...REPUBLIC OF BOTSWANA Public Administration Country Profile Division for Public Administration and Development Management (DPADM) Department of Economic and Social Affairs (DESA) United Nations July 2004 All papers, statistics and materials contained in the Country Profiles express entirely the opinion of the mentioned authors. They should not, unless otherwise mentioned, be attributed to the Secretariat of the United Nations. The designations employed and the presentation of material on maps in the Country Profiles do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. Table of Contents Table of Contents........................................................................................... 1 Botswana...................................................................................................... 2 1. General Information ................................................................................... 3 1.1 People.................................................................................................. 3 1.2 Economy .............................................................................................. 3 1.3 Public Spending ..................................................................................... 4 1.4 Public Sector Employment and...
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...Public Policy and Administration Research ISSN 2224-5731(Paper) ISSN 2225-0972(Online) Vol.3, No.6, 2013 www.iiste.org Influence of Performance Contract on Public Service Delivery in Kenya: Study of Registration of Persons Kericho District 1. Thomas Gekonde School of Law Mount Kenya University, P.O Box 2591, Eldoret-Kenya Tel: +254 721 206 387, Email: t.gekonde@yahoo.com 2. Dr Pamela Ochieng, Associate Dean Mount Kenya University School of Post Graduate Studies, P.O. Box 2591, Eldoret, Kenya. Tel: + 254 722 577 037, Email: pamco23@yahoo.com 3. Professor Elim Lokapel Principal Mount Kenya University, P O. Box 2591, Eldoret, Kenya Tel: + 254 728-885-012, Email: elokapel@yahoo.com Abstract The study sought to investigate on the influence of performance contract on public service delivery in Kenya with specific reference to the department of registration of person in Kericho District using 2011 – 2012 public service delivery period as the base line. The study adopted a descriptive research design on a sample size of 222 respondents who were identified and selected through purposive and random convenient sampling techniques from a target population of 2040 respondents. Data collection was done by use of questionnaires as well as observation schedules. Collected data was sorted, cleaned, coded and analyzed by the aid of statistical package of social scientist programme (SPSS). Study findings were contently analyzed and presented in form of tables and...
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...important factor, while learning, which emerges through cooperation, together with the increased reliability and trust, is the most important process (Lundvall and Johnson, 1994). The competitive survival and ongoing sustenance of an organisation primarily depend on its ability to redefine and adopt continuously goals, purposes and its way of doing things (Malhotra, 2001). These trends suggest that private and public organizations have to reinvent themselves through ‘continuous non-linear innovation’ in order to sustain themselves and achieve strategic competitive advantage. The extant literature highlights the great potential of ICT tools for operational efficiency, cost reduction, quality of services, convenience, innovation and learning in private and public sectors. However, scholarly investigations have focused primarily on the effects and outcomes of ICTs (Information & Communication Technology) for the private sector. The public sector has been sidelined because it tends to lag behind in the process of technology adoption and business reinvention. Only recently has the public sector come to recognize the potential importance of ICT and e-business models as a means of improving the quality and responsiveness of the...
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...Citizen Citizen’s Charters- A Handbook A Publication of the Government of India Ministry of Personnel, Public Grievances and Pensions Department of Administrative Reforms and Public Grievances New Delhi, India Contents Sl.No. 1 The Citizen’s Charters : Indian Experience Basic Concept, Origin and Principles The International Scene The Indian Scene Comprehensive Website on Citizen’s Charter Exemplary Implementation of the Citizen’s Charter Evaluation of Citizen’s Charter Compendium on Citizen’s Charters in Government of India Regional Seminars Capacity-Building workshops Department-Specific Workshops Information and Facilitation Counters(IFCs) Problems faced in Implementing the Charters goicharters.nic.in/cchandbook.htm 1/45 Page No. 1 10/21/13 Citizen Lessons Learnt Future Vision: Development of Charter Mark II Formulation of Citizen’s Charter Rationale of a Citizen’s Charter Components of a Citizen’s Charter Formulation of Citizen’s Charters: A Road Map Citizen’s Charters-Model Guidelines Citizen’s Charters-General Structure Guidelines Dos and Don’t for Implementing the Charters What Makes a Good Charters Things to Remember A Model Format for Citizen’s Charter 9 III Duties and Responsibilities of Nodal Officers Duties and Responsibilities of Nodal Officers of Citizen’s charter in Central/State Governments/Ministries/ Departments/Public Sector Undertakings/Organisations for Formulation and Implementation of Citizen’s Charters 14 Evaluation...
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...Types of association and cooperation forms according to the Romanian laws The forms of association an cooperation between public administration entities and other public or private actors are very limited: * The development intra-community associations (DIA) – Law 215/2001 The cooperation structures with juridical personality created by the territorial administrative units to cooperate on development projects of local and regional interest or to deliver public services. * This structure is very restrictive in terms of the possible members of the association – only representatives of the local administration. Thus, the cooperation can only be initiated by the local or county councils, and the leadership of these associations is entirely formed by the representatives of the local and county councils * Basic financing – fixed sums from the local budgets of the members. * They only function as associative entities to implement infrastructure or public service projects financed from EU funds. * Does not function properly due to the decision-making process based on unanimity. * The Local Action Groups (LAG) – defined in the Rural National Development Plan Entities that represent public-private partnerships, composed of representatives of the public, private and civil sectors from a homogenous rural area, that will implement an integrated strategy for the development of the territory. DIA – implementation of zonal or regional related projects...
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...Email: assignmenthelp257@gmail.com. (Email me if you need help in tackling high school, college and university assignments) Public Governance NAME: Professor: Institution: Course: Date: Virtually all management and planning theories are enamored with efficiency of organizations. Organizational efficiency’s main objective is to have branches that work and function with the least possible units and employees but they are still able to accomplish the goals of the organization. A lot of emphasis is placed on eliminating, coordinating or reducing what is seen as unnecessary redundancy. This notion of organizational efficiency was further fuelled by the fiscal constraints and scarcity of resources that dominated the funding of public organizations in the 1980s. To achieve maximum efficiency, an organization had to eliminate redundancy. Redundancy concept is relatively new to public governance and organization theory. But in technological fields like engineering, redundancy is a well-established concept. For example, the reliability of automobiles is improved by incorporating redundancies. Redundancy in organization systems is many. In an organization, maintenance teams which wait for a problem to arise in order to solve it, supervisors who manage other personnel to ensure that they are working, quality teams whose sole job is to search for defective products are all redundancy examples. Regulatory bodies coordinating the...
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...when the labour party came to power in the United Kingdom. This trend continued after independence such that by 1999, it was estimated that successive Nigeria Governments have invested up to 800 billion Naira in public owned enterprises (Obasanjo, 1999). THE CONCEPT OF PRIVATIZATION Although the concept of privatization is an is an emotive, ideological and controversial one evoking sharp political reactions, its political origins, meaning and objectives are not ambiguous. Iheme (1997).defines privatizations as: …any of a variety of measurers adopted by government to expose a public enterprise to competition or to bring in private ownership or control or management into a public enterprise and accordingly to reduce the usual weight of public ownership or control or management. However, in a strict sense, privatization means the transfer of the ownership (and all the incidence of ownership, including management) of a public enterprise to private investors. The later meaning has the advantage of helping one to draw a line between privatization and other varieties of public enterprise reform. It is also the sense in which the term has been statutorily defined in Nigeria. In a similar vein, Starr (1998) defines privatization as a shift from the public to the private sector, not...
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...Department of Transportation (DoT) Outsourcing This is in response to your request for us to evaluate the notification sent to you by the governor indicating that she intends to privatize the state’s DoT information systems management function. You wanted to know if the union should oppose the outsourcing proposal. 1.0 Background Governor Sally Bernstein sent a letter on July 12, 2010 notifying our union that the state intends to outsource and privatize the information systems management function within the Department of Transportation. This function is currently being performed by 75 state employees, 43 of whom are members of FSEU Local 343. The governor indicated that this proposed transition to a private sector service provider would save the state approximately $250,000 per year in budgeted personnel costs and would help to ensure that the DoT would continue to receive state-of-the-art information systems hardware, software, and professional expertise. Finally, the governor promises that our union members will be offered similar positions in other departments within the executive branch of government as vacancies arise through attrition. 2.0 Discussion This proposed privatization is an assault on our union. It is anti-American. Foreign agents will bid for this privatization contract and accept wages lower than our members receive. This will set the stage for state government to decrease employee wages in the future. Moreover, by dispersing...
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...clear processes and procedures and easy access to public information. Increased transparency in the system can facilitate greater accountability and both when acted together improves quality of governance, increased organizational responsiveness, lowering of corruption, better delivery of services , improved citizen engagement and better budget utilization. The absence of accountability and transparency leads to mistrust and dissatisfaction towards the organization and its services. World Bank ranks Nepal at 3 in the Country Policy and Institutional Assessment (CPIA) transparency, accountability and corruption in the public sector rating (1=low to 6= high). The main dimensions for rating are accountability of executive to oversight institutions and of public employees for their performance and access of civil society to information on public affairs. Similarly, Nepal ranks with the score of 44 out of 100 in global budget transparency index which is the drop from 45 in 2010 according to open budget survey 2012. In a country like Nepal, where services provided by the private sector are expensive and not always accessible, the government is viewed as the key body providing public services. Citizens without much money, therefore, are reliant on the services provided by the government which be accessed in different ways - free of cost; by paying the full charge (or fee); by paying a minimum charge (or fee); or through accessing services through a grant. We expect that the government...
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...State versus Private Ownership Andrei Shleifer Department of Economics Harvard University Cambridge, Massachusetts. Abstract Private ownership should generally be preferred to public ownership when the incentives to innovate and to contain costs must be strong. In essence, this is the case for capitalism over socialism, explaining the "dynamic vitality" of free enterprise. The great economists of the 1930s and 1940s failed to see the dangers of socialism in part because they focused on the role of prices under socialism and capitalism, and ignored the enormous importance of ownership as the source of capitalist incentives to innovate. Moreover, many of the concerns that private firms fail to address “social goals” can be addressed through government contracting and regulation, without resort to government ownership. The case for private provision only becomes stronger when competition between suppliers, reputational mechanisms, the possibility of provision by private not-for-profit firms, as well as political patronage and corruption, are brought into play. 1 What kinds of goods and services should be provided by government employees as opposed to private firms? Should government workers make steel and cars in government-owned factories? Should teachers and doctors be publicly employed or should they work for private schools and practices? Should garbage be picked up by civil servants or employees of private garbage haulers? Should the whole economy be "socialized"? Although...
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...develop bespoke business and information packages for clients of all kinds. This briefing outlines the meaning and benefits of social value and provides and oversight of the recent changes to policy in this area. Further information, including relevant guides and toolkits, is included in the ‘further resources’ section at the end of this paper. Introduction The voluntary, community and social enterprise (VCSE) sector has long campaigned for commissioning practice to take social value into account. This would ensure that the full weight of the public sector’s purchasing power is directed at achieving social and environmental benefits, alongside delivering financial efficiency. In addition, VCSEs are well practiced at providing added social value through service delivery across many sectors including health, education, housing and transport. Creating an opportunity for bidders to demonstrate this would enable public bodies to assess which potential providers would deliver...
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...Non-governmental agencies 11 Innovated uses for Government data Samples 13 Conclusion 18 References 18 Appendices 19 Introduction Open government data is shared with the public often over the Internet. Public government information, such as government records, can often be promoted for analysis and reuse. Much of the information that the Irish government holds is potentially very useful to a variety of non-government individuals and groups. Currently the Irish government’s data management is controlled by the Central Statistics Office (CSO). Here certain information is available, but it is limited and difficult to use and access. If the government is to follow the open data movement, there are many benefits to be gained. Many government entities have already begun to publish open government data such as the United States, United Kingdom and the New Zealand governments. The increased openness of government data is powerful and can drive increased innovation and increase economic growth. Making this information more freely available for third-party reuse has the potential to create public value, develop new applications, increase government transparency and help Irish citizens understand what is happening inside the government. This will enable them to bring issues of concern to the attention to the national public. It is vital...
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... DIPLOMA IN PUBLIC ADMINISTRATION PROJECT PROPOSAL BY JOSPHAT K BIWOTT TOPIC: EFFECTS OF SERVICE CHARTER ON SERVICE DELIVERY: A LOOK AT MATETE DISTRICT COMMISSIONER’S OFFICE. CHAPTER 1: INTRODUCTION 1.0 BACKGROUND: Public Service Delivery is defined as a set of institutional arrangements adopted by the government to provide public goods and services to its citizens. Public services delivery has been one of the key functions of the public sector which uses civil service bureaucracies as the instrument for the delivery of services (World Development Report, 2004). In the context of governance, according to 2008 - 2013 Public Sector Reforms & Performance Contracting | Kenya; the service charter, variously referred to as “citizen service delivery charter” or “customer service delivery charter” is a written statement prepared by a public institution which outlines the nature, quality and quantity of service that citizens should expect from the institution. It sets out: what the institution does, what services users can expect, and the standard of the service to be provided. | | Public service delivery in most of the developing countries is characterized by being ineffective, too much procedural, costly, red taped and lack transparency. In general public servants have not acted as servants of people but rather as masters without any sense of accountability and transparency. People are unaware of how and where to obtain public services and often become...
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...The Australian Journal of Public Administration, vol. 66, no. 3, pp. 353–366 doi:10.1111/j.1467-8500.2007.00545.x RESEARCH AND EVALUATION From New Public Management to Public Value: Paradigmatic Change and Managerial Implications Janine O’Flynn The Australian National University Both practitioners and scholars are increasingly interested in the idea of public value as a way of understanding government activity, informing policy-making and constructing service delivery. In part this represents a response to the concerns about ‘new public management’, but it also provides an interesting way of viewing what public sector organisations and public managers actually do. The purpose of this article is to examine this emerging approach by reviewing new public management and contrasting this with a public value paradigm. This provides the basis for a conceptual discussion of differences in approach, but also for pointing to some practical implications for both public sector management and public sector managers. Key words: new public management, public value, role of managers Public sector reform has been a common experience across the world despite its different forms and foci (Pollitt and Bouckaert 2004). Commonly as scholars and practitioners we refer to the reforms of the last few decades as ‘new public management’ (NPM) which, for Hood (1991), represented a paradigmatic break from the traditional model of public administration. During this era several countries became...
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...British Airways (BA) faced diverse problems in 1980. Following World War II BA numerous war veterans who brought their military mentality with them. BA initially formed through the merger of two government agencies. These two factors created an organization that provided the cut and dry service of taking off and landing on time. Nothing else mattered. Customer service was not of much importance. BA treated customer as though the customer did not have a choice in service and as though the customer had received a benefit getting to ride the airplane. Numerous bad experiences tarnished BA’s public image. The problem became dangerous when Britain’s worst recession in 50 years reduced passenger number and raised fuel cost substantially (Jick & Peiperl, (2011). British Airways needed immediate radical change in order to survive. Managing Change Managing change is one of the most important and challenging tasks that any leader ever undertakes. Research has shown that public service motivation (PSM) is connected with commitment to change, especially when changes are positive and consistent with one’s value system (Lee, (2013). When change could conceivably improve public services or better serve the greater good, many employees might be more supportive. Transformation Key Steps British Airways (BA) established a since of urgency, to bring about transformation. Management realized that it needed a drastic change in its business model and culture...
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