Good Practices and Innovations in Public Governance 2003-2011

Good Practices and Innovations in Public Governance 2003-2011 Good Practices and Innovations in Public Governance 2003-2011

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Good Practices and InnovATIONS in Public Governance noted that innovations are context specific. In other words, it is a relative phenomenon because what constitutes innovation in one cultural or organisational setting may not be so in another. What works here may not work there. Therefore, “good practices”, which were successful in one country, should not be blindly reproduced in another. Rather, their merits should be studied and tailored to local circumstances. Otherwise, hasty application of such practices will result in considerable costs to developing countries that are struggling with severe resource scarcity and (often) extreme poverty, and may not produce the desired results. Innovations in public governance can often lead directly and/or indirectly to economic and social development by introducing changes in the following areas: • Delivery of services: changes in access, coverage and speed of service delivery often have an immediate client-oriented culture. These changes often have an immediate effect and get recognized by the citizenry; • Processes and working methods of an organisation: simplification of procedures, computerization, improvement of inter-office communication and overhauls in performance appraisal systems have immediate and long term positive effects on reducing budget expenditures and the costs of running an organisation, as well as increasing the efficiency of operations and performance; • Mindset, behaviour and skills: innovation efforts cannot be sustained without changing the mindset and behavior of public servants. Changes in midset, behavior and skills require willingness and committment to continuous learning, and capacity to adapt to different circumstances; • Structure: initiatives that introduce major reforms in the structures of government by, for example, creating new governmental entities, eliminating existing ones and/or shifting reposnibilities, usually take longer to implement and may require a substantial amount of resources; and • Legal framework/constitution: these are major changes, which have a farreaching impact on a country’s economic and social development, affect all stakeholders and determine the direction of public policies. The ultimate purpose of all the aforementioned changes should be directed at eradicating poverty, promoting people-centred development and ensuring optimal mobilization and use of resources. 438

<strong>Good</strong> <strong>Practices</strong> <strong>and</strong> InnovATIONS <strong>in</strong> <strong>Public</strong> <strong>Governance</strong><br />

noted that <strong>in</strong>novations are context specific. In other words, it is a relative phenomenon<br />

because what constitutes <strong>in</strong>novation <strong>in</strong> one cultural or organisational sett<strong>in</strong>g may<br />

not be so <strong>in</strong> another. What works here may not work there.<br />

Therefore, “good practices”, which were successful <strong>in</strong> one country, should not be<br />

bl<strong>in</strong>dly reproduced <strong>in</strong> another. Rather, their merits should be studied <strong>and</strong> tailored to<br />

local circumstances. Otherwise, hasty application of such practices will result <strong>in</strong> considerable<br />

costs to develop<strong>in</strong>g countries that are struggl<strong>in</strong>g with severe resource scarcity<br />

<strong>and</strong> (often) extreme poverty, <strong>and</strong> may not produce the desired results.<br />

<strong>Innovations</strong> <strong>in</strong> public governance can often lead directly <strong>and</strong>/or <strong>in</strong>directly to economic<br />

<strong>and</strong> social development by <strong>in</strong>troduc<strong>in</strong>g changes <strong>in</strong> the follow<strong>in</strong>g areas:<br />

• Delivery of services: changes <strong>in</strong> access, coverage <strong>and</strong> speed of service delivery<br />

often have an immediate client-oriented culture. These changes often have<br />

an immediate effect <strong>and</strong> get recognized by the citizenry;<br />

• Processes <strong>and</strong> work<strong>in</strong>g methods of an organisation: simplification of procedures,<br />

computerization, improvement of <strong>in</strong>ter-office communication <strong>and</strong> overhauls<br />

<strong>in</strong> performance appraisal systems have immediate <strong>and</strong> long term positive<br />

effects on reduc<strong>in</strong>g budget expenditures <strong>and</strong> the costs of runn<strong>in</strong>g an organisation,<br />

as well as <strong>in</strong>creas<strong>in</strong>g the efficiency of operations <strong>and</strong> performance;<br />

• M<strong>in</strong>dset, behaviour <strong>and</strong> skills: <strong>in</strong>novation efforts cannot be susta<strong>in</strong>ed without<br />

chang<strong>in</strong>g the m<strong>in</strong>dset <strong>and</strong> behavior of public servants. Changes <strong>in</strong> midset, behavior<br />

<strong>and</strong> skills require will<strong>in</strong>gness <strong>and</strong> committment to cont<strong>in</strong>uous learn<strong>in</strong>g,<br />

<strong>and</strong> capacity to adapt to different circumstances;<br />

• Structure: <strong>in</strong>itiatives that <strong>in</strong>troduce major reforms <strong>in</strong> the structures of government<br />

by, for example, creat<strong>in</strong>g new governmental entities, elim<strong>in</strong>at<strong>in</strong>g exist<strong>in</strong>g<br />

ones <strong>and</strong>/or shift<strong>in</strong>g reposnibilities, usually take longer to implement <strong>and</strong> may<br />

require a substantial amount of resources; <strong>and</strong><br />

• Legal framework/constitution: these are major changes, which have a farreach<strong>in</strong>g<br />

impact on a country’s economic <strong>and</strong> social development, affect all<br />

stakeholders <strong>and</strong> determ<strong>in</strong>e the direction of public policies.<br />

The ultimate purpose of all the aforementioned changes should be directed at eradicat<strong>in</strong>g<br />

poverty, promot<strong>in</strong>g people-centred development <strong>and</strong> ensur<strong>in</strong>g optimal mobilization<br />

<strong>and</strong> use of resources.<br />

438

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