Governing Kashmir is not easy; it is a fraught and difficult endeavour- both in terms of process, procedure and delivery. This is can, to some extent, be attributed to the conflict in and over Kashmir and also the patronage aspects that define governance here. However, these can also become the fig leaves for obscuring a fundamental reality: how the interface between politics, public policy and governance obscures the need for good governance in Kashmir. We are not indicting anybody or any party here: our analysis is located outside time and space in Kashmir. No regime in the vale smells of roses when it comes to governance and government. All are implicated and impugned.
Whilst we understand the difference between Government and governance- the former in the nature of an institution and the latter in the nature of a process, roughly speaking, our focus is on governance.
An example that may relate to may illustrate the point.
Consider the interface between the client- the recipient of public service of governance- and the bureaucratic apparatus of Kashmir. This can be attritive. That is, this interface is so driven by inertia and systemic malaises that the client or the denizen gradually loses interest in pursuing a case , seeking redress , remedial action or even at times his/her right(s). The other alternative which , however, is only available to the privileged is seeking out relational capital and to bring about the desired outcome. That is, person A knows person B who is an official or an influential politician, then person A solicits the intervention of person B to catalyze an intervention and an outcome. All these are the legacies of broken and inert systems where public delivery systems are so broken that it is either the munificence of a good hearted bureaucrat or the largesse of a politician whose interest lies in disbursing patronage that may help. The last option is the obvious one: bribe paying.
The question is what accounts for this systemic lacuna?
Government inertia is one reason. The other is apathy and indifference of the system as a whole which socializes its components- bureaucrats, officials, clerks etc- into this indifference. The incentive structure of the bureaucracy is another impediment. This not only affects public welfare negatively but also breeds resentment. While the middle class in Kashmir muddle along by seeking and building connections and other avenues and means, it is the poor who bear the brunt.
Can this condition be remedied?
Perhaps is the answer.
The answer is qualified because remedying the system calls for political will and determination. But what is also key is devising, conceiving and instituting alternative systems whose driving force and premises are efficiency, effectiveness and equity. What could be the design of these systems? A stakeholder approach with both bottoms up and top down accountability may be a good start. This can be complemented by an incentive structure which is aligned with the times and the premise of accountability. Specifically, it may mean the adoption of private sector performance measurement and management techniques wherein performance is tied to remuneration, promotion and other rewards and even punishment, depending upon context and situation. The only difference could be that the end(s) of service delivery in government would be public good and public welfare whilst in the public sector , it is the profit motive..
Delineation of these policy and governance prescriptions are not original insights. These have been tried and tested in other locales and domains- rather successfully. And, if there is will and determination, these can be instituted in Kashmir too. It is about time that the distance between the governed and governors is bridged in Kashmir and public good and welfare be elevated over parochial and petty interests. It is doable; hiding under and offering the excuse of conflict is lame.
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