A survey on public service delivery by TINEPAL

A Survey on

Public Service Delivery

A Survey on Public Service Delivery I

Chapter I

Report : A Survey on Public Service Delivery

esearch Consultant : Mr. Raghav Bista R {Project Research and Engineering Associates (PRENA)} Published : Kathmandu, November, 2015 Publisher : Transparency International - Nepal (TI Nepal) Chhakkubakku Marga, New Baneshwor Kathmandu, Nepal Phone: 977-1-4475062, 4475112 Email: trans@tinepal.org Website: www.tinepal.org FB/Twitter: tinepal Hotline: 1660 01 22211

Support : Royal Norwegian Embassy, Kathmandu, Nepal Copyright : Transparency International - Nepal (A National Chapter accredited by Transparency International) All Rights Reserved. ISBN : 978-9937-9068-0-7

The views and opinions expressed in the report do not necessarily correspond with those of Transparency International - Nepal

II A Survey on Public Service Delivery

Preface Public service delivery has always been a matter of concern for government, service provider and service seeker. This report maps the experiences and perceptions of service seekers in 14 public service delivery institutions that were surveyed and collected in nine districts (Siraha, Rautahat, Dolakha, Bhaktapur, Baglung, Butwal, Banke, Dang and Darchula) where TI Nepal has its outreach programs. The survey on public service delivery, with its statistical and graphical presentation, displays grievances of respondents related to corruption. It also discloses monetary and non-monetary means of corruption and bribery in providing public services. The survey supports the findings of TI Global Corruption Barometer 2013 about the increasing trend

of corruption in Nepal. It provides a baseline to policy makers to develop anti-corruption approaches and to introduce effective mechanisms in public service delivery. We express our thanks to the research team of Project Research and Engineering Associates (PRENA) led by Mr. Raghav Bista. Additionally, we thank TI Nepal Affiliated Organisations based in the nine districts for their assistance during field work. Finally, our gratitude to the Royal Norwegian Embassy for funding this survey.

Bharat Bahadur Thapa President

A Survey on Public Service Delivery III

Chapter I

IV A Survey on Public Service Delivery

Table of Contents Preface List of Tables List of Figures Abbreviations and Acronyms

Chapters Chapter 1: Introduction 1.1 Background and Context 1.2 Objectives 1.3 Scope of Study 1.4 Methodology

III VI VII VIII

Page No. 1-4 1 2 2 2

Chapter 2: Baseline Findings: Experiences on Service Delivery 2.1 Socio-Economy of Households 2.2 Experiences on Service Delivery 2.3 Unofficial Dealings and Extra Money 2.4 Direct Contact and Third Party Involvement 2.5 Work Incompletion on Service Delivery

5-13 5 6 9 10 12

Chapter 3: Baseline Findings: Perceptions on Service Delivery 3.1 Knowledge of Work Process 3.2 Information of Work Process 3.3 Reading of Citizenâ&#x20AC;&#x2122;s Charter 3.4 Effectiveness of Citizenâ&#x20AC;&#x2122;s Charter 3.5 Satisfaction Level on Service Delivery 3.6 Corruption Practices and Magnitude Chapter 4: Conclusions and Recommendations

15-20 15 15 16 17 18 19

Appendix Survey Questionnaire Questionnaire (English Translation)

23-31 23-28 29-31

A Survey on Public Service Delivery V

Chapter I

List of Tables S.N.

Tables

Table 1

Age Distribution of Respondents

Table 2

Work Completion Status Time

Table 3

Work Completed in Expected Time by Gender

Table 4

Reasons for Completion of Work by Service Providers

Table 5

Extra Money Paid for Completion of Work on Time

Table 6

Extra Money Paid for Completion of Work by Gender

Table 7

Payment of Extra Money for Completion of Work

Table 8

Payment of Extra Money by Disaggregated Gender Distribution

Table 9

Third Party Involvement in Service Delivery

Table 10

Reasons for Incompletion of Work

Table 11

Impact of Work Incompletion Delays

Table 12

Complaint Status on Service Delivery

Table 13

Action Taken on Complaints on Service Delivery

Table 14

Work Process Information on Efficiency of Delivery of Services

Table 15

Work Process Information on Delivery of Services

Table 16

Information about Working Procedure on Service Delivery

Table 17

Citizen's Charter

Table 18

Careful Reading of Citizen's Charter

Table 19

Careful Reading of Citizen's Charter by Gender

Table 20

Work Completed after Reading of Citizen's Charter

Table 21

Effectiveness of Citizen's Charter

Table 22

Service Delivery as per People's Need/Expectations

Table 23

Satisfaction Level of People of Services

Table 24

Satisfaction Level of Staff Behavior on Service Delivery

Table 25

Reasons for Corruption by Gender

Table 26

Corruption Score Difference between Males and Females

VI A Survey on Public Service Delivery

Page

List of Figures Figure No

Description

Page

Figure 1

Office Visited by Respondents

Figure 2

Work Completion Status

Figure 3

Work Completed on Expected time

Figure 4

No Direct Contact with Officials on Service Delivery

Figure 5

Nature of Corruption in Offices

Figure 6

Corruption Level in the Districts

Figure 7

Corruption Range in the Districts

A Survey on Public Service Delivery VII

Chapter I

Abbreviations and Acronyms ADB

Asian Development Bank

Advisory Council

Bikram Sambat

CIAA

Commission for the Investigation of the Abuse of Authority

CPI

Corruption Perceptions Index

Executive Committee

Executive Director

General Body

GoN

Government of Nepal

Integrity and Accountability

LGCDP

Local Government Community Development Project

Households

MSC

Management Sub-Committee

MOU

Memorandum of Understanding

NGO

Non-Governmental Organization

NPC

National Planning Commission

NVC

National Vigilance Center

Operational Manual

Secretary General

ToR

Terms of Reference

TIN

Transparency International Nepal

UNCAC

United Nations Convention Against Corruption

World Bank

VIII A Survey on Public Service Delivery

Chapter 1

Introduction and Methodology 1.1 Background and Context Corruption is a global phenomenon and a growing and vexing problem in Nepal. Over the last few years, incidents of corruption have received greater public attention. The media has vigorously exposed scams and corruption committed by higher authorities. Over the years, the Corruption Perceptions Index (CPI) reflected the worsening condition of Nepal in terms of transparency and accountability. In 2012, the Transparency International, CPI ranked Nepal 139 among 176 countries surveyed, with a score of 27 out of 100, making Nepal one of the most corrupt countries in South Asia. However, a slight improvement of CPI was observed in 2013 which scored 31 out of 100 and stood at 116 out of 177 countries. The CPI of Nepal in 2014 was in 29th rank, which was comparatively better among SAARC countries. Transparency International Nepal (TIN) is a civil society organization registered at the District Administration Office, Kathmandu in 1996. TIN’s mission is for a corruption-free Nepal and working for anti-corruption movement. TIN core values are: n n n n n n n n

Transparency Accountability Integrity Courage Justice Solidarity Democracy Honour and Dignity

The main objective of TIN is to combat corruption in all its forms at the national and international level through advocacy, representation, networking, coalitions and awareness building, discourage abuse of public authority for personal gain, and motivate movements, organizations, groups, communities for a proactive role against corruption. TIN working tools focuses on building systems that inhibit corruption. It works as a non-partisan, impartial and independent organization.

Rationale for Baseline Study People require a host of services: legal, livelihood, development, family matters and seek to complete the task as far as possible on time. The necessary public services required by the people are the following; n Citizenship certificate, Passport n Land registration, transfer, land survey and management n Drinking water supply and sewerage services n Telephone and electricity services n Forestry services n local development planning and projects in VDC, DDC and Municipalities n Driving License n Vehicle tax payment, registration, transfer n Others The existing mechanisms and systems of public service delivery provided by different offices vary because of the functions they perform and the areas they cover which has been mentioned in the Citizen’s Charter. But customers/clients face inordinate problems with delays, time consuming hurdles with document collection in different offices leads to corruption by officials on the delivery of services. In this regard, the public are reluctant to directly approach officials, that is why they prefer middleman. The survey on service delivery is to identify the magnitude of service delivery in district offices, and to indicate the factors for corruption and status of service delivery. It is expected that this study will provide useful baseline information on public service delivery in selected government offices. This baseline survey’s rationality is based on two aspects: a) experience of people towards public services provided by selected government offices and b) perception of people on service delivery. The first aspect, mentioned above is associated with the experience of people who have faced problems during their particular work completion in different line agencies. The second aspect, is associated with what people expected from service delivery and people’s attitude on good governance.

A Survey on Public Service Delivery 1

1.2 Objectives The main objective Chapter I

of the baseline survey on public service delivery is to find out the baseline indicators of the service delivery system and to collate the perceptions of the customers/clients on service delivery with the result indicators to reduce corruption and recommend for good governance in service delivery. The specific objectives of the study were as follows; n to collect baseline data on perception and experience of the people on service delivery. n to analyze the data and prepare baseline indicators of public service delivery n to assess the results of the baseline survey and recommend measures on good governance for service delivery.

1.3 Scope of the Study This baseline research was carried out in nine selected districts: Siraha, Dolakha, Bhaktapur, Rautahat, Rupandehi, Baglung, Banke, Dang and Darchula of Nepal. The survey was carried out in public service delivery offices of districts with service seekers and customers/clients. For this, the assistance of TIN Affiliated Organizations (AOs) based at the municipalities was necessary. The purpose of this study is to access the general public’s concerns with public service delivery in the districts surveyed. The study also indicates whether public service delivery is improving vis-a-vis good governance. This study may also indicate the level of corruption in public service delivery in the government offices of districts surveyed. The findings of this study can be considered representative of the level of corruption at the national level. However, it cannot be generalized, due to the restricted sample size.

1.4 Methodology The Baseline Survey of Public Service Delivery (Perceptions and Experiences) was based on the aforementioned scope of the study. The consultant’s task during the assignment was streamlined comprehensively to meet the objectives by covering the scope of study outlined on the Concept Note. The methodology is outlined in the following subsections for the required tasks and activities. The study

2 A Survey on Public Service Delivery

was based exclusively on quantitative data from the baseline survey. 1.4.1 Sample Size The sample size for the baseline survey was computed as follows; n=

z21-a/2 p(1-p) δ2

Where Z = Value of standard normal distribution i.e. 1.96 for 95 % confidence level p = proportion of service seekers or/and clients, approximately 50% (conservative assumption)

δ = Permissible error i.e. 0.05 (considered) Where D is the Design Effect

Now, n = (1.96)2 (0.50) (1-0.50) (0.05)2 = 3.84 *0.50 *0.50 0.0025 = 0.96 0.0025 = 384.33 The estimated sample size after adjusting for the Design Effect was: N = n*D= n *3, After adjusting for Design Effect, the final sample size was: 384.33× 3 = 1153 While computing the sample size, there was no data available on the proportion of service seekers/clients for the districts surveyed. Therefore, the proportion p = 0.5 was taken conservatively, and was used to compute the sample size while the design effect is generally set as 2. This study sets the design effect as 3 in order to increase the sample size so that estimates are expected to be more precise due to a larger sample size. The sample households in each district was allocated using Probability Proportion to Size Sampling (PPS) of the households distributed in the respective districts. The household sampling distribution is listed in the following table.

S.N.

Districts

District Code

Sample Size

Dang

Tulsipur NP -88

Halwar -19 Tarigaun -19 Manpur -19

Siraha

148

Dolakha

100

Bhaktapur

100

Rautahat

134

Baglung

100

Rupandehi

206

Translation of Questionnaire

Banke

119

Dang

146

Darchula

100

The questionnaire was prepared in Nepali and was approved by TIN. The approved questionnaire was then translated into English. The Nepali questionnaire was used for the pre-test.

Total

1153

1.4.2 Sampling Methods Multistage purposive sampling was applied to select the sample households in the sample districts. Under this sampling method, the following steps were adopted to select the samples: Step 1: In each selected district the households were distributed 60% (in municipalities) and 40% (in VDCs) wherever applicable. However, in the district of Bhaktapur, all households were in the municipality, and in Darchula all households were in the VDCs. Step 2: Allocate the sample number of households in the municipality and VDCs in each ward of the respective households. Step 3: Select households at random in wards. Sample size was distributed in the Municipality and VDCs as follows: The Sample Size of Municipalities and VDCs Districts

Nagarpalika

VDCs

Khalanga -33 Knate -33 Khar -34

Darchula

Pre-test of Questionnaire The survey questionnaire was pre-tested at Lalitpur. After the pre-test was completed the consultant finalized the questionnaire, incorporating comments and corrections. The finalized questionnaire was used for the field survey. Selection and Orientation of Surveyor and Supervisor The surveyor and supervisor were selected from qualified and experienced candidates from both the local and other related field. The qualification of the surveyor was intermediate level education with experience in data collection. Supervisors needed a bachelor level education with experience in data collection and supervision. The selection of surveyors and supervisors were carried out with the help of NGOs working locally. A two day orientation program was held in Lalitpur to provide comprehensive knowledge on the use of tables, software, and survey techniques. A practical exercise for the collection of data was also conducted during the orientation-training program. Resource personnel imparted professional training.

Siraha

Siraha Nagarplaika -88

Harkapara -20 Belaha -20 Laxmania -20

Dolakha

Bhimeshor NP -61

Bhirkot -13 Sailungeshor- 13 Namgu -13

Bhaktapur

All Nagarpalika -100

The data collection was carried out in the respective sample households in the VDCs. The interviews were personal interviews with respondents.

Rautahat

Gaur NP -80

Bairiya -18 Sarautha - 18 Mathiya -18

Monitoring and Supervision

Baglung

Baglung NP -61

Tityang -13 Malika -13 Palakot -13

Rupandehi

Sidharthanagar NP -124

Bagaha -27 Hatibangai -27 Chilhiya -27

Banke

Nepalgunj NP -71

Indrapur-16 Purini -16 Bebhar -16

1.4.3 Data Collection

Supervisors carried out monitoring and supervision of daily activities of data collection. The supervisors rechecked the data and information during the data collection period. The survey team members and supervisors met and discussed the validity of the information from the field on a daily basis, wherever possible. If some information was found to be doubtful, then the survey team member was sent to the field again.

A Survey on Public Service Delivery 3

The team members also visited each of the sample areas during the data collection period and supervised and monitored the status and quality of data collection process.

Chapter I

1.4.4 Data Entry Computer Software for Data Entry Statistical Package for Social Sciences (SPSS) software was used for data entry and analysis of the data. Data Analysis The quality of the data entry was determined through verification of entered data in the questionnaire form

4 A Survey on Public Service Delivery

on the basis of sampling mistakes and errors in entry, if found, were corrected. The entered data was refined, and the data consistency, outliers, range, etc. were assessed for each variable through the use of SPSS. Descriptive statistical measures such as range, percentage, etc. were computed to summarise the data. Diagrams and graphs were created so that readers can understand the information at a glance.

Chapter 2

Baseline Findings: Experiences on Service Delivery 2. Experiences on Service Delivery The baseline survey findings are drawn from the experiences and perceptions of respondents on service delivery with different line agencies on good governance and corruption. The baseline survey interviewed local residents who had experience in accessing services or getting work done at their local offices in the district. There were 14 offices that were usually visited by the public and these offices provided the necessary services. The study has developed baseline indicators on public service delivery by measuring the level of corruption and good governance.

2.1 Socio-Economy of Households The survey was conducted in 9 districts covering 8 municipalities and 24 VDCs on a regional and ecological basis. The data was analyzed on various demographic, occupational and others parameters as follows. 2.1.1 Gender Distribution There were three categories of distribution of gender namely: males, females and third gender among respondents. It is shown in the following figure.

Of the total respondents, approximately two-thirds were males 74.6%, 25.3% were females, and the remaining 0.1% were of the third gender.

2.1.2 Age Distribution The age of the respondents ranged widely from below 40 years to more than 70 years. The age distribution of the respondents are given below; Table 1: Age Distribution of Respondents S.N.

Age Group (years)

Numbers

Percentages

Less than 40

652

56.5

41-50

298

25.8

51-60

131

11.4

61-70

4.9

Above 70

1.3

1153

100.00

Total

Source: Field Survey, 2015

The age distribution of respondents shows that 56.5 percent of respondents are between 25-40 years. Whereas 25.8 percent of respondents falls between the ages of 41-50 years. 2.1.3 Educational Status of Households The educational status of households can be considered as indicative of the level of awareness in public service delivery and good governance as well as corruption. The respondentsâ&#x20AC;&#x2122; education level was collected during the interview. The educational status of the respondents is given below; The chart above shows that the percentage of respondents who were illiterate (cannot read or write) was 12%, whereas those who were literate were 36%, 27% of respondents had completed SLC, and 25% had attended/completed higher education. This indicates that a substantial percentage of respondents are literate, and this percentage is significantly higher than the national average. The reason behind this might be that most of the respondents were from municipalities. A Survey on Public Service Delivery 5

Chapter I

At 43%, agriculture was the major occupation of the respondents, followed by business at 34%. Only 4% of respondents were engaged in foreign employment. The respondents involvement in trade and business was higher due to them living in municipalities.

2.2 Experiences of Service Delivery This baseline study draws on the experiences of respondents attempting to access services from government officials related to their work. The experiences of respondents indicated whether they completed the work, the duration of the work, whether they paid additional money required for the completion of work, whether there were involvement of third parties to complete the work, and what was the cost of the work not being completed on schedule, etc. 2.1.4 Occupation The occupation of the respondents represents their income and economic status. The survey may have been biased as it was conducted mostly in municipalities. The occupation of respondents was categorized into five groups. The occupation of the respondents is shown below;

On the one hand, the respondents expected their work to be completed on time without hurdles and delays and on the other hand; they expected to receive speedy and effective services. However, there is a gap between service delivery and service access, which ultimately leads to corrupt practices in the name of quick services. The experience of the respondents have been assessed and analyzed with the baseline indicators in the following sections. 2.2.1 Offices Visited for Services There were 14 offices often used where respondents went to access government services for their personal, social, family and economic needs, etc. The frequency of office visits is given below:

Figure 1: Offices Visited

Source: Field Survey, 2015

6 A Survey on Public Service Delivery

The above bar chart shows that respondents visited the Municipality (46.7%), Land Revenue Office (45.5%), District Administrative Office (34.1%) Village Development Committee (29.4%) and Land Survey Office (18.5 %). Respondents were mainly involved with the Land Revenue Office, Municipality, District Administration Office, and Village Development Committee office. 2.2.2 Work Completion Rate of Public Service Delivery Public services must be delivered according to the rules and regulations of a particular office. It was found that some service seekers had been able to complete their work while others were not able to complete their work. Work completion rate of the respondents is shown in figure 2.

Figure 2. Work Completion Rate

2.2.3 Work Completion Time The work completion time by line offices was taken as the time needed for necessary services to be provided. The service providing offices had different work completion timelines. The work completion timelines of different offices are shown in the following table: Table 2: Work Completion Time (Days) SN 1 2 3 4 5 6 7 8 9 10 11 12 13 14

Offices Land Revenue Office Land Survey Office Land Reform Office District Administration Office District Development Office Municipality Office Village Development Committee Office District Education Office District Agriculture Development Office District Forest Office Transport Management Office Water Supply Corporation Revenue and Tax Office Judiciary

Minimum Maximum 1 30 1 20 1 30 1 30 1 20 1 30 1 25 1 30 1 15 1 3 1 10 1 30 1 5 1 90

Source: Field Survey, 2015

The table above shows the number of days needed (maximum and minimum) for goods and services provided by different offices in the districts. The minimum time required for completion of work was reported to be 1 day for all districts, whereas the maximum time could be as long as 90 days. The time needed for work from the Land Reform Office could be between 1 to 30 days, while the District Forest Offices had a work completion time of between 1 and 3 days.

Field Survey, 2015

The work completion levels of different service delivery agencies indicated that the Municipality Offices had the highest completion levels with 95.7 %,the inland tax revenue followed with 95% followed by the Village Development Committee at 94.4%, District Administration Office at 92.6%, Land Reform Office at 92.2%, and the Land Revenue Office 87.6%. The study indicates that service providers had completed a minimum of 70% of work. The remaining was to be completed in due course.

In the judiciary, the time needed to complete work varied between 1 to 90 days. The longer time required for completion in the judiciary is due to legal complexities and duration of legal procedures. 2.2.4 Work Completion on Expected Time The actual work completion time against expected work completion time is another indicator that has been analyzed to determine the efficiency of different service delivery offices. Information about work completion time against expected work completion time is given below:

A Survey on Public Service Delivery 7

Figure 3: Work Completed on Expected Time

Chapter I

Source: Field Survey, 2015

The above bar chart shows that work that was completed on time on the expectation of the respondents according to the timeframe was highest at the Inland Revenue Office. It had the shortest timeframe. The Municipality Office completed 92.6% of work within the expected timeframe. The District Forest Office and District Administration Office also had a high level of work completion on time as expected by the respondents. This result indicates that on average, work was completed at the expectation of the respondents. However, the judiciary had taken a longer time to complete the work on expected timelines. With only 70% of work completed when respondents thought it would be completed by that time. This reveals that 30% of respondents are adversely effected from work not being completed as expected. Table 3: Work Completed on Expected Time by Gender (in Percentage) SN

Offices

Males (%)

Females (%)

Total (%)

Land Revenue Office

349 (85.7) 58(14.3) 407 (88.5)

Land Survey Office

132(82.5) 28(17.5) 160(82.9)

Land Reform Office

21(80.8)

District Administration Office

District Development Office

36(70.6)

Municipality Office

372(77.8) 106(22.2) 478(92.6

5 (19.2)

Village Development Committee

204(70.6) 85(29.4) 289(90.3)

District Education Office

22(81.5)

5(18.5)

District Agriculture Development Committee

20(64.5)

11(35.5) 31(75.6)

10 District Forest Office 11

Transport Management Office

7(70)

3(30)

27(81.8)

10(90.9)

49(77.8)

14(22.2) 63(81.8)

12 Water supply Corporation 44(55.7)

35(44.3) 79(77.5)

13 Revenue and Tax Office

99(80.7)

21(19.3) 109(94.8)

14 Judiciary

17(81.0)

4(19.0)

21(70.0)

Source: Field Survey

The work completed on expected time consists of respondents experiences of work completed in different offices. The work completion levels is analysed by disaggregating gender. This indicates that a majority of work completed was by males in all of the above offices. In the Water Supply Corporation females (44.3 %) were able to complete work on expected time. This indicates that females went to pay water supply bills and completed work on expected time.

26(83.9)

285 (85.3) 49(14.7) 334(91.8) 15(29.4) 51(73.9)

8 A Survey on Public Service Delivery

2.2.5 Work Completion Behavior Work completed provides services to respondents in a timely and effective manner. The study analyzed the reasons for completion of work on time. It indicates the most common reasons for completion of work on time:

Table 4: Reasons for Completion of Work by Service Providers

Offices

Required Assis- Money documents Due to Recomm tance demanded not Known Total endation from given provided People staff (bribe) on time

Land Revenue Office

192

119

460

Land Survey Office

183

Land Reform Office

District Administration Office

199

119

364

District Development Committee

Municipality Office

357

112

516

Village Development Committee

202

320

District Education Office

District Agriculture Development Office

District Forest Office

Transport Management Office

Water supply Corporation

102

Revenue and Tax Office

115

Judiciary

both official and, occasionally, unofficial fees. Some respondents were willing to pay an extra amount to ensure that work is completed on time. The proportion of respondents who paid bribes and those who did not pay bribes are shown below: Table 5: Extra Money Paid for Completion of Work on Time SN

No Total % Paid 34.1

2 Land Survey Office

133 183

27.3

3 Land Reform Office

29.0

District Administration Office

334 364

8.2

District Development Committee

20.3

495 516

4.1

Village Development Committee Office

292 320

8.8

8 District Education Office

6.1

District Agriculture Development Office

6.4

16.7

Transport Management Office

26.0

12 Water supply Corporation

102

6.9

13 Revenue and Tax Office

104 115

9.6

14 Judiciary

13.3

6 Municipality Office 7

10 District Forest Office 11

The judiciary had the highest levels of unofficial payments (i.e. bribes) out of all the service providers. This is a clear indication of the level of corruption. In general, respondents were willing to pay a bribe than deal with the lengthy time needed for work completion. The Municipality Office, Agriculture Development Office, Inland Revenue Office and Water Supply Corporation Office had the highest work completion time. The work completed by personal contact was found to be the highest in the District Development Committee followed by the District Education Office and District Administration Office.

Yes

157 303 460

Source: Field Survey, 2015

Offices

1 Land Revenue Office

Source: Field Survey 2015

The table above shows extra money paid on top of official fees to complete work on time. 34.1% of respondents paid bribes to the Land Revenue Office. This indicates that a high number of bribes were paid so as to ensure work completion on time. These offices dealt with to land/property purchase, sale, transfer of ownership, and management. The extra money paid for completion of work by gender is given below; Table 6: Extra Money Paid for Completion of Work by Gender SN

Offices

Males % Females % Total %

1 Land Revenue Office

129 82.2

2 Land Survey Office

17.8 157 34.1 16

3 Land Reform Office

88.9

11.1

29.0

8.2

50 27.3

2.3 Unofficial Dealings and Extra Money

District Administration Office

93.3

6.7

2.3.1 Payment of Extra Money

District Development Committee

85.7

14.3 14 20.3

76.2

23.8 21

4.1

64.3

35.7 28

8.8

Respondents were asked whether they paid extra or an additional fee more than the amount due in order to complete work. The service providers, charge

6 Municipality Office 7

Village Development Committee Office

A Survey on Public Service Delivery 9

Offices

District Education 8 Chapter I Office 9

District Agriculture Development Office

10 District Forest Office

Males % Females % Total % 1

6.1

100

6.4

100

16.7

Transport Management Office

63.2

36.8 19 26.0

Water supply Corporation

42.9

57.1

6.9

Revenue and Tax Office

81.8

18.2 11

9.6

14 Judiciary

13.3

Source: Field Survey, 2015

found that the amount of bribe amounts ranged from as low as Rs. 100 to a maximum of Rs. 25000. The Land Revenue Office, had the highest bribes reportedly paid out of all of the offices. The lowest bribe paid was in the Village Development Committee Office with bribes as low as Rs. 20. Disaggregated by males and females in the payment of extra money to offices for completion of work has been analysed. The payment of extra money by gender is given below: Table 8: Payment of Extra Money Disaggregated by Gender SN

Mean ±SD

Offices

Males

Females

1 Land Revenue Office 876.56±2512.06 1160.34±1528.50

The extra money paid for completion of work found that more than 60 percent of males paid money in different offices. Females also paid extra money in various offices, mainly the Water Supply Corporation and Transport Management Offices.

2 Land Survey Office

303.49± 752.33

121.43±39.34

3 Land Reform Office

2200±5181.0

300±0*

District 4 948.15±1709.73 833.33±288.67 Administration Office District Development 1425±1687.45 Office

The additional fees were not a part of official remuneration for staff. Furthermore, all bribes were paid voluntarily allowing clients to offer the amount they were willing to pay. As such, the amount of extra money paid as a bribe varied within offices. The study indicates the amount of bribe paid led to completion of work on time below:

District Education Office

1000±0*

500±0*

Table 7: Payment of Extra Money for Completion of Work

District Agriculture Development Office

5000±0**

200±0*

6 Municipality Office

378.57±321.48

Village Development 7 197.22±181.68 Committee Office

10 District Forest Office

750±353.55** 428.57±303.94 350±313.58

300±282.84**

Minimum Maximum (Rs) (Rs.)

Transport 11 Management Office

1 Land Revenue Office

100

25000

266.67±208.16

500±391.58

2 Land Survey Office

5000

Water supply Corporation

3 Land Reform Office

100

15000

Revenue and Tax Office

522.22±578.31

600±141**

4 District Administration Office

8000

3900±4633.93

5 District Development Office

300

5000

6 Municipality Office

100

1000

Offices

Village Development Committee 20 7 Office

1000

8 District Education Office

500

1000

District Agriculture Development 200 9 Office

5000

10 District Forest Office

100

500

11 Transport Management Office

100

4000

12 Water supply Corporation

100

1000

13 Revenue and Tax Office

100

2000

14 Judiciary

100

10000

Source: Field Survey, 2015.

The payment of bribes for the completion of work in different offices has been outlined above. The survey

10 A Survey on Public Service Delivery

14 Judiciary

1207.69±1068.06 1666.06±1329.16

Source: Field Survey, 2015

* One respondent only ** Two respondents

The experience of payment of extra money for completion of work by males is higher than females. Females are found to pay more than males to Village Development Committees, Transport Management Offices, Water supply Corporation. Females paid extra money for completion of work in these offices.

2.4 Direct Contact and Third Party Involvement 2.4.1 Contact with Delivery

Officials

Service

While there should be direct contact between service providers and service seekers, this is often not the case. In order to ensure effective service delivery, the public

needs to be able to contact officials with questions and concerns. The level of direct contact between service seekers and service providers is shown below: Figure 4: No Direct Contact with Officials on Service Delivery

Source: Field Survey

The figure shows the percentage of respondents that had no direct contact with government officials. The Judiciary had the highest level of no direct contact between service seekers and service providers at 43.5%. The lowest level of no direct contact was in the Land Revenue Office with only 6.9% of service seekers not contacting officials. This means there is higher direct contact with officials in the Land Revenue Offices.

Table 9: Third Party Involvement in Service Delivery SN

Middleman Friends

Legal Others agents

1 Land Revenue Office

200

2 Land Survey Office

3 Land Reform Office

District Administration Office

District Development Office

6 Municipality Office

Village Development 7 Committee Office

District Education Office

District Agriculture Development Office

2.4.2 Third Party Involvement In some cases, when contact with officials was not possible, third parties were involved to ensure that work was completed. Third party involvement was seen mostly in cases where there was no contact with officials. Although, there is no provision for third party involvement in service delivery, direct or indirect involvement by third party is listed below for different offices:

Offices

10 District Forest Office 11

Transport Management Office

A Survey on Public Service Delivery 11

Offices

Chapter Water supply I 12

Middleman Friends

Corporation

Revenue and Tax Office

14 Judiciary

Transport Management Office Water supply 12 Corporation Revenue and Tax 13 Office

Legal Others agents

14 Judiciary

Source: Field Survey, 2015

The involvement of third party agents was highest in the Land Revenue Offices. Legal agents involvement was also evident in Land Survey Offices, Land Reform Office, Judiciary, and Inland Revenue Office. A lack of awareness by service seekers and the lengthy legal processes were fertile grounds for third party involvement. Respondents preferred to use legal agents in order to facilititate direct contact with concerned officials. The involvement of middlemen was high in the District Forest Office. Similarly, friends often facilitated work in the District Education Office, Agriculture Development Office, Municipality Office, and VDCs.

2.5 Work Incompletion in Service Delivery 2.5.1 Reasons for Non-Completion of Work Respondents expect services to be completed on time as completion is necessary to achieve social, economic, personal, family, and employment aspirations. There are a number of processes that must be undertaken for completion of services, such as submission of documents. Service delivery requires that all necessary documents and fees be paid for timely completion of work. The survey investigated the causes for late completion of work and the results are shown below: Table 10: Reasons for Incompletion of Services SN

Offices

Inade- Lack of Delibe- Demanded quate money to rate Money docu- pay gover- delays (bribe) not ments nment fees by staff given

3 3 5 Source: Field Survey, 2015

The table above shows the reasons for work that was not completed. In general, work was not completed due to deliberate delays by staff . Incomplete documentation causing delays was highest in the Land Reform and Agriculture Development Offices. Lack of money for payment of fees was highest in the District Development Committees and Inland Revenue Offices. Non payment of bribes was highest in the Judiciary followed by the Land Reform and Land Revenue Offices.

2.5.2 Costs of Incomplete Work Incomplete work has a number of costs involved for service seekers, as it impacts on their social, economic, and personal lives. Incomplete work is a concern due to these costs. The areas of cost on service seekers have been analyzed below: Table 11: Costs of Service Delays

Offices

Household Social Finan- No Affairs Dealings cies Impact

1 Land Revenue Office

2 Land Survey Office

3 Land Reform Office

District Administration Office

District Development Office

6 Municipality Office 7

Village Development Committee Office

District Education Office

District Agriculture Development Office

1 Land Revenue Office

2 Land Survey Office

3 Land Reform Office

10 District Forest Office

Transport 11 Management Office

District 4 Administration Office District 5 Development Office 6 Municipality Office Village Development Committee Office District Education 8 Office District Agriculture 9 Development Office District Forest 10 Office 7

Water supply Corporation

Revenue and Tax Office

14 Judiciary

Source: Field Survey, 2015

12 A Survey on Public Service Delivery

The delays by the Inland Revenue Offices had the highest costs on households and family affairs, followed by the

Water Supply Office, District Development Committee, and Land Survey Office. The Municipality Office, Village Development Committee and Agriculture Development Office had the highest costs on social dealings and households affairs. While the impact of financial costs impact on service seekers were mostly in the District Education Office, District Forest Office, Land Reform Office, Judiciary and, Land Revenue Office.

baseline survey indicates whether respondents complained or had not complained about incomplete work. Most of the respondents chose not to complain about incomplete work This apathy has become part of our bureaucratic culture in this context. The highest numbers of complaints were recorded in the District Development Office, Forest and Agriculture Development Office, and Municipality Office.

2.5.3 Complaints against Incomplete Work

Complaints against incompletion of work were lodged with the concerned authorities for action against officials and offices. The disaggregated complaints by males and females indicates that most of the complaints are registered by males.

Respondents did their best to complete work from offices and were not interested to lodge complaints against officials. The baseline study indicates the status of complaints or no complaints for incompleted work . Most of the respondents had not complained about incompleted work. This indicates that complaints against officials and staff were not preferred by respondents. This deference to power has been evident from the very beginning and is one of the values for poor governance. The baseline study has also found that the highest complaints were against District Development Offices, Forest and Agriculture Development Offices, Municipality Offices is given in table below:

2.5.4 Action Taken on Complaints There are institutions that are meant to pursue complaints such as the CIAA, NVC, and District Administrative Offices. These authorities are able to take action against corruption, abuse of authority, malpractices, delays, bribes, non-responsive dealings, etcâ&#x20AC;Ś The instances of actions or inactions are detailed below: Table 13: Action Taken on Complaints on Delivery of Service

Table 12: Complaint Status on Service Delivery SN

Offices

Yes

Donâ&#x20AC;&#x2122;t M F Total M F Total Know

1 Land Revenue Office 11 5

16 27 17

2 Land Survey Office

4 1

13 3

3 Land Reform Office

1 0

District Administration 4 2 Office

12 7

4 5

District Development 3 0 Office

7 2

Village Development 3 1 Committee Office

6 Municipality Office 7

1 1

District Agriculture 9 Development Office

0 0

10 District Forest Office 1 1

Transport Management Office

4 0

Water supply Corporation

5 1

Revenue and Tax Office

1 0

3 2

Source: Field Survey, 2015

When line offices failed to complete work, individuals tried to complete their work without officials. The

Offices

Yes No Don't Know

1 Land Revenue Office

2 Land Survey Office

3 Land Reform Office

4 District Administration Office

5 District Development Office

6 Municipality Office

10 District Forest Office

11 Transport Management Office

12 Water supply Corporation

13 Revenue and Tax Office

14 Judiciary

Village Development Committee Office

8 District Education Office 9

District Education 8 Office

14 Judiciary

District Agriculture Development Office

Source: Field Survey, 2015

The table above shows that the Village Development Committee, Municipality Office, Water Supply Office and District Forest Office had the highest number of complaints. No action was taken against the Inland Revenue Office, District Education Office, and Land Reform Office.

A Survey on Public Service Delivery 13

Chapter I

14 A Survey on Public Service Delivery

Chapter 3

Baseline Findings: Perceptions on Service Delivery 3. Perceptions on Service Delivery People have perceptions on service delivery. They need and expect good governance, corruption-free and effective services from line agencies. The baseline survey has collected data on perceptions of the respondents on public service delivery, in order to assess levels of satisfaction and efficient delivery of services.

of 41.9%. The gender distribution of work process information on service delivery is as follows;

3.1 Knowledge on Work Process

Land Revenue Office

341 84.2

15.8 405

The public has the right to information on administrative process from which they are seeking services. Presented below is the level of public information on administrative working processes.

Land Survey Office

141 83.4

16.6 169

Table 14: Work Process Information on Efficient Delivery of Services SN

Offices

Yes %

Table 15: Work Process Information on Delivery of Services Offices

Males % Females % Total

Land Reform Office

24 85.7

14.3

District Administration Office

294

342

District Development Office

42 77.8

22.2

Municipality Office

374 76.8

113

23.2 487

Village Development Committee Office

209 73.1

26.9 286

District Education Office

29 85.3

14.7

1 Land Revenue Office

405 77.1 120 22.9

2 Land Survey Office

169 79.3 44 20.7

District Agriculture Development Office

31 79.5

20.5

3 Land Reform Office

28 82.4 6 17.6

District Forest Office

4 District Administration Office

342 87.0 51 13.0

Transport Management Office

51 87.9

12.1

5 District Development Office

54 62.8 32 37.2

Water supply Corporation

56 59.6

40.4

6 Municipality Office

487 90.4 52 9.6

Revenue and Tax Office

74 84.1

15.9

Judiciary

16 88.9

11.1

Village Development Committee Office

286 84.4 53 15.6

8 District Education Office 9

Source: Field Survey, 2015

34 85.0 6 15.0

District Agriculture Development Office

39 69.6 17 30.4

10 District Forest Office

10 58.8 7 41.2

11 Transport Management Office

58 65.2 31 34.8

12 Water supply Corporation

94 80.3 23 19.7

13 Revenue and Tax Office

88 72.7 33 27.3

14 Judiciary

18 41.9 25 58.1

Source: Field Survey, 2015

The table above shows that most respondents had adequate information of administrative processes. The respondents were also aware of specific departments in offices. Respondents had the highest level of information on the activities of Municipality Office with with 90.4%. The respondents had the least information on the procedures and processes of the District Judiciary Office

A majority of male respondents had information on work process on service delivery of offices that provided services. Females had information of work process of the Water Supply Corporation and Village Development Committee. Females went to the Water Supply Office for payment of bills and had information about payment of bills and process.

3.2 Information on Work Process Objectively respondents would have information on work processes of offices, departments and sections where services are assigned. Respondents without information were they to seek for a particular service would need to identify the particular office through various sources such as office staff, office notice boards, citizenâ&#x20AC;&#x2122;s charter, friends, and office middleman, etc.

A Survey on Public Service Delivery 15

Table 16: Information about Working Procedures of Service Delivery

Chapter I Through Asking SN 1

Offices

Land Revenue Office

friends

Reading Through OthStaff Information Middleman ers

reading the Citizen’s Charter. The survey asked whether respondents noticed the Citizen’s Charter. The results are shown below; Table 17: Citizen’s Charter Seen

2 Land Survey Office

3 Land Reform Office

1 Land Revenue Office

215 41.0 310 59.0

2 Land Survey Office

122 57.3 91 42.7

3 Land Reform Office

15 44.1 19 55.9

4 District Administration Office

185 47.1 208 52.9

District 4 Administration Office

District Development Office

6 Municipality Office

Village 7 Development Committee Office

District Education Office

District Agriculture Development Office

District Forest Office

Transport Management Office

Water supply Corporation

Revenue and Tax 13 Office

14 Judiciary

Yes %

5 District Development Office

40 46.5 46 53.5

6 Municipality Office

240 44.5 299 55.5

7 1

Offices

Village Development Committee Office

8 District Education Office 9

170 50.1 169 49.9 23 57.5 17 42.5

District Agriculture Development Office

30 53.6 26 46.4

10 District Forest Office

8 47.1

11 Transport Management Office

42 47.2 47 52.8

12 Water supply Corporation

44 37.6 73 62.4

13 Revenue and Tax Office

41 33.9 80 66.1

14 Judiciary

11 25.6 32 74.4

52.9

Source: Field Survey, 2015

This study reveals that most respondents got their information about departmental operations from friends. In the case of the Judiciary, a higher percentage of respondents used middle men to get information on work procedures. The District Education Office had the highest percentage of respondents who got their information on work procedures from notices or Citizen’s Charter. The Land Survey Office and Land Reform Office had the lowest dissemination of information about operations from staff.

The table above shows that most respondents did not notice the Citizen’s Charter. The respondents was not aware of the Citizen’s Charter. The Citizen’s Charter was often placed in government offices for officials to follow government directives instead of providing assistance to service seekers. At the least a few number of respondents noticed the Citizen’s Charter in the District Judiciary Office, followed by the Inland Revenue Office, and Water Supply Office.

3.3 Reading the Citizen’s Charter According to the tools of good governance, the government is obliged to display the Citizen’s Charter of an office so that people can have access to information about the office (such as fees, concerned officials, services provided, etc…). The baseline survey data shows that almost all offices display the Citizen’s Charter within office premises. The baseline survey investigated whether the public was aware of the Citizen’s Charter, read the information, and work was performed in a manner directed by it. Citizen’s Charter is placed in areas of the office where the public can see them. Literate respondents generally read the Citizen’s Charter, first and then proceeded with their work requests at offices. However, it is difficult for illiterate respondents to seek services without 16 A Survey on Public Service Delivery

In general, the Citizen’s Charter was not read carefully. The percentage of respondents reading the Citizen’s Charter is shown in the following table: Table 18: Careful Reading of the Citizen’s Charter SN

Offices

Yes %

% Total

1 Land Revenue Office

214 40.8 311 59.2 525

2 Land Survey Office

119 55.9 94 44.1 213

3 Land Reform Office

11 32.4 23 67.6

4 District Administration Office 163 41.5 230 58.5 393 5 District Development Office

27 31.4 59 68.6

6 Municipality Office

225 41.7 314 58.3 539

Village Development Committee Office

8 District Education Office

107 31.6 232 68.4 339 17 42.5 23 57.5

SN 9

Offices

Yes %

District Agriculture Development Office

10 District Forest Office 11

Transport Management Office

% Total

17 30.4 39 69.6

5 29.4 12 70.6

31 34.8 58 65.2

12 Water supply Corporation

41 35.0 76 65.0 117

13 Revenue and Tax Office

40 33.1 81 66.9 121

14 Judiciary

8 18.6 35 81.4

Those who read the Citizen’s Charter carefully were better able to prepare for service requests. The baseline study shows the impact of the Citizen’s Charter in offices. The work completion status after reading the Citizen’s Charter is shown below: Table 20: Work Completed after Reading the Citizen’s Charter SN

Offices

Yes

1 Land Revenue Office

65 30.4 149 69.6

Source: Field Survey, 2015

2 Land Survey Office

55 46.2 64 53.8

The table indicates that most respondents did not read the Citizen’s Charter carefully even if they noticed the charter on office premises. The highest rates of careful reading of the Citizen’s Charter were found at the District Education Office at 42.5%, Municipality Office at 41.7 %, and District Administrative Office at 41.5 %. The distribution of careful reading of the Citizen’s Charter by gender is given below:

3 Land Reform Office

4 District Administration Office

93 57.1 70 42.9

5 District Development Office

Males

Females % Total

Land Revenue Office

183

85.5

14.5 214

Land Survey Office

82.4

17.6 119

Land Reform Office

90.9

9.1

District Administration Office

138

84.7

15.3 163

District Development Committee

81.5

18.5 27

Municipality Office

164

72.9

27.1 225

Village Development Committee

74.8

25.2 107

District Education Office

70.6

29.4 17

District Agriculture Development Office

88.2

11.8 17

District Forest Office

80.0

20.0

Transport Management Office

87.1

12.9 31

Water supply Corporation

61.0

39.0 41

Revenue and Tax Office

87.5

12.5 40

Judiciary

100.0

0.0

Source: Field Survey, 2015

The above table indicates that most male respondents read the Citizen’s Charter carefully than females. Female respondents (39.0 %) carefully read the Citizen’s Charter in the Water Supply Corporation.

6 54.5

18.5 22 81.5

130 57.8 95 42.2

Village Development Committee Office

18 16.8 89 83.2

8 District Education Office

52.9

17.6 14 82.4

10 District Forest Office

20.0

11 Transport Management Office

10 32.3 21 67.7

12 Water supply Corporation

15 36.6 26 63.4

13 Revenue and Tax Office

18 45.0 22 55.0

14 Judiciary

Table 19: Careful Reading of the Citizen's Charter by Gender Offices

6 Municipality Office

45.5

District Agriculture Development Office

12.5

8 47.1

4 80.0

7 87.5

Source: Field Survey, 2015

The table above indicates that a higher percentage of respondents completed their work after reading the Citizen’s Charter in the District Education Office, Municipality Office, and District Administrative Office. The study also indicates that only a few offices effectively made use of the Citizen’s Charter.

3.4 Effectiveness of Citizen’s Charter It is expected that by placing the Citizen’s Charter in visible places in offices would reduce the level of corruption. It provides the public with information about the working processes of departments. The effectiveness of the Citizen’s Charter is shown below; Table 21: Effectiveness of Citizen Charter Highly Moderately less Not Effective Effective Effective Effective Effective

Offices

Land Revenue Office

111

100

228

Land Survey Office

Land Reform Office

150

133

District 4 Administration Office

A Survey on Public Service Delivery 17

Offices

District Chapter I0 5 Development Office

Municipality Office

187

168

113

Village Development 7 Committee Office

District 8 Education Office

District Agriculture Development Office

District Forest 10 Office

Transport 11 Management Office

Water supply Corporation

Revenue and 13 Tax Office

14 Judiciary

Table 22: Service Delivery as per Respondents’ Needs / Expectations

Highly Moderately less Not Effective Effective Effective Effective Effective

Source: Field Survey, 2015

Citizen’s Charter was found to be effective at the District Administration Office, Municipality Office, Water Supply Office, and Inland Revenue Office. The Citizen’s Charter was less effective at the District Education Office, District Forest Office and Judiciary. The respondents perceived that the Citizen’s Charter was not effective at the Transport Management Office, Land Reform Office, Land Survey Office, Land Revenue Office, and Judiciary. The lack of awareness about the information that the Citizen’s Charter provides about service delivery means that respondents often relied on third party involvement. The effectiveness of the Citizen’s Charter was found not to discourage corruption.

3.5 Satisfaction Level of Service Delivery This section examines the satisfaction of respondents on service delivery during visits to offices. The objective of service delivery is to satisfy clients/customers by providing services in a simple manner, in a small amount of time, and without any trouble. The baseline survey analyzed the level of satisfaction of respondents in service delivery. Whether services were delivered by offices according to the needs of the respondents, or not, was examined. The results are shown below:

Yes %

1 Land Revenue Office

131 25.0 394 75.0

2 Land Survey Office

50 23.5 163 76.5

3 Land Reform Office

11.8 30 88.2

4 District Administration Office

142 36.1 251 63.9

5 District Development Office

28 32.6 58 67.4

6 Municipality Office

183 34.0 356 66.0

Village Development Committee 7 113 33.3 226 66.7 Office 8 District Education Office

9 Agriculture Development Office

17 30.4 39 69.6

10 District Forest Office

11 Transport Management Office

25 28.1 64 71.9

12 Water supply Office

41 35.0 76 65.0

13 Inland Revenue Office

60 49.6 61 50.4

14 Judiciary

21 48.8 22 51.2

22.5 31 77.5 41.2 10 58.8

Source: Field Survey, 2015

The respondents perception to service delivery from different offices was negative. The service delivery mechanisms existing were not meeting the respondents demand on quality and effectiveness. Most of the respondents answered an emphatic “NO” indicating that service delivery had a low level of performance. The table below indicates the level of satisfaction of respondents with public services provided by public offices is shown below: Table 23: Level of Satisfaction by Respondents with Public Services Highly Satis- Moderately Little No Satisfied fied Satisfied satisfaction satisfaction

Offices

Land Revenue Office

150

213

Land Survey Office

Land Reform Office

District 4 Administration Office

205

District 5 Development Office

Municipality Office

102

256

120

Village 7 Development Committee

135

District 8 Education Office

18 A Survey on Public Service Delivery

Offices

District Agriculture Development Office

Offices

District Forest Office

Highly Satis- Moderately Little No Satisfied fied Satisfied satisfaction satisfaction 0

Transport 11 Management Office

Water supply Corporation

Revenue and Tax Office

14 Judiciary

Source: Field Survey, 2015

Satisfaction by respondents with public services were in the level of: highly satisfied, satisfied, moderately satisfied, little satisfaction and no satisfaction. Data presented in the table shows that, most of the respondents are moderately satisfied with services delivered by the different service delivery agencies. But in the case of Land Revenue office, Land Survey Office, Land Reform Office, Transport Management Office and the Judiciary, most of the service recipients were highly dissatisfied or not satisfied with the services. Again it can be pointed out from the data, not a single service recipient was highly satisfied with services provided by the District Administration Office, District Development Office, District Education Office, District Forest Office, Water Supply Corporation and the Judiciary.

Transport 11 Management Office

Water supply Corporation

Revenue and Tax Office

14 Judiciary

Source: Field Survey, 2015

The lowest levels of satisfaction with behavior of staff were found at the District Agriculture Development Office, Village Development Committee Office, Inland Revenue Office, and Land Survey Office. The Village Development Committee, Inland Revenue Office, Water Supply Office and District Agriculture Development Office had higher levels of respondentâ&#x20AC;&#x2122;s satisfaction. In general, the data suggests that respondents were satisfied with staff behavior on service delivery. Respondents were not satisfied with behavior of staff at the Judiciary, Transport Management Office, Land Reform Office, and Land Revenue Office. In these offices the respondents had fewer occasions to interact with service delivery officials.

3.6 Corruption Practices and Magnitude

The survey also found the level of satisfaction of respondents with officials and staff on service delivery. The results are shown below:

Respondentsâ&#x20AC;&#x2122; perception of the causes of corruption was also investigated. The nature of corruption in offices, ranges from petty to severe; with some officers creating hurdles and delays, in order to extort bribes to complete the work. The nature of corruption is detailed below:

Table 24: Level of Satisfaction with Behavior of Staff on Service Delivery

Figure 5: Nature of Corruption in Offices

Highly Satis- Moderately little No Satisfied fied Satisfied satisfaction satisfaction

Offices

Land Revenue Office

185

220

Land Survey Office

Land Reform Office

District 4 Administration Office

208

District 5 Development Office

Municipality Office

257

133

Village Development Committee Office

141

District 8 Education Office 9

District Agriculture Development Office

District Forest Office

Duly

The figure shows the nature of corruption in offices where respondents usually paid money for completion of work. Respondents often paid bribes to officials for unwanted reasons for completion of work. A minimum level of corruption was stated as a necessity to perform requisite work. The survey also concentrated on the major reasons for corruption as perceived by respondents in districts. A Survey on Public Service Delivery 19

Perceptions such as: weak working modalities, political influence, social competition, poverty and illiteracy, and low awareness of corruption.

Chapter I

in the districts, comprises the level of corruption rank which are given below: Figure 7: Corruption Range in the Districts

Table 25: Reasons for Corruption by Gender SN

Particulars

Males % Females % Total

Government working 1 289 80.5 Style

19.5 359

2 Political

118 64.5

35.5 183

3 Social Competition

70.7

29.3

4 Poverty and illiteracy 114 69.9

30.1 163

5 Low civic awareness 230 75.4

24.6 305

6 Others

11.8

88.2

Source: Field Survey, 2015

The above table shows the main reasons for corruption disaggregated with gender perspective. The main reason for corruption was identified with weak administration. Males were highly identified the reasons of corruption with 80.5% whereas females were 19.5%. Lack of civic awareness was another main reason for corruption. Political influence was another reason which directly and indirectly increased corruption.

Respondents were asked to rank the level of corruption in the districts. About 25.9% of respondents ranked the highest percentage (81-100 %) of corruption in the districts.. The majority of respondents about 43.5%, ranked (41-60 %) level corruption in the districts.

The level of corruption in district offices were also investigated by examining perceived changes in corruption levels (has corruption increased or decreased):

Mean ±SD

Figure 6: Corruption Level in Districts

The above figure shows that 42.9% of respondents stated that the level of corruption in districts had increased, While 27.1% of respondents believed that corruption had stayed the same. Similarly, respondents were asked to range corruption ranking to assess corruption profile. The range obtained 20 A Survey on Public Service Delivery

Table 26: Corruption Score Differences between Males and Females at District Level Males

Females

65.29±24.38 61.50±20.04

Mean p-value Difference 3.78

0.009

The corruption score was rated significantly higher (p = 0.009) by male respondents (65.29±24.38) as compared to female respondents (61.50±20.04) indicating that males assigned a higher score for corruption in the districts than females.

Chapter 4

Conclusions and Recommendations The baseline survey investigated the level of corruption in public service delivery by gauging the perception of respondents. The survey was conducted in 9 districts incorporating both municipalities and Village Development Committees. Respondents who visited offices in their district for services were interviewed. The survey provided an overview of public services that were affected most by corruption. There were 14 offices in 9 districts that provided public services. The highest percentage of respondents visited the Municipality Office and Land Revenue Office, while the lowest number of visits were to the District Forest Office. The work completion status showed that the Inland Revenue Office, VDC Office and Municipality Office had higher levels of work completion. There was high variation (between 1 and 90 days) for work to be completed at district Judiciary Offices. Extra money paid for completion of work, was comparatively higher at the Land Revenue Office (Rs. 100 to Rs. 25,000), Land Reform Office (Rs. 100 to Rs. 15,000), and Judiciary (Rs.100 to Rs. 10,000). The experience of service delivery with no direct contact with officials was highest at Land Revenue Office. Similarly, third party involvement in service delivery was higher at the Land Revenue Office, Land Reform Office, and District Judicial Office. Failure to provide services on time affected respondents social, livelihood, and household affairs. The impact on household affairs, was highest at the Land Survey Office, Water Supply Office, and District Administration Office. The Municipality Office and VDC Office had the highest impact on respondents social lives. The Land Reform Office, Municipality Office, and District Forest Office had the greatest impact on the respondents’s economic

lives. The DDC, District Forest Office and Municipality offices had the highest number of complaints. Respondent’s information on work process in offices was found to be higher at the Water Supply Office and the VDC Office as compared to other offices. The Citizen’s Charter was found in the premises of every public office that provided information. Respondent’s ability to carefully read the Citizen’s Charter was found to be higher at the District Education Office, District Administration Office, and Municipality Office as compared with other offices. The effectiveness of the Citizen’s Charter was higher in the District Administration Office, Water Supply Office, Inland Revenue Office, and Municipality. The level of satisfaction of respondents with service delivery was found to be higher at the Inland Revenue Office, District Forest Office, and VDC. The weak administration of the government was perceived to be one of the main causes of corruption in district offices. In conclusion, the impact of incomplete work, delays, and the long period required for work affected the livelihoods of respondents. In order to ensure that work is completed in a timely manner, service seekers were often forced to pay bribes. Many cases of malpractice in offices were reported. The research suggests that offices related to property: Land Revenue Office, Land Survey Office, and Land Reform Office) have the highest under-the-table dealings necessary for work to be completed on time. The perception of respondents on governance and public service delivery was in line with the experience they faced in trying to get work completed. Furthermore, corruption is perceived to be increasing and service delivery mechanisms have not been improving. Awareness of service delivery mechanisms and Citizen’s Charters are very low which affects respondents demand to improve governance.

A Survey on Public Service Delivery 21

Chapter I

22 A Survey on Public Service Delivery

Appendix

Survey Questionnaire Questionnaire code District Code

Area Code

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l;=g+=

Chapter I

sfdsf] ljj/0f

tkfO{+sf] sfd pNn]lvt ;DalGwt sfof{noaf6 eof] jf sfd afFsL 5 < @=! ;DkGg != ;DkGg eof] @= sfd afFsL 5 olb ;DkGg eof] eg] @=!=! slt ;do nfu]sf] lyof] -lbg_ sfd ;dod} ;DkGg eof] ls ePg < @=!=@ != eof] @= ePg olb sfd ;dodf eof] eg] s;/L sfd k"/f x'g ;s]sf] xf] < != cfjZos sfuhft ;dod} k'u]sf] x'Fbf @=!=# @= lrghfg eP/ #= s;}n] egL lbP/ #= sd{rf/Ln] ;xof]u u/]/ $= dfu]hlt k};f -3';_ lbP/ ;/sf/L b:t'/afx]s cGo /sd lbg'eof] ls ePg < @=!=$ != lbP @= lbOg @=!=% olb /sd lbg'ePsf eP, slt lbg'ePsf] lyof] < tkfO{+n] sfdsf nflu sd{rf/L;Fu l;wf ;Dks{ {ePsf] xf] < @=!=^ ug' != xf] @= xf]Og olb xf]Og eg] tkfO{+sf] sfddf s;n] ;xof]u u/]sf] lyof] < lnof @=!=& !=@= ljrf} ;fyLefO{ lrghfg #= n]vfk9L Joj;foL $= cGo @=@ olb ;DkGg x'g ;s]g eg] olb sfd x'g ;s]g eg] s'g sf/0fn] ubf{ sfd k"/f x'g g;s]sf] xf] < sfuhft gk'u]sf] x'Fbf @=@=! !=@= cfjZos b:t'/ ltg]{ k};f geP/ #= sd{rf/Ln] cfn6fn jf l9nf;':tL ubf{ $= dfu] hlt k};f -3';_ glbP/ sfd ;DkGg x'g g;Sbf tkfO{+nfO{ s:tf] c;/ k/]sf] lyof] < Jojxf/df @=@=@ !=@= 3/fo;L ;fdflhs Jojxf/df #= cfly{s?kdf $= c;/ kb}{g tkfO{+n] ef]Ug'k/]sf] ;d:ofsf lglDt st} ph'/–afh'/ ug{'ePsf] lyof] < @=@=# != lyof] @= lyPg #= yfxf 5}g olb 5 eg] s'g ;+:yfdf ph'/L lbg'ePsf] lyof] < != lhNnf k|zf;g sfof{no ;DalGwt sfof{no @=@=$ @= #= clVtof/ b'?kof]u cg';Gwfg cfof]u $= /fli6«o ;ts{tf s]Gb| %= 6«fG;k/]G;L OG6/g]zgn g]kfn 24 A Survey on Public Service Delivery

;]jf sf]8 g+= -a9Ldf # j6f dfq lng]_ dfkf] gfkL e"ld lhk| lhlj; gkf uflj; lhlz s[lif jg oftf vfkf /fh:j Gofo

l;=g+=

sfdsf] ljj/0f

;]jf sf]8 g+= -a9Ldf # j6f dfq lng]_ dfkf] gfkL e"ld lhk| lhlj; gkf uflj; lhlz s[lif jg oftf vfkf /fh:j Gofo

olb ph'/L ug'{ePsf] lyPg eg] lsg gug'{ePsf] xf] < / ug]{ 7fpF yfxf geP/ @=@=% !=@= ph' ph'/L ubf{ k'gM sfd ug{ c;lhnf] x'g] #= sf/afxL gx'g] 7fg]/ olb ph'/ ug'{ePsf] eP ,s] tkfO{+sf] ph'/L jf/] sf/jfxL eof] < @=@=^ != eof] @= ePg #= yfxf 5}g #= ;]jf;DaGwL ;r]tgf tkfO{+nfO{ tkfO{sf] sfd s'g zfvf tyf kmfF6df uP/ x'G5 eGg] yfxf 5 < #=! ;DkGg != 5 @= 5}g olb 5}g eg] tkfO{+n] s;/L hfgsf/L k|fKt ug'{eof] < != ;fyLefO{dfkm{t\ sd{rf/Lx?nfO{ ;f]w]/ #=@ @= #= ;"rgf k9]/ $= dWo:ystf{dfkm{t\ %= cGo tkfO{+n] gful/s j8fkq x]g'{ePsf] 5 < #=# != 5 @= 5}g tkfO{+n] o; sfof{non] k|bfg ug]{ ;]jf;DaGwL ;"rgf j8fkq Citizens Charter k9\g'ePsf] 5 < #=$ gful/s != 5 @= 5}g olb k9\g'ePsf] eP, cfjZos sfuhft agfPkZrft\ ;DalGwt zfvf tyf clwsf/Laf6 sfd k"/f #=% ug'{ePsf] xf] < != xf] @= xf]Og

efu @M ;]jf;DaGwL cjwf/0ff l;=g+=

sfdsf] ljj/0f

;]jf sf]8 g+= dfkf] gfkL e"ld lhk| lhlj; gkf uflj; lhlz s[lif jg oftf vfkf /fh:j Gofo

tkfO{+sf] ljrf/df sfof{noaf6 lbOPsf] ;]jf hgrfxfgfcg';f/ k|bfg ul/Psf] 5 jf 5}g < $=! != 5 @= 5}g #= yfxf 5}g tkfO{+sf] ljrf/df tkfO{+n] k|fKt ug'{ePsf] ;]jfdf sltsf] ;Gt'i6 x'g'x'G5 < != clt ;Gt'i6 $=@ @= ;Gtf]ifhgs #= l7s–l7s} $= s]xL dfqfdf ;Gtf]ifhgs %= c;Gt'i6

A Survey on Public Service Delivery 25

l;=g+=

Chapter I

sfdsf] ljj/0f

;]jf sf]8 g+= dfkf] gfkL e"ld lhk| lhlj; gkf uflj; lhlz s[lif jg oftf vfkf /fh:j Gofo

tkfO{+sf] ljrf/df sfof{nosf sd{rf/Lx?n] ;]jfu|fxL;Fu sfdsf] l;nl;nfdf k|bfg ug]{ Jojxf/df sltsf] ;Gt'i6 x'g'x'G5 < ;Gt'i6 $=# !=@= clt ;Gtf]ifhgs #= l7s–l7s} $= s]xL dfqfdf ;Gtf]ifhgs %= c;Gt'i6 gful/s j8fkqaf6 sfof{nosf] sfd–sf/jfxLdf sltsf] k|efjsf/L x'G5 < != clt k|efjsf/L $=$ @= k|efjsf/L #= l7s–l7s} $= s]xL xb;Dd k|efjsf/L %= s'g} k|efj gk/]sf]

$=% tkfO{+sf] ljrf/df ;]jfk|bfos sfof{nox¿df s:tf] k|s[ltsf] e|i6frf/ x'g] u/]sf] b]lvG5 < ljj/0f != ;fwf/0f lrofkfg ug]{ @= cK7Øf/f] kf/L /sd lng] #= sfd l56f] ul/lbG5' egL /sd lng] $= sfd ldnfO{ lbPjfkt\ %= cGo =================

sf]8 g++=

$=^ e|i6frf/sf] d'Vo sf/s s] xf]nf h:tf] nfU5 < ljj/0f != ;/sf/sf] sfo{z}nL @= /fhgLlts #= ;fdflhs xf]8afhL $= ul/aL tyf clzIff %= gful/s ;r]tgfsf] sdL ^= cGo =================

sf]8 g+=

$=& tkfO{+sf] ljrf/df oL lgsfox¿ s'g xb;Dd e|i6frf/af6 k|efljt /x]sf] 7fGg'x'G5 < pko'Qm c+s 5gf}6 ug'{xf]nf . != x'Fb} gePsf] @= sd e|i6 #= w]/} e|i6 $= k"/} e|i6 %= yfxf 5}g ^= eGg grfx]sf] l;=g+= s v u 3= ª= r

sfof{nox¿ dfnkf]t sfof{no gfkL sfof{no e"ld;'wf/ sfof{no lhNnf k|zf;g sfof{no lhNnf ljsf; ;ldltsf] sfof{no gu/kflnsfsf] sfof{no

26 A Survey on Public Service Delivery

sf]8 g+=

l;=g+= 5 h= em= `= 6= 7= 8= 9=

sfof{nox¿ uflj;sf] sfof{no lhNnf lzIff sfof{no lhNnf s[lif ljsf; sfof{no lhNnf jg sfof{no oftfoft Joj:yf sfof{no vfg]kfgL sfof{no /fh:j tyf s/ sfof{no Gofofno

sf]8 g+=

%= tkfO{+sf] lhNnfdf ljut ! jif{df e|i6frf/sf] cj:yf s:tf] 5 < ljj/0f != w]/} a9]sf] 5 @= yf]/} a9]sf] 5 #= p:t} 5 $= yf]/} 36]sf] 5 %= w]/} 36]sf] 5 ^= yfxf 5}g

sf]8 g+=

%=! e|i6frf/sf] dfqfsf] lx;fan] tkfO{+sf] lhNnfnfO{ slt c+s lbg'x'G5 < !)) n] cToflws/ ) n] Go"g e|i6frf/ cj:yfnfO{ hgfpF5 .

s= cGtjf{tf{ lbg] JolQmsf] ;DaGwL !=! gfdM ================================================================ !=@ 7]ufgf s= lhNnf ============================ v= uflj;÷gu/kflnsf ================================ u= j8f g+= ========== !=# lnËM s= k'?if v= dlxnf u= t];|f] lnË !=$ pd]/ jif{ ============= !=% 3/ kl/jf/ ;+Vof =================== !=^ lzIff M =========== -!= lg/If/, @= ;fIf/, #= P;Pn;L, $= pRrlzIff_ !=& d'Vo k]zf========== -!= s[lif, @= Jofkf/, #= ;/sf/L / lghL gf]s/L, $= Hofnf dhb"/L, %= j}b]lzs /f]huf/L_ !=* kmf]g g+= =================================== !=( cGtjf{tf{ lbg] JolQmsf] k|sf/ s_ 3/d'nL v_ cGo ;b:o v= 3/w'/L;DaGwL !=!) 3/kl/jf/sf] d'Vo cfDbfgLsf] ;|f]t ========================= !=!! 3/kl/jf/sf] dfl;s cfo ?= ================================== !=!@ 3/kl/jf/sf] dfl;s vr{ ?= =================================== !=!# 3/d'nLsf] lnËM s= k'¿if v= dlxnf u= t];|f] lnË

sf]8 g++=

tkfO{+sf] cd"No ;dosf] nflu wGojfb .

;e]{o/sf] gfdM ===================================

;xL ldltM ======================================== A Survey on Public Service Delivery 27

l6Kk0fL tyf ;'emfj Chapter I

28 A Survey on Public Service Delivery

Questionnaire (English Translation) Part A: Experience on Public Service Delivery

2.1.4 Did you give extra money other than the government fee ?

1. Have you taken any service/s from public (government) offices during the last one year ?

Public Service Delivery Offices: n Land Revenue Office n Land Survey Office n Land Reform Office n District Administration Office n District Development Committee n Municipality n Village Development Committee n District Education Office n District Agricultural Development Office n District Forest Office n Transport Management Office n Water Supply Corporation n Revenue and Tax Office n Judiciary

2.1 Was your work completed or is still pending at the concerned office? a. completed b. awaiting completion If Completed, 2.1.1 How much time was taken (days) ? 2.1.2 Was the work completed in time ? Yes

2.1.5 If you gave extra money, what was the amount? 2.1.6 Did you contact the public officials directly for your work ?

a. Yes b. No

2.1.7 If not, then who assisted you in your work ? 1. Middleman 2. Known friends/persons 3. Para-legal assistant 4. Othersâ&#x20AC;Ś 2.2 If the work was not accomplishedâ&#x20AC;Ś 2.2.1 If the work was not completed, what was the reason for non-completion ?

Details of Work

1. Did 2. Did not give

2.1.3 If the work was completed in time, what promoted completion ? 1. Required document was timely provided 2. Due to known people

1. Inadequate documents

2. Lack of money to pay government fees

3. Deliberate delay by staff

4. Demanded money (bribe) was not given

2.2.2 What impact did you face when the work was not completed ?

1. In household affairs

2. In social dealing

3. In financial aspects

4. No Impact

2.2.3 Did you complain anywhere for your problems ? a. Yes

b. No

c. Don't know

3. Recommendation

2.2.4 If yes, where did you file complaints?

4. Assistance from staff

1. DAO

5. Demanded amount was given (bribe)

2. Concerned Office

A Survey on Public Service Delivery 29

3. CIAA

4. NVC Chapter I

a. Extremely satisfied

b. Satisfied

5. TIN

c. Modest

6. Others….

d. Only slightly satisfied

e. Dissatisfied

2.2.5 If you did not complain, what were the reasons for not complaining ?

1. Did not know where to lodge complaints

4.3 How satisfied you are with the behavior of officials during service delivery to people?

2. Grievance would hamper the future works

a. Extremely satisfied

3. No action would be taken

b. Satisfied

2.2.6 If you complained, was there any action taken ?

c. Modest

d. Only slightly satisfied

e. Dissatisfied

a. Yes

b. No

c. Don't Know

3.1 Awareness about services 3.2 Do you know which section/division you have to go to get your work done ?

4.4 How effective is the Citizen's Charter in the works/services of an office ?

a. Extremely effective

b. Effective

c. Modest

d. Only slightly effective

e. Not effective

a. Yes

b. No

3.3 If not, how did you get the basic information ? 1. Through friends 2. By asking staff 3. By reading 4. Through middlemen 5. Others… 3.4 Have you seen Citizen's Charter ?

a. Yes

b. No

3.5 Have you read the Citizen's Charter of the office visited ?

1. Yes

2. No

3.6 If you have read Citizen's Charter, did you approach the officials with all necessary documents to get your work completed ?

4.5 In your view, what types of corruption are perceived to exist in public service delivery institutions ?

1. Ordinary tips/petty payments

2. Delay induced extortion

3. Speed money for urgent completion

4. To get work done as per one's need

5. Others…

4.6 What do you perceive are main reasons of corruption ?

1. Governmental working style

2. Political

3. Social competition

4. Poverty and illiteracy

5. Low civic awareness

4.1 In your view does the office provide services as per public expectations ?

6. Others…

4.7 In your view, how corruption infected are these institutions? Select the appropriate answer.

a. Yes

b. No

Part B: Perceptions on Public Service Delivery

a. Yes

b. No c. Don't know

4.2 How satisfied you are in the services that you have received ? 30 A Survey on Public Service Delivery

1. Not corrupt

2. Least corrupt

n Transport Management Office

3. Highly corrupt

n Water Supply Corporation

4. Completely corrupt

n Revenue and Tax Office

5. Don't know

n Judiciary

6. No opinion

How would you rate the situation of corruption in your district during the last one year ?

a. Highly increased

b. Increased a little

c. Remained same

d. Decreased a little

e. Highly decreased

f. don't know

5.1 How much score would you award your district on level of corruption in your district ?

100 denotes extreme corruption 0 denotes no corruption

A Survey on Public Service Delivery 31