NPM in Bangladesh Relevancy and Public s

8/19/2019 NPM in Bangladesh Relevancy and Public s

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“NPM in Bangladesh:

Relevancy and Public sector’s strategy for coping with the wave”

Submitted To:-

Dr. Mobasser Monem

Professor

Department of Public Administration

University of Dhaka

Submitted By:- Munira Binte Iqbal

Department of Public Administration

University of Dhaka

Submission Date: 28.1.21!

Abstract:-

This paper priarily focuses on e!ploring the relevance of NPM in

Bangladesh and tries to "nd out Bangladesh’s success # failure in NPM

application considering its theoretical aspects$ %n particularly & it endeavors


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to underline the structural& institutional and operational hindrances

against NPM application which are respective of Bangladesh and the actual

current situation of NPM in Bangladesh$ 'inally it coes up with a set of

speci"c and e(ective policy recoendation$

)ince *+,-& NPM has been the ost doinant anageent philosophy forrunning state$ %n this age of globali.ation& Bangladesh can’t help but agree to

start NPM application here$ )o& it is a very little e(ort to loo/ into the real

situation$ %t 0ust ais at "nding Bangladesh’s strength and wea/ness in the

"eld of NPM application and its e!tent of coping with the wave of NPM

copared to others$

Introduction:-

"t has been al#ays a headache for the #orld leaders and heads of the states

and $overnments to %nd out the best #ay for runnin$ states. And therecomes &P' model ( the current dominant paradi$m in the discipline of public

administration. As public administration of a state serves as its backbone)

&P' has easily become a catch#ord in most countries of the #orld #ith a

hope to make the public administration more e*cient and therefore to run

the state better.

+he paradi$m of &P') like its previous models) has been ardent in tryin$ toans#er the same ,uestion for almost t#enty years: -how to ipleent policies& strategies& progras and pro0ects& using the ar/et1type

echaniss& so that the institutions of the state could achieve the desiredresults”$ ut like all other thin$s in the #orld) &P' has stren$ths and#eaknesses as #ell. And irrelevancy in some conte/t is considered to be itsma0or #eakness. So it is hi$h time to %nd out if an$ladesh holds the sameunprepared conte/t or not. And as an$ladesh already has to adopt some&P' features) a look into their success also deserves $reat importance.

New Public Management:-

ecause of economic) institutional and ideolo$ical chan$es every#here) as

#ell as criticisms of ine*cient and costly public sectors) public sector

mana$ement reform has become an international phenomenon. As part of

these reforms) a breakthrou$h paradi$m of public sector mana$ement

kno#n as ne# public mana$ement &P' has been emer$ed in 345D

3r$ani6ation for 4conomic 5o(operation and Development countries and

else#here.


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&P' is a mana$ement philosophy used by the $overnment since 178s to

moderni6e the public sectors. 'any nations are no# e/perimentin$ the

applicability of &P' in their conte/t.

&P' emer$ed in response to failure of traditional model of public sector

mana$ement to make the administration or public sector e*cient. +hecriticisms a$ainst that traditional model can be summed up like belo#( lar$eand e/pensive public sectors) inability to cope #ith massive technolo$icalinnovations over the years) ine*cient in increasin$ competition for$lobali6ation of economy) unable to liberali6e the economic sector frome/cessive control) $overnments bein$ involved in too many activities) theemer$ence of better alternative forms of service delivery ) the absence ofseparation bet#een policy and administration) the absence of rationaldecision makin$) disre$ard for citi6ens satisfaction) %scal crises of$overnments) poor performance of the public sector in di9erent arenas)imperious bureaucracy) lack of accountability) corruption) chan$es of

peoples e/pectations . "t is also believed that increasin$ #orld demand for-$ood $overnance as #ell as the chan$in$ role of the state also #asresponsible for introduction of &P'. ;hatever the reasons of its emer$enceare) &P' promises a minimal and better $overnment) decentrali6ation)citi6en empo#erment) customer satisfaction and better mechanisms ofpublic accountability.

&P' has been used as convenient shorthand for a set of broadly almost

similar administrative doctrines #hich dominated the public administration

reform a$enda of most 345D countries since178s. "t reood.

+he main hypothesis in the &P'(reform #ave is that more market orientation

in the public sector #ill enhance e*ciency of $overnments) #ithout havin$

ne$ative side e9ects on other ob0ectives and considerations.

A revie# of the literature sho#s that &P' is not a homo$enous #hole butrather has various) sometimes overlappin$) elements representin$ trends inpublic sector mana$ement reforms in 345D countries. "ts components andfeatures have been identi%ed and su$$ested by a number of #riters)includin$ >ood 1771) 177?) Dunleavy and >ood 177!) =lynn 177@) Pollitt177@177! and Summa 177B and orins 177!) Ci$oda 2@)


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'on$kol211. "t is apparent that there are some parallels and overlaps) butalso a fe# important di9erences in the #ay &P' is perceived. >o#ever)beyond these di9erences) there is much in common #ith the di9erent vie#son &P'. +o avoid comple/ity) only some common vie# is focused anddiscussed in this paper.

Accordin$ to the 345D ) -a ne# paradi$m for public mana$ement hademer$ed) #ith ei$ht characteristic -trends:1 Stren$thenin$ steerin$functions at the center2 Devolvin$ authority) providin$ ood didnt su$$est this. +his means that the a$$re$ate list ofall claimed &P' principles is len$thy.

>o#ever) these determine #hats on the menuFthe practical initiatives of&P'. +he notion of a menu is considered helpful to capture this diversity#hile simultaneously indicatin$ some shared relationship #ith the principlesof &P' as it provides a menu of choices rather than 0ust a sin$le option.


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States optin$ for &P' have not necessarily adopted all those components of&P'. 'ost countries have been selective in incorporatin$ those elements of&P' that they felt suitable to their particular administrative) economic andsocial tradition) and $overnance culture.

>o#ever #ithin this model) $overnment may apparently have less role toplay in providin$ services but continue to play indirect role in facilitatin$service provision throu$h providin$ %nance to increase e*ciency.

Releancy o! NPM in t"e conte#t o! Banglades":-

y the early 178s) #hen the #orld #as s#ept by the #ave of &P' fornecessity of moderni6in$ public sectors) an$ladesh #ith no e/ception) hadobserved the public administration system in its hi$hest level of ine*ciency. +hat not only #orried national planners but also international donora$encies) #hich #ere %nancin$ di9erent pro0ects under structural ad0ustmentplans. +hats #hy) &P'(style reform strate$ies have been su$$ested bythose a$encies. ut yet this country has hardly made any pro$ress inestablishin$ e9ective public mana$ement.

+he proponents of the &P' paradi$m seem successful in developed

countries) sometimes backin$ up their claims #ith evidence of substantialsavin$s in public e/penditure and improved services. ased on that) it can beassumed that the &P' has come to stay. >o#ever) the situation is relativelyuncertain in the case of developin$ countries. an$ladesh is no e/ception.

Particularly) the applicability of the &P' in an$ladesh has come underclouds as an$ladesh does not ful%ll some preconditions for its e9ectiveimplementation. Also socio(cultural obstacles e/ist in reformin$ theadministrative system alon$ the &P' model. So) &P' initiatives are di*cultto implement for social and cultural inertia. >o#ever) &P' is needed to beimplemented here also) as an$ladesh cant la$ behind in competition in this

a$e of $lobali6ation. As a menu consistin$ of some proponents) &P' seemsto have some proponents #hich are relevant in the conte/t of an$ladeshalso. So) critical factors both favorable to and a$ainst &P' application inan$ladesh may be analy6ed like belo#(

Against NPM:


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+here are some preconditions for implantin$ the ne# public mana$ementapproach successfully. And an$ladesh doesnt ful%ll some of thesepreconditions. +hats #hy some proponents of &P' seem irrelevant inan$ladesh conte/t as their successful implementation seems almostimpossible here. >o#ever) those preconditions in an$ladesh can be

e/amined like follo#in$(

G State e*ciency has to be considered#ith utmost care for relatin$ #ith &P' implementation. =or an$ladesh)state capacity remains a serious hurdle in the process of &P'(style reforms.State capacity si$ni%es states ability to take any reform measure decisivelyand is thus characteri6ed by institutional) technical) administrative andpolitical factors.

"nstitutional capacity re


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done) rulers tend to ease the re$ulations by $ivin$ bureaucrats discretion inoperatin$ their pro$rams. ut the processes like solid institutionalframe#orks) rule of la#) proper control structures) checks and balances) thecivil service system) and accountability systems are either absent orine9ective in an$ladesh. +hus) it has been administratively incapable to

provide basic public $oods and services) economic infrastructure)accountable 0udiciary etc.

A$ain) cooperation and support of the public bureaucracy is also a necessary

pre(condition. ut an$ladesh faces lack of appreciation and support by the

civil servants #ho are responsible for implementin$ reforms. +hey consider

&P' as do#n$radin$ their present status) position) and po#er. +hey tend to

preserve the status ,uo by creatin$ resistance to distract related reform

activities.

Political capacity is characteri6ed by the states ability to mediate con


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ob0ective and independent manner. an$ladesh al#ays faces di*culties inestablishin$ the rule of la#. +he 0udiciary has remained under the tutela$e of the bureaucracy and politicians) leavin$ the rule of la# in dan$er.

G Socio(economic dynamics and cultural ecolo$y

also in


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Since 17B1) the $overnment nationali6ed all industrial and commercial

concerns. +here #as little scope for the private sector participation in the

development process. So) an$ladesh has a very #eak market system. "n

this case) privati6ation cant be done in all aspects and this should be

selectively done.

As for contractin$ out) the absence of rule of la#) such as the lack of

application of la#s related to contract enforcement) the criminali6ation of

politics and prevalence of corruption in an$ladesh #ould be hindrances to

the successful implementation of &P'.

;hile &P's prescriptions of contractin$ out and privatisation are e/pectedto curb corruption) a system already a9ected by over(politici6ation andcorrupt practices in an$ladesh creates increased opportunities for privateaccumulation and patrona$e distribution. A$ain) there is a #eb of inter(

locked e/chan$es amon$ political elites) bureaucracy and business elites. +he business community o9ers political leaders political and %nancialsupport and bureaucrats bribery. "n return) they receive favorable decisionsand patrona$e resource distribution. +he sad reality in an$ladesh is that#eak $overnment is matched by e,ually #eak markets.

+he a$enti%cation or corporati6ation or privati6ation or contractin$(outinitiative cant cover the 'inistry of Defence and the >ome 'inistry.

&P' provides $reater freedom to administrators. +o$ether #ith lo#er levelsof supervision) this can create a fertile climate for corruption. So)performance measurement is essential #hich re,uires detailed sets ofperformance indicators #hich are desi$ned on the basis of policy tar$ets.>o#ever) desi$nin$ such measurement indicators and choosin$ methods ofmeasurement turns out to be di*cult as $oals are fre,uently ambi$uous andnot clear in various areas. "n addition) politicians fre,uently formulateambi$uous and unclear $oals because of avoidin$ responsibility. utpoliticians sometimes are part of administration also.

G So) &P' seems over(ambitious) not suitable H not(adopted to local conte/t and political reality as institutional andor$ani6ational set(up in the developed countries and an$ladesh are ,uitedi9erent. 'oreover) sometimes its components are reluctantly accepted bythe $overnment. As such) &P' may yield its promised bene%ts in someconte/t) but in others it may be counter(productive and may even contributeto reduced performance and political instability.

Favorable to NPM:


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;e no# live in the a$e of $lobali6ation. So) it is impossible to $o a$ainst the#ave of &P' as most countries either are adoptin$ it or considerin$ adoptin$some of its components. "n e/istin$ economy) #orkers demand autonomyand citi6ens demand superior service and more choice. 3ld(fashionedbusiness bureaucracies cannot meet these demands neither can old(

fashioned $overnment bureaucracies.

"t is also assumed that $overnment performance mi$ht be improved or thatthe citi6enrys abilities to control its elected a$ents mi$ht be enhanced iftheir attentions and responsibilities #ere suitably focused on fundamentalissues. So) privati6ation is also needed in some sectors.

+he #eberian model needs alteration too. -+he principles of o*cehierarchy) -levels of $raded authority) and -a %rmly ordered system ofsuper( and subordination are harmful to democracy and even hi$hperformance as employees are often silenced because of those.

A$ain) maintainin$ centrali6ation leads to corruption.

So) &P' is essential to stay ahead in the competition of tomorro# and toprosper. +herefore) &P' can serve best if #e adopt some of its componentsselectively and modify others to suit local taste after keepin$ parameters inplace) #hich have been discussed earlier.

Public sector$s strategy !or co%ing wit" t"e waeo! NPM:-

&o#here in the developin$ #orld) the complete packa$e of the &P' modelhas been implemented or is bein$ considered for implementation. Di9erent$overnments in di9erent parts of the developin$ #orld only have undertakensome piecemeal e9orts.

As independence necessitated ma0or renovation of the public administrativesystem) the $overnment constituted a number of reform commissions orcommittees since 17B1to reor$ani6e and reform civil service. +he donorpartners also prepared some reports. +hou$h most of those reportsrecommended &P' e/cept public administration reform commission PAJ5report 2 and pay structure to maintain the status ,uo of bureaucrats)

most recommendations #ere either not implemented or implemented in sucha #ay that the real substance #as lost. 4ven structural ad0ustment policyemphasi6ed adoptin$ some of &P' components too.

Decentrali&ation:


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Decentrali6ation refers to the process of dispersin$ decision(makin$$overnance closer to the people. +hou$h various administrative reformbodies repeatedly recommended decentrali6ation of administration)centralism has been al#ays a ma0or feature of the an$ladesh bureaucracy#ith the e/cuse of brin$in$ all under the same umbrella. Actually)

centrali6ation of authority is done to concentrate po#er at the top of thehierarchy leavin$ little scope of decision makin$ at lo#er levels.

+he e/tent of dele$ation of administrative and %nancial po#ers in practice israther limited. 4ven the po#ers $iven cant be e/ercised. 4ven no#departments have to pass matters to the ministries for decisions #hen theseinvolved routine) non(policy decisions resultin$ in centrali6ation of po#er andadverse impact on it. "n ministries non(e/pert o*cials scrutini6e technicalproposals received from departmentsKdirectorates. +his practice re,uirese/tra time and deployment of additional manpo#er.DepartmentsKdirectorates are dependent on concerned ministryKdivision for

their human resource mana$ement and purchase of vehicles and o*cee,uipments even if these are in line #ith e/istin$ rules and included inapproved or$ano$ram and in spite of their inclusion in the bud$et) #hile theresponsibility of all developmental pro0ects lies #ith the concerneddepartmentKdirectorate. +his certainly a9ects ,uality of pro0ect #ork. Likethis) corporations have to seek approval of the concerned ministryKdivisionfor their personnel) %nancial) production and marketin$ functions rather thanfrom their respective boards in spite of the le$al covera$e. Autonomy ofpublic corporations appears to be absent.

+hou$h local $overnment is embedded in the 5onstitution of an$ladesh

article(11 H ?7) the process of decentrali6ation in an$ladesh as 4astPakistan started in 17?7 and fre,uent chan$es in the local $overnmentsystem has been occurred the system still is heavily centrali6ed andcomple/. &o election has ever been held at district council levels andadministrators appointed by the central $overnment run those. 4ach ne#leader #ho comes to po#er attempts to nullify e9orts of the previous leader. +his instability hinders pro$ress in decentrali6ation. Local have littleaccountability and have limited access to o#n source revenues. "ndirectin


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come to an end. 4nsurin$ elections #ill not be enou$h. +hey should be fully

empo#ered too.

'genti(cation:

A$enti%cation is done for makin$ split bet#een policy core and operationalarms of $overnment to $ive increased mana$erial autonomy. an$ladesh

Eovt. has also started to hand over some #ork to a$encies) for e/ample)

an$ladesh +ravel A$ency etc. +o co(ordinate amon$ a$encies) even

associations have been created in collaboration #ith and support from

an$ladesh Eovernment) such as) an$ladesh Association of "nternational

Jecruitin$ A$encies A"JA #as established in 178!) a*liated #ith the

=55") for #elfare of the mi$rant #orkforce and member a$encies.

+hou$h irre$ularities and s#indlin$ cases are often evident in relation #ith

those a$encies and associations) $overnments action in this respect also

raises hope. =or e/ample) A"JAMs elected 4/ecutive 5ommittee #as

dissolved on 1@ 'arch) 2B and its President 'A> Salim 'P of Silver Line

Associates) #as arrested by the Noint =orces for s#indlin$. A$ain) 21 >a00

a$encies #ere declared to be cancelled by secretary of reli$ion ministry on

1! 3ctober) 21!.

Recommendation: Eovt. is needed to monitor those a$encies activities

more fre,uently and strictly.

De-bureaucrati&ation:

De(bureaucrati6ation is done to restructure the public mana$ement system

in such a #ay as to $ive function precedence over structure. "t includes

chan$in$ the mindset of the bureaucrats for #hich they $ive the stated

procedure more importance than the results. "t is a matter of hope that $ovt.

is #illin$ to chan$e its rules accordin$ to chan$in$ needs #ith the passa$e of

time. Structural ad0ustment policies advocated for dere$ulation in public

sector. ut there is no evidence of cuttin$ la#s or $ivin$ discretionary po#er

to o*cials about la#s to increase


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Downsi&ing:

+hou$h do#nsi6in$ in public sector of an$ladesh has not been seen yet)

an$ladesh $overnments reco$nition of the need to shrink the si6e of public

sector has been evident in its activities. =or e/ample) draftin$ the policy on

IServices throu$h 3utsourcin$ 28 by +he %nance ministry in 28 and

formulation of the draft of the civil service act 21 by the establishment

ministry #ith proposal of outsourcin$ $eneral services to the private sector

and not makin$ any direct recruitment in the posts of 5lass """ and "C to

$radually phase out such positions and reducin$ number of civil service 0ob

$rades etc. 4ven PAJ5 and 'artial 5ommittee on 4/aminin$ 3r$ani6ational

setup of 'inistries) Divisions) Directorates and other 3r$ani6ations) 1782

also proposed do#nsi6in$ of the civil service.

ut all those paper#ork has become fruitless because of non(cooperation ofbureaucrats to secure their career) non(favorable social impact and lack of

political #ill. Still no#) lo#er(level employees make up for about BO of the

o*cials and employees on the $overnment payroll unlike most other

countries.

Recommendation: "t is true that privati6ation and contractin$ out helps in

this respect to some e/tent) but more do#nsi6in$ is needed to done after

$eneratin$ public support throu$h public hearin$.

)or%orati&ation:

5orporati6ation refers to transfer of the role of a public body to a state(o#ned company under the 5ompanies Act 177! to undertake the functionspreviously performed by the public body. +he ne# company may remain fullystate(o#ned) or be partially privati6ed. 5orporati6ation can enable improvedaccountability) creation of a ne# #orkin$ culture) commercial fundin$.an$ladesh $ovt. also has corporati6ed a number of public body) fore/ample) PE5 and D4S53 #ere incorporated in 177) APS5L in 2) and

;PD5L in 2@ and recent corporati6ation of PD 2 #ith help of AD.ut the main social issue #as redeployment of sta9 to the ne# company.Attempts to corporati6e fe# state entities have failed for pressures of tradeunions. +his #as tried to tackle #ith appropriate counselin$) and retrainin$#herever feasible. 5orporati6ation seems fre,uent in po#er and ener$ysector as it is di*cult to mobili6e necessary hu$e amount of fund in thepublic sector alone. 4/perience has demonstrated positive results such aslo#er losses and improvements in service ,uality.


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Recommendation: 5orporati6ation needs to be properly carried out insuitable more sectors and development of clear and transparent commercialrelations bet#een the emer$in$ entities should be $iven due importance.

)lient and quality orientation:

5iti6ens satisfaction deserves most priority in respect of service delivery ofany $ovt. an$ladesh $ovt. is tryin$ hard to satisfy citi6en throu$h a lot ofinitiatives. =or e/ample) formulation of &ational >uman(Ji$hts 5ommission)27 5onsumer Protection Act) 27 and the Ji$ht to "nformation Act 27and a$ein$ pro$ram etc.

&ational "nte$rity Strate$y has been formulated in this respect. Eovt. hasstarted implementin$ it and declared to $ive necessary technical andresource supports re$ardin$ this. Eovt. has planned to monitor and $ive

a#ard for its e9ective implementation.

A$ain) the 5iti6en 5harter 55 has been adopted by the $overnment on 8th'ay 2B to understandin$ bet#een citi6ens and the provider of a publicservice #ith respect to the ,uantity and ,uality of service. "t is also includedin Secretariat "nstruction) 28 to make publicservice provision more citi6en(led. +his instruction has set principles to beincorporated in the 55 to ensure value for money and provide citi6ens a#ritten commitment.

ut arisin$ problems include( lack of details of services) not obtainin$

feedback from citi6ens) not includin$ all services) e/istence of con


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of ministries startin$ e(procurement H e(monitorin$ of $overnmental

purchase creatin$ a 'inistry of Science and +echnolo$y launchin$ #ebsites

of ministries formulation of &ational "5+ La#)27 H &ational "5+ Policy)

27developin$ soft#are for bud$et plannin$) sensitivity and impact

analysis by 'inistry of =inance created a database containin$ information

about contractors and tenders and creatin$ a pro0ect monitorin$ system for

trackin$ pro0ect pro$ress by 'inistry of 5ommunication. an$ladesh Plannin$

5ommission even has a %le sharin$ system throu$h LA&) the capability for

video( conferencin$) and it maintains a di$ital library and has created

soft#are for interfacin$ bet#een development and revenue bud$ets.

A$ain) Quick ;ins innovation short(term initiatives #as adopted by various

ministries and a$encies of the Eovernment of an$ladesh #ith advisory and

technical support from the Access to "nformation a2i Pro$ramme. After a2i

conducted service identi%cation and redesi$n #orkshops in 28) each

secretariat had to propose one idea detailed pro0ect plan to transform a

service into an e(Service. +hen) a2i cataly6ed identi%cation of BR Quick(

;ins by early 211) and about 12 of these #ere launched by early

21@. +he positive results of it has created momentum in adoptin$ lar$er

pro0ects like e(Pur0ee su$ar mills sendin$ S'S(based purchase orders to

su$arcane $ro#ers by 'inistry of "ndustries) district e(service centers) e(

pension and #elfare for non $overnment teachers and Local Eovernment

Divisions Union "nformation and Service 5entres U"S5 and paved the road

to set up a multi(donor Service "nnovation =und S"=. "t even developed

con%dence and skills of o*cials and even policy makers and encoura$edimplementation of many innovative PPPs.

Recommendation: >o#ever) even corruption can be reduced by use of

technolo$y) such as in land records) Eeneral Diary of Police) documents

related admission or e/amination of educational institutions etc.

)ontracting-*ut:

5ontractin$(out refers to contractual arran$ements by #hich $overnment

enters into temporary partnership #ith a private provider for service delivery."t seems ,uite fre,uent in an$ladesh) especially in communication sector.

illin$ and collection of =ourth Dhaka ;ater Supply Pro0ect 177(22 #as

contracted out. A$ain) &E3s have been contracted(out by city corporations

usin$ a competitive biddin$ process to improve urban primary health care

P>5. &E3s are even contracted for family(plannin$) maternal(health and

abortion(related care country#ide. +he overall ,uality of care has become


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better in as there have been si$ni%cant improvements in both $overnment

and &E3(run areas in terms of covera$e) e,uity) ,uality of care and

e*ciency.

"n addition) at an inter(ministerial level Decision '3>H=; and 'oLE)

'oLEHJd has been $iven


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investment and a -3ne(Stop service a$ency) i.e. oard of "nvestment 3")#as set up in 1787. Privati6ation is an a$enda of structural ad0ustmentpro$rammes too.

Durin$ the early 177s) #hen the remainin$ state(o#ned enterprises S34smade hu$e losses) Eovernment established Privati6ation oard on the 2

'arch) 177@ by an ordinance #ith a vie# to stimulatin$ privati6ation. Later

on) it #as transformed into a 5ommission in 2 vested #ith more authority

to stren$then privati6ation.

Eovt. also formulated the Privati6ation Act) 2 Privati6ation policy) 2Band Privati6ation Je$ulations) 2B. Some e/amples of S34s) #hich havebeen privati6ed) are( 'adaripur +e/tile 'ills) 'adaripur an$ladesh 5ycle"ndustries) Dhaka Purbachal Nute "ndustries) Nessore etc.

Accordin$ to Privati6ation 5ommission (

sectorwide %riati&ation

te/tile

en$eneerin$

chemical

0ute

%sheries

bank

+hus) the $radual but de%nite move to#ard privati6ation has been continued.

ut even no# the Eovernment performs not 0ust the core functions of a state

but virtually a lot other functions too. Some privati6ed enterprises in

an$ladesh have done #ell #hile others have not. !O(?O privati6ed units


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in an$ladesh closed do#n after privati6ation. Privati6ation has been unable

to deliver the promised bene%ts in an$ladesh because of corruption lack of

capital unfavorable trade union activities and labor unrest lack of proper

re$ulatory $uidelines harassment by ta/ authorities problems in

accountin$) auditin$ and controllin$ system lack of le$al and economic

information lack of professional people in decision makin$ process lack of

entrepreneurial capabilities resistance from bureaucrats political a*liation

$ettin$ the hi$hest priority rather than the personal ,uali%cations and

capabilities etc. ut it is a matter of hope that recently P' of an$ladesh

$ave direction to monitor the privati6ed units and start those #hich havent

been started yet and utili6e the unutili6ed lands under especially the 0ute

mills.

Recommendation: 5omplete privati6ation seems impossible to attain. utthe suitable or$ani6ation needs to be privati6ed properly and every caseshould be considered individually in this respect #ith e9ectively operatedsocial dialo$ue bet#een #orkers and employers.

Per!ormance Management:-

As &P' is -result(oriented) it emphasi6es importance of -results

measurin$ process i.e. performance mana$ement a lot. So) the civil

servants and o*cials need to be skilled) competent) honest) and impartial.

an$ladesh $ovt. has taken some measures in this respect) for e/ample)

application of Eovernment Servants Discipline and Appeal Jule) 178?Eovernment Servants 5onduct Jule) 17B7 provisions for performancebased allocation in Union Parishads and Upa6ila Parishads under the LocalEovernance Support Pro0ect LESP and Upa6ila Eovernance Pro0ect UEPpro0ects in addition to the re$ular ADP allocation by the $overnment e($overnment establishin$ a +a/ 3mbudsman2? for %nancial transparencyand accountability and Anti(5orruption 5ommission etc to ensure e/pectedperformance.

A$ain) there are several capacity buildin$ and trainin$ institutions for Localand &ational $ovt. 3*cials) such as PA+5) AJD) JDA) &"LE etc. +here is

performance appraisal system for 5lass(" o*cers in an$ladesh throu$hAnnual 5on%dential Jeports A5J.

+he 'inistry of 4stablishment has carried out the I'ana$in$ At +he +op 2'A++ 2 pro$ram to develop reformed human resource mana$ementsystems and to create reform(minded civil service top mana$ers. Aperformance mana$ement system P'S for public ener$y utilities has


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been desi$ned consultin$ #ith ;orld ank. an$ladesh started PerformanceAudit also kno#n as C=' in 2 H 'edium(+erm ud$et =rame#ork'+= in 2@(! %scal year) '+= 'inistry System Audit in the %nancialyear 2B(8 H formulated Public Accounts 5ommittee PA5 and these havebrou$ht improvements on %nancial and administrative mana$ement.

ut until no#) the administration is sho#in$ dismal performance.Performance mana$ement process of an$ladesh faces various obstacles)like corruption) factionalism in the public sector) closin$ pro0ects #hich #erestarted by previous $ovt.) 3SD even at the time of recruitin$) sub0ective A5J)lack of record) not obtainin$ feedback from citi6ens) auditors incompetenceH va$ue performance indicators etc. +a/ 3mbudsman #as ine9ective andhas been abolished.

Recommendation: +his faulty performance mana$ement system mi$ht becounterproductive. So) re$ular monitorin$ and controllin$ of this system)bud$et allocation based on outcomes) rise of civil servants salary) politicalcommitment and e/perimental pro0ects in this re$ard are needed.

Public-Priate Partners"i% +PPP,:-

A ne# initiative in &P' re$ard is PPP. Eovernment action in this re$ard

includes( plans to initiate PPP bud$et) undertakin$ various pro$rams to

attract private local(forei$n investors) issuin$ an$ladesh Private Sector

"nfrastructure Euidelines PS"E in 2! ) issuin$ a position paper on PPP in

27 )and settin$ up a ?( year term "nvestment Promotion =inancin$ =acility

"P== in 2B to %nance $overnment approved PPP( based infrastructuredevelopment pro0ects) set of PPP $uidelines and creation of -an$ladesh

"nfrastructure =inance =und "==.

TAdministrative reforms) therefore) need to be #ith a lon$(term vie# and realistic $oals) and a permanent and independent PublicAdministration Jeform 5ommission should be established #ith ade,uateresources H autonomy. A$ain) as Isound policies #ill not sound #ell if it is notimplemented #ell) political leaders) bureaucrats and donor(a$encies have to#ork in line in this respect by modifyin$ &P' elements to suit an$ladeshs

particular circumstances. People should also be a#are of their ri$hts. 3nlythus an e/cellent blend of state and market forces can be attained throu$hdynamic continuity.

)onclusion:-


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=rom the above discussion it is evident that public sector mana$ement of

an$ladesh sho#s some reeard) A. and &ath) D. . and Loevinsohn) . 21@) 2ontracting urban priary healthcare services in Bangladesh = e(ect on use& e7ciency& e>uityand >uality of care) +ropical 'edicine and "nternational >ealth) volume 18 noB pp 81F8B

2. 'inu) '.. 212) %pact of Perforance 3udit on ?overnent )ocialProgra: 2ase )tudy on 'orest Manageent in Bangladesh with Particular'ocus on )ocial 'orestry

3. =erdousi) &. 212) 2hallenges of Perforance 3udit in the %pleentation

Phase: Bangladesh Perspective

4. 'ollah) '.A.>. 21!) 3dinistrative Refors and ?overnance inBangladesh: 4ow 'ar the @rea of )uccessA) Elobal Nournal of Arts>umanities and Social Sciences Col.2) &o.!) pp.2(?2) Nune 21!

5. Shithee ". '. and Sarker) '.J. 21) @oinant )ocio 6conoic Probles of Privati.ation in


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Bangladesh: 3 )cenario 3nalysis) +he 5ost and 'ana$ement) 'ay(Nune) 21

6. Liu) V. and >otchkiss) D.J. and ose) S. 2B) The e(ectiveness ofcontracting1out priary health care services in developing countries: areview of the evidence) >ealth Policy and Plannin$ 28 2@: 1F1@

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