The Ideals Governance

THE IDEALS - GOVERNANCE

The governments ability to (a) to make and enforce rules (b) to deliver service (c) to make decisions and implement them (in some cases not implement them)

This is very much connected to authority and legitimacy of authority at all levels which assist a country in running its affairs

It comprises mechanisms, processes and institutions

It is through these mechanisms, processes, institutions that the citizens at all levels

(a) articulate their interest

(b) exercise their legal rights

(d) mediate their differences

This includes the various actors commonly known as stakeholders which exist both formally and informally

THE IDEALS - INSTITUTIONAL MECHANISMS

• Institutions are ‘rules of the game’ that emerge through

(a)formal laws
(b) informal norms and practices
(c) organisational structure

• Institutions are where humans exhibit their ability to govern through effective public policies and strategies

• It is important to have good governance but also stable institutions which reduces volatility and unpredictability

• Based on the above analysis, we can conclude, governance is the way or way policy measures are formulated and implemented and institutional mechanisms are the vehicle that is used to carry them out.

THE REALITY – IN THE CIVIL SERVICE

Policies (inadequate, unrealistic, discrepancies, lack of coherence)

Legislation (archaic, lack of enforcement, jurisdictional issues)

People (leaders/employees- that are narcistic, politically motivated, dead wood cronyism, favouritism, lame duck, greedy, not genuine, incompetent, little napoleons, irresponsible, lack of communication) (Clients/customers – unrealistic, hard to please, opportunistic, selfish)

Processes (long-winded (red tape), confusing, unreasonable, too much bureaucracy, political influence

Institutions (too many layers, unfriendly, lack of coherence, dysfunctional, not up to standard)

Decision making (too stringent, red tape, lack of evidence, slow)

TAKE AWAY

DO’S – People (which affects processes and decision making)

• Altruistic (do not expect anything in return) & go the extra mile – ITS OK

• Open for new ideas from all levels at all levels (avoid being arrogant and narcistic)

• Communicate effectively and professionally (avoid grapevine and informal communication on work related matters)

• Do what is your work and don’t step on others’ toes (avoids jurisdictional implications)

• Do what is right thing and being ethical (avoid undue influence)

• Think of others (peers, subordinates and above of all yourself) – sense of compassion

• Competent (Update yourself with knowledge) – not just tacit but current state of affairs)

DO’S – Policies and Legislation (Which affects processes and implementation)

• In line with need of the “rakyat” (although we cannot please everyone)

• Need to be current and serve the purpose in the best way- fit for purpose (Benchmarking is encourages)

• Effective policies and laws should be feasible and viable (implementable and value for money) – otherwise will kept in shelf document

DO’S – Institutions (which affects decision making, processes and implementation)

• Flat organisations will mean quicker decision making and reduction of red tape

• The right people to lead ( leadership qualities and competence) – avoid putting people in top position because no where to put them / to put them there till they retire

• Take action when required (avoid giving too much of opportunity) – “nip the bud”

• Periodic monitoring and evaluation (not just meetings or the usual performance appraisal)

• Don’t be afraid to reform (change is always met by resistance but is required)

Implementation (no follow through, unexpected problems, unrealistic expectation, time consuming, problematic)