextsGovernance as a Structure• Administration an associate of peopleAdministration an executive of stateAdministration a counselor of governmentAdministration a guardian of constitution.Governance as a Means for HRD• Administration attracts the best of the peopleAdministration forms on formal qualificationsAdministration survives on the art of trainingAdministration assures efficiency to allE-Governance• Changed the dynamics of both politicaland administrative systems• Demands for responsible and effectivegovernments become the order of theday• bench marksThe Indian InitiativesEducation• Department of Education under the UnionMinistry of Human Resource Development isresponsible for improving the overalleducation scenario of the country as well asplanning and implementing various programsand policies of the government related toeducation.42

Role of HRD in Improving Governance in the SAARC RegionRoomi HayatCEO, NRSP-Institute of Rural ManagementIslamabad, 2010Civil Society Organizations - also knownas non-governmental organizations (NGO)- are critical actors in the advancement ofuniversal values around human rights, theenvironment, labour standards and anticorruption,43

SAARC Human Resource Development Centre44

Role of HRD in Improving Governance in the SAARC RegionDevelopingLinkagesbetween NGOsand PublicInstitutionsRoomi HayatCEO, NRSP-Institute ofRural ManagementIslamabad, 2010What is an NGO?World Bank defines NGOs as privateorganizations that pursue theactivities to relive suffering, promotethe interest of the poor, protect theenvironment, provide basic socialservices or undertake communitydevelopment.45

SAARC Human Resource Development Centre46

Role of HRD in Improving Governance in the SAARC RegionPublic InstitutionA public institution is established by the state and havea board of trustees who govern the institution and themembers of the board are public officials appointedby the state, there are five major factors thatdetermines if an institution is public or private :what amount of control does the state have in thegovernance of the institution,what amount of state funding is used to support theinstitution's activities,what amount of the institution's property is owned bythe state,does the institution have tax-free status,is there a contract between the state and theinstitution,Recommendations for developing linkagesbetween NGOs and Public Institution? ..Establish communication channels such aformal platform (i.e.: steering committee),Removing suspicion,Respect and acceptance of each otherstrengths,Joint projects,PPP,Collaborative activities, based on thestrengths of each,Change in culture (Govt. should learn towork like an NGO),Recommendations for developing linkagesbetween NGOs and Public Institution? ..Enabling environment for CSO participation indecision-making processes,Removing challenges facing CSOs in participationwith Public institutions,Sectors NGO work:Poverty alleviation, community development andmicro-credit interventions,Emergency / disaster management andassistance,human rights,MDG attainment projects,Implementation of local developmentWhat role could CSOs have in the government decision -making processthe premise is that “NGO supervision and involvement overthe decision-making and functioning of the public sector isinstrumental in improve governance”CSO participation improves quality and broaden thescope of poverty diagnostics (PRSP processes)?CSO participation results in increased allocation tosocial development?CSO participation enhances broad-basednetworking and coalition building, inclusiveness of thepoor & grassroots?CSO participation strengthens voice, legitimacy &ability to influence policy for HD?CSO participation strengthens monitoring?47

SAARC Human Resource Development CentreRole of Media inGovernance: TheoreticalPerspectiveByHamid Raza KhanVisiting Faculty at Department of Governance &Organizational Sciences, NUML IslamabadOctober 8, 2010Press & Politics: An Introductiona) Politics-media connectionb) Press-power connection in ‘FourTheories of the Press’ (Authoritarian,Libertarian, Social Responsibility, Soviet Communist)c) Intertwining of journalism andpoliticsd) Difficulties in deciding journalist’role in politicsa)Media & DemocraticGovernanceState of democracy around the worldApproaches to Media’s Role inGovernance (Normative Approach)What ideal roles should media systems play to strengthen democraticgovernance and thus bolster human development?b) Reversal of democratic governancec) Challenges to contemporary democraciesd) Importance of democratic governanceMDGs of 2000Success stories of democratic governance around the worldFailures in meeting MDGsWhat to do?a) Routine roles by journalists– Multiple roles– Seen as spokespersons of state, commercial media– Neglect of urgent humanitarian crises, developmentchallengesb) Need for institutional or collective media role– as watchdogs– as agenda setters– as gatekeepersApproaches to Media’s Role inGovernance (Empirical Approach)Under what conditions do media systems actually succeedor fail to fulfil these objectives?a) Media’s performance depends on a broader context– the profession,– the market– the stateb) Impact of these constraints on journalists in– different places,– types of regimes– global regionsApproaches to Media’s Role inGovernance (Strategic Approach)What policy interventions work most effectively to close thesubstantial gap that exists between the democratic promiseand performance of the news media as an institution?a) Interventionsb) Institutional capacity buildingc) Developing a regulatory legal frameworkd) Policies (deregulation)e) Protection of constitutional principles of freedomf) Comprehensive media system auditsg) Integration of specific performance indicators intodevelopment projects48

Role of HRD in Improving Governance in the SAARC RegionMedia & idea of aDemocratic Public Spherea) Media’s role in democratisationb) Concept of democratic public spherec) Concept of ‘agora’d) Definition of public sphere“The democratic public sphere represents that space between thestate and the household where free and equal citizens come togetherto share information, to deliberate upon common concerns, and tocooperate and collaborate on solutions to social problems”Significance of democratic publicspherea) Promotion of governanceb) Greater responsiveness from governmentsc) Promotion of informed citizenryd) Better political choicese) Transparency and accountabilityf) Attainment of human development goalsg) International understanding and peaceh) Greater awareness of diverse viewsi) Economic benefits of communicationj) Other beneficial consequencesRole Of Journalists AsWatchdogsa) Help guard the public interest,b) Ensure the accountability of powerful decision makersc) Strengthen the transparency and effectiveness ofgovernanced) Disseminate even-handedly information about publicaffairse) Investigate the behaviour of decision makersf) Ask hard and probing questions of the powerfulg) Investigate claims of public officials, scrutinise theaction of corporate elitesh) Give whistleblowers a voiceRole Of Journalists AsAgenda Settersa) Raise awareness of pervasive social problemsb) Turn public attention to matters of common interestc) Inform governing officials about social needsd) Highlight issues for public and for politicianse) Operate like a burglar alarmf) Make people and the government more responsiveg) Connect elected representatives with the needs of theirconstituentsh) Inform the international community aboutdevelopment challengesRole Of Journalists AsGatekeepersa) Reflect and incorporate the plurality of viewpoints andpolitical persuasions in reportingb) Maximize the diversity of perspectives and argumentsheard in rational public deliberationsc) Provide inclusive opportunities for participation andvoiced) Encourage a vital and lively national deliberativeprocesse) Reduce underlying causes of conflictf) Represent the marginalised sections of the societyg) Give a balanced coverage of all political parties andissuesOther functionsas educators of the public,spokespersons for authorities,active advocates for reform, orforces for strengthening collective national identities.Conditions ideal for achieving triple goals are:a) Role of the Stateb) Role of the Marketc) Role of Profession49

SAARC Human Resource Development CentreRole of‘Soft Power’in DevelopmentSyed Hasan JavedAdditional Secretary (Asia Pacific)Ministry of Foreign Affairs“The emergence of Great powers is also theconsequence of special responsibility combinedwith inherent physical capability. The momentor the historical trend must be congenial to theflowering of a dominant, catalytic state that hassomething of importance to say to the world atlarge---be it through a civilization mission or adoctrinal revelation or a compelling socialexample”.(Pages 116 - 118, The faceless Rivals, Out of Control,Dr. Zbigniew Brizezniski)Rise ofGreat PowersDefinition‘Soft power’ is an ability to influenceothers. It is also called charmoffensive, public diplomacy etc.• Cultural heritage• Religious belief systems• Genetic inheritance• Social value system• Family values• Tribal and Clan ethics• Education and trainingSource of‘soft power’Films,, Dramas, Theatre, PoetrySports, Games, Acrobatics, GymnasticsMusic, Dances, Arts, Paintings,Food, Fashions, Festivals , PageantryBooks, Publications,Tourism, Seminars, Workshops, ConferencesPrint and electronic media,Conversation, Speech, Internet, Telephone,Sms, Face book, Blogs, TwitterMedium of‘Soft Power’50

Role of HRD in Improving Governance in the SAARC Region• Man behind the machine is more important than the machine.• Development is a mindset just as war, peace, love and beauty.• ‘Soft power’ attributes contribute critically to developmentjust as other hard factors of production• Nations without hard resources such as China, Japan, Singapore,Korea etc have been able to develop with the help of ‘soft power’.• ‘Soft Power’enables the use of one’s s value system to achievemaximum development objectives.Importance of‘Soft Power’for DevelopmentBalance, Harmony, Discipline, Moderation, Tolerance, Order, Loyalty, Fellow Feeling,Family, Law, Society, Generosity, Self RespectRespect for Meritocracy, Freedom, Entrepreneurship, Innovation, Creativity,Laissez Faire, Imagination, Positivism Faire, Imagination, PositivismPacifism, Piety, Fairness,Individual spirit, exploration, invention, knowledge and technology,management, EngineeringOrganization, Ideological philosophy and Mass MobilizationAn ElectricModel of‘soft power’Truth, Generosity, Hospitality, Honor, Justice, Social solidarity, Courage,Bravery, Integrity, JusticeElementsPakistan can useas ‘soft power’Projection of Pakistani food such as Kabab, Biryani, sweets etcProjection of Pakistani fruits such as mangoes, Kinnos, etcMarketing Pakistan’s Sufi heritage such as Sufi shrines, fusion music etcReligious/historical tourism such as Nankana Sahib, Katas Raj, Henglaj,Taxila, Harappa, Moenjadaro, etcTextile products, handmade carpets , sports goods, Arts and CraftsTV Dramas, FilmsDesert and mountain safari51

SAARC Human Resource Development CentrePakistanPakistan is a naturally blessed country with the destiny of agreat powerPakistan is a gateway to half of world’s s population in China,India, West Asia and Central AsiaPakistan is a mini-worlgroups of the world Arab, Persian , Turk, Mongoloid, African,with representatives of all major racialAryan, African, Dravidian etc.Pakistan has eight climatic zones and fourteen vegetation zones,with varied topography and landscape.Pakistan boasts of the world’s s highest snow bound peaks,lush green valleys, plains, plateau, desert, marshes, mangroves,islands, delta and coastline.52

Role of HRD in Improving Governance in the SAARC RegionA culture of hospitality, friendliness and openness, freedom,courage, resilience, determination, courage and hard work.A strong family based value system.Sufi culture of tolerance, love and social solidarity.A melting pot of cultures and civilizations.Colonial heritage with popular use of the English language.Well established civilian and military institutions.Pakistan’s‘soft power’assetsDemocratic roots with active civil society, media and judiciary.Pakistan’s‘soft power’ ResourcesPopulation of 180 million with a strategic locationA globally connected economy with privileged access toChina and the Gulf marketsA growing middle class with a young population above 60 percentin the age group 15-40 Years Considered as the world’s 4th largestlabor forceAbundant mineral resources (coal, gas, marble, chromite, rock-salt,gem, stones, etc.)Agriculture, textiles, livestock, horticulture, hydro, renewable energy,tourism and marine resourcesA nuclear power with advanced military and defense productioncapabilitiesDiaspora of 6 million distributed all over the worldPakistan’sDevelopment NeedsEducation reforms at the primary, middle andtertiary levelsGovernance reforms at the local, provincial andfederal levelsCapacity building, research and assimilatingglobal best practicesRevival of the economy with fiscal, monetaryand exchange reformsResolution of contentious constitutional issuesMindset change mitigating emotionalism,cronyism, nepotism, parochialismChannelizing‘soft power’ fordevelopmentRight kind of education at home and in schoolsInculcation o f v alue s ystem b ased o n k indness, tolerance,knowledge, rational th i nking, positivism, humility, generosity,d iscipline, solidarity, et c Gender empowerment by educating the girl child and femaleparticipation in public affairs Free flow of Ideas and dialogue to resolve contradictions Promotion of arts, culture and traditions to provide outlets foryouth energy Learning best practices from other countries and benchmarking Acknowledging importance to development of ‘soft power’ Best time to inculcate ‘soft power’ is at kindergarten, primary andsecondary level53

SAARC Human Resource Development CentreChallengesin harnessing‘soft power’No ConceptualizationLack of mindset and awarenessResistance to changeExpediencyLack of data, research, capacityRestrictive standards and stereotypesAbsence of institutions with requisiteexpertise‘Soft Power’is a key toSuccessSoft Power is allabout attitudeThank You54

Role of HRD in Improving Governance in the SAARC RegionThe Fundamental Pillars Of GoodGovernance:Transparency, Accountabilityand ParticipationPrem Narayan Aryal, Ph.D.The Context• Good governance is about utilizing power andresources in a way that maximizes the welfare ofthe people.• "Governance applies to the exercise of power ina variety of institutional context, the object ofwhich is to direct control and regulate activitiesin the interest of people as citizens, voters andworkers.“ -RobinsonDefining Good Governance• For good governance, those in office, especially the elected ones,must represent the concern, values and needs of the citizens theyserve.• Political leaders must have the vision to outline their goals and makethe government nibble in the right direction• People's representation and their collaborative efforts for publicwelfare.• Not a matter of "luxury" rather it should be regarded as a "vitalnecessity for development“• It needs vision, commitment and sincere efforts on the part of theleadersThe Goals of GovernanceNational securityRules of lawPublic access to informationCitizen participation in civic bodiesDelivery of public goods and servicesPeaceful resolution of conflictPre-Requisites of Good Governance• Promotion of the rule of law• Political and social rights• Efficient public administration• Sound economic policies• Supporting the civil societies• Positive attitude• Selflessness, integrity and honesty• Objectivity• Accountability and transparency• Communicative and accessible• Cordial leadership with excellent behaviorImpacts of Good Governance• Economic well-being of the citizens• Their sense of security• Belongingness• Exercise of political power with thereflection of citizens' interest55

SAARC Human Resource Development CentreFundamental pillars of goodgovernanceTransparencyTransparency• Decisions taken and their reinforcementdone in a manner that follows rules andregulationsParticipationAccountability• Enough information in earlyunderstandable forms and media• Information freely available anddirectly accessible to those who will beaffected by decisionsEvidence of Transparent Efforts inNepal• Press and publication rights in the newconstitution• No censorship policy• Acceptance of independent media• Provision of citizen charter in public office• Public hearing practice at the districtNeeds of Transparency forGood Governance• Maintains control and balance of power• Makes decisions effective through open discussion• Makes moral and honest public administration• Makes easy to predict government policy and program• Makes the program owned by the public• Discourages the unproductive and meaningless rumor• Provides the opportunity of self-correctionAccountability• It entails holding elected or appointed officials with a publicmandate responsible and answerable for their actions,activities and decisions.• Accountability seeks to know who is liable for what kind ofconduct• Rulers readily delegate authority• Subordinates confidently exercise their discretion• The abuse of power is given its proper name, and is properlypunished under a rule of lawAccountability• Not only governmental institutionsbut also the private sector and civilsociety organizations must beaccountable to the public and to theirinstitutional stakeholders. -Stiftung• Accountability denotes theeffectiveness with which thegoverned can exercise influence overthe governors56

Role of HRD in Improving Governance in the SAARC RegionAccountability• "The principle of accountability isessential for democracy, and thisrequires exposing the truth andinsisting that people can not besacrificed for a greater good, thattheir suffering should be disclosedand the responsibility of the stateand its agents causing that sufferingbe made clear”– (Huntington, Cited in Dahal, 1999)Needs of Accountability• Maintains legality in the process• Commitment for moral responsibility• Shift from traditional to modernstatesmanship• Feeling (Pratyabhuti) of publicserviceNeeds of Accountability• Provision of social audit• Decentralization of power• Identification of one's position in theorganizationParticipation• Traditional definition: involvement ofthe people in government projects.• People's support in the activities ledby others• Support by citizens directlyconcerned with the impact of theproject being implemented for thewelfare of the peopleParticipation• Right-based approach that demands the involvement of thecommon people in any project or program from the initial stage ofplanning to implementation, assessment and consumption of theoutcomes.• Active and effective involvement of the people in activitiesconcerning the individual and the familyPre-Requisites of Participation include:• Information and knowledge• Freedom of association and expression• An organized civil society• Delegation of authority and responsibility to civil society,organizations, and interest groups and professionalsParticipation: Roles/Needs andImportance• Promotion of equity, empowerment, and confidence• Establishment of people's right in governance• Transparent in decision making process• Responsiveness to stakeholders• Better way of making acceptance of government's decision• Involvement of stakeholders in monitoring and evaluation• Development of leadership• Successful decentralization of the project57

SAARC Human Resource Development CentreNutrition, Health andHuman Resource DevelopmentBehind the bright outlook and broadsmiles, you’ ll often find good nutritionDr. Riffat Aysha AnisDirectorSHRDC - HRDCIslamabadWhat is Nutrition and NutrientsIn simple words nutrition is the study of howyour body uses the food that you eatNutrient is a chemical substance in food thathelps maintain the bodySome provide energyAll help build cells and tissues, regulate bodilyprocesses such as breathingNo single food supplies all the nutrients thebody needs to functionAgeGenderActivity LevelClimateHealthVariables AffectingNutrient NeedsPhysiological StatusBalanced Diet and MalnutritionA balanced diet provides all the requirednutrientsDiet not providing all the essential nutrientsvital for life, causes MalnutritionMalnutrition is a major public health problemin all the developing countries of the worldTypes of MalnutritionUnder nutritionMacronutrient MalnutritionMicronutrient MalnutritionOver nutritionOver NutritionResults due to excessive intakeof foods and may result inCoronary heart diseasesDiabetesHypertensionHigh cholesterolNutritional IndicatorsChildren under five (Pakistan)Malnutrition Underweight Stunted Wasted(wt for age) (ht for age) (wt for ht)Severe 12.3 18.1 3.1Moderate 25.7 18.7 10.0Mild 30.7 24.2 29.9Normal 31.2 39.0 57.0NNS 2001-2002 Pakistan58

Role of HRD in Improving Governance in the SAARC RegionHealthHealth is a state of complete physical, mentaland social well-being and not merely absenceof disease of infirmity (WHO).Disease is a condition in which body’s healthis impaired.Health IndicatorsCountriesBirths attended byInfants with lowMaternal mortalityskilled healthpersonals (%)birth weights (%)ratio(per 100,000)Afghanistan 14 46 1600Bangladesh 18 22 570Bhutan 15 14 260India 43 46 250Maldives - 26 140Nepal 11 29 280Pakistan 39 31 276Srilanka 94 23 44UNICEF 2010 updatesInfant Mortality and LifeExpectancyCountries IMR (per 1,000) Life ExpectancyMales (yrs)Afghanistan 155 44 44Bangladesh 48 64 66Bhutan 40 67 68India 55 63 65Maldives 10 72 74Nepal 48 63 64Pakistan 72 63 65Srilanka 15 67 75Life ExpectancyFemales (yrs)Socio - Economic IndicatorsHuman Development IndexLife expectancy at birthKnowledge and EducationStandard of living (calculated in terms of GrossDomestic Product and Purchasing Power Parity)Human Poverty IndexIs a composite index measuring deprivations inthe three basic dimensions captured in the humandevelopment indexWorld population data sheet 2009www.wikipedia.orgHuman Development Index andHuman Poverty Indexof SAARC RegionCountriesHuman Development IndexYear 2008Human Poverty IndexYear 2008Afghanistan 181 135Bangladesh 146 112Bhutan 132 102India 134 88Maldives 95 66Nepal 144 99Pakistan 141 101Sri Lanka 102 67Challenges FacedShortage ofEducational FacilitiesLiving SpaceHealth ServicesArable landHousing UnitsClean waterFoodIncrease InUnemploymentOver CrowdingLand fragmentationKatchi abadies (Slums)Import of food etcPovertyEnvironmental problemsUnrestCongestion in householdsCrimeNational Institute of Population Studies, IslamabadNational Institute of Population Studies, Islamabad59

SAARC Human Resource Development CentreChallenges FacedEmergency SituationsInternally Displaced People due toWar on TerrorFloodsEarthquakeTsunamiAffects health nutrition and economic situationSAARC members need to join hands to copeup the emergency situationsImpact of Health onHuman ResourceHealth is proportional to Productivity ofan IndividualProductivity of an Individual adds up tothe prosperity of a nationThe Way ForwardThe Way ForwardDavid Morley My name is todayDavid Morley My name is todayThe Way ForwardSir Winston Churchill saidHealthy citizens are the greatest asset anycountry can haveInvestment in your people is an investment inyour futureTherefore, for better survival we need toinvest in Health and Human Resources of ourcountries. As people are the greatest assetsthat we haveThank You60

Role of HRD in Improving Governance in the SAARC RegionRole of HRD in ImprovingProductivityOrganizationPresented by:Mr. Hasan HaiderAsian Competitiveness Institute (ACI),halian321@hotmail.comMan-powerMachinesMaterialsMethodsMeasurementMother Nature(6M)Services/ProductOrganizational Quality ProblemsAbsenteeismTime lost due to equipmentfailuresBilling errorsContract errorsChange work instructiondue to error in design.Misspelled written materialWrong data entry and calculationMissing FilesStock shortagesHotel guest taken tounmade roomsReservations not honoredPurchase order changesdue to errorRejections due toincomplete descriptionOrganizational Quality Problems (Cont..)Checking things because of lack of trustRectifying and reworkingApologizing to customersScrap, returnsWarranty claims serviceLate Reports.ProcrastinationImprove QualityThe future challengesWe Need to be able to do three things well, all at the same time!Reduce Lead TimeReduce CostProduction CostsQUALITYConformance tospecificationISO -Language of Quality System- Degree to which a set of inherent characteristics fulfillsRequirements (9000:3.1.1)FURNISHEDSUPPORTRight First Time,All the time.“Zero Defect”Customer Price“Better”“Faster”Net Margin“Cheaper”Build RightCharacteristicsMeet implied/MarketNeeds61

SAARC Human Resource Development CentreThe Journey Of ProductivityInitially productivity was interpreted as laborproductivityOver a period materials, energy, capital andother inputs were brought into the ambit ofproductivity.waste reduction of all kinds and improvingefficiency of operations“more and more’ withless and less”RESOURCE UTILIZATIONWhy Productivity Matters?High productivity is linked to higher standards oflivingAs an economy replaces manufacturing jobs withlower productivity service jobs, it is more difficult tomaintain high standards of livingHigher productivity relative to the competitionleads to competitive advantage in the marketplacePricing and profit effectsUnderstanding HRDHRD is a process fordeveloping and unleashinghuman expertise throughorganization developmentand personnel training anddevelopment for thepurpose of improvingperformance.Organizations are human-madeentities that rely on humanexpertise to establish and achievetheir goalsHuman expertise is developedand maximized through HRDprocesses and should be done forthe mutual long- and/or short-termbenefits of the sponsoringorganization and the individualinvolvedHRD professionals are advocatesof individuals/group, workprocess, and organizationalintegrityHRD Core BeliefsSource: Swanson & Holton, Foundations of HRDHRD Discipline – Relationshipwith ProductivityThe reason of Implementing Productivitybased HR Diagnosis-Organization PerformanceTarget LevelContinuousImprovementGapCurrent LevelPresentTime ScaleFutureWe have to to diagnoseour organization whythe the gap is isoccurring !!! !!!62

Role of HRD in Improving Governance in the SAARC RegionIdentifying Indicators and Bench marksfor Governance in South AsiaGovernment EffectivenessDr. Idress KhawajaAssociate ProfessorPakistan Institute of Development EconomicsPolitical StabilityRegulatory qualityVoice and AccountabilityControl of Corruption63

SAARC Human Resource Development CentreGovernance Indicators: SAARCInd Pak Ban SL Bhu Mal Nep AfgGE 55 20 16 49 70 45 18 3VA 60 21 35 30 28 40 29 10PS 17 2 10 16 73 40 7 3RQ 45 30 23 44 15 40 24 3RL 55 20 27 53 60 52 18 1CC 48 26 27 47 75 27 27 25Why Governance is poor• Principle Agent Problem• Aid Dependence• Initial conditions– Extractive Institutions– Feudal Structure– Inequality– Roving and Stationary BanditsPoor Governance: Causes• Unnatural Birth• Incomplete State formation• History of External Control• Declining cost of military superiority• Unearned incomeState Income Is Earned: BetterGovernance, Why?• Organizational effort to earn income• Political Effort• Information on public• Increase in income, increase in taxes_ Govtand citizens have common interests• Scope for representative government– People would like to see how their money is used.Further Readings• Bottom Billions by Paul Collier• Freakonomics by Stephen Levitt• Hazrat A’li’s Letter or Epistle to Malik AshtarThank You64

Role of HRD in Improving Governance in the SAARC RegionNational PolicyAnd aComprehensive Framework of ActionsBy: Dr. JMKB Hajarjhan MansoorDirector, ESCP, Ministry of Education,Sri LankaForEducation for Social Cohesion and Peace(ESCP)The overall education policy of Sri Lanka isgeared to meeting nine national goals, ofwhich three are particularly relevant to ESCP.These are:The achievement of national cohesion, nationalintegration and national unityThe establishment of a pervasive system for socialjusticeThe active partnership in nation-building activitiesto ensure the continuous nurturing of a deep andabiding concern for one and other.Key Strategic Areas:Management and CapacityDevelopmentResearchTeacher EDUCurriculumSchoolculture ofpeaceESCP mResearch2 nd NLIntegrationmodelschoolMonitoring and EvaluationCo-curriculumChapters on ESCP Are:1.Forging Peace through the Curriculum2. Re-skilling the Teachers and EducationalLeaders3. Second Language Learning for CrossCultural Understanding4. Thinking Outside the Box: Co-CurricularActivities5. Fostering the Culture of Peace in Schooland Community7. Broadening the Research base to ESCP.8. Ensure Monitoring65

SAARC Human Resource Development CentreThe good citizen in Sri Lanka that ESCP can help toproduce is one who…….Can live in a multicultural society, respect diversity,does not compete based on differences, values,tolerates other cultures, trusts others, treat others ashuman beingsCommunicates well, in each others’ language, isan active listener.Can solve problems and face challenges,particularly challenges of the multicultural society.Is democratic decision making, can work in a teamwithout conflict, can tolerate the ideas of others, canshare resources, has an open mind, thinks critically,can act assertivelyRespects and safeguards others’ rightsCan transform conflict, and can think positively.Has discovered inner peace, has a peaceful andsustainable lifestyle, can understand his/her owncapacity and scope of work.Is not corrupt or does not accept bribes; serve otherswithout expectations, has civic virtues, is willing tosacrificeHas a global vision and is a global citizen; has thecourage to participate in the development of the world;is environmental friendly.Can protect Sri Lanka’s traditions; culture and valuesCan protect Sri Lanka’s traditions; cultureand valuesObeys the laws; also has good qualitiesbeyond the rules and regulationsDoes no harm to anybody in thoughts or deeds;respects others feelings, is empatheticSri Lanka A Model For The WorldNational Policy On Social Cohesion and PeaceEducationPositive Coordination among Institutions(MOE/NIE/PO)Effective Impact Evaluation ToolThank YouEnsuring Democracy, Human rights and ChildRights66

Role of HRD in Improving Governance in the SAARC RegionPublic ExpenditureManagement to ImproveGovernancePublic Expenditure Management(PEM)Central instrument of economic anddevelopment policyThree over-all goals of PEM areG. K. IddamalgodaDirector (Administration)National Institute of EducationMaharagamaSri Lankai. Fiscal disciplineii. Strategic resource allocationiii. Good operational managementUniversal principles of PEMStrengthening the four pillars of governance1. Accountability2. Transparency3. Participation4. PredictabilityReinforcing the foundation in civil society bystrengthening the voice of the citizenImprovement in PEM should reduce opportunities forcorruptionThe strategic guidance of PEM expenditure controlshould be strictly adhered to strategic resourceallocation, good operational management and dueprocessA multi-year approach to budgeting is advisableFour practical rules forImproving PEM1. Put first thing first2. Do not repeat others’ mistakes3. Put the right drivers in the driver’sseat4. Be open minded but questioningGuidelines for PublicExpenditure Management1. The expenditure aggregates anddata sources2. Budget preparation procedures3. Budget execution system4. Cash planning and ManagementThe expenditure aggregatesand data sourcesensure that consistent data on planedand past public expenditure areprepared on a consolidated format,compatible with a macroeconomicframework67

SAARC Human Resource Development CentreCentralGovernmentDatasourcesMinistry of FinanceLine ministriesDepartmentsBudget preparation proceduresAnnualityThree keycharacteristicsLocal GovernmentsRevenue andexpenditureUniversalityBasic steps in budget preparation systemDetermination of a macroeconomic framework for thebudget yearThe allocation of the total among line ministriesThe budget department to prepare a budget circular togive instructions to line ministriesThe submission of bids by line ministries to the budgetdepartmentThe negotiations, usually at official and then bilateral orcollective ministerial level, leading finally to agreementCabinet endorsement of the proposal for inclusion in thebudget that will go to parliamentBudget Execution SystemSix main stages in budget execution system1. The authorization stage2. The Commitment stage3. The verification stage4. Payment authorization stage / Payment order stage5. Payment stage6. Accounting stageCash Planning and ManagementEssential features of cash planningThree main objectives1. To ensure that expenditures are smoothing financedduring the yearFive steps for good cash management1. Realistic Budget2. Clear procedures for the release of appropriations3. Strict observance of the budget execution rules2. To enable the initial budget policy target, especiallythe surplus or deficit, to be met3. To contribute to the smooth implementation of bothfiscal and monetary policy4. Experience and skilled staff to prepare and monitorthe cash plan5. Clear borrowing rules68

Role of HRD in Improving Governance in the SAARC RegionFiscal Policy and Government Financein Sri LankaComposition of Government RevenueAs per cent of GDP (2009)Tax revenue 12.8TaxRevenue, 12%Income Taxes 2.9VAT (Value added Tax) 3.6Excise Tax 2.0Import duties 1.7Non-TaxRevenue, 88%Other Taxes 2.7Non Tax Revenue 1.7Total Revenue 14.6(Source: Ministry of Finance & Planning)Economic Classification of Expenditureand Lending Minus paymentItem As per cent of GDP (2009)Current expenditure 18.2Expenditure on goods & services 7.9Salaries & Wages 5.6Interest Payments 6.4Foreign 0.7Domestic 5.7Current transfers & Subsidies 3.9To households & other sectors 3.1Samurdhi 0.2Pensions 1.8Fertilizer Subsidy 0.6Other 0.6Capital expenditure 5.7Acquisition of veal assets 3.0Capital Transfers 2.8Lending Minus repayment 0.9Total expenditure & net Lending 24.9Total Expenditure by Function - 2009Economic Servicesand Other, 28%Interest Payment,26%General PublicServices, 20%Social Services,26%(Source: Ministry of Finance & Planning)Composition of Outstanding Government Debt - 2009Outstanding Foreign Debt. - 2009Sri LankaDevelopment Bonds,7%Central BankProvicionalAdvances, 3%Other, 4%, 4%Rupee Loans, 5%NonconcessionalandCommercial,28%Treasury Bill, 18%Treasury Bonds, 63%Concessional,72%69

SAARC Human Resource Development CentrePublic Expenditure Managementto Improve GovernanceGOVERNANCEThe Process of decision making and the process by which decisionare implementedCorporateGovernanceInternationalGovernanceG. K. IddamalgodaDirector (Administration)National Institute of EducationMaharagamaSri LankaNationalGovernanceGovernanceLocalGovernanceCooperativesGood Governance forPublic Expenditure ManagementGovernmentNGO’SKey Component in good GovernanceFinanceInstitutionsActors inGovernancePoliticalParties1. Accountability - Official responsible for the action2. Transparency - Ensuring access to relevant information at LowcostAssociationsResearchInstituteReligiousLeaders3. Predictability - Result from an environment in which Laws andregulations are clear, known in advances, anduniformly and effectively enforced4. Participation - Requires the existence of channels through whichreliable information is provided, enabling allstakeholders at all levels to be involved in theconsultation and decision making processImportant points to maintaingood governanceImportant points to maintaingood governance1. Define the government sector clearly and comprehensivelyCentral governmentState / Local governmentsGovernment financial and nonfinancial operationsRoles of the executive, Legislative & Judiciary2. View the budget as a complete processInterference in any one element of the budget processFormulating fiscal adjustment strategiesActual cash payments70

Role of HRD in Improving Governance in the SAARC RegionImportant points to maintaingood governance3. Adjust spending at the earliest stage possibleInput at the policymaking stage of budget preparationExisting Expenditure policies are confirmedAdoption of new policiesImportant points to maintaingood governance4. Minimize disruption to the expenditure processEnsure Compliance with the budget appropriation lawPromote other objectives an efficient allocation ofresources among ProgrammersEffectiveness of government operationsEfficient financial ManagementImportant points to maintaingood governance5. Respect the budget system’s Internal and ExternalcontrolsDecrease corruptionDirect and quick solutionsStrong political commitmentImportant points to maintaingood governance6. Limit exceptional ProceduresProcedures should be defined in Laws and regulationsInspection and audit should be timely and ComprehensiveAppropriate disciplinary actionParticipationImportant points to maintaingood governanceAccountabilityRule of Law7. poor governance can undermine fiscal adjustmentEffectivenessand EfficiencyGoodGovernanceTransparencyStarted with a sound public expenditure managementsystemEquity andinclusivenessConsensusorientedResponsiveness71

SAARC Human Resource Development CentrePropositionsOrganizations satisfy our needsInstitutional Framework for Monitoring andEvaluation and Good GovernanceMuhammad Naeemul HaqConsultantNational Reconstruction BureauIslamabadOrganizations are like human beingsOrganizations have cultureDecisions are taken generally for survival andgrowthDecision styles depend upon the nature of theOrganizationi. Voice and accountabilityii.Six Key Governance DimensionsPolitical stability and lack of violence/terrorismiii. Government effectivenessiv. Regulatory qualityv. Rule of lawvi. Control of corruptionKaufmann-Kraay-MastruzziWorld Wide Governance IndicatorsBasic Elements of Good GovernanceAccountability: the need for public officials to be heldresponsible for delivering particular outputsTransparencyPredictability: the need for a stable, open, and widelyunderstood set of “rules of the game.”Participation, to ensure the ownership and beneficiarysupport for development initiativesInstitutional Monitoring &Evaluation SystemEvaluation is a systematic acquisition andassessment of information to provide usefulfeedback about some object.Monitoring is a continuing function to provide themanagement with early indications of progress inthe achievement of results.Internal:PAO, Administrative Hierarchy (DS, JS),HOD, Internal Audit, visits of the PrimeMinister/MinisterExternal: Auditor General, Controller General, Anti -Corruption Agencies, PMIC, CMIC,Ombudsman, PAC, Legislative Scrutiny(Standing Committees & Starred/un -starredquestions), Judicial ReviewReactive:Press reports, remarks of: PAC,Legislature, Courts & Civil SocietyProactive:Internal Audit, Review Meetings, Analysisof Progress Reports72

Role of HRD in Improving Governance in the SAARC RegionWhat is Monitored & Evaluated?What is evaluated?Vision/Mission/Core ValuesObjectivesStrategies/TacticsEmployeesRelevanceUnderstandingCommitmentExtent of competitionPossibilities of CollaborationMarket nicheMarket leaderCapability and Skills Usefulness of a person– Non fit-repatriated Central Selection BoardDepartmental Promotion CommitteeIndividual Performance (PER) Health of aperson Annual Medical Check up UnhealthyBoard out Innocence Inquiry reportOperations/ServiceDeliveryCostComplexityDuplicationRedundancyCompliance to Financial RulesCustomer SatisfactionSKILLlowTYPES OF OFFICERS - SKILLS/ MOTIVATION GRIDIFUTURE STARSIIIPROBATIONERSHighMOTIVATIONlowIISTAR PERFORMERSIVQUIT-AND-STAYEDHighSKILLlowOFFICERS REQUIRE? SKILLS/ MOTIVATIONI• NEEDS:TRAININGPRACTICEEXPERIENCEPRAISE, as they learn• GOAL- SETTINGHighII• REINFORCE their highperformance• TEACH OTHERS• READJUSTED GOALSIIIIV• PRAISE, for• EVALUATE rewards &accomplishmentspunishment ratio• GOAL-SETTING• RESET GOALS & Objectives• COACHING and• STRESS MGMTCOUNCELING• NEW CHALLENGES• TERMINATION, if all elsefailsMOTIVATIONlowHighExpectations of the PublicRule of LawFair & honest dealings in the Government organizationsGrowth & developmentEmploymentBetter services & dependable infrastructureEfficient and effective use of resourcesPerceptionsCorrupt – all levelsSecretive – sharing of information is avoidedAd-hocism – problems persistApproach is not professionalSalaries are lowStandards are decliningDecisions are imposedBureaucracy - a burden on economy73

SAARC Human Resource Development CentreInfluencesGlobalizationInformation TechnologySize of the Government“Awe of the Government”and desire to serve theGovernmentAdministrative Reforms 1973Economic pressures - style of livingIssues1. Trust deficit2. Expectation level of citizens is very high3. Public servants prefer status quo4. Work disposed of in non-transparent manner5. Approach towards work is reactive6. “Service” is focused upon & not “service delivery”7. Capacity of employees8. Accountability process is complaint drivenConcluding Remarks: Public Administrators Focus OnOversight Institutions:PACs and Senate and National Assembly StandingCommittees.Citizen -staterelationshipAccountability ofsenior officialsGuidingPrinciplesCriteria forsuccessKey attributeEmpowermentCitizens and stakeholdersAccountability transparency & participationProcessResponsivenessOffices of Wafaqi Mohtasib, Offices of Provincial Mohtasib,Offices of Auditor General, Controller General, AccountantGeneralProvincial Anti -Corruption Establishments, Prime Minister’sInspection Commission, Chief Minister’s Inspection TeamRegulatory AuthoritiesFederal & Provincial Departmental Authorities, InternalAudit MechanismMedia & Civil Society OrganizationsWay Forward1. Oversight Institutions may adopt a more vibrant & proactiveapproach towards accountability issues and contribute insimplifying the procedures & forms in service delivery bodies.(Article 9(3) of Wafaqi Mohtasib (Ombudsman) Order, 1983.2. Service Delivery Bodies & Oversight Institutions may jointlyundertake research on service delivery issues with anorientation towards citizen satisfaction.3. The Committee on Simplification of Procedures at the Federallevel may be revived.4. A select number of Contracting and Procurement cases may bemay be analyzed to introduce changes in the system.5. Service Delivery Bodies may revise manuals and instructions tofacilitate the customers.Way Forward6. Fiscal accountability of all levels of government in particular ofthe local government service delivery institutions through:a. annual accounts presented to the approving council asprescribed under law/rules;b. audit reports presented according to the Constitution / law.7. Annual inspections may be conducted and acted upon in termsof accountability of officials.8. Develop capacity building culture for elected and non -electedfunctionaries.9. Upscale use of computer technology in service deliveryinstitutions (where feasible.)10. Wider dissemination of information about the changesintroduced in the systems and procedures.11. Social audit may be used for evidences based & informeddecisions regarding improved accountability procedures.74

Country ReportsAnnex IV

1.2.3.4.5.6.BhutanIndiaMaldivesNepalPakistanSri Lanka

Role of HRD in Improving Governance in the SAARC RegionCountry ReportBhutanVision“ A dynamic and professional civil service committedto promoting Good Governance inpursuit of Gross National Happiness. ".Mission1.Ensure an independent and apolitical civil service that willdischarge its public duties and services in an efficient, transparentand accountable manner.2. Ensure that civil servants render professional service guided bythe highest standards of ethics and integrity.3. Ensure that uniform rules and regulations on recruitment,appointment, staffing, training, transfers and promotion prevailthroughout the civil service.4.Continue to maintain a small, compact and an efficient CivilService that is merit based.5.Enhance Civil Service capacity through Human ResourceDevelopment Programs.SUMMARY REPORT ON HRDCIVIL SERVICE - 2009Report Date 30th -June- 2009 %Total Civil Service Strength 20, 698Total Female Civil Servant Strength 6,333 30.60%Total Male Civil Servant Strength 14,365 69.40%6.Maintain Up-to-date personnel information on all civil servants77

SAARC Human Resource Development CentrePERCENTAGE OF CIVIL SERVANTS ABOVE 40 YEARSOF AGE AND BELOW 39 YEARS OF AGE (JUNE 2009)CIVIL SERVICE STATISTICS - NUMBER OF CIVILJun-09SERVANTS IN EACH AGE GROUPCIVIL SERVICE STATISTICS - NUMBER OF CIVILJun-09SERVANTS IN EACH AGE GROUPCIVIL SERVICE STATISTICS - NUMBER OF CIVILJun-09SERVANTS IN EACH AGE GROUPCIVIL SERVICE STATISTICS - NUMBER OF CIVILSERVANTS IN EACH AGE GROUPJun-09Thank You78

CIVIL SERVICE STATISTICSRole of HRD in Improving Governance in the SAARC RegionCountry ReportIndiaCIVIL SERVICE STATISTICS - NUMBER OF CIVILSERVANTS IN EACH AGE GROUPJun-09Salient Featuresth• India Got Independence On 15 August,CIVIL SERVICE STATISTICS - NUMBER OF CIVILJun-09SERVANTS IN EACH AGE GROUP1947th• Became Republic On 26 January, 1950• India Is Socialistic, Secular, Sovereign &Democratic Republic• Federalism Become The Bedrock Of IndianDemocracy With Union Of States• It Ensures Unity In DiversityPopulation• Indian Population is said to be the melting potCIVIL SERVICE STATISTICS - NUMBER OF CIVILJun-09SERVANTS IN EACH AGE GROUPof various races, religions, communities etc.• Population wise is second in the world• Accounts 2.4% world surface and supports16.7% of world population• By March, 2001 Population in India – 1,027Millions• Estimated growth rate of population – 1.93%Urban & Rural Population• Male Population – 531.3 MillionsCIVIL SERVICE STATISTICS - NUMBER OF CIVILSERVANTS IN EACH AGE GROUP• Female Population – 495.7 Millions• Rural Population - 741.7 Millions• Urban Population - 285.4 Millions• Above 60 Years - 7.6%• Life Expectancy Stands at 69 YearsJun-09According to 2001 CensusLanguagesLiteracyCIVIL SERVICE STATISTICS - NUMBER OF CIVILSERVANTS IN EACH AGE GROUP• There Are 22 Offical LanguagesIncluding UrduJun-09CIVIL SERVICE STATISTICS - NUMBER OF CIVILJun-09SERVANTS IN EACH AGE GROUP• Literacy Rate In India - 65.38%• National Language Is Hindi• Male Literacy - 75.85%• All Regional Languages In 28 StatesAre Statutorily Recognised• Female Literacy - 54.15%79

SAARC Human Resource Development CentreEducation• Primary Schools - 7.52 LAKH• Upper Primary Schols - 2.62 LAKH• Secondary Schools - 1.69 LAKH• Universities - 335• Central Universities - 20• State Universities - 215• Deemed Universities - 100• There Are 17,625 Colleges Including1,849 Womens’ CollegesOrgans Of Government• Parliamentary Government• Independent Judiciary• Neutral BureaucracyState Of Poverty• Poverty in 1998 - 45.6%2004 - 21.8%• Urban Poverty declined from 40.8% to 21.7%• Below Poverty Line Rural People- 28.30%Urban People- 25.70%Employment & Labour• Rural AreasSelf Employed - 23.19%Self Employed in Agriculture - 21.62%Labour - 30.62%Others - 14.06%Urban AreasCasual Labour - 56.60%Self Employed - 28.60%Wage & Salaried - 15.03%Others - 15.74%EducationGovernment Initiatives• Department of Education under the UnionMinistry of Human Resource Development isresponsible for improving the overalleducation scenario of the country as well asplanning and implementing various programsand policies of the government related toeducation.It & Ict Initiatives:Governance• A Major Source Of Revenue - ConsideredAs The Biggest Service IndustryEmploying Around 15 Millions• A Primary Delivery System Of SeveralGovernment Departments• An Important Mode Of Interaction BetweenAnd Among /people - Institutions80

Role of HRD in Improving Governance in the SAARC RegionGovernment InitiativesFor E - Governance• Established National Information Centrein 1970’s• ICT as a grass-root technology increasedtransparency• E-Governance practices evolved fromnative institutions leading to projects• The National E-Governance Plan –2003-2007Projects UnderE - Governance• Computerisationof PropertyTransactions• On-line Transactions With The Govt.Payment Of Income Tax, House Tax,Electricity Bill And So On• Submission Of Building Plans To LocalGovt. For Approval• Registering Service Deficit ComplaintsOn-lineProjects Under E - Governance• Telecasting Audio - Visual Lessons ForODL Students• Provision For World - Wide Class Room -Virtual Class Rooms• Use Of Electronic Voting Machines (EVMS)Autonomous InstitutionsTo Ensure Accountability Of ThoseWho Are Incharge Of Government(official)• Right To Information Act• Central Vigilence Commission• Human Rights Commission• Women, Sc, St, Bc Welfare Associatios• JudiciaryIndependent Organizatios(non - Official) For EnsuringGood Governance• Mass Media• Voluntary Organizations• Civil Society• Political PartiesCurrent ChallengesGood Governance• Political Instability (coalition Politics)• Bureaucratic Red - Tapism• Vested Interests Of Elite Agencies• Illiteracy & Poverty• Social Unrest Arising Out Of Diversity• Terrorism• Unemployment• Limited Resources• Lack Of Technical Know How81

SAARC Human Resource Development CentreCountry ReportMaldivesGeographical SummaryTotal 1190 islands200 inhabited island20 atollsGeographical area:90,000skq kmLand area: 300 sq kmPopulation: 305,027Climate: tropical; hot,humid; dry, northeastmonsoon (November toMarch); rainy, southwestmonsoon (June to AugustSource:(World Bank, World Development Indicators - Lastupdated October 2, 2010)Economic SummarySchoolsGDP - real growth rate:-3% (2009 est.)country comparison to the world: 1656.3% (2008 est.)7.2% (2007 est.)GDP - per capita (PPP):$4,300 (2009 est.)country comparison to the world: 153$4,500 (2008 est.)$4,500 (2007 est.)note: data are in 2009 US dollarsGDP - composition by sector:agriculture: 5.6%industry: 16.9%services: 77.5% (2009 est.)Labor force:144,000 (2009)country comparison to the world: 177Labor force - by occupation:agriculture: 11%industry: 23%services: 65% (2006 est.)Unemployment rate:14.4% (2006 est.)country comparison to the world: 145Population below poverty line:16% (2008)Household income or consumption by percentage share:lowest 10%: NA%highest 10%: NA%Budget:revenues: $487 millionexpenditures: $873 million (2009 est.)Inflation rate (consumer prices):7.3% (2009 est.)country comparison to the world: 17512.3% (2008 est.)• 315 schools in 200 islands• Government: 81• Private: 69• Community: 165• CollegesGovernment type: RepublicPolitical capital: Male'Independence: 26 July 1965 (from UK)Political SummaryElectionunder the new constitution, the president elected by direct vote; president elected for afive-year term (eligible for a second term); election last held on 8 and 28 October2008 (next to be held in 2013)National holiday: Independence Day, 26 July (1965)Constitution: adopted 1 January 1998Legal system: Based on Islamic law with admixtures of English common law primarily in commercialmatters; has not accepted compulsory ICJ jurisdictionSuffrage:18 years of age; universalExecutive branch:Legislative BranchPeople's Majlis (77 seats; members elected by direct vote to serve five-year terms);February 2009 the Majlis passed legislation that increased the number of seats from 77to 50.Chief of state: President Mohamed "Anni" NASHEED (since 11 November 2008);Vice President Mohamed WAHEED Hassan Maniku (since 11 Novem ber 2008); note - the president isboth the chief of state and head of governmentHead of government: President Mohamed "Anni" NASHEED (since 11 November 2008); Vice PresidentMohamed WAHEED Hassan Maniku (since 11 November 2008)Cabinet: appointed by the president with approval of voting members of the People's MajlisJudicial BranchSupreme Court;Supreme Court judges are appointed by the president with approval of votingmembers of the People's Council; High Court; Trial Courts; all lower court judgesare appointed by the Judicial Service Commission82

Role of HRD in Improving Governance in the SAARC RegionRole of Human Resource Development in Good GovernanceAccountabilityParticipationCivil Service Commission• Civil service commission was formed in 2008• Redundancy PackagesEfficiency• Human Resource auditingGender Count in Civil ServiceTable 1GENDERCOUNTMALE 10,595FEMALE 11,682TOTAL 22,277Chart 1Anti-Corruption BoardTo take action against those who commit acts of corruptionCreate an environment where those who have been wronged by acts ofcorruption are restored their rights fully .Auditor GeneralThe first independent Auditor General was appointed on 16 Januar y 2008Auditor General makes Government accountable in its financial management andensures public moneys are spent wisely.Most reports of the Auditor General submitted to the Parliament are in locallanguage, Dhivehi.TransparencyEasily accessible to informationResponsiblecorruptionMediaFreedom of speechAccess to Private TV channelsCode of conduct83

SAARC Human Resource Development CentreCountry ReportNepalThe ContextNepal is now in the process of social transformation through the change insociety, economy and polity.The Nepalese citizens are struggling to rebuild the nation into an inclusivestate with freedom, justice and peace.Nepal as a constitutional state unites the general will of all citizens and isbased on legitimate monopoly on power, taxation, and loyalty of citizens into asovereign power.The modern nation is also based on human rights, public international law,mass communication, trade and technology, migration and internationalrelation etc.There is a strong need to transform the ethno-based nation to demo-basedconstitutional state demanding governance to play effective role in balancinglocal and national interests.Good governance in Nepal....PNAThe context …In Nepal, human resource development can play a vital role in minimizing theinstitutional gaps faced by the state.These gaps are: vision gap (between the changing context and indigenousidentity of the people); power gap (between juridical international status andactual political capacity for internal social cohesion and system integration)development gap (between unequal social classes of society causing structuralinjustice and conflict); and legitimacy gap (between the ability of leaders togovern and their capacity to fulfill legitimate aspirations of citizens for liberty,property, justice, peace and identity)The mandate of the popular movement of April 2006 was to draft a newconstitution, secure durable peace and initiate reforms to establish gender,ethnic, caste and territorial justice.The post-CA process has shifted Nepal's politics from consensus tocompetition. As a result, many issues like local and national governance,federalism, land reforms, adjustment of Maoist combatants, and establishmentof institutional peace remained unresolved.Good governance in Nepal....PNAHRD IndicatorsPublic expenditure: Remarkable increase from 4.9 % in 1990 to 7.9 % in 2007Percentage of people living below the national poverty line: 40 % in 1990 and30.9 % in 2006The human poverty index: Maintained rank of 99 in 2006 the same in 2007Population below income poverty line: 55.1% (2000-2007 in average), nearly44 % in 2010Rural population: A decline from 91 % in 1990 to 83.7 in 2007Urban population: Increase from 8.9% in 1990 to 16.3 in 2007Gross Domestic Investment(GDP): shown remarkable progress-from 19.1% in1990 and 27.9 in 2007.Good governance in Nepal....PNAEducation ProfileAdult literacy rate: 63.2% (2008 survey)Male:74.7%Female:53.1%Primary (class 1-5) NER: 93.7%Lower Secondary (6-8) NER: 63.2%Secondary (9-10) NER: 40.8%Of the total enrolment at school, girls’enrolment constitutes almost 50% at alllevelsGood governance in Nepal....PNALeading Actors of GovernanceNepalese leaders are not functioning through the resolution of authority,compromise and regular systemic risks.They are also governed by what Herbert Simon calls "bounded rationality" ofparty politics and unable to incorporate other's interests and concerns.The Nepalese market is spatially fragmentedHundreds of pockets of small markets not connected to each otherMajority of service centers are located in the market place and they aresituated in the municipality and headquarters of the districts.Majority of the Nepalese civil groups are right-based than duty-oriented,group-enclosed, and suffering from the self-ironies of dependencyGovernance challenge:Transformation of the utilitarian instinct of civil society and interest groupsinto charity-based organization.Good governance in Nepal....PNA84

Role of HRD in Improving Governance in the SAARC RegionInternational community became legitimate stakeholder of policy regimewhich is evident from negotiation of public policy in Nepal DevelopmentForum. The state fragility has increased international attention in Nepal andpolicies are coordinated with Security Council, UNMIN, WTO and humanrights regimes.The deficit of trust between the politicians and civil servants at higher leveland government and the governed at the local level shows the reality of viciouscycle of state-society ties.Exemplary Works1. EconomyLiberalization since late 80sSocial inclusion in the constitutionCatalyst and promoter of private sector 1992Privatization Act 1994Admission in the WTO 2008Collection of asset details of Ministers, CA members and top officials2. DevelopmentMTEF (Mid-term Evaluation Frame Work)PRSP (Poverty reduction strategy paper, Tenth Plan)Prioritized projects and programsWorld Bank's portfolio (Low to Base) 2002Good governance in Nepal....PNAGood governance in Nepal....PNAMDGs and progressForward-looking reform in the state system 20033. GovernanceARC(Adm.Reform Comiittee), 1991: precepts of reinventing government; goodgovernance; government’s role redefinedGRP(Gender Responsive Program)/ADB: civil service more result and peopleorientedand gender responsiveRoad map: Temporary reservations based on HDI vis -à-vis proportion ofpopulationCreation of Change Units; Efficiency Unit and Governance ReformsCoordinating UnitGood governance in Nepal....PNAWATCHDOGSactive and vigilantActive CIAA(Commission on Investigation of theAbuse of Authority) and its improved Act of 1996National Vigilance Centre (Satarkata Kendra)Nodal officers to handle complaintsService Delivery Guideline 2056-Citizen’s charterPublic hearingsCommunication and mediaPAC (Public Accounts Committee)Good governance in Nepal....PNAStrategic MeasuresPublic interest only should guide the decisionsAdoption of service-oriented behaviorRetribution of corruptsAbsolutely no private promisesChoices always on meritSubmit own action for public scrutinyExemplary leadership by performing 4P's professionally, properly, promptly,proficientlyApplication of most efficient and economic methods of getting the task doneEmphasis on prevention than enforcementEnsure no delays and cost over-runsGood governance in Nepal....PNAConclusionPatterns of political engagement through debateand dialogue,Non-violent protest and social movement fornegotiating social contract,Democratization of the nature of state institutions,Inclusion of all the relevant concepts (constitution,peace, basic needs fulfillment) in a new road mapRamp up national integrity system to build a trustof citizens in governance.Good governance in Nepal....PNA85

SAARC Human Resource Development CentreCountry ReportPakistanLocation:IntroductionSouthern Asia, bordering the Sea, betweenIndia on the east and Iran and Afghanistan on the westand China in the northAreaTotal: 796,095 sq kmLand Boundaries :Total: 6,774 kmBorder countries:Afghanistan 2,430 km,China 523 km,India 2,912 kmIran 909 kmNatural Resources:Land for cultivationNatural gas reservesPetroleumCoalIronCopperSaltlimestoneEnvironmentHuman ResourceWater population from raw sewageIndustrial wastesLimited natural fresh water resourcesMost of the population does not haveaccess to potable waterWork forceResponsibility for implementing strategiesand policies86

Role of HRD in Improving Governance in the SAARC RegionPurpose and Role ofHuman ResourceTo maximize the returnTo minimize the financial riskTo develop future plansTo retain the support and respect of thework forceHuman Resource DevelopmentA framework for the expansion of humancapitalA combination of training and educationA designed series of organized processesA strategic approach to internationallinkages between health, education andemploymentGovernanceThe process of decision makingThe process of implementation ofdecisionGood GovernanceGood Governance has 8 major characteristics.– Participation– Rule of Law– Transparency– Responsiveness– Consensus Oriented– Equity and Inclusiveness– Effectiveness and Efficiency– AccountabilityWhat Good GovernanceCan Do?provide better life to the nationSteps Towards Better LifeBenazir Income Support ProgramEmergency Relief PackagesThe Rights Source(Wasilla-e-Haq) InitiativeVocational ProductBetter Life MeansProvision of safety, food, health, educationand adequate shelterHealth InsurancePeople’s Works ProgramPakistan Bait-ul-MalEmployee’s Old Age BenefitsZakat87

SAARC Human Resource Development CentreHuman ResourcesIndicators unit StatisticsPopulation Millions 166.5Labour Force Millions 55.8Employed Labour Force Millions 52.7Un-employment Labour Force Millions 3.1Un-employment Rate % Per annum 5.5Crude Birth Rate Per 000 Persons 28.4Crude Death Rate Per 000 Persons 7.6Infant MortalityPer 000 Persons73.5Socio Economic IndicatorsIndicators Unit StatisticsGDP(Growth rate) Percent 4.1Agriculture 11.0Industry 30.0Manufacturing 23.0Services Sector 59.0Literacy Rate 57.0Male 69.0Female 45.0Health FacilitiesIn “000’’Particulars 2008-09 2009-10Registered Doctors 133.9 139.5Registered Dentist 9.1 9.9Registered Nurses 65.4 69.3Population Per Doctor 1.21 1.18Population Per Dentist 18.01 16.91Population Per Bed 1.60 1.60On Going programs inHealth SectorExpended program On ImmunizationNational T.B. Control ProgramNational Program For prevention And Controlof BlindnessNational Program for Family Planning&Primary Health Care(PHC)Cancer treatment ProgramAids control ProgramNational program For Malaria ControlProgramOn Going Programs inEducation SectorPresident’s Education Sector ReformsEarly Childhood EducationAdult LiteracyMadras's EducationForeign AssistanceForeign ScholarshipsScholarships for Students from otherCountriesThank You88

Role of HRD in Improving Governance in the SAARC RegionCountry ReportSri LankaCountry ProfileLocation, population,government and constitutionSocio economic data,administrative fiscal andlegal policies, bilateral stabilityMDG Goals andAchievements, ConventionsDefinitions of GovernancePublic AdministrationPublic service commissionsPublic administrative reformsPublic FinancePublic finance actFinance disciplineTax administrationEconomy89

SAARC Human Resource Development CentreLegal and Judicial SystemEradicating of CorruptionsJudicial reformEducation ReformsGeneral and higher educationVocational educationE-Governance InitiatesRole of ICTADigitalization of corporate and privatesectorsLGNFormation of standardsInstitutional ArrangementsInstitute of policy statusBanking sectorHRDHuman, intellectual capital and labourmigration vs foreign exchangeRole of professional associationsThank You90

Designed & Printed by: SRS Printers, Islamabad-Pakistan Ph: +92-51-2872504