Definición de Sistemas de Proceso (SdeP)

In 1999, the principle of GG was introduced into the mainstream of government functionary systems to promote efficiency, accountability, transparency, justice, equality and empowerment (Brassard, 2008). GG is one of the pillars of GNH and is basically intended to promote a vibrant democratic culture among the citizens and to attain an efficient service delivery system (Royal Civil Service Commission [RCSC], 2005). GG in the delivery of public services is also enshrined in several sections of the Constitution. Therefore, GG blended with GNH, is expected to influence major sectors of the government in order to improve people’s welfare, well-being, happiness, equal opportunities and rights. It is also clearly stated in the 11th FYP that more emphasis will be given to good governance in order to strengthen democracy, improve public service delivery, promote gender equality, to curb corruption, to enhance safety and to address the needs of vulnerable groups. Brassard explicitly states that “in the social sector, at the minimum, good governance implies free access to education and health for all” (2008, p.23). However, many other issues need to be addressed given that the country is undergoing socio-economic and political change.

There are key challenges faced by the sectors and agencies of government such as lack of institutional and human capacity, especially at the LG level; growth in quantity and complexity of the policy and regulatory environment; gender related issues; sustaining the progress made in combating corruption. Therefore, so as to address the key issues the government has identified several areas of focus (GNHC, 2013, pp.67-68) which all relate implicitly or explicitly to education reforms, strategies and policies:

Public Service Management

Civil Service - To create a dynamic and professional civil service, a number of civil

service reforms have been implemented over the years. For instance, the Position Classification System was introduced in 2006 to promote meritocracy and enhance efficiency, transparency, professionalism and accountability in the civil service. Organization Development exercises was introduced in 2007 to define the optimal size, structures and capacity building of the civil service. Additionally, to help

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regulate and further improve the civil service, the Civil Service Act 2010 and revised Civil Service Rules and Regulations 2012 were introduced following the reconstitution of RCSC in 2009.

Public Service delivery – one of the most important functions of the government is

to provide efficient and effective public service delivery to its people. Towards this, a number of new initiatives were undertaken in the last five years, which include:

Government to Citizen Services (G2C) was initiated in 2010 to increase efficiency

and transparency in public service delivery through the use of ICT. About 136 most commonly availed services ranging from civil registration, timber permits and security clearance were streamlined and automated to reduce the service delivery turn-around-time by 70 percent. Online services were made available through 131 Community Centres (CCs) connected with internet and the remaining 74 CCs will provide the service after internet connectivity is established in the Eleventh Plan.

Agencification Guidelines 2012 – Agencification Guidelines were issued to

improve performance and public service delivery by an agency/organization by separating planning and policy-making, regulatory and implementation functions and by facilitating higher flexibility in terms of key organizational processes such as human resource management, procurement, budgeting and performance management. Since the adoption of Agencification Guidelines, 12 new departments under various ministries were created, six government departments were granted autonomous status and four agencies were delinked from the civil service.

Government Performance Management System (GPMS) – was initiated to a) draw

clear objectives for the ministry/dzongkhags; b) enhance accountability and performance; and c) allow efficient resource allocation/utilization. It maps out tangible targets in terms of outputs, key performance indicators and activities and other essential metrics that will facilitate measuring the performance of all central and LG agencies. It is expected that this policy will be fully implemented by end of the Eleventh FYP.

Transparency, accountability and combating corruption are also considered key issues in the GG agenda. Therefore after the introduction of parliamentary democracy, various regulatory committees were established such as the Legislative Committee which was established in 2003 and the Public Accounts Committee in 2004. Similarly since 2008 there were 12 committees formed in parliament and 2 more added in 2013. All these committees are working on reviewing the policies, acts and laws to ensure that they incorporate GG mandates. There are also other branches of GG like Royal Audit Authority (RAA) and Anti-corruption Commission (ACC) to ensure that public resources and policies are effectively and efficiently utilized and implemented. All these elements of the GG agenda were

further intensified with the commencement of parliamentary democracy in the country.

5.3.6.1 GOOD GOVERNANCE IN EDUCATION

The MoE is the most important social service providers in Bhutan. It is therefore expected that services for improving education teaching and the improvement of the knowledge base of the country are delivered according to the mandates of GG. It is explicitly stated in the Constitution, Article 26, Section 1 that “There shall be a Royal Civil Service Commission, which shall promote and ensure an independent and apolitical civil service that will discharge its public duties in an efficient, transparent and accountable manner” (RGoB, 2008b, p.51). The entire ministry, bureaucrats like DEOs, principals, teachers and other support staffs are under the RCSC and they are supposed to perform their duties in the spirit of the guidelines of the RCSC and GG.

At the ministry level there is an internal audit section which mainly monitors the administrative work that is basically non-academic (not teaching related work). The Ministry of Finance [MoF] (2014, p.3) states that the main purpose of establishing this unit is:

(i) The Internal Audit Unit conducts audits and reviews, using a systematic and disciplined approach, to provide the respective Chief Executives of Ministries, dzongkhags and other budgetary bodies with:

(ii) Independent and objective assurance on the efficiency and effectiveness of their respective Entity’s governance, risk management, control and accountability processes.

(iii)Proposals and recommendations for improving the efficiency and effectiveness of the Entity’s operations, achieving organizational objectives and proper stewardship of resources.

There are also major functions of internal audit seeking to provide diligent service. These include (RAA, 2011, pp.5-6):

(i) Effectiveness of operations of internal controls; (ii) Effectiveness of the risk management system; (iii)Compliance with laws, rules and regulations; (iv)Adequacy of accounting and record keeping;

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(vi)Accountability and transparency in the decision making process; and (vii) Special reviews and investigations.

There also exists an academic monitoring body for teaching-learning under the ministry called Department of Education Monitoring & Support Services. It has its own mandate and functions (elements selected for GG only) such as (UNESCO, 2010, p.4):

…monitoring and support mechanism for effective curriculum implementation (institutionalize regional, cluster and school level monitoring and support mechanisms, build professional capacities of teachers, carry out focused school visits); providing professional support to pre-service and in-service teachers for effective curriculum implementation….

These auditing and monitoring mechanisms reflect not only the wish for a docile, political and uncorrupt bureaucracy according to GG objectives but also the importance of autonomy of the State and thus the inability of other societal institutions to influence or impact the procedures of the state. The GG mandates are also encrypted in the position description of DEOs to include carrying out periodical monitoring of all the educational programs; monitor and evaluate performance of school/staff; monitor good management and administration in the schools; ensure provision for equitable distribution of educational facilities within the dzongkhag/gewogs/communities; and ensure proper utilization of the budget and timely disbursement of finance (RCSC, n.d.a). There are also elements of GG in the position description of principals which include ensuring an efficient and conducive environment for human development; support, monitor and evaluate the staff regularly; enforce accountability and transparency norms; and ensure all the resources are used most efficiently (RCSC, n.d.b). The MoE considers GG as an integral part of the system which helps in promoting transparency, efficiency and accountability. Further this also creates building blocks that promote educating for GNH in the schools which the ministry is currently striving to do. The question however remains as to how far the bureaucracy executes these objectives in the process of service delivery.

The theoretical perspectives of GG objectives can be releated to central government and Ministry of Education GG system. The central government as well as the ministry emphasises efficient, effective and transparent governing system which is matching with GG perspective of the World Bank referring to its focuses on fair implementation of plans and policies without corruption. Under the GG concpet it attempts to bring peace and propersity for the human society in which Government of Bhutan is trying to promote under the GNH concepts. There are also different mechanisms to monitor the activities of government under GG like government performance management, quality of bureaucracy and checks and balance

institutions which is there in governance system like public service management and public service delivery. There are institutions like Royal Audit Authority, Anti- corruption Commission, Internal Audit Unit and various service delivery system introduced.