1. Fundamentals of Public Administration MPA – 406 Lecture - 32 FACILITATOR Prof. Dr. Mohammad...
32
1
-
Upload
chloe-hoover -
Category
Documents
-
view
214 -
download
1
Transcript of 1. Fundamentals of Public Administration MPA – 406 Lecture - 32 FACILITATOR Prof. Dr. Mohammad...
1
Fundamentals of Public Administration
MPA – 406Lecture - 32
FACILITATORProf. Dr. Mohammad Majid Mahmood
0333-5188677, [email protected]
Reflections
AUDIT
EfficiencyEfficiency is concerned with the relationship between goods and services produced (the outputs) and the resources used to produce them (the inputs).
An efficient entity produces the maximum output from any given set of inputs.
Alternatively, it may require minimum input. This will be reflected in increased productivity and lower unit costs.
4
AUDIT
EffectivenessEffectiveness is concerned with achieving predetermined objectives (specific planned achievements) or goals and with actual impact (the output achieved) compared with the intended impact (the objectives).
Using a range of performance measures and indicators, it is possible to assess an entity’s effectiveness.
5
POLITICAL REFORMS
Political ReformsElectoral Arrangements: The foundation of the electoral structure for the three tiers of local government is the union council.
The union is a multimember ward for the election of members of theunion council that is, each constituency is on average 25,000, and each union council is composed of 21 directly elected members.
The nazim and naib nazim (mayor and deputy mayor) are elected on a joint ticket.
6
POLITICAL REFORMS
Functions of Union CouncilUnion Councils as we know are the lowest local unit in rural areas (the lowest unit in urban area is town committee). A Union Council as we know has a population of 25,000 performs followingfunctions:
1.Municipal function is the function of sewerage and sanitation i.e. cleanliness of area.
2. Finance: Performs financial function of managing expenditures and rousing revenues.
7
POLITICAL REFORMS
Functions of Union Council
3. Pubic safety: Managing bridges, culvert etc.
4. Health: Provision of basic preventive health care, like controlling epidemics etc.
5. Education: Provision of basic primary education.
6. Literacy: Literacy programs for adults who were unable to receive primary education.
8
POLITICAL REFORMSStructure within local governmentIn addition three groups of employees were assigned to the new district governments. These were:
1.Federal employment groups, primarily District management Group (DMG) and the Audit and Accounts Group.
2. Former rural district council employees; and
3. Provincial employment groups, particularly Public health. Engineering Department (PHED), Rural Development, Local Government, health and Education.
9
POLITICAL REFORMS
Fiscal ReformsAreas of expenditure responsibility of the federal and provincial governments are set out in the Constitution of Pakistan as discussed earlier.
Thus, according to the Constitution, the federal government is responsible for foreign affairs, defense, banking and currency, postal service, transportation (ports, airports, railways), while the main provincial responsibilities are police services, justice, roads, education and health.
10
POLITICAL REFORMS
Fiscal Reforms
Higher levels of government played a dominant role in areas of shared responsibility
The Constitution accepts that the actual or implied assignments of expenditures and revenues will lead to vertical fiscal imbalances between the upper two levels of government (Federal & Provincial) which are to be resolved through revenue sharing.
Thus, the Constitution also sets up the National FinanceCommission, an institution assigned the task of determining appropriate revenue sharing arrangements among the federal and provincial governments. 11
POLITICAL REFORMS
Federal-provincialIn Pakistan, revenue sharing is the dominant form of federal-provincial fiscal relations.
The main source of provincial revenues is a transfer based on a share of federal tax collections.
The decision on the list of taxes (“divisible pool”), the ratio of the provincial-federal share of the pool and the formula for its distribution to the provinces is to be fixed at least once every five years by the National Finance Commission (NFC).
12
POLITICAL REFORMS
Provincial–Local TransferAll the four provincial government share resources with district governments.
13
POLITICAL REFORMS
Some of the weaknesses of the local government system are:
1. An attempt to undermine provincial autonomy. The provinces now have to systematicallyevolve mechanism to share resources.
Also prior to this system, provinces were autonomous and had centralized system. People from remote areas in the provinces had no access to provincial headquarters.
14
POLITICAL REFORMS
2. Violation of a fundamental structure of constitution. The Constitution does not provide local government structure.
3. Resistance of bureaucracy against system. The power of bureaucracy has weakness and at the district level DCO is answerable to elected nazim.
15
POLITICAL REFORMS
Some of the strengths of the system are:
1.The office of DC has been now brought under the control of elected representative.
2. Elimination of urban-rural division. Attempt has been made to reduce the gap between urban and rural areas.
3. Formula - The PFC now has to share resources undera formula, which is logical and appropriate.
16
POLITICAL REFORMS
4. Grass root organizations. The local government system has established grass root organizations like citizen community board to oversea the working of governmentorganization.
5. Enhanced representation of women.
6. Autonomy of local Representatives
17
NEW PUBLIC MANAGEMENT (NPM)
New Public Management (NPM)
The 1980s and 1990s saw the emergence of a new managerial approach in the public sector, in response to the inadequacies of the traditional model of administration.
The new managerial approach was the revival of the idea that private sector is more efficient.
Administration was understood as static. It was understood that administration was implementation of policies and programs of government.
The concepts of efficiency were not the domain of “administration”. 18
NEW PUBLIC MANAGEMENT (NPM)
Management was understood as dynamic and applicable to private sector where efficiency was the criterion of operations and task.
The various names for new public management reflect differing views of what is happening in organizations, but they do have some points in common.
These are discussed in following paragraphs:First, greater attention paid to the achievement of results and the personal responsibility of managers.
19
NEW PUBLIC MANAGEMENT (NPM)
Second, there is an expressed intention to move away from classic bureaucracy to making organizations, personnel, and employment terms and conditions more flexible rather then rigid.
Third, organizational and personal objectives are to be set out clearly so that achievement or results are measured.
20
NEW PUBLIC MANAGEMENT (NPM)
Fourth, senior staff is more likely to be politically committed to the government of the day and hence would implement the agenda of the government.
Fifth, government functions are more likely to face market tests,such as contracting out, or reducing government functions through privatization.
21
NEW PUBLIC MANAGEMENT (NPM)
This is the most important facet of new public management, whereby the role of government as provider of service is reducing and more and more services are being provided by the private sector.
For example transport in city was provided by government; which is now being provided by private sector.
22
NEW PUBLIC MANAGEMENT (NPM)
Managing Internal ComponentsThe internal components of organization have following aspects:
3. Organizing and staffing: in organizing manager establish structure (position authority and responsibility are assigned). In staffing selection of right man for the right job is done.
4. Directing personnel and human resource management system. The capacity of organization is in its member and their skills and knowledge.
23
NEW PUBLIC MANAGEMENT (NPM)
The HRM recruits, selects, trains etc., people to build capacity and select right people for right job.
5. Controlling performance: Various management information system i.e. budgeting, accounts, reports, performance appraisal etc., help manage in making decisions andachieving objectives.
24
NEW PUBLIC MANAGEMENT (NPM)
Managing External Components
6. Dealing with external units of organization subject to common authority: If the organization is large and geographically dispersed then senior managers has to deal withmanagers of unit which are geographically or otherwise dispersed.
25
NEW PUBLIC MANAGEMENT (NPM)
7. Dealing with independent organizations: agencies from other branches or level of government, interest groups or private enterprise that affect the organizations ability to achieve its objectives.
8. Dealing with press and public whose action or approval and agreement is required
26
NEW PUBLIC MANAGEMENT (NPM)
Beginning of Management ApproachFor much of the twentieth century there was little difference in management structures or style between private and public management.
Large Companies were hierarchical and it was only from the 1950s or 1960s that the problems of bureaucratic rigidity became evident in the private sector.
Because it was realized that division of labor and working manual for all management functions had limitation.
Someone needed to take responsibility to achieve results.27
NEW PUBLIC MANAGEMENT (NPM)
The apparent success of managers in the private sector led to concerns being expressed that the public sector had fallen behind.
Even if the decline of public administration in legitimacy since the 1950s is true, that decade is too early for a change of management style.
According to 1968 Fulton Report in the United Kingdom, it noted concerns with the management capability of public service. .
28
NEW PUBLIC MANAGEMENT (NPM)
It recommended that the system be opened up, outsiders be employed at all levels and that the rigid hierarchical structure in which barriers were placed at several points is removed.
Reforms in the public sector in developed countries like USA and Australia were introduced and it was questioned if the public service had the management tools, flexibility and capacities to meet the challenges of changing external environment.
29
NEW PUBLIC MANAGEMENT (NPM)
ConclusionsThis lecture has focused on the concept of NPM.
From the traditional model of public administration which emphasized hierarchical structure, dichotomy of policy formulation and implementation, neutrality of public servants to more flexible organization structure – the concept has evolved and generated new controversy.
30
NEW PUBLIC MANAGEMENT (NPM)
ConclusionsThe NPM is driven by market. It is driven by the concepts of measuring individual and organizational performance to achieve results.
The NPM encompasses the concepts of general management functions, whereby the strategy, internal components and external components are to be understood well to achieve results.
The NPM has evolved in developed countries after the recommendations made by the Reform Committees in UK and UK.
The concept of NPM has generated debate on the role of government. 31
Thank you for your kind attention!
Thank you for your kind attention!
FACILITATORProf. Dr. Mohammad Majid Mahmood
32
