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atidhwani the Echo
A Peer-Reviewed International Journal of
Humanities & Social Science
=
=
IS=
SN: 2278-5=
264 (Online) 2321=
-=
93=
19 (Print)
=
=
Im=
pact Factor: 6.=
28 (=
I=
ndex Copernicus
International)
=
=
Volume=
-IV,
Issue-III, January
2016, Page No.
24-28
P=
=
u=
blished by Dept.
of Bengali, Karimganj College, Karimganj,
Assam, India<=
span
style=3D'font-family:"Cambria","serif";mso-fareast-font-family:"Times New R=
oman";
mso-bidi-font-family:Cambria;mso-bidi-language:BN-BD'>
=
Website: =
i>http://www.thecho.in
Status of =
Good
Governance in the State of Karnataka
Dr. D. G Hanumanthappa
Asst. Professor, <=
span
style=3D'font-size:12.0pt;font-family:"Times New Roman","serif"'>Dept. of Political Science, Rani Channamma University, Belagavi,
Karnataka, India
Abstract
Expenditure Management is critical to effective public
service delivery, especially at the loc=
al
government level. Leveraging on information systems to aid in expenditure
management is viewed as an effe=
ctive method in bringing
about transparency and accountability in this process.
Past research shows that there are a host of non-technological factors
which determine the outcomes of information system implementations. This paper tries to outline
these factors by understanding the phenomenon of public
expenditure management which has been implemented through
an Integrated Financial Management Information =
System in the southern
Indian state of Karnataka the paper also addresses implications for IFMIS implementation in developing countries in general.=
The
research adopted an interpretative case
study approach to study the phenomenon. The theoretical lens used was a combination of actor-network =
theory
and control theory. The analysis shows that in a context where accountabili=
ty
relationships are not well-defi=
ned,
the absence of control mechanisms leads to instability of networks of
stakeholders. Further, the anal=
ysis
also consistently highlights the importance of alignment of interests of lo=
cal
stakeholders in a federal,
decentralized context like that of =
span>India.
Keywords: Public Expenditur=
e
Management, IFMIS, local governmen=
t,
interpretive, Actor-network the=
ory,
Control theory
Introduction: The
management reorientation is leading towards the domain of public administra=
tion
aiming to achieve economy effectiveness in development .in view of global
development phenomena. Our approach has been trimmed up towards holistic
orientation entailing economics aspects. Political agencies and social
entities. The current development parading is itching towards strengthening=
the
qualities of accountability responsiveness are gaining irreversible good
grounding in the new fangled development patter across the globe. Thinking =
of
development has ushered in various corposants of developments and without w=
hich
development cannot progress and that made us to realize the importance of h=
uman
capacities and conducive environment and ago\its role in upholding human li=
gnin
and reality. This new development paradigm therefore demands not only
structural changes human orientation but also compels the dispensation to
rigorously employ contretemps suitable strategies. Sustainable human
development and good governance.
Good <=
/span>Gover=
nance.
Kautilya across his t=
reatise =
i>Ar=
thasastra
delineated the tra=
its for the king of a good governance state as "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" (Sharma, L.N. and Sushmita
Sharma, 1998). Plato is credited with developing
the concept of the philosopher
king as the ideal ruler Aristotle was perhaps the first political thinker to deal with the
term "governance&quo=
t;, when he classified
constitution by indicating the manner in which they were ruled by a kind of numerical court
of rule by one (dictatorship), a few (autocracy), or many (democracy) (Sinclair, 1962).
Kautilya mentions the follo=
wing =
few prerequisites
of good governance;-
Merge=
his =
span>indiv=
iduality
with
his dutie=
s.
Guide<=
/span>
administration
Avoid=
extrem=
es
without missing the goal.
Lead =
a disciplined life with <=
/span>a
code of conduct.
Pay fixed salaries and other allowances.
Maint=
ain law and order
Stres=
s on =
span>lekhaks (writers)
Carry =
out preventive / punitive <=
/span>measures against
corrupt officials.
Replace bad administrators by <=
/span>good ones
Emulat=
e admin=
istrative
qualities.
The World Bank in its report on Governance
and Development 1992 defined=
span> governance as the manner
in which power is used in the management of a country's economic
and social aspects for development. The bank realized that "good governance
is central to creating and sustaining an environment which
fosters strong and equitable development
and it is an essential complement to
sound economic policies.
It has defined
good governance as the one epitomized by predictable, =
open, and enlightened policy making, a bureaucracy imbued with a professional ethos acting in furtherance" of the public
good, the rule of law, transparent process and a strong civil society
for public affairs. Whereas =
span>Poor governance is characterized by arbitrary policy making, unaccountable bureaucracies, unjust
legal, system a civil <=
span
style=3D'letter-spacing:-.5pt'>society paring in public life and widespread corruption. It identified the following three
glaning aspects of good governance.
The form and nature of
the political
regions, military or civil, parliamentary or presidential, or democratic.=
The=
span> manner in which authority is
exercised in the processing of a country's economic and social resources for
sustainable development.
The <=
/span>capab=
ility
of governments to design, and formulate and implement policies.
The chara=
cteristics of good governance lay down by
UNDP =
are =
span>as follows. 1. Participation, 2. Rule of Law, 3.Transp=
arency, 4. Responsiveness, 5. Consensus Orientation, 6. Equ=
ity, 7. Eff=
ectiveness
and Efficiency 8. Accountability and 9. Strategic Vision. E-Governance: In the=
span> rapidly changing scenario, e-governance
has become necessary and also ess=
ential in a
human system where
people are the biggest
beneficiates in this context <=
span
style=3D'letter-spacing:-.55pt'>, the Union Ministry
of Information Technology has made a number of initiatives, including the <=
span
style=3D'letter-spacing:-.45pt'>setting up
of a center for e-governance at Massachuset=
ts Institute of Technology
(MIT) which will cater
to a forum for government officials, legislators, industry, and pied key players to come together to discuss and explore issues of common concern. Some of the
for e-governance are as follows:
1.&n=
bsp;
Develop a system for unremitting of information between offices both
at the center as the states. 2.&n=
bsp;
Set-up specific communication networks among the gover=
nment secto=
rs. 3.&n=
bsp;
Assist central
and state
governments in identification and implementation of suitable
hardware and software
packages for e=
- governance. 4.&n=
bsp;
Establishing links worldwide, for interchange of ideas and experiences. 5.&n=
bsp;
Develop special
pilot projects
through the use of the web and internet technology. 6.&n=
bsp;
Build convergence into connected services delivery programmes related to citizen devices. 7. Develop
commercial and governmental systems for issues and managing signatures /
electronic signatures and smart cards. 8. Find out/ Identify measur=
es for suitable protection of data
with all security measures. 9. Establish Indus=
try Consu=
ltative Commit=
tees (ICC), Citizen Consultative Committees (CCC), Ministries Consultative Committees (MCC) to provide a forum to various
users, implementation groups
and organizations to contribute towards the 25 percent
goal. The e-government solution strongly
supports digitization of government administration through network technolo=
gy
and security technology to meet the needs of the people providing services =
and
those receiving them. As the internet spreads throughout the society,
operations such as e-applications and e-procurement become common place.
Internet access is thus a central to the e-government efficiency. Strategies for Reach out to
The Massachusetts Institute of Technology (MIT) and the Government
of India have agreed to participatory exercise in one year project to install the media laboratory Asia, as an independent,
non-profit organization. MIT decides to explore the technology to bring the cutting edge benefits of the
most sophisticated conspicuous technologies
to
the daily problems of
India's poorest and 404uasc
people. The Media Lab-Asia=
in collaboration with IIT, Mumbai has also under taken an agro explorer programmed to farmers to
benefit from various
relevant information. The Ministry of Information Technology=
is very sensitive to
the problem of language
barrier and MIT therefore
introduced a scheme of languages
coupes the scheme becomes
get worked out, it will certai=
nly empower the masses. This strategy no doubt would be water sh=
ed in
the development of good governance Karnataka breaks new grounds in IT
strategies
The IT of Karnataka
aims to offer direct citizen interface, non human resources plus connectivity and imp=
rove the efficiency of government official=
s. IT has =
been introduced in the following=
areas.
Local
Area Network (LAN): This LAN envisages the computerization
of all secretariat departments. It enables citizens to families
themselves with the status of their file and the number of days the file takes to be cleared at various
stages. It is a pragmatic step in proffering good governance =
to the citizens.
Khajane:
This is hu=
ge
project under taken at the loss of R=
s. 45 crores
is almost tailored for=
implementation.
This system keeps accounts of all payments of the state, which amounts
to approximately Rs.24, 000 crores a year.
This system makes payments to 6 lakh employees, 3 lakh pensioners, 13 lakh aged, widowed and handicapped
pensioners. All The
accounts, available, real time, are stored
in data centers=
in Bangalore and The STP is the in net work partner. The
benefit of the project is the instant
reconciliation of government
accounts. The system also displays =
span>the
money spent closes on all government schemes an over the state this enhances transparency and along with quality improvement<=
span
style=3D'letter-spacing:-1.3pt'>.
Bhoomi and Nondani:
Bhoomi project is computerizes states land records It =
targets cover
60 lakh farmers of 175 taluks. Operational in 12 sub-registration offices in Bangalore,
it earns about
Yava.c=
om
This programme
covers 225 training
centers across the state run by reputed
firms like Aptech,
NIIT, SSI etc. The fees
in the center
are already reduced. The government offers subsidy of
Rs.1500 for every three<=
span
style=3D'letter-spacing:-.25pt'> month course. A maximum subsidy of Rs.4500 is given for
a six month course. The programme
has decided to train over 1, 00, 000 rural youths=
in a year. More than
100 centers are operational in the state at present.
E-Lottery: =
span>The government has floated
a tender to set up 10,000 terminals all
over the state. Apart from this
electronic lottery the kiosks could
made to disseminate
other public information.
Mukhya Vahini: This is Chief Ministers decision to support
this system. Currently trails the C.M.S. instructions, the project
agreed upon in the
Common
Entrance <=
/span>Test:
Karnataka has multitude institutions of higher education and invites
students from other Indian states and also from oversees. =
State conducts
the common entrance test. On yea=
rly
basis Over 1,
50,000 students
take the exams and around 50 percent
are from across the nation =
the admission process is absolutely transparent. The
number of students elected representatives
and a lot of litigation. Now the system is
so transparent that it has rid itself of both. Before the ad event of imputer the =
sates
dispensation would pace embracing situation and litigation. Today all that =
has
gone.
Other
Initiatives: The
Commercial Tax Department
keeps tabs on check post entries. Information about movement
of goods is automatically put in the dealers assessment file. In terms of tax collection, the state is one of the best in India. The Insurance
Department uses computers to track
all
the government
Conclusion
E-governance is all about good governance and every government is must to provide
good governance to its citizens. Citizens demand excellence in governance, high quality o=
f governmental services delivered on time and minimum
costs. They want government to =
be
closer to the citizens. The nature of science has changed from procedure
orientation to science orientation. Government should try to give up ruling
attitude and adopt siring attitude towards citizens. Politics and pragmatic=
has
of technology would no doubts go a long way to realize resents to good
governance. The proper use of technology and its connectivity with a view to
enhance proximity would yield vibrant results in respect of human developme=
nt
and facilitates governments to deliver services at ease. The development
paradigm of 21st century lays steers on information to be a powe=
r,
if that is so then the citizens and governing dispensation should be made e=
mpowered
to use and realize benefits development.
IT based more than others, it is the
limiters who should be lettered on
government policies procedures and schemes and other govt/ official
pronouncements to drive a way the glittering benefits of IT and its effecti=
ve
has reducing ohztance and promoting proximity.
References:
1)&n=
bsp;
Bekkers V.J.J.M., Governance in Modern Society
(Ed=
s)
Oscar van Heffen etal, Kluer A=
cademic
Publishers, 2000.
2)&n=
bsp;
Bhattacharya, M. New =
span>Horizons of <=
span
style=3D'font-family:"Times New Roman","serif";letter-spacing:.4pt'>Public<=
/span> <=
span
style=3D'font-family:"Times New Roman","serif";letter-spacing:.1pt'>Adminis=
tration, Jawahar Publishers 1998.
3)&n=
bsp;
Minocha
O.P., Good Governance, New Public Management Perspective, The Indi=
an Journal of Public
Administration, July-Se=
pt., New Delhi, 1998.
4)&n=
bsp;
Mukhopadhyaay,
A. Reinventing Government for Good Governance, The Indian J=
ournal of Public Administration IIPA July-Sept=
., 1998.
5)&n=
bsp;
Government
of India, An Agenda for Effective and Responsive Administration, Ministry =
of Personnel, Public Grievan=
ces and Pensions, New Delhi,
November 1996.
6)&n=
bsp;
Minocha, O.P.,
Good Governance, Concept
and Operational Issues,
Management in Government Oct.-Dec. 1997.
7)&n=
bsp;
Good
Governance Initiatives <=
span
style=3D'font-family:"Times New Roman","serif"'>in India (Eds) E.
Vayunandan, Dolly Mathew, Prentice Hall=
of India, New
Delhi, 2003.<=
span
style=3D'font-family:"Times New Roman","serif";mso-fareast-font-family:"Tim=
es New Roman"'>
Status of =
Good
Governance in the State of Karnataka
D. G Hanumanthappa