AAKANKSHA MALIK

15060222002
SY A

PUBLIC
ADMINISTRATION
&POLICY
INNOVATIVE

public admin. ,1

AAKANKSHA MALIK
15060222002
SY A

CONTENTS
A. UNIT 1 : GOOD GOVERNANCE
IN THAILAND
B. UNIT 3 : LEADERSHIP SUCCESS
STORY - STEVE JOBS
C. UNIT 4 : APPLICATION IN MENA
COUNTRIES OF PRISMATIC-SALA
MODEL
D.

UNIT 5 : BUDGET ANALYSIS

(2014-2015)
public admin. ,2

AAKANKSHA MALIK
15060222002
SY A

UNIT 1
Thailand Implementing WHO GGM programme
Thailand WHO programme was successful in tackling
corruption in the pharmaceutical sector and reducing the prices
of medicines.
As of 2009 survey Thailand was in the final phase of the threephase WHO Good Governance for Medicines programme
(GGM) and there were number of significant achievements.
The achievements were :
1.Lower costs for quality medicine procurement: the
number of hospitals with best practices in medicines
procurement had increased, a pooled medicines purchasing
scheme by hospitals had been established, with an agreed list
of medicines and suppliers.
2.National attention focused on the problem: national
pharmaceutical laws and regulations had been reviewed, a
national database on good governance in drug systems
containing publications and articles on corruption, unethical
practices and corrupt cases had been developed.
3.Information more readily available: newsletters, public
communications including media, brochures, and web sites had
been created. The minutes from national medicine meetings
are publicly available and the topic of "good governance" has
been added to the curriculum of 15 Faculties of Pharmacy.
HISTORY
In 1997, Thailand was in an economic crisis with the
devaluation of the Thai Baht. Hospitals under the Ministry of
Public Health, providing 70-80% of health and medical
services, were projected to be bankrupt within two years the
devaluation.
public admin. ,3

AAKANKSHA MALIK
15060222002
SY A

In addition to the above :

1.medicine prices were increasing;
2.hospitals were purchasing medicines at different prices from
the same companies;
3.pharmaceutical companies offered incentives to physicians
for prescribing their products; and
4.physicians often prescribed medicines by trade name rather
than generic name.
In response to the above the government introduced
pharmaceutical management reform for limiting the type and
amount of medicines hospitals stocked, establishing provincial
group medicines purchasing schemes and setting up a
pharmacy information centre to share information among
hospitals. In 2004, Thailand decided that the WHO Good
Governance for Medicines programme (GGM) would support
their goals of increasing transparency and ensuring access to
medicines while saving precious resources.
Advantages other than public health
The biggest change experienced by the Ministry of Public
Health was co-operation within Thailand, between universities
and the Food and Drug Administration of Thailand, as well as
internationally with other GGM participating countries. The
exchange of information and experiences made possible
through the GGM has helped us introduce new ideas and ways
of doing things," Dr Chanvit Tharathep, Ministry of Public
Health, said "We also have a more systematic approach. We
have a strategy and a clear direction with goals to meet against
a timeline and a greater focus on transparency."

public admin. ,4

AAKANKSHA MALIK
15060222002
SY A

GGM 3-phase programme

Phase I: National assessment of transparency and potential

vulnerability to corruption
Phase II: Development of a national programme on Good
Governance for Medicines
Phase III: Implementing the national Good Governance for
Medicines programme
Goal
To reduce corruption in pharmaceutical sector systems through
the application of transparent and accountable
administrative procedures and the promotion of ethical
practices among health professionals.
Specific objectives
To increase the awareness of all stakeholders on the
potential for corruption in the pharmaceutical sector
and its impact on health systems functioning.
To increase transparency and accountability in
medicines regulatory systems and supply
management systems.

public admin. ,5

AAKANKSHA MALIK
15060222002
SY A

To build national capacity for good governance in

medicines regulation and supply management

systems.
Based on their experience, Thailand offered a word of advice
for other countries,i.e., First of all, they should do a medicines
situation analysis in their countries, then develop a good
governance framework appropriate to their context and
environment. secondly ,the gap between the existing system
and the framework should be identified and the strategy should
aim to fill the gaps,also the transparency of the system is one of
the crucial activities. For Thailand, the pharmacy information
centre had been the best tool for transparency.

public admin. ,6

AAKANKSHA MALIK
15060222002
SY A

UNIT 3
Steve Jobs
(1955-2011)

He was the Chairman and CEO of Apple Computers Inc.

and arguably one of the worlds most successful
businessmen today.
He founded Apple in the 1970s, got chased out by his own
board of directors, but returned eventually as Apples CEO.
Since then, he had revolutionized the IT industry with his
creations like the MacBook, the iPod and the iPhone.
public admin. ,7

AAKANKSHA MALIK
15060222002
SY A

Since his return, he has brought Apple Computers Inc. from a

fledging company to a global force to be reckoned with.
BRIEF HISTORY

Most of Steve Jobs life was not a very happy one. His early life
was filled with confusion, chaos, and search for his biological
parents for whom his Education was an imperative thing. His
faith and belief got turned on its head more times that one can
count, and he faced several issues in his life for being the
Outstanding Individual that he was.He was quirky, lived in his
head, way too intelligent for his own good, and thought very
differently than most people. Although at times, it almost made
him a pariah, his lifes journey is a story of a man who made his
life count for something, and gave to the world as best he
could.
Jobs was born in San Francisco in Feburary 24, 1955. He was
an adopted son of the Jobs couple from California.
Jobs attended Homestead High School in California and often
went to the after school lectures by Hewlett-Packard Company.
It was there that he met his eventual partner, Steve Wozniak.
Jobs had his early beginnings working at Atari as a technician
building circuit boards. In 1976, he started the company Apple
Inc. with Steve with funding from a millionaire investor.In 1978,
Apple recruited Mike Scott to serve as the CEO for the next
few years that turned out to be turbulent times for the company.
In 1983, Jobs hired John Sculley from Pepsico to serve as
Apple's CEO.
In 1984, he developed the Macintosh, which was the first small
computer with a graphic interface in its time. It had promise to
revolutionize the whole PC industry.
However, bad business decision and internal stife with his CEO
eventually caused Jobs to leave his own company.

public admin. ,8

AAKANKSHA MALIK
15060222002
SY A
Getting fired from Apple was the best thing that

could have ever happened to me. The heaviness

of being successful was replaced by the lightness
of being a beginner again. It freed me to enter
one of the most creative periods of my life.

He went on to start two other companies; NeXT and Pixar.

Pixar was acquired by the Disney Company and NeXT by his
own Apple Computers Inc.
With the acquisition, he returned to Apple Computers Inc. in
1996 as interim CEO. From that time on, the rise of Apple
Computers began again as the iMac was developed.
The famous iPod and iPhone were later to be developed and it
revolutionised the whole handphone and MP3 player industry.
Under his leadership, Apple Computers Inc. became a force to
be reckoned with.
In 2007, they launched the first multi-touch cell phone for
iPhone, which included the features of an iPod as well as a web
browser. Steve was a very demanding perfectionist he was
both admired and criticized for his skills of persuasion as well
as salesmanship. He aspired to position his product and his
business at the absolute front of the IT industry by foreseeing
and setting style Trends for innovation.
In 2003, October Steve Jobs was diagnosed with pancreatic
cancer. Since the prognosis was such a cancer is usually very
poor he stated that he had the much less aggressive type of
tumor .In 2009, Jobs had a personal net worth of $5.1 billion.
However due to the need for a liver transplant, Jobs took a
break from his work since January 2009.
He died on October 5, 2011 after a long battle with Pancreatic
Cancer in New York.

public admin. ,9

AAKANKSHA MALIK
15060222002
SY A

The people who are crazy enough to

think they can change the world are
the ones who do.

Leadership Lessons
1.Persistence is the Key
Steve Jobs was a very persistent person and it was most
exemplified through his exit from Apple. He would not
give up, but went on to start NeXT Computers which
was later on acquired by Apple Computers Inc.
If Jobs was like most people, he would have given up and
spent the rest of his life being bitter about his loss.
2.Innovation brings Leadership
Jobs saw the power of innovation in building his company.
Till today, we can see the innovating power of Apple
Computers Inc. as it continues to take market
leadership in the industry.
If we want to maintain your leadership, we have to be the
one whos constantly up with ideas, new initiatives, all
in the spirit of moving your organizational mission
forward. In whatever industry we are in, our constant
innovation in alignment with our mission will keep us
ahead of the pack.

public admin. ,10

AAKANKSHA MALIK
15060222002
SY A

UNIT 4
DEVELOPMENT ADMINISTRATION
AND POLICIES IN EGYPT OVER
THE YEARS

In Egypt, theres been significant improvements to capacity

management have been accomplished by progressively delegating the
HR decision-making process to ministries and local administrations,
restructuring job classifications, creating new capacity-building
institutions, and adjusting tools to improve workforce planning,
including a staff database.

public admin. ,11

AAKANKSHA MALIK
15060222002
SY A

The new regional Public Finance Training Institute (PFTI) in

Egypt is mobilising regional and international technical resources to
support MENA countries modernising their financial governance
systems. Implementing such changes is very demanding on civil
servants, who have to ensure continuity while putting in place and
fine-tuning new structures, methods and concepts. The PFTI
combines national and regional perspectives to deal with key
constraints to financial management initiatives region-wide, such as
the scarcity of adequately trained personnel and the need to expand
capacity at all levels.
In 2007, Egypt launched the Egyptian Regulatory Reform and
Development Activity (ERRADA). This initiative has now
completed its first stage, which involved a decentralised effort by a
dozen ministries, guided by an inter- sectoral advisory council, to
compile an exhaustive inventory of all legislation that affects
Egyptian businesses. This initiative, now permanently housed within
the Ministry of Trade and Industry, is also reviewing the inventory in
conjunction with government and private sector stakeholders. This
process demonstrates the value of an open approach to reviewing
legislation and has paved the way for impact assessment on
regulations affecting economic activity in Egypt.
Egypt began e-government with back-office and decision support
systems for government, dating back to the late 1980s. It has extended
the technology to citizen services like the national births, deaths and
marriages registry. The importance of high-level sponsorship for such
major implementation is imperative and the Egyptian Cabinet of
Ministers, through its in-house Information and Decision Support
Centre, has led the application of state-of- the-art practice.
Also Egypt government launched a comprehensive gender approach
in 2000 followed by the formation of the National Council for
Women (NCW) by presidential decree. Reporting to the President of
the Republic, the NCW provides the high-level leadership needed to
public admin. ,12

AAKANKSHA MALIK
15060222002
SY A

advance a complex and cross-cutting issue like gender. NCW has

launched initiatives to mainstream gender in the national budget, to
incorporate gender more fully in public policy, and to strengthen the
gender dimension in the Social and Economic Development Plan. The
NCW has also prepared two five-year plans, one aimed at the central
level (2002-07) and the other at the governorate level (2008-12), and
has spearheaded several institutional changes to implement these
plans. It recommended establishing Equal Opportunity Units in each
ministry to mainstream womens concerns and to track and combat
workplace discrimination against women. In 2001, NCW also
established an ombudsmans office, to which citizens can bring
discrimination complaints. The NCW has provided training in gender
participatory planning for 22 line ministries and 179 (of the 232)
regional governments at district level.
Egypt had made considerable progress in providing pure drinking
water, which now reaches all citizens in both urban and rural areas. A
decision was made in 2004 to rationalise the organisation of the
public water sector and centralise all water activities. A presidential
decree groups all drinking water and sanitation entities under one
holding company. Furthermore, a PPP Central Unit was established
within the Ministry of Finance, as well as satellite units in line
ministries.
Egypt has recently launched a Strategy for Administrative
Reform which envisions an efficient, effective, transparent, fair, and
responsive governmental system that is capable to provide quality
services, capable to fulfil developmental objectives and to ensure
accountability. Furthermore, the Egyptian government has increased
commitment to gradually transcend towards decentralisation. In line
with the new Constitution, the Egyptian government is committed to
support administrative, financial and economic decentralisation
(Article 176).

public admin. ,13

AAKANKSHA MALIK
15060222002
SY A

In the present project, which will cover a period of three years and
will commence as of April 2015, aims to assist the Egyptian
government in its efforts to develop and apply good governance
principles, which should be reflected in improved services to the
Egyptian citizens and deepened citizens engagement at local levels.
More specifically, the project will focus on strengthening the capacity
of the Government of Egypt to improve and measure the performance
of administrations delivering public services to citizens, to perform
successfully its decentralisation process, and in particular to develop
local administrations skills and competencies for policy planning,
budgeting and reengineering of procedures in order to ensure better
quality of services, efficiency and transparency. Improvements will be
made at different levels, including institutions, processes, and human
capacities. It will do so through a wide variety of project activities,
ranging from assessments, capacity building, to the provision of
technical advice.

public admin. ,14

AAKANKSHA MALIK
15060222002
SY A

UNIT 5
Highlights of Budget of Government of NCT of Delhi 2014-15

1. Total Budget Estimate 2014-15 was 36766 crore ( 19066

Crore Non-Plan, 17700 crore Plan)
2. No new tax or increase in the present tax rates had been
proposed in the budget.
Health
3. Hospital projects for

940 crore under execution which would provide

over 1400 additional beds.

4.

A new medical college with 100 seats would be started at Rohini and
efforts would be made to ensure that the first batch of students were
admitted by 2015.

5.

One multi-specialty hospital for South Delhi was proposed.

6.

50 more dialysis units would be added.

7.

110 new ambulances fitted with state-of-the-art life support equipment

would be inducted in the CATS fleet.

8.

One stop centre for crisis management and rehabilitation of victims of

sexual assault would be setup in each district with the support of Central
Government.

public admin. ,15

AAKANKSHA MALIK
15060222002
SY A

9.

Three more Forensic Science Laboratories would be setup at Sheikh

Sarai, Rohini and Village Sayurpur. Regional Forensic Science
Laboratory at Chanakya Puri will be made functional from the rented
accommodation.

Education
10. Construction work of 20 new school buildings started in the first Phase.

11. Senior Secondary Schools exclusively for girls would be opened in two
Assembly Constituencies.

12. Necessary measures taken to ensure fully functional and clean toilets in
all the schools.
13. Project based financial support will be extended to language academies.

14. A new School of Planning, Architecture and Design will be setup in East
Delhi by GGSIP University.

15. Construction work of National Institute of Technology (NIT) at Narela

would be expedited.

Social Security & Welfare

16. Financial support would be extended to two children of incarcerated
parents till they attain the age of 18 years or till their parents are released
whichever is earlier.

public admin. ,16

AAKANKSHA MALIK
15060222002
SY A

17. All eligible beneficiaries would be covered under Food Security Scheme
in next few months. All fair price shops will be computerized. All
vehicles deployed for transportation of food articles to fair price shops
will be covered by a GPS RFID based vehicle tracking system.

18. The number of beneficiaries under Pension to Senior Citizens increased

from 3.90 lakh to 4.30 lakh. The plan outlay increased from 538 crore
in 2013-14 to 600 crore in 2014-15.

19. To set up three new homes for mentally challenged persons at different
locations.

20. Six working women hostels under the Public Private Partnership (PPP)
approach will be setup.

Housing & Urban Development

21. At present 185 night shelters are operational in Delhi, seven more night
shelters will be constructed.

22. Toilet facilities to all slum dwellers will be provided. Plan Outlay
increased from ` 17 crore in 2013-14 to ` 35 crore in 2014-15.

23. Piped water supply system will be provided in 50 unauthorized colonies

and sewerage system will be laid in 95 unauthorized colonies.

Water Supply
24. Construction of Renuka Dam would be taken up on priority.

public admin. ,17

AAKANKSHA MALIK
15060222002
SY A

25. Renovation and modernization of Chandrawal Water Treatment Plant and

Wazirabad Water Treatment Plant under Externally Aided Project (EAP)
will be taken up.

26. About 500 ATMs supported with ground water / tanker services will be
setup

Sanitation & Control of Pollution in Yamuna

27. STP at Pappan Kalan, Nilothi, Yamuna Vihar and Delhi Gate will be
commissioned. This will increase the sewerage treatment capacity from
the present level of 604 MGD to 684 MGD.

28. Old STP and their allied infrastructure at Kondli, Rithala and Okhla shall
be rehabilitated under Yamuna Action Plan (YAP-III).

29. A 40 MGD STP will be setup with technical support of Singapore

Government for achieving tertiary quality of treated effluent.

30. National and international technical expertise will be sourced for

ecological rejuvenation and beautification of the Yamuna River in Delhi
territory.

Transport

public admin. ,18

AAKANKSHA MALIK
15060222002
SY A

31. 1380 semi-low floor buses would be procured by DTC. Private sector
corporate operators will add 400 new Cluster Buses.

32. DTC will introduce an automated fare collection system through

electronic ticketing machines and card readers. This system will
subsequently be integrated with the fare collection system of Delhi
Metro.

33. All Regional Offices of the Transport Department will be renovated and
modernized.
34. ISBT at Sarai Kale Khan and Anand Vihar will be developed.

35. Elevated corridor over Barapullah Nullah will be extended from Sarai
Kale Khan to Mayur Vihar under phase - III.

36. Dual carriage way flyovers will be added at a number of intersections

having single carriage way flyover.

Energy
37. To provide relief to the targeted consumers on account of increase in

tariff and to ensure poor and marginalized should not suffer, subsidy @ `
1.20 per unit upto 200 units and 80 paisa per unit for the slab 201 400
units will be extended to domestic consumers. Accordingly a provision of
` 260 crore is proposed.

38. 400 kV sub-station at Harsh Vihar and 220 kV GIS sub-station at Peera
Garhi will be commissioned.

public admin. ,19

AAKANKSHA MALIK
15060222002
SY A

39. Three new 220 kV GIS sub-stations at Papankalan, Tughlakabad and

Rajghat Power House will be constructed.
40. 1500 MW Gas Turbine Station at Bawana will be made fully functional.
41. New Delhi Municipal Council (NDMC) area will be developed as a solar
city.
42. SPV plants of 10 kWp at Delhi Secretariat and 25 kWp at four
Government hospitals and 10 kWp SPV plant at four Government
schools will be taken up.

public admin. ,20

AAKANKSHA MALIK
15060222002
SY A

public admin. ,21

AAKANKSHA MALIK
15060222002
SY A

public admin. ,22