Dr. Md. Shairul Mashreque and Dr. M. Abul Kashem Mozumder :
Project governance focuses on deepening implementation engagement through the participation of project officers, personnel and community stakeholders. . The idea is that ptroject beneficiries through the participation of stakeholders should play a more direct roles in the implementation process. . Government officials should also be responsive to this kind of beneficiaries grievances. In practice, project governance can supplement the roles of stakeholders as watchdogs through more direct forms of involvement
Good governance is an indeterminate term used in international development literature to describe various normative accounts of how public institutions ought to conduct public affairs and manage public resources. These normative accounts are often justified on the grounds that they are thought to be conducive to economic ends, such as the eradication of poverty and successful economic development. Unsurprisingly different organizations have defined governance and good governance differently to promote different normative ends.
In the process of governance the government has to interact with civil societies and NGOs. In fact NGOs have long been handling their projects flowing from policy direction by structured flexibility approach. self-assessment mechanism , regular monitoring and intermittent change of techniques., if situation demands. This is really efficient and apt man agent of implementation.
They are found working in an enabling working environment that they themselves created with participatory component, decentralization and motivation. In health sector, for illustration, there has emerged some positive changes in health bevaviour. Based on the index of health development there has been astounding improvement in health awareness, especially awareness about STD/Hiv/AID, immunization, balanced diet and maternity services.
We may have much to take lessons from NGO’s health management projects. This is of course result-oriented. The paramedics are well trained health workers doing their utmost to the satisfaction of the people. The resource persons at the apex of project management treat things well in a professional manner.
Most experts opine that human development related policies concern mother and children development, their participation and their rights. Obviously we have a cluster of good laws and programmes in connection with human rights and development. Notwithstanding legislative measures and programmatic intervention the most vulnerable groups like women and children continue to suffer manifold harassments and negligence.
Some expers point to governance reforms for policy implementation. Kamal Siddiqui (2001:33) stresses uopn to governance reforms raising the following insightful questions:first, What are the basic priorities and intentions of the state beyond rhetoric, as expressed through the translation of Public speeches and statements, media interviews and election manifestos into policy documents, legal enactment, action programs, implementation plans, implementation evaluation, fixing responsibilities for poor or lack of implementation, etc? Second, does the state have the human, organizational and financial capacity and ability to implement large and complex development programs and policies.
The third world countries have faced the common dilemma of policy implementation with ‘soft states ‘ (Siddiqui 2001:33). There are constitutional provisions, laws and acts for protection of human rights. Besides, there are UN Conventions ratified by the government of these countries. Even violation of human right continues to bedevil the community as the implementing machinery is weak and under performing. In Bangladesh the Children Act, 1994, the women and children repression (Special Provision) Act of 1995, Articles 27, 28 and 31, child Marriage Restraint Act (amendment) 1984, the Factories Act 1965 and UN Conventions are supposed to protect human rights against exploitation and abuse. Even then violence showing its ugliest face in contemporary Bangladesh disturbs normal life in the cities and countrysides lending to the gross violation human rights. What is urgently needed is ‘full blown governance reforms’ to reform implementing authority (Siddiqui 2001).
In contemporary Bangladesh challenges of new millennium inflict severe stresses and strains on government to the point of debilitating its policy implementation capacity.
The challenges seem to mushroom in a crisis-ridden Bangladesh. The symptoms of underdevelopment seem unabating calling for enhanced governance capacity. The challenges are faced by the different sectors like law enforcement, the judicial system, Board of investment (BOI), power, gas, telecommunications, customs and taxation, ports and shipping. There have been some efforts to streamline these sectors. But procedures are time consuming and cumbersome with resultant bureaucratic discretion 5 (Zamir, 2004, P.26).
Fight against poverty under the Millennium Development Goal (MDG) adds a new dimension to the challenge. But the existing nexus between growth and poverty is perpetuating inequities in the least developed countries (LDC).
The regional experts attending the workshop in Dhaka convened jointly by the South Asian center for policy studies (SACEPS) and the center for Policy Dialogue (CPD) reiterated that growth itself will be inadequate in dealing with the multidimensional problems of poverty unless institutional constraints and rigid structures are duly addressed.6 (Dhaka Courier 2004). Decision-makers and planners ought to surmise ‘policy gap’. Thing is that dichotomy between lofty policy objectives (Poverty alleviation rhetoric) and realities of the ground sustains such gap. Basic institutional constraints like land tenure, structural and non-structural violence, exploitative customs and age-old hearsay breeding superstitions should be removed to create congenial implementation environment.
The issue of GO-NGO interface cannot be side lined. Such an interface in Bangladesh has by now rendered dysfunctional constraining proper implementation of poverty alleviation projects. Needless to mention “NGOs are key players in implementation networks. They fill a service delivery void at the local level, often operating relatively independently (Dereck w. Brinkerhoff 1996). Distressingly inhibitive relationship with NGO is a potent institutional constraint and NGO’s political affiliation is no longer acceptable at the same time. Atmosphere of suspicion in dyadic contact between govt. and NGO destroys the spirit of partnership and the policy of dividing the NGO is self-defeating. On the other hand some NGOs act as “Pressure groups lobbying for services from government and going in for group mobilization in a quite political form” (Siddiqui, 1995: 55)
Project governance for policy implementation relies heavily on expected flows of funds from external sources and proper utilization of loans and foreign aids. Money should not be spent for the purpose other than public. Banking sectors may sanction loans on productive sectors with a stick adherence to financial discipline to shun default culture. It would not be treated as parsimony if public money is not lavishly spent on unproductive sectors especially on sumptuous ceremonial functions and unnecessary decorations. Better minimize administrative costs as much as possible. And project governance will be ensured if right person is fit in the right position. For smart implementation projects should not be given to the person or institution that could get things done through offering kickbacks or through personal influence.
Professionalism should be reflected in the allocation of various projects or sub-projects
Successful implementation of any project depends inter alia on the elements like sound plans of action, allocation of responsibilities, job description, co-ordination, efficient financial operation, optimal resource use and integrity of purpose. The project management serves to manage implementation aspects of the project taking these elements into cognizance. So, there must be a management structure that is at the helm of affairs at the operational level albeit with dynamic action
Project governance focuses on deepening implementation engagement through the participation of project officers, personnel and community stakeholders. . The idea is that ptroject beneficiries through the participation of stakeholders should play a more direct roles in the implementation process. . Government officials should also be responsive to this kind of beneficiaries grievances. In practice, project governance can supplement the roles of stakeholders as watchdogs through more direct forms of involvement
Good governance is an indeterminate term used in international development literature to describe various normative accounts of how public institutions ought to conduct public affairs and manage public resources. These normative accounts are often justified on the grounds that they are thought to be conducive to economic ends, such as the eradication of poverty and successful economic development. Unsurprisingly different organizations have defined governance and good governance differently to promote different normative ends.
In the process of governance the government has to interact with civil societies and NGOs. In fact NGOs have long been handling their projects flowing from policy direction by structured flexibility approach. self-assessment mechanism , regular monitoring and intermittent change of techniques., if situation demands. This is really efficient and apt man agent of implementation.
They are found working in an enabling working environment that they themselves created with participatory component, decentralization and motivation. In health sector, for illustration, there has emerged some positive changes in health bevaviour. Based on the index of health development there has been astounding improvement in health awareness, especially awareness about STD/Hiv/AID, immunization, balanced diet and maternity services.
We may have much to take lessons from NGO’s health management projects. This is of course result-oriented. The paramedics are well trained health workers doing their utmost to the satisfaction of the people. The resource persons at the apex of project management treat things well in a professional manner.
Most experts opine that human development related policies concern mother and children development, their participation and their rights. Obviously we have a cluster of good laws and programmes in connection with human rights and development. Notwithstanding legislative measures and programmatic intervention the most vulnerable groups like women and children continue to suffer manifold harassments and negligence.
Some expers point to governance reforms for policy implementation. Kamal Siddiqui (2001:33) stresses uopn to governance reforms raising the following insightful questions:first, What are the basic priorities and intentions of the state beyond rhetoric, as expressed through the translation of Public speeches and statements, media interviews and election manifestos into policy documents, legal enactment, action programs, implementation plans, implementation evaluation, fixing responsibilities for poor or lack of implementation, etc? Second, does the state have the human, organizational and financial capacity and ability to implement large and complex development programs and policies.
The third world countries have faced the common dilemma of policy implementation with ‘soft states ‘ (Siddiqui 2001:33). There are constitutional provisions, laws and acts for protection of human rights. Besides, there are UN Conventions ratified by the government of these countries. Even violation of human right continues to bedevil the community as the implementing machinery is weak and under performing. In Bangladesh the Children Act, 1994, the women and children repression (Special Provision) Act of 1995, Articles 27, 28 and 31, child Marriage Restraint Act (amendment) 1984, the Factories Act 1965 and UN Conventions are supposed to protect human rights against exploitation and abuse. Even then violence showing its ugliest face in contemporary Bangladesh disturbs normal life in the cities and countrysides lending to the gross violation human rights. What is urgently needed is ‘full blown governance reforms’ to reform implementing authority (Siddiqui 2001).
In contemporary Bangladesh challenges of new millennium inflict severe stresses and strains on government to the point of debilitating its policy implementation capacity.
The challenges seem to mushroom in a crisis-ridden Bangladesh. The symptoms of underdevelopment seem unabating calling for enhanced governance capacity. The challenges are faced by the different sectors like law enforcement, the judicial system, Board of investment (BOI), power, gas, telecommunications, customs and taxation, ports and shipping. There have been some efforts to streamline these sectors. But procedures are time consuming and cumbersome with resultant bureaucratic discretion 5 (Zamir, 2004, P.26).
Fight against poverty under the Millennium Development Goal (MDG) adds a new dimension to the challenge. But the existing nexus between growth and poverty is perpetuating inequities in the least developed countries (LDC).
The regional experts attending the workshop in Dhaka convened jointly by the South Asian center for policy studies (SACEPS) and the center for Policy Dialogue (CPD) reiterated that growth itself will be inadequate in dealing with the multidimensional problems of poverty unless institutional constraints and rigid structures are duly addressed.6 (Dhaka Courier 2004). Decision-makers and planners ought to surmise ‘policy gap’. Thing is that dichotomy between lofty policy objectives (Poverty alleviation rhetoric) and realities of the ground sustains such gap. Basic institutional constraints like land tenure, structural and non-structural violence, exploitative customs and age-old hearsay breeding superstitions should be removed to create congenial implementation environment.
The issue of GO-NGO interface cannot be side lined. Such an interface in Bangladesh has by now rendered dysfunctional constraining proper implementation of poverty alleviation projects. Needless to mention “NGOs are key players in implementation networks. They fill a service delivery void at the local level, often operating relatively independently (Dereck w. Brinkerhoff 1996). Distressingly inhibitive relationship with NGO is a potent institutional constraint and NGO’s political affiliation is no longer acceptable at the same time. Atmosphere of suspicion in dyadic contact between govt. and NGO destroys the spirit of partnership and the policy of dividing the NGO is self-defeating. On the other hand some NGOs act as “Pressure groups lobbying for services from government and going in for group mobilization in a quite political form” (Siddiqui, 1995: 55)
Project governance for policy implementation relies heavily on expected flows of funds from external sources and proper utilization of loans and foreign aids. Money should not be spent for the purpose other than public. Banking sectors may sanction loans on productive sectors with a stick adherence to financial discipline to shun default culture. It would not be treated as parsimony if public money is not lavishly spent on unproductive sectors especially on sumptuous ceremonial functions and unnecessary decorations. Better minimize administrative costs as much as possible. And project governance will be ensured if right person is fit in the right position. For smart implementation projects should not be given to the person or institution that could get things done through offering kickbacks or through personal influence.
Professionalism should be reflected in the allocation of various projects or sub-projects
Successful implementation of any project depends inter alia on the elements like sound plans of action, allocation of responsibilities, job description, co-ordination, efficient financial operation, optimal resource use and integrity of purpose. The project management serves to manage implementation aspects of the project taking these elements into cognizance. So, there must be a management structure that is at the helm of affairs at the operational level albeit with dynamic action
(Dr. Md. Shairul Mashreque, Public Administration, Chittagong University and Dr. M Abul Kashem Mozumder, Member PSC)
