UNIT III

GOVERNANCE

Overview

Learning Objectives

At the end of the lesson, I will be able to

1. Explain the significance of the shift in how people and nations perceive
governance and how it differs from government.
2. Critically define the meaning of good governance.
3. Discuss the inter-relationship between the concept of governance and new
public management (NPM).
4. Comment on and criticize the meanings and implications of various
definitions of governance and develop your own definition of the concept of
governance.
5. Trace the evolution of new public management which led to the
definition of governance.
6. Synthesize the related and theoretically related concepts of governance

Lesson Proper

Getting to Definition

This is the first leg of the module on governance. In this module, the instructor provides a
practical introduction in the study of governance and development to analyze an array of
definitions and meaning of the concept of governance. Later on, the students will be asked to
crystallize their own notion of governance and how it may be applied in the real world.

THE CONCEPT OF GOVERNANCE

In most dictionaries “government” and “governance” are interchangeably used, both

denoting the exercise of authority in an organization, institution, or state. Government is the name
given to the entity exercising that authority. Authority can most simply define as legitimate power.
Whereas power is the ability to influence the behavior of others, authority is the right to do so.
Authority is therefore the based on an acknowledged duty to obey rather than on any form of
coercion or manipulation. Weber distinguished between three kinds of authority, based on the
different grounds upon obedience can be established; traditional authority is rooted in history,

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charismatic authority stems from personality and legal authority is grounded in a set of impersonal
rules. To study government is to study the exercise of authority. (Heywood, 1997) Government is
closely related to politics.

To study politics is in essence to study government or more broadly, to study the exercise of
authority. Politics is the art of government, the exercise of control within the society through the
making and enforcement of collective decisions. (Heywood 1997) The realm of politics is restricted
to state actors who are consciously motivated by ideological beliefs, and who seek to advance them
through membership of a formal organization such as a political organization. This is the sense in
which politicians are described as “political” whereas civil servants are seen as “nonpolitical”, the
state as “public” and the civil society as “private”. The institutions of the state (the apparatus of the
government, the courts, the police, the army, the society-security system and so forth) can be
regarded as “public” in the sense that they are responsible for the collective organization of the
community life. Moreover, they are funded at the public’s
expense, out of taxation. In contrast, civil society consists of what Raymund Burke called the little
platoons, institutions such as the family and kinship groups, private businesses, trade unions, clubs,
community groups and so on that are private in the sense that they are set up and funded by
individual citizens. On the basis of this public/private life division, government is restricted to the
activities of the state itself and the responsibilities which are properly exercised by public bodies.
Although civil society can be distinguished from the state, it nevertheless contains a range of
institutions that are thought as “public” in a wider access.

One of its crucial implications is that it broadens our notion of the government transferring
the economy in particular from the private to the public realm. Now, the conception of politics and
government move beyond the narrow realm of government to what is thought as “public life” or
“public affairs.” Since, the government doesn’t only decide for all and the civil society and the
private sectors play vital role in the community, thus, the conception of the word “governance”.
Governance is a broader term than government. In its widest sense, it refers to the various ways in
which social life is coordinated. Government can therefore be seen as one of the institutions in
governance; it is possible to have governance without government. (Heywood, 1997)

Governance: Varying Definitions

Governance is:

“The traditions and institutions by which authority in a country is exercised” – Kaufman et al

The way “ … power is exercised through a country’s economic, political, and social institutions.” –
the World Bank’s PRSP Handbook.

“The sound exercise of political, economic, and administrative authority to manage a country’s
resources for development. It involves the institutionalization of a system through which citizens,
institutions, organizations, and groups in a society articulate their interests, exercise their rights,
and mediate their differences in pursuit of the collective good “(Country Governance Assessment
2005).

“The exercise of economic, political, and administrative authority to manage a country’s affairs at all
levels. It comprises mechanisms, processes, and institutions through which citizens and groups
articulate their interests, exercise their legal rights, meet their obligations, and mediate their

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differences.” UNDP.

In governance, citizens are rightly concerned with a government’s responsiveness to their needs
and protection of their rights. In general, governance issues pertain to the ability of government to
develop an efficient, effective, and accountable public management process that is open to citizen
participation and that strengthens rather than weakens a democratic system of government. “ The
USAID, Office of Democracy & Governance.

It refers to how any organization, including a nation, is run. It includes all the processes, systems,
and controls that are used to safeguard and grow assets.” (UNDP, 1997)

“The systems, processes and procedures put in place to steer the direction, management and
accountability of an organization.” Birmingham City Council.

When applied to organizations that operate commercially, governance is often termed

"corporate governance"

"Promoting fairness, transparency and accountability" – World Bank

"a system by which business organizations are directed and controlled".- OECD

“The manner in which power is exercised in the management of a country’s social and economic
resources for development. It is referred to as the quality of the institutions to make, implement
and enforce sound policies in an efficient, effective, equitable and inclusive man The Asian
Development Bank (ADB)

In broad terms, governance is about the institutional environment in which citizens interact among
themselves and with government agencies/officials. (ADB, 2005).

The process of decision-making and the process by which decisions are implemented (or not
implemented). Governance can be used in several contexts such as corporate governance,
international governance, national governance, and local governance.
The interactions among structures, processes and traditions that determine how power and
responsibilities are exercised, how decisions are taken, and how citizens or other stakeholders have
their say. Fundamentally, it is about power, relationships and accountability: who has influence,
who decides, and how decision-makers are held accountable. (IOG 2003)

“As the exercise of economic, political, and administrative authority to manage the nation’s affairs
at all levels. It comprises of mechanisms, processes and institutions through which citizens and
groups articulate their interests, exercise their legal rights and obligations, and mediate their
differences. Governance is not the sole domain of government but transcends government to
encompass the business sector and the civil society. NEDA (2006) tentative, unpredictable, and
fluid. Governance is complicated by the fact that it involves multiple actors, not a single helmsman.

These multiple actors are the organization's stakeholders. They articulate their interests;
influence how decisions are made, who the decision-makers are and what decisions are taken.

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 Decision-makers must absorb this input into the decision-making process. Decision-makers
are then accountable to those same stakeholders for the organization's output and the process of
producing it.

Governance According to UNDP

The challenge for all societies is to create a system of governance that promotes supports
and sustains human development - especially for the poorest and most marginal. But the search for
a clearly articulated concept of governance has just begun.

Good governance is, among other things, participatory, transparent, and accountable. It is
also effective and equitable. And it promotes the rule of law. Good governance ensures that political,
social, and economic priorities are based on broad consensus in society and that the voices of the
poorest and the most vulnerable are heard in decision-making over the allocation of development
resources.
Governance has three legs: economic, political, and administrative. Economic governance
includes decision-making processes that affect a country's economic activities and its relationships
with other economies. It clearly has major implications for equity, poverty, and quality of life.
Political governance is the process of decision-making to formulate policy. Administrative
governance is the system of policy implementation.
Encompassing all three, good governance defines the processes and structures that guide
political and socio-economic relationships.

Governance encompasses the state, but it transcends the state by including the private
sector and civil society organizations. What constitutes the state is widely debated. Here, the state
is defined to include political and public sector institutions. UNDP's primary interest lies in how
effectively the state serves the needs of its people. The private sector covers private enterprises
(manufacturing, trade, banking, cooperatives and so on) and the informal sector in the marketplace.
Some say that the private sector is part of civil society. But the private sector is separate to the
extent that private sector players influence social, economic, and political policies in ways that
create a more conducive environment for the marketplace and enterprises.

Civil society, lying between the individual and the state, comprises individuals and groups
(organized or unorganized) interacting socially, politically, and economically - regulated by formal

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and informal rules and laws.

GOVERNANCE & SUSTAINABLE HUMAN DEVELOPMENT:

UNDP believes that developing the capacity of good governance is the primordial way to
eliminate poverty. Notions of good governance and the link between governance and sustainable
human development vary greatly, however, both in academic literature and among development
practitioners2. (UNDP, 1997)

So, what is sustainable human development?

Human development as expanding the choices for all people in society. This means that men and
women - particularly the poor and vulnerable - are at the center of the development process. It also
means "protection of the life opportunities of future generations...and...the natural systems on
which all life depends" (UNDP, Human Development Report 1996). This makes the central purpose
of development the creation of an enabling environment in which all can enjoy long, healthy, and
creative lives.

Economic growth is a means to sustainable human development - not an end in itself. Human
Development Report 1996 showed that economic growth does not automatically lead to sustainable
human development and the elimination of poverty. For example, countries that do well when
ranked by per capita income often slip down the ladder when ranked by the human development
index. There are, moreover, marked disparities within countries - rich and poor alike - and these
become striking when human development among indigenous peoples and ethnic minorities is
evaluated separately.

There are five aspects to sustainable human development - all affecting the lives of the poor and
vulnerable:

 Empowerment - The expansion of men and women's capabilities and choices increases their
ability to exercise those choices free of hunger, want and deprivation. It also increases
their opportunity to participate in, or endorse, decision-making affecting their lives.

 Co-operation - With a sense of belonging important for personal fulfillment, well- being and a
sense of purpose and meaning, human development is concerned with the ways in which
people work together and interact.

 Equity - The expansion of capabilities and opportunities means more than income - it also
means equity, such as an educational system to which everybody should have access.

 Sustainability - The needs of this generation must be met without compromising the right of
future generations to be free of poverty and deprivation and to exercise their basic
capabilities.

 Security - Particularly the security of livelihood. People need to be freed from threats, such as
disease or repression and from sudden harmful disruptions in their lives.

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 UNDP focuses on four critical elements of sustainable human development: eliminating
poverty, creating jobs, and sustaining livelihoods, protecting, and regenerating the
environment, and promoting the advancement of women. Developing the capacities for
good governance underpins all these objectives.

The Art of Governing

To govern is to exercise power and authority over a territory, system, or organization. This
applies to both government and governance3. The exercise of authority is uppermost in government
and remains significance in governance but is no longer the single focus. This is because the power
in governance is not so much wielded as shared, and authority is defined not so much by control of
the ruler as by the
consent and participation of the governed. Is a state weak under a regime of governance? Not
necessarily for it can be stronger than ever before except that the acts expected of it are different
from the role of the state as government.

In traditional parlance, government rules and controls, but in governance, it orchestrates

and manages. These contrasts may seem overdrawn, but we will flesh out and qualify them as the
discussion proceeds.

Ruling and orchestrating rest on different bases. To rule is to be the sole authority, for
which the appropriate response is to obey. A government that rule relies on force to exact
compliance, and we know from introductory from the introductory political science that the state
has the monopoly of legitimate violence. It enacts laws binding on all the inhabitants and metes out
sanctions according to these laws. It delivers services to passive recipients who have little influence
in the definition of the programs or their eligibility requirement and methods.

By contrast, to orchestrate is to call on everyone to play a part in moving the society. Power
rests on the trust the players have on the director and on each other. Because built on trust,
transparency in the conduct of governing is essential. Laws still bind all, but they are laws they had
a part in bringing about. Accountability is shared, and they who have the greatest power bear the
greater responsibility.

To control is not to manage, as Landau and Stout maintained in a classic article. We have not
found a definition of governance that uses control instead of management.

To control is to direct what each part of the system must do. It assumes that the controller
knows the goals and is certain how an action it requires can lead to it. Deviation will be viewed as
error in a context of full knowledge.

Controlling assumes a law (using the term in scientific sense) but to manage is to act on a
hypothesis. The manager works on incomplete information and tests if the hypothesis is borne out
in a given situation. A manager then must be open to inputs from outside him which might provide
new information and to methods other than those originally promulgated that could lead to the
specified goal. Governance chooses management over control because its system is permeable,
admits outside the influences, assumes no omnipotence or omniscience on the part of the decision-
maker, and subjects’ decisions to the evaluation and critique of all those with a stake in them.

All governing is an act of leadership, of moving a society towards a preferred direction.

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While government can have a connotation of being interested only in maintenance and in
preserving peace and order, governance implies leadership toward societal development. This is
shown in the following passage from the International Institute of Administrative Sciences.
Governance is the process whereby elements in society wield power and authority, and
influence and enact policies and decisions concerning public life, economic and social
development.”

This shows that the concept is indeed a product of the late twentieth century when
development became a preoccupation of societies and states. The definition of development shall
be discussed on the succeeding modules.

The Need for Good Governance: Why Governance Matters

Good governance creates a strong future for an organization by continuously steering

towards a vision and making sure that day-to-day management is always lined up with the
organization’s goals. At its core, governance is about leadership.

An effective board will improve the organization’s results, both financial and social, and
make sure the owners' assets and funds are used appropriately. Poor governance can put
organizations at risk of commercial failure, financial and legal problems for directors/trustees or
allow an organization to lose sight of its purpose and its responsibilities to its owners and people
who benefit from its success.

The Rights-Based Approach to governance implies that the holders of rights should also
participate fully in deciding how those rights are fulfilled, such as through participation and greater
empowerment. And as the Millennium Declaration emphasizes, one of the most important
requirements for achieving this and the MDG is “governance” The report points out that Asia and
the Pacific has many diverse forms of democratic governments 4. In some cases, these have involved
highly centralized administrations that have offered a limited space for popular participation.
Nevertheless, in recent years there have been significant changes. One of the most dramatic
examples has been in Indonesia, which for decades until the late 1990s had a strongly centralized
administration. Now the democratic Government in Indonesia has not only offered free and fair
elections; it has also enacted a radical process of decentralization.

Another vital attribute of governance in MDGs is efficient and effective administration. The
Government of India, for example, is determined to be more responsive and accountable to the
public. A further governance priority in Asia and the Pacific is the fight against corruption, which
degrades the quality of governance and hits hardest at the poorest. The Government of China for
example is among those taking firm measures to combat corruption and promote integrity in
governance.

Theories of Governance

If Max Weber and Woodrow Wilson were to suddenly appear on the landscape of modern
public administration, normative theories in hand, it is likely they would be unable to recognize the
field of governance. The comprehensive, functionally uniform, hierarchical organizations governed
by strong leaders who are democratically responsible and staffed by neutrally competent civil
servants who deliver services to citizens – to the extent they ever existed – are long gone. They have

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been replaced by an ‘organizational society’ in which many important services are provided
through multi organizational programs. These programs are essentially “interconnected clusters of
firms, governments, and associations which come together within the framework of these
programs” (Hjern and Porter, 1981, pp. 212-213).

These implementation structures operate within a notion of governance about which a

surprising level of consensus has been reached. There is a pervasive, shared, global perception of
governance as a topic far broader than ‘government’; the governance approach is seen as a “new
process of governing, or a changed condition of ordered rule; or the new method by which society is
governed” (Stoker, 1998, p. 17). Similarly, in the scholarship that has followed the ‘Reinventing
Government’ themes of public effectiveness; much has been written of New Public Management
practices by which governance theory is put into action (Mathiasen, 1996; Lynn, 1996, 1998; Terry,
1998; Kelly, 1998; Peters and Pierre, 1998).

In this complex, devolved mode of service delivery, the unit of analysis for some students of
policy implementation is the network of nonprofit organizations, private firms and governments. As
Milward and Provan note, in policy arenas such as health, mental health, and welfare, "...joint
production and having several degrees of separation between the source and the user of
government funds...combine to ensure that hierarchies and markets will not work and that
networks are the only alternative for collective action" (2000, p. 243).

The discussions below describe the relationship of governance and other Public
Administration theories, the New Public Management, in particular.

The (mostly European) literature on governance and the increasingly international

scholarship on New Public Management (NPM) describe two models of public service that reflect a
‘reinvented’ form of government which is better managed, and which takes its objectives not from
democratic theory but from market economics (Stoker, 1998). While some use the terms
interchangeably (for example, Hood, 1991), most of the research makes distinctions between the
two. Essentially, governance is a political theory while NPM is an organizational theory (Peters and
Pierre, 1998). As Stoker describes it,

Governance refers to the development of governing styles in which boundaries

between and within public and private sectors have become blurred. The essence of
governance is its focus on mechanisms that do not rest on recourse to the authority and sanctions
of government….Governance for (some) is about the potential for contracting, franchising and new
forms of regulation. In short, it is about what (some) refer to as the new public management.
However, governance …is more than a new set of managerial tools. It is also about more than
achieving greater efficiency in the production of public services (1998, p. 17-18). Peters and Pierre
agree, saying that governance is about process, while NPM is about outcomes (1998, p. 232).

Governance is ultimately concerned with creating the conditions for ordered rule and
collective action (Stoker, 1998; Peters and Pierre, 1998; Milward and Provan, 2000). As should be
expected, all efforts to synthesize the literature draw from theories found in the separate traditions.
Berman owes debts to Van Meter and Van Horn (1975, 1976) and Goggin, et al (1990), among
others. See Kaboolian (1998) for a description of reform movements in the public sector that
collectively comprise “New Public Management” (NPM). I adopt her definition of NPM as a series of
innovations that – considered collectively – embody public choice approaches, transaction-cost
relationships, and preferences for efficiency over equity. notes, the outputs of governance are not

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different from those of government; it is instead a matter of a difference in processes (1998, p. 17).

Governance refers to the development of governing styles in which boundaries between

and within public and private sectors have become blurred. The essence of governance, and its
most troublesome aspect, according to its critics, is a focus on mechanisms that do not rest on
recourse to the authority and sanctions of government (Bekke, et al, 1995; Peters and Pierre, 1998;
Stoker, 1998; Rhodes, 1996, 1997). Stoker (1998, p. 18) draws five propositions to frame our
understanding of the critical questions that governance theory should help us answer. He
acknowledges that each proposition implies a dilemma or critical issue.

1. Governance refers to institutions and actors from within and beyond government. (But
there is a divorce between the complex reality of decision-making associated with
governance and the normative codes used to explain and justify government). The question,
as it relates to policy implementation, is one of legitimacy. The extent to which those with
decision-making power are seen to be legitimate (in the normative sense) will directly impact
their ability to mobilize resources and promote cooperation and build and sustain
partnerships. Thus, the normative dilemma has pragmatic overtones. Beetham suggests that
for power to be legitimate it must conform to established rules; these rules must be justified
by adherence to shared beliefs; and the power must be exercised with the express consent of
subordinates (1991, p. 19).

2. Governance identifies the blurring of boundaries and responsibilities for tackling

social and economic issues. This shift in responsibility goes beyond the public-private
dimension to include notions of communitarianism and social capital. (However, blurring of
responsibilities can lead to blame avoidance or scapegoating). An interesting research area
that has grown in scope and importance following the implementation of welfare reform is
the study of faith-based organizations’ role and impact in service delivery. Public agencies
have not merely endorsed or encouraged this partnership, but in some cases have
institutionalized these arrangements. This suggests a shift in responsibility beyond the more
traditional notions of contracting out and privatization. At the same time, all of these
activities contribute to uncertainties on the part of policy makers and the public about who is
in charge and who can be held accountable for performance outcomes. Implementation
theory must attend to the nature and impact of responsibility and accountability.

3. Governance identifies the power dependence involved in the relationships between

institutions involved in collective action. Organizations are dependent upon each other for
the achievement of collective action, and thus must exchange resources and negotiate shared
understandings of ultimate program goals. The implementation literature is replete with
studies of coordination barriers and impacts (for example, Jennings and Ewalt, 1998).
(Nonetheless, power dependence exacerbates the problem of unintended consequences for
government because of the likelihood of principal-agent problems.) For implementation
scholarship to contribute to a greater understanding of governance relationships,
arrangements for minimizing (and impacts of) game-playing, subversion, creaming and
opportunism must be explored.

4. Governance is about autonomous self-governing networks of actors. (The emergence of

self-governing networks raises difficulties over accountability). Governance networks, in
Stoker’s terms, “involve not just influencing government policy but taking over the business
of government” (1998, p. 23). The “hollow state” that networks have triggered (Milward,

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 1996; Milward and Provan, 2000) raises questions about how government can manage public
programs when they consist largely of entities outside the public domain. Network theory
and governance issues overlap, and they are both directly linked to questions of
implementation.

5. Governance recognizes the capacity to get things done which does not rest on the
power of government to command or use its authority. (But even so, government failures
may occur.) It is in this proposition that we find a natural progression from the more
encompassing theory of governance to the more prescriptive notions of New Public
Management. Stoker notes that within governance there is a concerted emphasis on new
tools and techniques to steer and guide. The language is taken directly from reinventing
themes. The dilemma of governance in this context is that there is a broader concern with the
very real potential for leadership failure, differences among key partners in time horizons
and goal priorities, and social conflicts, all of which can result in governance failure. Stoker
draws on Goodin as he suggests that design challenges of public institutions can be addressed
in part by “revisability, robustness, sensitivity to motivational complexity, public
dependability, and variability to encourage experimentation” (Stoker, 1998, p. 26, quoting
from Goodin, 1996, p. 39-43).

As Peters and Pierre note, “governance is about maintaining public-sector resources under
some degree of political control and developing strategies to sustain government’s capacity to act”
in the face of management tools that replace highly centralized, hierarchical structures with
decentralized management environments where decisions on resource allocation and service
delivery are made closer to the point of delivery (1998, p. 232).

What is good governance?

Like government, governance can be good or bad. Bad government and bad governance
have similar characteristics: Corruption, Whimsical and Expedient Decision-Making,
Shortsightedness, disregard for the concern of the many and decisions 6. In the same vein, the
criteria for good governance and would be the same as good governance. They include
accountability and ethics in decision-making and implementation, transparency and
predictability, rule-bound decision-making and action, responsiveness, a long-term view of the
public interest. The public should therefore have a right to expect laws, a fair judicial system,
politically accountable lawmaking, and an effective and reform-minded bureaucracy.

One goal of good governance is to enable an organization to do its work and fulfill its
mission. Good governance results in organizational effectiveness.

A lot of attention has been focused on good governance practices in the private sector in
Canada, the United States, the United Kingdom, and elsewhere. In the corporate world of business,
the “bottom line” provides a helpful focus point, but even here there can be difficult questions of
judgment as to what constitutes good governance. Current debate about corporate governance is
just starting to look at questions about the broader purposes of private corporations. The private
sectors are expected to provide corporate social responsibility which seeks to include sustainable
development and the need to address the social, economic and environmental impact of various
operations.

In the public and non-profit sectors, the question of what constitutes good governance is

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often more complex. In public purpose organizations, good governance is about more than getting
the job done. Especially in non-profits, government agencies and the like, where values typically
play an important role in determining both organizational purpose and style of operation, process
is as important as product. Good governance becomes more than only a means to organizational
effectiveness and becomes an end in itself.

Good governance is about both achieving desired results and achieving them in
the right way.

Since the "right way" is largely shaped by the cultural norms and values of the organization,
there can be no universal template for good governance. Each organization must tailor its own
definition of good governance to suit its needs and values.

6
The Concept of Governance, Ledivina V. Carino, From Government to Governance, Reflections on
the 1999 World Conference on Governance. 2

There is plenty of room for different traditions and values to be accommodated in the definition of
good governance. At the same time, all is not relative. There are some universal norms and values
that apply across cultural boundaries.

A number of multilateral organizations and institutions (e.g., the United Nations

Development Programmed (UNDP), the Organization for Economic Cooperation & Development
(OECD), the Asian Development Bank) have reflected on the elements of good governance and on
their relation to development. As the ethos and experience of these institutions vary, so, to do their
perception of what constitutes good governance.

The challenge for all societies is to create a system of governance that promotes, supports,
and sustains human development - especially for the poorest and most marginal. But the search for
a clearly articulated concept of governance has just begun.

Good governance is, among other things, participatory, transparent, and accountable. It is
also effective and equitable. And it promotes the rule of law. Good governance ensures that
political, social and economic priorities are based on broad consensus in society and that the voices
of the poorest and the most vulnerable are heard in decision-making over the allocation of
development resources.

THE EIGHT CHARACTERISTICS OF GOOD GOVERNANCE BY UNDP

Good governance is participatory, consensus oriented, accountable, transparent,

responsive, effective, and efficient, equitable and inclusive and follows the rule of law. It assures
that corruption is minimized, the views of minorities are considered and that the voices of the most
vulnerable in society are heard in decision- making. It is also responsive to the present and future
needs of society. Much has been written about the characteristics of efficient government,
successful businesses, and effective civil society organizations, but the characteristics of good
governance defined in societal terms remain elusive.

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 Interrelated, these core characteristics are mutually reinforcing and cannot stand alone. For
example, accessible information means more transparency, broader participation, and more
effective decision-making. Broad participation contributes both to the exchange of information
needed for effective decision-making and for the legitimacy of those decisions. Legitimacy, in turn,
means effective implementation and encourages further participation. And responsive institutions
must be transparent and function according to the rule of law if they are to be equitable.

These core characteristics represent the ideal - and no society has them all. Even so, UNDP
believes that societies should aim, through broad-based consensus-building, to define which of the
core features are most important to them, what the best balance is between the state and the
market, how each socio-cultural and economic setting can move from here to there.

UNDP is faced increasingly with post-crisis situations and disintegrating societies. For them, the
issue is not developing good governance - it is building the basic institutions of governance. The
first step is towards reconciliation - building society's ability to carry on a dialogue on the meaning
of governance and the needs of all citizens

Good governance has 8 major characteristics. It is participatory, consensus oriented,

accountable, transparent, responsive, effective, and efficient, equitable and inclusive and follows
the rule of law. It assures that corruption is minimized, the views of minorities are considered and
that the voices of the most vulnerable in society are heard in decision-making. It is also responsive
to the present and future needs of society.

Participation

Participation by both men and women is a key cornerstone of good governance All men and
women should have a voice in decision-making, either directly or through legitimate intermediate
institutions that represent their interests. Such broad participation is built on freedom of
association and speech, as well as capacities to participate constructively. Participation could be
either direct or through legitimate intermediate institutions or representatives. It is important to
point out that representative democracy does not necessarily mean that the concerns of the most
vulnerable in society would be taken into consideration in decision making. Participation needs to
be informed and organized. This means freedom of association and expression on the one hand and
an organized civil society on the other hand.

Rule of law

Legal frameworks should be fair and enforced impartially, particularly the laws on human
rights.
Good governance requires fair legal frameworks that are enforced impartially. It also
requires full protection of human rights, particularly those of minorities. Impartial enforcement of
laws requires an independent judiciary and an impartial and incorruptible police force.

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Transparency

Transparency is built on the free flow of information. Processes, institutions, and information
are directly accessible to those concerned with them, and enough information is provided to
understand and monitor them.

Transparency means that decisions taken, and their enforcement are done in a manner that
follows rules and regulations. It also means that information is freely available and directly
accessible to those who will be affected by such decisions and their enforcement. It also means that
enough information is provided and that it is provided in easily understandable forms and media.

Responsiveness

Institutions and processes try to serve all stakeholders. Good governance requires that
institutions and processes try to serve all stakeholders within a reasonable timeframe.

Consensus oriented

Good governance mediates differing interests to reach a broad consensus on what is in the
best interests of the group and, where possible, on policies and procedures.

There are several actors and as many viewpoints in a given society. Good governance
requires mediation of the different interests in society to reach a broad consensus in society on
what is in the best interest of the whole community and how this can be achieved. It also requires a
broad and long-term perspective on what is needed for sustainable human development and how
to achieve the goals of such development. This can only result from an understanding of the
historical, cultural, and social contexts of a given society or community.

Equity and inclusiveness

All men and women have opportunities to improve or maintain their well-being.

A society’s well-being depends on ensuring that all its members feel that they have a stake
in it and do not feel excluded from the mainstream of society. This requires all groups, but
particularly the most vulnerable, have opportunities to improve or maintain their well-being.

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Characteristics of good governance

Effectiveness and efficiency

Processes and institutions produce results that meet needs while making the best use of
resources.

Good governance means that processes and institutions produce results that meet the
needs of society while making the best use of resources at their disposal. The concept of efficiency
in the context of good governance also covers the sustainable use of natural resources and the
protection of the environment.

Accountability

Decision-makers in government, the private sector and civil society organizations are
accountable to the public, as well as to institutional stakeholders. This accountability differs
depending on the organization and whether the decision is internal or external to an organization.

Accountability is a key requirement of good governance. Not only governmental institutions

but also the private sector and civil society organizations must be accountable to the public and to
their institutional stakeholders. Who is accountable to whom varies depending on whether
decisions or actions taken are internal or external to an organization or institution? In general, an
organization or an institution is accountable to those who will be affected by its decisions or
actions. Accountability cannot be enforced without transparency and the rule of law.

Strategic vision

Leaders and the public have a broad and long-term perspective on good governance and
human development, along with a sense of what is needed for such development. There is also an
understanding of the historical, cultural, and social complexities in which that perspective is
grounded.

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 The World Bank on the other hand, cites 4 dimensions of governance which are: Public Sector
Management, Accountability, and Legal Framework for Development and Transparency &
Information

The World Bank’s interest in governance stems from its concern with the effectiveness of the
development efforts it supports. From this perspective, sound development management is critical
in ensuring adequate returns and efficacy of the programs and projects financed and for the World
Bank’s underlying objectives of helping countries reduce poverty and promoting sustainable
development growth.

Four Basic Elements of Good Governance according to ADB

ADB likewise regards governance as synonymous with sound development management. It

relates to governance to the effectiveness with which development assistance is used, the impact
of development programs and projects and the absorptive capacity of borrowing countries. To
address governance issues, the Asian Development bank has built upon the approach of the World
Bank and has identified four basic elements of good governance:

1. Accountability

Accountability is imperative to make public officials answerable for government behavior and
responsive to the entity from which they derive their authority. This may be achieved differently in
different countries or political structures, depending on the history, cultural milieu, and value
systems involved.

Accountability also means establishing criteria to measure the performance of public officials,
as well as oversight mechanisms to ensure that standards are met. The litmus test is whether
private actors in the economy have procedurally simple and swift recourse for redress of unfair
actions or incompetence of the executive authority. Lack of accountability tends in time to reduce
the state’s credibility as an economic partner. It undermines the capacity of governments to sustain
the long-term business confidence essential for growth-enhancing private sector investment.
Looked at from this angle, accountability can help reduce sovereign risk.

The accountability of public sector institutions is facilitated by evaluation of their economic

and financial performance. Economic accountability relates to the effectiveness of policy
formulation and implementation, and efficiency in resource use. Financial accountability covers
accounting systems for expenditure control, and internal and external audits.

2. Participation
The principle of participation derives from an acceptance that people at the heart of
development. They are not only the ultimate beneficiaries of development but are also the agents
of development. In the latter capacity, they
act through groups or associations (e.g., trade unions, chambers of commerce, NGOs, political
parties) and as individuals. (e.g through letters to newspaper editors, participating in radio and
television talk shows, voting) . Since development is both for and by the people, they need to have
access to the institutions that promote it.

Participation is often related to accountability but not necessarily so. In representative

democracies, where citizens participate in government through the electoral process, public

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officials are indeed accountable ultimately to the electorate. This may not be the case however, in
other political systems. For all economies though, the benefits of participatory approaches can be
considerable. These include improved performance and sustainability of policies, programs, and
projects as well as enhanced capacity and skills of stakeholders.

At the grassroots level, participation implies that government structures are flexible enough to
offer beneficiaries and others affected, the opportunity to improve the design and implementation
of public programs and projects. This increases “ownership” and enhances results. At a different
level, the effectiveness of policies and institutions impinging on the economy as a whole may
require the broad support and cooperation of major economic actors concerned. To the extent that
the interface between the public agencies and the private sector is conducive to the latter’s
participation in the economy, national economic performance will be enhanced.

Participation in economic life by agents other than the state would cover not only the role of
the private sector but also the activities of NGOs. These elements of civil society offer an alternative
means of channeling the energies of private citizens. They can be helpful in identifying people’s
interests, mobilizing public opinion in support of these interests, and organizing action accordingly.
Being close to their constituents, NGOs can provide governments with a useful ally in enhancing
participation at the community level and fostering a “bottom-up” approach to economic and social
development.

3. Predictability
Predictability refers to the existence of laws, regulations, and policies to regulate society, and
their fair and consistent application. The importance of predictability cannot be overstated since,
without it, the orderly existence of citizens and institutions would be impossible. The rule of law
encompasses both well-defined rights and duties, as well as mechanisms for enforcing them, and
settling disputes in an impartial manner. It requires the state and its subsidiary agencies to be as
much bound by and answerable to, the legal system as are private individuals and enterprises.

The importance of rules-based systems for economic life is obvious. They are essential
component of the environment within which economic actors plan and take investment decisions.
To the extent, therefore, that legal frameworks help ensure that 1. business risks can be assessed
rationally, 2. transaction costs are lowered, and 3 governmental arbitrariness is minimized, they
should prove conducive to risk taking, growth and development. In an opposite scenario, the
capricious application of rules generates uncertainty and inhibits the growth of private sector
initiatives. Regulatory uncertainty also tends to raise the cost of capital by increasing the risk of
investment.

Besides legal and regulatory frameworks, consistency of public policy is also important.
Government policies affect the investment climate directly and economic actors require reasonable
assurance about the future behavior of key variables such as prices, the exchange rates, and the
employment levels. However, consistency does not mean rigidity. Governments do need to respond
flexibly to changing circumstances and to make midcourse corrections as necessary. Also, when
government’s change, the successor administration will, understandably, want public policy to
reflect its priorities, rather those of its predecessor.

4. Transparency
Transparency refers to the availability of information to the general public and clarity about

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government rules, regulations, and decisions. Thus, it both complements and reinforces
predictability. The difficulty with ensuring transparency is that only the generator of information
may know about it and may limit access to it. Hence, it may be useful to strengthen the citizen’s
right for information with a degree of legal enforceability, for similar reasons. Broadly restrictive
laws that permit public officials to deny information to citizens need to provide for independent
review of claims that such denial is justified in the greater public interest.

Transparency in government decision making and public policy implementation reduces

uncertainty and can help inhibit corruption among public officials. To this end, rules and
procedures that are simple, straightforward, and easy to apply are preferable to those that provide
discretionary powers to government officials or that are susceptible to different interpretations.

In relation to the above-mentioned indicators/elements of good governance the Key

Dimensions and specific areas of actions are identified by ADB as provided on Table 2.

Basic Elements of Good Governance

Basic Elements of Key Dimensions Specific Areas of

Good Governance Action
1. Accountability means making Establishing criteria to Public Sector Management
public officials answerable for measure performance of public Public Enterprise
government behavior and responsive officials Institutionalizing Management
to the entity from which they derive mechanisms to ensure that Public Financial
authority standards are met management
Civil Service Reform
2. Participation refers to Undertaking development for Participation of
enhancing people’s access to and and by the people beneficiaries and affected
influence on public policy groups
processes Interface between
government and the
private sector
Decentralization of public
and service delivery
functions (empowerment
of Local Governments)
Cooperation with Non-
Government
Organizations
3. Predictability refers to the Establishing and sustaining Law and development Legal
existence of laws, regulations and appropriate legal and Frameworks for Private
policies to regulate society and the institutional Arrangements Sector Development
fair and consistent application of Observing and upholding the
these rule of law
Maintaining consistency of
public policies
4. Transparency refers to the Ensuring access to accurate and Disclosure of Information

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 availability of Information to the timely information about the
general public and clear government economy and government
rules, regulations, and decisions policies
Institute On Governance Five Principles of Good Governance

The Five Good Governance Principles. The UNDP Principles and related UNDP text on which they
are based. The Institute on Governance has identified five principles of governance, using as basis
the UNDPs indicators of good governance.

1. Legitimacy and Voice

Participation – all men and women should have a voice in decision-making, either directly or
through legitimate intermediate institutions that represent their intention. Such broad
participation is built on freedom of association and speech, as well as capacities to participate
constructively.

Consensus orientation – good governance mediates differing interests to reach a broad consensus
on what is in the best interest of the group and, where possible, on policies and procedures.

2. Direction
Strategic vision – leaders and the public have a broad and long-term perspective on good
governance and human development, along with a sense of what is needed for such development.
There is also an understanding of the historical, cultural, and social complexities in which that
perspective is grounded.

3. Performance
Responsiveness – institutions and processes try to serve all stakeholders.
Effectiveness and efficiency – processes and institutions produce results that meet needs while
making the best use of resources.

4. Accountability
Accountability – decision-makers in government, the private sector and civil society organizations
are accountable to the public, as well as to institutional stakeholders. This accountability differs
depending on the organizations and whether the decision is internal or external.

Transparency – transparency is built on the free flow of information. Processes, institutions, and
information are directly accessible to those concerned with them, and enough information is
provided to understand and monitor them.

5.Fairness

Equity – all men and women have opportunities to improve or maintain their well-being. Rule of
Law – legal frameworks should be fair and enforced impartially, particularly the laws on human
rights.

As reflected on the discussions above, the different institutions and organizations have their
own indicators or criteria of good governance which they can apply in their own organizations or as

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useful tool of government as measures in good governance.

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References:

Source: Institute on Governance http://www.iog.ca

Source: Asian Development Bank (2005) Country Governance Assessment

Source: Governance for Sustainable Human Development (1997) A UNDP Policy Document

United Nations Development Programmed Internet Source:

http://magnet.undp.org/policy/

Source: Governance for Sustainable Human Development A UNDP Policy Document (1997)

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