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Home » Public Administration » Good Governance: The Key to Effective Public Administration

Good Governance: The Key to Effective Public Administration

I. introduction.

Good governance is the process by which a government directs and controls the affairs of a state or organization in a transparent, accountable, and participatory manner. It is a crucial element of public administration, as it ensures that the government is able to effectively and efficiently deliver services and meet the needs of its citizens.

Definitions of Good Governance

Good governance is a concept that has been widely discussed and debated in the fields of politics, economics, and international development. There is no one definition of good governance that is universally accepted, but it generally refers to the fair, transparent, and accountable management of a country or organization. Some common characteristics of good governance include transparency, accountability, responsiveness, consensus-oriented decision-making, equity and inclusiveness, and effectiveness and efficiency.

Here are a few well-known definitions of good governance:

• The World Bank defines good governance as “the manner in which power is exercised in the management of a country’s economic and social resources for development.”
• The United Nations Development Programme (UNDP) defines good governance as “the exercise of economic, political and administrative authority to manage a country’s affairs at all levels. It comprises the mechanisms, processes and institutions through which citizens and groups articulate their interests, exercise their legal rights, meet their obligations and mediate their differences.”
• The African Union defines good governance as “the participation of all people in the decision-making process of their country, the transparency of the decision-making process, the accountability of the authorities, and the rule of law.”
• The International Institute for Democracy and Electoral Assistance (IDEA) defines good governance as “the exercise of political, economic and administrative authority in the public interest, in ways that are transparent, accountable, effective and responsive.”

II. Concept of Good Governance

Characteristics of good governance.

Good governance is characterized by several key traits:

• Transparency: Government decisions and processes should be open and accessible to the public, with information readily available for citizens to review.
• Accountability: Government officials should be held accountable for their actions and decisions, through mechanisms such as elections and oversight bodies.
• Responsiveness : The government should be responsive to the needs and concerns of its citizens, and take their input into account when making decisions.
• Consensus-oriented: Good governance involves seeking out and incorporating the views of all relevant stakeholders, and building consensus around decisions.
• Equity and inclusiveness: Good governance ensures that all members of society, regardless of their background or social status, have an equal opportunity to participate in the decision-making process and benefit from government services.
• Effectiveness and efficiency: Good governance is concerned with ensuring that resources are used in the most effective and efficient manner possible, in order to achieve the desired outcomes.

Elements of Good Governance

Good governance is made up of several key elements, including:

• Rule of law: A strong legal system that is independent of political influence and ensures that laws are applied consistently and fairly is essential for good governance.
• Participation: Good governance requires that all members of society have the opportunity to participate in the decision-making process, whether through elections, public consultations, or other means.
• Decentralization : Allowing power to be devolved to lower levels of government or other local authorities can help to ensure that decision-making is more responsive to the needs of citizens and promotes greater participation.
• Human rights: Good governance requires that the government respects and protects the human rights of its citizens.
• Transparency: As mentioned above, transparency is a key characteristic of good governance. This involves making government decisions and processes open and accessible to the public, as well as ensuring that information is readily available.

III. Challenges to Good Governance

Despite its importance, good governance can be difficult to achieve and maintain. Some of the challenges that governments may face include:

Corruption: Corruption, in which government officials abuse their power for personal gain, can undermine good governance and erode public trust in the government.

Inequality: If certain groups in society are excluded or disadvantaged, it can be difficult to achieve good governance.

Lack of political will: Political leaders may not always be committed to implementing good governance practices, either due to a lack of understanding of their importance or due to other interests.

Ineffective institutions: In order for good governance to be achieved, government institutions such as the judiciary, legislature, and civil service must be effective and capable of carrying out their roles.

Lack of resources: Governments may face challenges in implementing good governance practices due to a lack of financial or human resources.

IV. Case studies of Good Governance in Action

Despite these challenges, there are many examples of good governance in action around the world. Here are two examples:

Example 1: X country’s successful implementation of transparency in government processes

X country has long been a leader in the area of transparency in government. It has implemented a number of measures to ensure that its decision-making processes are open and accessible to the public, including:

• Freedom of information laws: X country has strong freedom of information laws in place, which require government agencies to make information available to the public upon request.
• Open data initiatives: X country has also embraced open data initiatives, which make government data available in a machine-readable format and allow anyone to access and use it.
• Online transparency portals: The government has created online transparency portals, which provide access to a wide range of information on government activities, including budgets, contracts, and laws.

These measures have helped to increase public trust in the government and ensure that citizens are able to hold the government accountable for its actions.

Example 2: Y city’s successful implementation of participatory budgeting

Y city has implemented a process called participatory budgeting, in which citizens are directly involved in deciding how to allocate a portion of the city’s budget. Each year, residents are invited to propose and vote on projects that they would like to see funded.

This process has had several benefits. It has increased public engagement and trust in the government, as citizens feel that their voices are being heard and their priorities are being taken into account. It has also helped to ensure that the city’s budget is being used to fund projects that are meaningful and important to the community.

V. Good governance and the UPSC Public Administration Optional exam

In the UPSC Public Administration Optional exam, good governance is a key topic that is tested in various ways. Here are a few examples of how good governance might be tested in the exam:

• Essay questions: Candidates may be asked to write an essay on a specific aspect of good governance, such as the challenges to good governance or the importance of transparency in government.
• Case studies: Candidates may be given a case study to analyze and asked to apply their knowledge of good governance principles to the situation described.
• Multiple choice questions: The exam may include multiple choice questions on good governance, testing candidates’ understanding of the characteristics, elements, and challenges of good governance.

Understanding good governance is crucial for anyone preparing for the UPSC Public Administration Optional exam, as it is a fundamental element of effective public administration. In order to do well on the exam, candidates should be familiar with the key concepts and principles of good governance, as well as be able to apply this knowledge to specific situations

VI. Conclusion

In conclusion, good governance is essential for the effective and efficient functioning of public administration, and is a crucial element of the UPSC Public Administration Optional. It is characterized by traits such as transparency, accountability, and inclusiveness, and is made up of elements such as the rule of law, participation, and decentralization. Understanding good governance and its importance is essential for anyone studying public administration, as it helps to ensure that government is able to effectively serve the needs of its citizens. While challenges to good governance do exist, successful examples from around the world show that it is possible to improve governance and achieve positive results for citizens.

FAQs about good governance

Good governance is characterized by several key traits, including transparency, accountability, responsiveness, consensus-oriented decision-making, equity and inclusiveness, and effectiveness and efficiency.

The elements of good governance include the rule of law, participation, decentralization, human rights, and transparency.

Some of the challenges to good governance include corruption, inequality, lack of political will, ineffective institutions, and lack of resources.

Yes, there are many examples of good governance in action around the world. For example, some countries have successfully implemented transparency in government processes, while others have successfully implemented participatory budgeting.

We hope that this blog has provided a helpful overview of the concept of good governance and its importance in public administration. Thank you for reading!

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Good Governance Paper No. 17: How to Use the Bureaucracy to Govern Well

by Rebecca Ingber

October 31, 2020

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Civil service , Good Governance Papers

[Editors’ note: This essay is one in a series—the  Good Governance Papers —organized by  Just Security . In these essays, leading experts explore actionable legislative and administrative proposals to promote non-partisan principles of good government, public integrity, and the rule of law. For more information, you can read the  Introduction  by the series’ editors.]

In every new presidential administration, the President and political appointees come to power with strong views about the policies they wish to enact and the substantive breaks they wish to make with the administration that came before – including views on where the U.S. government should change legal positions on key issues. But views on substantive positions alone are not enough preparation for a new administration seeking to impose its values on the government. And policy preparation on substance is especially insufficient when an incoming administration’s values include norms of process – such as adherence to the rule of law, policymaking based in expertise and information, and the neutral application of justice – that stand in contrast to those of an outgoing administration. At least as important for a new Administration is consideration of how to implement its positions and promote its values within what I call the “bureaucratic architecture” of the executive branch and how to organize that bureaucratic architecture to inform good decisionmaking when novel issues arise. I will call such affirmative consideration of process-based values and how to structure the bureaucracy to accomplish substantive goals “Intentional Bureaucratic Architecture.”

Below I offer four concrete recommendations for deploying Intentional Bureaucratic Architecture within the executive branch. But first, I will establish three key background considerations that provide context for these recommendations.  The focus of this piece is primarily executive branch legal decisionmaking, but many of these recommendations apply equally to other areas of policymaking.

First, make room for the views and expertise of career officials. As a political appointee entering a new office, ask those career officials: What are the big issues on the horizon on which we will need to take policy or legal views?  What are the problems with the positions I am inheriting?  What is and is not working?  Where are the points of conflict with our allies abroad or with Congress?  Career officials are the institutional memory of the government and often the only real experts in the specific work of their agency.  They will know about the skeletons in the closet and where the bodies are buried and all the other metaphors for knowing things that other people do not. Turn to them early. Value them. They will have views informed by experience rather than partisan politics. But all bureaucratic actors, including civil servants, also bring to the table their own biases, and they may overvalue the priorities of their own office over others. Valuing their role does not mean handing the reins over to the civil service—good governance requires exercising judgement and balancing the benefits of experience and expertise with fresh eyes and leadership. A savvy bureaucratic actor might know how to “get around” the bureaucratic roadblocks, but the wise bureaucratic player also knows how much the career bureaucracy has to offer and exercises judgment based in clear values about when to defer and when to overrule.

Second, get ahead of decisions: choose vehicles for action carefully and early. The reality of government life is that much of the big decisionmaking happens in the face of a fire drill. As I’ve written elsewhere, the trigger or “interpretation catalyst” that compels the government to consider and assert a position—in other words, the cause of that fire drill—shapes the whole process of decisionmaking and the resulting decision. When an issue arises in defensive litigation, a litigation-driven process controls.  That means that career line attorneys shape the government’s legal posture, drawing from longstanding positions and often using language from old briefs. DOJ calls the shots in a context biased toward zealous defense of past action. That looks very different from a decisionmaking process that results from the president issuing an executive order or presidential memorandum, a White House official deciding to make a speech, the State Department filing a report with a treaty body, or DOD considering whether to engage in an operation involving force. Each of these interpretation catalysts triggers a different process for decisionmaking that will shape the resulting outcome.  But because of the stickiness of government decisions—and the urgent need to move on to the next fire drill—these positions become entrenched once taken. That means that the process and outcome are driven by the hazards of external events, unless officials find ways to take the reins and get ahead of them.

And finally, an incoming administration must put real effort into Intentional Bureaucratic Architecture by deliberately and deliberatively creating and managing the bureaucratic processes in which decisionmaking happens. Novel issues arise and fire drills will inevitably happen in even the best prepared administrations.  The bureaucratic architecture will dictate how decisionmaking happens from the novel crises to the bread and butter of daily agency work. There are countless varieties of decisionmaking models inside the executive branch, which I have classified in other work. These include a unitary decider model, of which DOJ’s Office of Legal Counsel (OLC) is a prime example, an agency decider model, and a group lawyering model. All of these models will continue to co-exist. Most modern national security decisionmaking engages the interests and operations of multiple agencies. Therefore, in a functional government, most of these decisions will involve group lawyering in some format—from agency lawyers picking up the phone to coordinate with counterparts in other agencies to ad hoc meetings to formal regularized working groups with clear hierarchies all the way up to the cabinet. Often these processes evolve organically, as issues arise. Some are created from the top down by presidential administrations that want to impose order on the process. But all of these group lawyering dynamics often lack a well-defined process for determining the outcome in cases of conflict or deciding how to establish a clear output. This requires rule setting and organizing the process from the top down.

How the Executive Branch Should Deploy Intentional Bureaucratic Architecture

What are the components of a bureaucratic architecture that yield good decisionmaking?

Considered conventions. Decisionmaking structures inside the government often develop organically over time and then become entrenched, not through clear intentionality but simply because what has been done before has worn a groove into a path. This can result in ill-considered patterns with respect to who controls the pen on a given decision, which decisionmakers are regularly part of the process, what role the White House or partisan politics can play in particular types decisionmaking, how conflicts are resolved, and who is the ultimate authority. Decisions about process may and should have different answers depending on the particular task at hand, as all of these factors will heavily influence the output, but this requires an intentional, considered approach to decisionmaking that is often lacking.

Recommendation 1: Senior policymakers in a new Administration, including legal advisors, should step back and assess the overarching conventions they intend to govern decisionmaking. These must include, at a minimum, re-instating buffers between partisan politics and law enforcement and intelligence decisions, and shielding experts from partisan meddling in their factual reports or legal analysis, as well as considerations about when politics can and should influence decisionmaking and promote change.

Criticality of expertise. One key element of good decision-making is the inclusion of decisionmakers with relevant expertise and information as well as a commitment to give those decisionmakers authority over decisions within their areas of expertise. Group decisionmaking is often hailed for bringing together all the relevant players with expertise and interest, and for allowing the full airing of views. But it can also stifle dissent, promote group think, and reduce a sense of accountability among the various decisionmakers. It can dilute the relevant expertise in the room, for example when the entire group is asked to weigh in on a matter on which only a small subset have expertise—such as a question of international law. Inclusion is not enough. There must be a strong connection between the relevant expertise in the room and authority over decisions deploying that expertise.

Recommendation 2: The State Department Legal Adviser’s office, which holds much of the government’s expertise in international law, should receive some deference on those matters, as should other offices when they have specific expertise that other agency actors do not. Executive branch lawyers who convene and oversee group legal processes, such as the National Security Council Legal Adviser, the White House Counsel, the Attorney General, or others, must ensure that dissenting views are heard, and that the relevant expertise is not merely in the room, but also given appropriate weight.

Clarity of output . Often, and particularly on matters of significant debate, as I have explored in the context of Obama era war powers lawyering , group decisionmaking results in an ambiguous output. This arises because actors seeking consensus will coalesce around the lowest common denominator, the most basic premise around which they can agree, and will inevitably have to stop at a level of generality when there is debate over anything more precise. When the question on the table is the legality of action, and there are differing views on the appropriate legal rationale, this may result in a decision to act but with no clear consensus on why it is lawful. In fact, this may mean that the government takes action even when a majority of the relevant officials are opposed to any one legal rationale for doing so. In addition, the fire drill phenomenon addressed above can result in the need to orally brief under time pressure a legal rationale that is then inadequately memorialized—or recognized to be insufficiently theorized—after the fact. Intentional bureaucratic architecture requires attention to output, including the legal analysis undergirding that output. At a minimum, the outcome should be clear and disseminated to the relevant government stakeholders. Moreover, making the output public (or as much of it as possible) incentivizes clarity of output and allows for broader debate and accountability when the legal rationale for government action is overly generalized or otherwise weak.

Recommendation 3: The National Security Council Legal Adviser, White House Counsel, Attorney General, the State Department Legal Adviser, as well as the other general counsels of departments and agencies, should establish guidelines for their offices as well as for their group processes to memorialize their legal rationale for government action, with a presumption that they will publish that view unless they provide a compelling reason that prevents it.

Re-considering Consistency. Consistency is an important value in governance, but it can at times be used instrumentally as a barrier to necessary change, especially when a president who values norms favoring consistency follows an administration that has flouted them. This can create a tension: an administration that seeks to restore the buffers around law enforcement decisions from a White House that has politicized it, for example, will first need to be able to clean up the decisions left over from that Justice Department. Even within a given administration, it is important to be able to reconsider certain decisions, given the often ad hoc and firedrill-driven nature of decisionmaking noted above.

Implementing intentional bureaucratic architecture must include consideration for  when consistency is a critical value. Has there been significant reliance on the position the government has espoused? Have other parties, such as treaty partners, organized themselves around the position? Will people or other parties be harmed as a result of a change? At times a stable system is more important than any particular substantive set of rules, but often the converse is true. And it is particularly dangerous to entrench decisions that are not reached through cautious, deliberative, forward-looking processes, that do not appropriately buffer law enforcement or intelligence decisions from partisan politics, that do not appropriately marry expertise to authority, and that do not reflect well-considered rules for addressing conflict and reaching a clear output—in short, decisions reached outside of a well-functioning Intentional Bureaucratic Architecture.

Recommendation 4: The president should request that the Attorney General as well as general counsels of cabinet-level departments and agencies conduct a review alongside career attorneys in their offices of the major, salient decisions made in recent years as well as ongoing decisions for both substance and process. This review should take into account the value of consistency alongside the conventions I discuss above, as well as the nature of the decisionmaking process. This is a modification of norms that historically entrench and favor the status quo without regard for how we ended up there. It is also a significant commitment of time, of which government actors have precious little. But it is necessary to ensure that the single norm of consistency, while often important, does not trump all others.

The structure of decision-making inside the executive branch is often overlooked in favor of the substantive policies Presidents and policymakers come into office seeking to establish.  This is a mistake and a missed opportunity.  Intentional bureaucratic architecture is not only essential to establishing those substantive policies.  It also means entrenching procedural norms of good government and creating an effective decisionmaking structure to make clear, fair, and informed decisions going forward.

About the Author(s)

Rebecca ingber.

Rebecca Ingber ( @becingber ) is a Professor of Law at Cardozo Law and a Co-Director of the Floersheimer Center for Constitutional Democracy and senior fellow at the Reiss Center on Law and Security at NYU School of Law. From 2021-23, she served as Counselor on International Law in the Office of the Legal Adviser at the U.S. Department of State. She is a Member of the Just Security Editorial Board.

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• Good Governance

Good Governance - Introduction, Definition & Characteristics [UPSC GS-II]

The actions that a government takes to manage its affairs in a state or a country are to be called governance. It can be positive or negative; good or bad keeping in a note the outcomes of the governance and how the citizens/public receive them. Good governance is a term of increasing importance in today’s world order. It is commonly discussed both in the national and international arena and hence becomes important for IAS Exam .

Good Governance Introduction

The concept of good governance is not a new concept, even though it seems to be the buzzword now for major organisations and aid-givers to evaluate whether aid should be given to countries or not.

• In India, the concept was talked about in the Arthashastra , authored by Chanakya. He mentions the characteristics of a good king thus, “In the happiness of his subjects lies his happiness, in their welfare his welfare; whatever pleases himself, he does not consider as good, but whatever pleases his subjects he considers as good.”
• Mahatma Gandhi had also given the term ‘Su- Raaj’ literally meaning good governance.
• Governance can be defined as ‘the process of decision-making and the process by which decisions are implemented.’
• Governance refers to the decision-making and administration involved at any level, i.e., national, regional, local, corporate, family, etc.
• Government is a key actor in governance.
• Depending upon the level of governance talked about, other actors would be cooperatives, bodies, associations, unions, NGOs, religious leaders, influential landlords, industry, political parties, finance institutions, lobbies, think tanks, military, etc.
• In governance, all actors apart from the government and the military are called ‘civil society’.
• In some areas, organised crime syndicates such as the land mafia can also influence decision-making and hence, governance.
• An important point to note is that citizens are at the core of good governance. Hence, citizen-centric administration and good governance go hand in hand.

Good Governance Definition

• The World Bank defines governance as ‘how power is exercised in the management of a country’s economic and social resources for development.’
• According to a document released by the World Bank in 1992 titled, ‘Governance and Development’, good governance is an essential complement to sound economic policies and is central to creating and sustaining an environment which fosters strong and equitable development.
• Capacity and efficiency in public sector management
• Accountability
• Legal framework for the development
• Information and transparency
• Because of the close link between corruption and poor governance, many international organisations such as the World Bank and the International Monetary Fund (IMF) are preconditioning their aid to countries on the guarantee that the recipient countries undertake good governance practices.
• The United Nations Development Programme (UNDP) has defined governance as ‘the rules of the political system to solve conflicts between actors and adopt decision (legality).’
• The definition given by the Commission on Global Governance (1995) describes governance as ‘the sum of the many ways individuals and institutions, public and private, manage their common affairs. It is a continuing process through which conflicting or diverse interests may be accommodated and cooperative action may be taken. It includes formal institutions and regimes empowered to enforce compliance, as well as informal arrangements that people and institutions either have agreed to or perceive to be in their interest.’

Good Governance Characteristics

The United Nations (UN) has given 8 major characteristics of good governance. They are briefly described below:

Good Governance – Participation

• A vital cornerstone of good governance is participation by all sections of society.
• This includes men and women, vulnerable sections of society, backward classes, minorities, etc.
• Representative democracy does not necessarily translate into the representation of all people. This is where good governance comes into play.
• Participation also implies freedom of association and expression.

Good Governance – Transparency

• This means easy access to information to all concerned and especially to those being affected by the decisions made.
• This also implies information is available to the media.
• Another important facet is that all decisions are taken and enforced in such a manner that all rules and regulations are followed.

Good Governance – Rule of Law

• Rule of law warrants that fair legal frameworks are implemented impartially.
• It also means protection of human rights.
• This also requires an adequate and impartial judiciary and police force.

Good Governance – Responsiveness

• This implies that processes and institutions should serve all stakeholders within a reasonable time frame.

Good Governance – Consensus oriented

• Consensus oriented decision-making ensures that even if everyone does not achieve what they want to the fullest, a common minimum can be achieved by everyone which will not be detrimental to anyone.
• Good governance is consensus-oriented. A broad consensus should be reached by proper mediation.
• For this, a proper understanding of the society’s historical, cultural and social contexts is needed; along with sustainable human development.

Good Governance – Equity and inclusiveness

• Good governance assures an equitable society.
• In such a society, no one or no section feels left out and marginalized.
• Opportunities should be given to all irrespective of their backgrounds, and no one should be discriminated.

Good Governance – Effectiveness and efficiency

• Good governance implies that institutions and processes create results that meet the wants of society while making optimal use of resources at their disposal.
• This also encompasses the sustainable use of natural resources and the conservation of the environment.

Good Governance – Accountability

• This is a key trait of good governance.
• Accountability is not possible without the rule of law and transparency.
• Accountability should be there not just for the government, but also for citizens, the private sector, industry, NGOs, and all stakeholders.

Necessary Pre-Conditions For Good Governance

A study of the hindrances to good governance shows that many preconditions must be satisfied to make governance citizen-centric. A few of the preconditions are given below:

• Effective legal framework
• Sound and effective institutional mechanism for correct implementation of laws
• Competent employees manning these institutions and efficient personnel management policies
• Apt policies for delegation, decentralization and fixing accountability.

Also, several tools can also be used to make the citizen-centric administration . These are listed below:

• Re-engineering processes
• Adopting correct modern technology
• Right to information
• Citizens’ charters
• Independent services’ evaluation
• Grievance redressal mechanisms (Read the components of redressal mechanism in the linked article.)
• Active citizens’ participation – public-private partnerships

Now, one may read about the barriers to good governance in the linked article.

Good Governance – UPSC Notes:- Download PDF Here

Frequently Asked Questions on Good Governance

Q 1. what is meant by good governance, q 2. what are the 8 characteristics of good governance.

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18 Conclusions on Good Governance: Concept and Context

• Published: April 2019
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Good governance is a legal concept and a cornerstone of the modern state and presented in the book as the third cornerstone of a modern stone (alongside the rule of law and democracy). We concluded in relation to the development of the concept of good governance in part I that principles of good governance can only be legal principles when they have been somehow codified legal effect. The good governance principles became more concrete by enumerating six groups of principles (properness, transparency, participation, effectiveness, accountability, and human rights) which are found in many documents of national, regional, and international context. From the legal theory approach on good governance we discussed the character of these principles. In part II we specified the principles of good governance and starting with the principle of properness, which has also been developed under the name of the principle of natural justice. The second, the principle of transparency, is connected to the principle of participation which both have roots in the concept of democracy. The principles of effectiveness and accountability both have a relationship to the institutional structure and functioning. The last principle is the human rights principle which is linked to the rule of law but also to democracy. Several principles of good governance were already developed in regulations and in codes which are the building blocks for the development of the right to good governance. The implementation of good governance and the comparison between countries were explained in Part III. After that, the regional level was discussed—the European Union and the Council of Europe were chosen as models as far as it was comparable. The last chapter was about the implementation on the international level.

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Good Governance Essay Outline & Introduction | (CSS Paper-2016)

Table of Contents

Good Governance Essay Outline

Introduction, key attributes of good governance.

• Transparency
• Responsibility
• Accountability
• Participation&
• Responsiveness

How are good governance and human rights linked?

• Democratic institutions
• Service delivery
• Rule of law
• Anti-corruption

Good Governance in Pakistan

Brief history of governance in pakistan, causes of bad governance.

• Lack of accountability
• Absence of rule of law
• Incompetent politicians and martial laws
• Relentless corruption
• Corrupt politicians
• No system of check & balance in the constitution
• Limited power of judiciary
• Negative role of bureaucracy
• Many social, political and economic problems due to bad governance

Suggestions

• Check & balance on politicians
• Democratic process should be fair
• Effective accountability
• Independence of judiciary
• Promote education to create awareness
• Strengthen democracy
• Amendment in the constitution to ensure good governance

EXPECTED QUESTIONS

• Define Good Governance. Why did Governance fail in Pakistan?
• What are the various pre-requisite of Good Governance?
• Give some practical measures to implement Good Governance in Pakistan?

Good Governance ESSAY (Introduction)

“Gender equality is more than a goal in itself It is a precondition for meeting the challenge of reducing poverty, promoting sustainable development and building good governance.-Kofi Annan

Good governance has been said at various times to encompass: full respect of human rights, the rule of law, effective participation, multi-actor partnerships, political pluralism, transparent and accountable processes and institutions, an efficient and effective public sector, legitimacy, access to knowledge, information and education, political empowerment of people, equity, sustainability, and attitudes and values that foster responsibility, solidarity and tolerance.

Good governance relates to political and institutional processes and outcomes that are deemed necessary to achieve the goals of development. It has been said that good governance is the process whereby public institutions conduct public affairs, manage public resources and guarantee the realization of human rights in a manner essentially free of abuse and corruption, and with due regard for the rule of law. The true test of “good” governance is the degree to which it delivers on the promise of human rights: civil, cultural, economic, political and social rights. The key question is: are the institutions of governance effectively guaranteeing the right to health, adequate housing, sufficient food, quality education, fair justice and personal security?

The concept of good governance has been clarified by the work of the former Commission on Human Rights. In its resolution 2000/64, the Commission identified the key attributes of good governance:

Transparency, responsibility, accountability, participation & responsiveness (to the needs of the people)

About the author

Shahzad Faisal Malik is the administrator of CSSTimes.pk and is responsible for managing the content, design, and overall direction of the blog. He has a strong background in Competitive Exams and is passionate and sharing information with others. Shahzad Faisal Malik has worked as a Graphic Designer/Content Creator at CSSTimes in the past. In his free time, Shahzad Faisal Malik enjoys watching Cricket, writing blogs for different websites and is always on the lookout for new and interesting content to share with the readers of this website. As the website administrator, Shahzad Faisal Malik is dedicated to providing high-quality content and fostering a welcoming and engaging community for readers. He looks forward to connecting with readers and hearing their thoughts and feedback on the website.

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[…] Check Also: Good Governance Essay Outline & Introduction | (CSS Paper-2016) […]

UEFA sets new benchmark for good governance of European football

Tuesday, December 19, 2023

Article summary

Introduction of National Associations Governance Framework will strengthen standards and bolster sustainability across UEFA’s 55 member associations.

Article top media content

Funding support

To help associations roll out the new framework, UEFA will offer two sources of funding: a total €22 million (up to €100,000 per association each season through to 2028) will be available through the HatTrick development programme , which channels EURO revenue back into the game; a further €17.6 million (up to €80,000 per association per season) has been allocated to finance good governance projects.

Development of the framework, which builds on the success of UEFA’s ‘10 Good Governance Principles’ adopted in 2018, was led by a joint working group composed of representatives from UEFA’s National Associations and Governance and Compliance committees respectively. Its approval represents another significant milestone in the implementation of UEFA’s strategy “Together for the Future of Football 2019-2024”

Structured as a self-assessment questionnaire, the framework’s design reflects UEFA’s goal of fostering a culture of inclusivity, resilience and enhanced transparency across all associations – key building blocks for the long-term sustainability of the European domestic game.

The document can also be viewed in French and German .