Citizen-centric governance in Bangladesh

Dr. Nasim Ahmed :

In contemporary governance discourse, there is a growing recognition that governments must transition from traditional bureaucratic systems toward more citizen-centric service delivery models.

In Bangladesh, a developing country with an evolving democratic framework, the efficiency and responsiveness of administrative services are increasingly vital in promoting trust in public institutions and achieving developmental goals.

Despite commendable strides in digital governance and policy reforms, stakeholders often allege that service delivery in Bangladesh continues to suffer from systemic inefficiencies, corruption, and a lack of citizen engagement.

Effective service delivery is characterized by accessibility, timeliness, transparency, accountability, and equity. Theoretical underpinnings such as New Public Management emphasize decentralization, performance-based systems, and customer-oriented approaches to improve service outcomes.

Conversely, Governance Theory advocates for participatory mechanisms, institutional capacity, and inter-agency coordination (Pierre & Peters, 2000). These models highlight that administrative performance results from internal bureaucratic efficiency and how well governments understand and respond to citizens’ expectations.

Bangladesh has undergone significant administrative reforms in recent times. The implementation of the Aspire to Innovate (A2I) programme, citizen charters, and the establishment of Union Digital Centres (UDCs) have improved public access to services, particularly in rural areas.

The A2I initiative has introduced over 150 digital services, including birth registration, online education certificates, and mobile court operations. The 333 national helpline enables citizens to access information and lodge complaints, thereby promoting transparency and accountability.

Despite these advancements, many users encounter difficulties due to inadequate digital literacy, language barriers, and fragile infrastructure, particularly in remote areas. Public satisfaction remains mixed because of bureaucratic red tape, inconsistent service standards, and limited grievance mechanisms.

The responsiveness of public institutions varies significantly across sectors and regions, indicating uneven implementation of reforms.

Several interconnected factors, including service accessibility, quality, reliability, cost, and fairness, influence citizen satisfaction. Citizens are more likely to be satisfied when services are delivered promptly, providers communicate clearly, and feedback mechanisms exist.

In Bangladesh, corruption remains a significant barrier. Furthermore, the absence of standard operating procedures and service benchmarks creates uncertainty and diminishes trust in institutions.

One of the major obstacles to efficient service delivery in Bangladesh is the rigidity and hierarchy of the bureaucracy, which limits innovation and responsiveness.

Decision-making often remains top-down, with minimal input from frontline officials or service providers. Political interference in administrative appointments and operations further weakens institutional integrity and continuity.

Moreover, many government offices suffer from chronic understaffing, a lack of training, and inadequate technological resources, all hindering performance.

While digitization has expanded, the digital divide persists. Rural and marginalized communities often lack access to reliable internet, electricity, or digital devices, limiting their ability to benefit from e-governance initiatives.

Furthermore, many public officials are not sufficiently trained in using ICT tools or understanding citizen-centric service models. The absence of a robust performance management system also means that public servants are rarely held accountable for poor service delivery, nor are they incentivized to excel.

Despite the challenges, several innovative practices have emerged. The Cabinet Division’s performance agreements with ministries, known as Annual Performance Agreements (APAs), have introduced a level of accountability.

Mobile financial services like bKash and Nagad are increasingly utilized for social protection disbursements, improving efficiency and reducing leakages.

Dhaka North City Corporation’s digital complaint system and Chattogram’s GIS-based infrastructure planning demonstrate how cities can adopt smart governance tools for improved outcomes.

Enhancing service delivery must involve citizens not only as beneficiaries but also as active participants. Mechanisms such as citizen report cards, community scorecards, and social audits can provide valuable feedback loops for continuous improvement.

Digital platforms can further facilitate two-way communication between citizens and officials. For example, the Digital Centre Management System (DCMS) enables UDC entrepreneurs to report service demands, bottlenecks, and user feedback in real time.

Robust monitoring and evaluation systems are essential. Integrating Key Performance Indicators (KPIs) into service delivery helps track outcomes and ensures institutions are accountable.

Performance-based rewards, peer reviews, and customer satisfaction surveys should be institutionalized to motivate frontline workers. Utilizing big data and analytics can forecast service demand, detect inefficiencies, and guide policy revisions.

Fighting corruption requires both preventive and punitive measures. Transparency tools, such as open budgeting, service dashboards, and asset disclosure mechanisms, can help deter misconduct. The Anti-Corruption Commission must be empowered to act independently and transparently. Whistleblower protection laws and citizen hotlines can also encourage the reporting of malpractice.

To consolidate gains and address gaps, the following recommendations are proposed:
(a) Expand inclusive e-governance with mobile-first services and multilingual content.
(b) Strengthen local governments through fiscal decentralization and participatory planning.
(c) Institutionalize citizen feedback mechanisms and integrate them into policy reviews.
(d) Invest in training for civil servants on digital tools and citizen engagement.
(e) Enforce performance metrics and link them to resource allocation and promotions.
(f) Promote public-private partnerships to improve service delivery infrastructure.
(g) Establish independent oversight bodies for grievance redress and service audits.

Bangladesh stands at a critical juncture where enhanced administrative service delivery can catalyze higher citizen satisfaction and greater social equity and development. Despite visible progress through digital initiatives and policy reforms, systemic issues such as corruption, inefficiency, and centralization continue to erode public trust.

A comprehensive strategy that integrates technology, decentralization, accountability, and citizen participation is imperative. By learning from global experiences and adapting solutions to local realities, Bangladesh can build a more responsive, inclusive, and citizen-oriented administrative apparatus.

(The writer holds a PhD in Public Policy from Ulster University in the UK and is currently working as Additional Secretary at the Ministry of Home Affairs, Dhaka).