Professional Documents
Culture Documents
Good Governance
17.1.
Introduction
Good governance has emerged at the forefront of the development agenda in Pakistan.
Citizens, domestic enterprises and foreign investors see governance as the key ingredient for
sustainable development and a sound investment climate. Accordingly, good governance is
recognized as one of the most critical factors for successful achievement of the strategic
thrust, policies, programmes and targets enshrined in the MTDF.
This is the age of living transparently. A visible change has been brought in the
culture of all financial players Finance Ministry and Departments are more open and
transparent, as are all Commercial Banks under vigilant supervision of the State Bank.
Pakistans favourable economic conditions have been achieved as a result of reforms
initiated during the last five years. Reforms have opened up opportunities for foreign
investors. Reforms lie at the core of our economic turnaround. This process needs to be
continued for a longer time. The focus of first generation reforms was to achieve
macroeconomic stability, to rescue the declining and volatile economy. The achieve high
growth and sustain it, the second generation reforms focus on building the institutional and
governance capacity and improving the competitive environment in the country. Civil
services, police, judiciary and devolution will be the key areas of governance that would
occupy our reform effort. In the face of emerging WTO challenges, the focus should be on
reducing the cost of doing business in Pakistan, especially in areas such as government
regulations, tax distortions, efficiency of public utilities and removal of infrastructural
bottlenecks. The challenge now is to sustain reforms in order to accelerate growth and
achieve the Millennium Development Goals.
The concept of governance relates to the quality of the relationship between
government and the citizens whom it exists to serve and protect. Governance may be
defined as the manner in which power is exercised in the management of a countrys
economic and social resources for development. This concept is concerned directly with the
management of development process, involving both the public and private sector. Good
governance relates to a pluralistic and holistic view where responsibility is jointly shared by
players in public sector, the corporate private sector, and civil society by addressing the
issues of accountability, transparency, participation, openness, rule of law and
predictability. It is also a key link between growth and reduction of poverty and inequality.
As growth generates income, good governance trickles this effect down to the masses,
particularly the poor. The State is responsible for creating a conducive political, legal and
economic environment for building individual capabilities and encouraging private
initiative. The market on the other hand, is expected to create opportunities for people. Civil
society facilitates mobilization of public opinion and peoples participation in economic,
social and political activities.
Economic governance, or sound development management, is at the core of
sustainable development. The four key components of governance are accountability,
transparency, predictability, and participation; these are universally applicable regardless of
the economic orientation, strategic priorities, or policy choices of the government. Issues of
public sector efficiency, effectiveness, and accountability are important for long-term
growth. Public sector management requires action to make markets competitive. Similarly
issues of restricting the reach of state intervention and improving the delivery of basic
services are high on the countrys development agenda. A policy, legal and regulatory
environment, which secures property rights and enforces contracts, is supportive of
economic growth and poverty reduction. People being at the heart of development need to
have access to the institutions that promote it. Systemic corruption extracts a heavy price by
reducing investment and increasing capital costs.
During the MTDF, governance activities will be mainstreamed in the development
process. First, the process of decentralization and devolution will be strengthened to
enhance the delivery of critical municipal services. Second, participatory approaches and
governance considerations will be strengthened in the design and implementation of
policies, programmes and projects, with capacity building of agencies involved. Third, the
systemic problems that undermine the efficiency of legal, judicial and law enforcement
institutions will be addressed. Fourth, corporate governance and public-private interface
issues will be addressed to protect identified public interests while minimizing private
transaction costs. Fifth, several areas of public sector management will be addressed,
including (a) streamlining revenue administration; (b) strengthening public financial
administration; (c) streamlining E-Governance; (d) public sector capacity building and civil
service reforms, covering professionalization of civil services and qualitative improvements
through continuous training and skill up-gradation and (e) enhancing the quality and
coverage of data and statistics. Finally, implementation effectiveness of MTDF, covering
both the public and private sectors, will be given priority attention at the thematic, sectoral,
policy coordination and programme level, for key development outcomes with a particular
focus on monitoring and evaluation of targets and outcomes of PSDP.
17.2.
The Context
In the last few years, several governance related initiatives have been taken by the
Government covering a broad range of activities. In 1999, the Government set up the
National Reconstruction Bureau (NRB) for enunciating fundamental nation building reforms
and formulating plans for their implementation.
The focus of NRB was on building
representative local structures; enhancing government responsiveness at the district,
provincial and federal level; judicial reforms; responsive public employment system with
focus on the underprivileged classes and regions of the country; affordable and accessible
primary health care and education; free access of information to all citizens; and transparent
and sustainable economic growth. The devolution plan, which was implemented through
the Local Government Ordinance 2001, has been one of the most important reforms
undertaken by the Government which is expected to have far-reaching impacts.
While progress has been made on governance-related issues, problems persist, some
of which are summarized below.
i)
ii)
iii)
iv)
v)
Lack of credibility the gap between the intent and the actions of some
institutions in society.
vi)
vii)
viii)
The World Bank has recently released a report on governance indicators for the
period 1996-2004 covering 209 countries. The report, covering six governance indicators
including voice and accountability, political stability, government effectiveness, regulatory
control, rule of law, and control of corruption, shows that Pakistans ratings remain low and
have somewhat deteriorated over the period.
Governance initiatives in major areas during MTDF are outlined below.
17.3.
Devolved Development
ii)
The union council is the lowest tier in the local government set up with
mainly monitoring functions and undertaking small development schemes.
iv)
Strategy
The strategy for the devolution process has been shaped by the past experience
including issues relating to centralised and top-down decision-making, haphazard planning,
weak accountability and financial management, and lack of transparency and citizens
participation. The principles of across the board accountability and public participation
underpin the reforms process with the focus on improving the public sector service delivery
mechanisms. Community participation is at the centre of the strategy, with broad-based,
decentralised, and homogenous local organisations at the village and neighbourhood level.
The participation of the non-elected citizens in the development process is ensured through
the Citizen Community Boards (CCBs).
The main features of the strategy are as follows:
i)
ii)
iii)
iv)
v)
vi)
vii)
The NGOs and civil society should assist in developing the capacity of local
governments and facilitate the local governments in improving service
delivery.
viii)
Local area
Province
Table 1
Local Areas by Province, 2005
District
City
Tehsil
Town in a City
District
District
Union
Punjab
33
116
3453
Sindh
15
84
18
1094
NWFP
23
42
957
Balochistan
26
72
518
Total
97
314
30
6022
The devolution reforms process encompasses a regime of reforms that are focused on
political reforms but also includes political reforms, judicial reforms, civil services reforms,
police reforms and accountability and transparency.
New systems of planning,
implementation, resource allocation and peoples participation in decision-making have
been introduced. The significant change is that elected leaders are now incharge and
accountable for service provision at local levels and the local councils and citizen groups
monitor performance.
The LGO 2001 devolved political power and decentralized administrative and
financial authority to accountable local governments for good governance, effective delivery
of services and transparent decision-making through institutionalized participation of the
people at the grassroots level. The local governments operating within the provincial
framework are functioning throughout the country. The planning and developmental
functions have been decentralized to lower tiers of the local government. The provincial
governments are in the process of redefining their mandate. Their new roles mainly focus
on provincial legislation, sectoral policies, macro planning, inter-district coordination and
oversight related functions in relation to the local governments. Local governments in
Islamabad Capital Territory (ICT) and cantonment areas are in the process of being
established. In all more than 58 rules have been notified by all the provinces and additional
rules and byelaws are being developed.
The share of women in national decision-making has improved significantly. The 33
percent quota under the devolution plan for women at the union, tehsil and district levels
provides a platform for mainstreaming women in the development process. Minority,
peasants and workers seats on each local council ensure inclusion of the vulnerable and poor
groups.
ii)
iii)
Police Reforms
The Police Order 2002 was a major step towards making police more efficient and
accountable to the people. It is aimed at institutionalising a system of checks and balances
through the creation of public safety commissions at the district, province and national
levels. The financial and administrative autonomy of the police has been protected to ensure
professionalism. The reorganisation of the police on functional lines with investigations
being separated from the watch and ward function would insulate the police from political
interference. With the abolition of the executive magistracy, the police are now answerable
to the Zila Nazim and the system of safety commissions at the federal, provincial and district
levels.
District Public Safety and Police Complaints Commissions and Police Complaint
Authorities have been set up and the Head of District Police are accountable to these new
institutions. Union Public Safety Committees will be supported to provide feedback on
police performance and law and order at the union level.
Provincial and Local Dimensions
The devolution reforms were aimed at devolving power and responsibilities from the
federal to the provincial, district and down to the Union Council level. The federal to
provincial devolution was expected to strengthen provincial autonomy and in turn the local
governments. Work on this is expected to be completed in the near future. The local
government system has created a new relationship between the provincial and district tiers.
The government is slowly developing a strategy to guide the shift from the existing
provincially-focused service delivery system to an effective system run by local
governments with standards for quality. The provincial governments recognize the need for
a major restructuring of provincial departments.
Human Resources
The full implementation of the local government system requires civil service
reforms. It is necessary to adapt the public administration at all tiers (and the officials from
multiple services) to the new reality of devolution and to make it more focused, performance
oriented, transparent, accountable, demand driven and responsive to citizen demands.
Merit based recruitment and promotion criteria; performance based compensation;
incentives to improve innovation and to increase the demand for professional skills are
integral components of reforms. Efforts are underway to create District service at the local
level.
The successful implementation of devolution is dependent to a large extent on the
capacity of local government institutions and the quality of officials working in the local
governments. Budgeting, planning, monitoring, financial management, accounting and
auditing are some of the key areas where capacity building efforts have focused and need
further attention. Capacity building is viewed as an on-going process rather than a one-time
initiative. The capacity of the training institutions to deliver training to local governments
will be geared up to meet new challenges. Assistance will be sought from the Federal and
Provincial governments, development partners, NGOs, and other institutions for building
capacity of local government officials.
Impact of Devolution
There are indications that the devolution reforms have helped improve some social
indicators in Pakistan. The survey findings from the Household Consumption Expenditure
Survey (HCES) 2004, relating to the LG functions are encouraging and show an
improvement in the living conditions of population since 2000-2001. This includes an
increase in the sources of drinking water, households using flush system and use of
underground sanitation. Similarly, other social sector indices, such as education, have
registered an increase in the last three years. Another recent survey (CIET survey) also
shows that there is improvement in access to services, citizens satisfaction levels have
improved, and revenue generation by local governments has shown significant increases.
Issues and Future Plans
Devolution is a long term process and requires concerted efforts and resources.
Further action is planned during MTDF on the following critical areas for realization of full
benefits of devolution.
i)
The new institutions such as PFC, LGC, Zila Mohtasib, Zila Mushavariat
committee, and monitoring committees, need to be made fully functional,
among others, by providing the required resources.
ii)
iii)
The Provincial departments dealing with public health engineering and local
government and rural departments as well as development authorities need
to be fully decentralized to the TMA level.
iv)
v)
The provincial programmes need to comply with the LGO so that the LG
functions are performed exclusively by the concerned local government,
including aligning the vertical programmes and parallel structures with the
new LG structures.
vi)
While capacity building of the LG officials is one of the most important areas,
there is need to ensure that the work of the local government is not taken
over by the agency providing the support.
vii)
viii)
ix)
x)
Increasing the registration of CCBs and improving the utilisation rate of CCB
funds reserved in the local government budgets through major social
mobilization and capacity building efforts.
xi)
xii)
xiii)
The police needs to be made service oriented and accountable to the public
through independent safety commissions. The full implementation of the
Police Order 2002 is necessary for improving the law and order thus
consolidating the structures and processes of local government.
ii)
iii)
iv)
v)
vi)
It has been demonstrated that the empowerment of the marginalized and the
excluded establishes pressure groups in society to check the deterioration in governance
standards. This requires not only legislative initiatives through acts of positive
discrimination but it also requires directing explicitly the public developmental efforts at
addressing the economic insecurities of the targeted segments of the population, including
the dissemination of information and free access to all. What is required most of all is the
capacity building of the individuals through human development strategies, involving the
access to education, basic health care facilities and opportunities of livelihood. The media
and the voluntary sector also have a very important role to play in exposing and bringing
up-front issues of bad governance and graft.
During the MTDF period, it is planned to mainsteam participation in all
development activities. This will include projects, programmes and sector strategies;
policies, guidelines and procedures; training; information sharing; capacity building to
strengthen participatory approaches; and networking with local institutions and
development partners.
17.4.
Access to Justice
ii)
iii)
iv)
v)
Work on these reform areas is continuing and will be completed during the MTDF.
17.5.
Corporate Governance
Corporate governance is the concept where private and public institutions, including
laws, regulations, and accepted business practices govern the relationship between
corporate managers and entrepreneurs on one hand and those who invest resources in
corporations, on the other. Good corporate governance contributes to enhanced investment
for growth and employment generation, competitiveness for global market, environmental
and social responsibility, and to increasing efficiency of public sector agencies.
Since its inception in 1999, the focus of the regulatory measures taken by the
Securities and Exchange Commission of Pakistan (SECP) has been on fostering investor
confidence. The SECP has been particularly keen to encourage good corporate governance to
ensure transparency and accountability in the corporate sector and safeguard the interests of
all stakeholders, especially the minority shareholders. In 2002, the first Code of Corporate
Governance for Pakistan was issued by the SECP. It was subsequently incorporated in the
listing regulations of the three Stock Exchanges and is now applicable to all public listed
companies.
While the Code provides a framework to address the complexities of the corporate
sector it primarily aims to establish a system whereby a company is directed and controlled
by its directors in compliance with the best practices so as to safeguard the interests of
diversified stakeholders. The Code emphasizes openness and transparency in corporate
affairs and the decision-making process and requires directors to discharge their fiduciary
responsibilities in the larger interest of all stakeholders in a transparent, informed, diligent,
and timely manner. The Code requires commitment on the part of all concerned to take
forward the process of improving standards of corporate compliance, disclosure and
accountability. Concerted and sustained efforts are planned by SECP for effectively
implementing various good governance practices in the corporate sector.
Regulatory issues are relevant in every sector, with need for sound balance between
the public and private interests. During MTDF, the regulatory frameworks would be
developed to protect public interests while minimizing private transaction costs. In the
formulation and application of the rules and regulations, accountability, transparency and
predictability will be fostered. This is especially necessary for issues of corporate
governance of public enterprises, which must reflect the general principles of good private
management as well as the interests of the State as the owner, in furtherance of some public
aim.
17.6.
Pakistans tax effort is much below when compared with its regional neighbours. The
Central Board of Revenue (CBR) has accordingly initiated a reform agenda to enhance its
revenue effort and service standards. Salient features of this initiative include the following:
i)
ii)
Restructure the CBR along functional lines and develop a well trained and
motivated workforce to develop and manage a modern, efficient revenue
administration.
iii)
iv)
v)
vi)
Increase the revenue net and collection and eliminate revenue leakage.
vii)
taxation structure. While some of these measures will have adverse revenue implications in
the short-run, the long-term impact of such measures will be positive, as demand-side effect
will take over the initial negative impact. On the other hand, measures that aim at widening
of tax base and enhancing the coverage are expected to have favourable revenue
implications. Overall the policy changes related to sales and custom taxes are expected to
have significant positive revenue implications.
Public Financial Sector
The financial reporting and accounting system in Pakistan had several shortcomings.
It did not provide timely, accurate, comprehensive and reliable information for decision
making and policy formulation purposes. It lacked fiscal and financial accountability due to
lack of meaningful accounts and due to non-compliance with international best practices.
There was also no segregation between audit and accounts departments.
A reform programme is being implemented to separate audit and account functions,
provide effective accounting and reporting system in line with the international best
practices, strengthen financial management practices and increase the impact of
development programmes, provide basis for enhancing public sector accountability through
financial monitoring and control, and produce timely and reliable information for decision
making and policy formulation. The focus of these reforms relates to four areas of concern:
financial and budgeting system; auditing; human resource management and change
management; and training. Substantial progress has been made and the programme is
planned to be continued during MTDF under a second phase.
Capacity Building
Poor public management stems in part from low levels of human resource
development and weak institutions. A major effort is envisaged during MTDF in the area of
public capacity building to produce a competent, accessible and motivated civil service
which is transparent, accountable and responsive to the changing socio-economic needs of
the people, particularly the poor. To achieve this objective, a five-year programme has been
launched during 2004-05. The programme includes short-term, medium-term, and long-term
training programmes (Executive Development Programme; Professional Development
Programme; and establishment of National School of Public Policy, respectively) for the civil
servants. The objective is to produce a civil service which is sensitized to the needs of
people, responsive to the demands of changing socio-economic environment, well trained
for innovative decision making and policy formulation, geared towards development of
strategic and tactical vision in specialized fields, and prepared to face the future challenges.
The government plans to establish a National Executive Service for economic
ministries and divisions, social sector ministries and organizations, provincial and district
governments, and regulatory ministries and organizations. The issues being addressed
include compensation, linking compensation with responsibility and performance, review in
pay scales, and reforms in the area of performance evaluation.
e-governance
Electronic governance (e-governance) is fast emerging as an important tool for
achieving good governance especially with regard to improving efficiency, transparency
and making interface with government user friendly. So far the emphasis has been on
providing connectivity, networking, technology up-gradation, selective delivery systems for
information and services and a package of software solutions. It is proposed to focus on the
re-engineering of procedures and rules which are infact the core of any effective programme
of E-governance. There is need for a focused vision about the objective of introducing Egovernance. The range and standards of delivery to be achieved within well defined time
frames will need to be clearly laid down. During MTDF, due attention would be given to the
sustainability, interactivity and standardization of E-governance activities. Within the ambit
of E-governance, it will be necessary to develop government to government, government to
citizens and government to business functionalities. One of the major initiatives envisaged
in the IT sector is to take IT to the masses.
Data and Statistics
It is recognized that the availability, quality, and accessibility of data in Pakistan
needs to be improved to meet needs for planning and monitoring, particularly, in the
context of the countrys rapidly growing economy. Better data is needed to provide the basis
to develop well-informed policies, which facilitate broad-based equitable growth and
poverty reduction. The analysis has indicated the following areas need to be improved:
i)
ii)
iii)
iv)
v)
The scope and quality of the provincial and district data administration
systems, particularly for education, health and water, and health
management system are planned to be improved with timely national level
dissemination. Following devolution, the main responsibility for data
collection and quality for water and sanitation falls under the district and the
province and there is no administrative system that reports on the overall
number, quality, and location of sanitation and water utilities. Strengthening
these systems would require significant commitment and resources.
ii)
iii)
Currently there is a lack of data for gender analysis. This will be corrected so
that a full assessment of gender disparities could be carried out.
iv)
v)
The other gaps such as labour/employment data; data for a more in-depth
analysis of the nature of poverty across the country and over time; data on
the informal economy; and environmental data would also be addressed.
ii)
more easily detected; (iv) procurement reforms, while reducing costs will make fraud more
difficult to perpetrate; (v) civil service reforms, while improving procedures for recruitment
and promotion will build capacity and help reduce patronage and nepotism; and (vi)
streamlining regulations will improve public management while reducing opportunities for
corruption.
17.16. Effective Implementation
If knowledge is the defining characteristic of the MTDF 2005-10, implementation is
its litmus test. A distinguishing feature of MTDF 2005-10 is the emphasis on effective
implementation of PSDP.
The strategy includes capacity building and institutional
development of agencies involved including development of performance indicators;
establishment of planning and monitoring cells in ministries/departments; strengthening of
impact analysis and monitoring and evaluation activities in planning and development
agencies, with linkages to the District Monitoring Development Committees under the
Devolution Plan; periodic monitoring exercises, with reports to ECNEC/NEC, and training
of project directors and other staff in project management, monitoring and evaluation. A
major focus will also be building capacity for undertaking Public-Private Partnerships
(PPPs), monitoring the pace at which PPPs are actually realized, lessons learned and
disseminating the implementation experience to catalyze actual realization of PPPs to
enhance infrastructure development. Performance, outcomes and result-orientation will be
the guiding criteria not only for projects and programmes, but also for policies, action plans
and rules and regulations governing development as a whole.
In the past, the emphasis has only been on monitoring of activities related to PSDP.
During the MTDF 2005-10, the development effectiveness of the framework as a whole will
also be a focus of attention, covering both the public and private sectors. Progress on the
strategic thrust of the framework will be monitored including policy coordination and
effectiveness of key strategies and programmes. At the project, programme and sector level,
greater attention will be devoted to evaluation studies with a focus on impacts and
outcomes, and on lessons learned for incorporation in subsequent phases.
The Government is undertaking civil service reforms to enhance the capacity of the
public sector, among others, for proactive public policy, strategic vision in specialized fields
and effective decision making. This will require restructuring, capacity building and
professional development, with compensation linked to responsibility and performance.
During the MTDF 2005-10, there will also be need to supplement these efforts by engaging
experts on a contractual basis in specialized fields and key result areas with market-based
compensation packages.
The MTDF 2005-10 is intended to provide flexibility for mid-course corrections
during implementation. Recognizing that close monitoring of the overall performance of
MTDF 2005-10 in terms of planned outcomes will be essential, the monitoring system in the
planning agencies, line ministries and departments and other sectoral agencies will be
supplemented by constituting high level standing committees in each of the thematic areas,
with membership drawn from both the public and private sectors. These committees will
have a strategic role in reviewing MTDF 2005-10 implementation relating to overall policies,
strategies and programmes, and key result areas, assessing recent developments, both
macroeconomic and sectoral, and making recommendations for action.
Improving the quality of projects "at entry" through proper feasibility studies
for all projects, incorporation of lessons learned from evaluation of earlier
projects, capacity building, and interagency coordination.
ii)
iii)
iv)
v)
vi)
vii)
government objectives; helps government make explicit choices and trade-offs between
objectives and policy options, by assessing the effectiveness and costs of the various choices;
builds capacity to report on outcomes; and enables managers to take decisions based on
performance to improve the impact of the programmes.
There are several issues related to enhancing effective monitoring and evaluation of
development projects and programmes in the country. First, the capacity at the federal and
provincial level for effective M&E is weak. At the federal level, the Projects Wing of the
Planning and Development Division is responsible for M&E of the PSDP. At the provincial
level, this responsibility lies with the Planning and Development Departments (P&DDs).
They are constrained by limited staff and expertise, funds for field monitoring activities,
inadequate information technology and the lack of a broader enabling environment for
effective M&E. Second, line ministries and departments responsible for project monitoring
have limited capacity. Their monitoring is focused on physical progress, outputs, funds
releases and disbursements. At the federal level, structural impediments include the
absence of monitoring structures, and uncertainty of roles and responsibilities pertaining to
M&E. Following devolution, there is also need to provide more clarity on the roles and
responsibilities of provinces and districts on M&E activities. Third, the project documents
do not have adequate information on specific and measurable indicators to facilitate M&E.
The focus is on inputs and outputs rather then outcomes. Problems with funds flow and
lack of trained M&E manpower in project implementing units hinder effective M&E at the
project level. Finally, information flows are weak, which do not link data with policy
makers, planners and other stakeholders.
During MTDF, the M&E activities are planned to be strengthened around the
following four priority areas.
i)
ii)
Empowering line ministries at the federal level and line departments at the
provincial level for individual project monitoring.
iii)
iv)
The Projects Wing of the Planning Division will be the focal point of all the
monitoring and evaluation activities of the PSDP.
ii)
will be ensured that all the decisions and directives of NEC/ECNEC are
implemented promptly.
iii)
Each executing ministry will establish a Planning and Monitoring cell as per
ECNEC decision to ensure effective monitoring of development projects.
iv)
v)
vi)
vii)
The Projects Wing in consultation with PPMI has already initiated a training
programme for project directors. This programme will be expanded during the MTDF. The
capacity of the Projects Wing is being improved including setting up of a database library,
hiring of short-term consultants, training and use of IT and monitoring software. PPMI is
also being upgraded, including hiring expertise based on market remuneration and twining
arrangements with international institutions.
At the Federal level Planning & Development Division and the Planning
Commission are responsible for formulation of overall economic policies, project planning,
and appraisal and approval of public sector development programme. Broadly speaking, the
project management covers planning, preparation, appraisal, implementation and
monitoring & evaluation. All these phases of the project are interlinked and include interdependent activities. Accordingly, a separate Projects Division headed by a professional
could be constituted under the Planning Commission by upgrading the existing Projects
Wing to deal with project appraisal, monitoring, evaluation and facilitation (the phases of
project cycle management which concentrate on the implementation of projects).
Good governance is perhaps the single most important factor in ensuring that the
objectives of the MTDF are achieved. Steps will be taken to address issues relating to
enhancing effectiveness of devolution, and improving peoples participation and
involvement of civil society, especially voluntary organization, enhancing development
activities. Empowerment of the marginal and excluded would be pursued with a view to
equip them to act as pressure groups to check the deterioration in governance and
exploitation of the public. Corporate governance issues will be addressed, including
improving the public-private interface, with development of the legal and regulatory
frameworks. Public sector management will be made more efficient through a variety of
measures. Civil service reforms aimed at improving transparency, accountability, efficiency,
fair play and honesty; procedural reforms for public-government inter-face to rid the system
of unnecessary rules, procedural regulations and controls; reforms of the revenue system
and judicial reforms to hasten the process of delivery of justice will be taken up in all
earnestness. E-governance and IT will be given a big push to increase transparency, fair
play and make systems faster and user friendly. Development effectiveness will be
enhanced and outcomes monitored closely. This will be complemented by systematic and