Local governments throughout the west are undergoing a transformation of their leadership styles and structures. Some countries have abandoned traditional systems of collective or committee based decision-making in favour of Cabinet models or, more radically, a directly-elected executive mayor, while others have strengthened existing mayoral systems. There are a few exceptions to this trend. Based on original research in eleven countries the book assesses these changes in terms of their implications for political accountability, the role of lay politicians, political recruitment, the professionalization of leadership, and relations with the bureaucracy.
Decentralization, following the passage of the Local Government Code (LGC) of 1991, has resulted in the realignment of the national agenda with local development plans. This book bears witness to the islands of good governance emerging from the success stories of LGUs that have embraced the promise of decentralization and local autonomy. It tells the story of how change management played a critical role in the transformation process.
This book investigates participatory budgeting—a mainstay now of World Bank, UNDP, and USAID development programs—to ask whether its reforms truly make a difference in deepening democracy and empowering civil society.
The most acute water crises occur in everyday contexts in impoverished rural and urban areas across the Global South. While they rarely make headlines, these crises, characterized by inequitable access to sufficient and clean water, affect over one billion people globally. What is less known, though, is that millions of these same global citizens are at the forefront of responding to the challenges of water privatization, climate change, deforestation, mega-hydraulic projects, and other threats to accessing water as a critical resource. In Transforming Rural Water Governance Sarah T. Romano explains the bottom-up development and political impact of community-based water and sanitation committees (CAPS) in Nicaragua. Romano traces the evolution of CAPS from rural resource management associations into a national political force through grassroots organizing and strategic alliances. Resource management and service provision is inherently political: charging residents fees for service, determining rules for household water shutoffs and reconnections, and negotiating access to water sources with local property owners constitute just a few of the highly political endeavors resource management associations like CAPS undertake as part of their day-to-day work in their communities. Yet, for decades in Nicaragua, this local work did not reflect political activism. In the mid-2000s CAPS’ collective push for social change propelled them onto a national stage and into new roles as they demanded recognition from the government. Romano argues that the transformation of Nicaragua’s CAPS into political actors is a promising example of the pursuit of sustainable and equitable water governance, particularly in Latin America. Transforming Rural Water Governance demonstrates that when activism informs public policy processes, the outcome is more inclusive governance and the potential for greater social and environmental justice.
Local governments serve their communities in many diversified ways as they increasingly engage in multiple connections: international, regional, regional-local, with nongovernmental organizations and through external nongovernmental services county actors. The book discusses how the shift in emphasis from government to governance has raised many management challenges, along with shifting expectations and demands.
Drawing on the author's unrivalled experience and expertise in both research and policy-making, this important new book provides a systematic assessment of the changing nature of local governance in Britain and a conceptual framework for understanding the new governance of localities. The author analyzes in detail what New Labour has been trying to do to local governance and management and assesses how and why it has achieved only a mixed record of change. The book concludes by providing a vision of good local governance and an assessment of future challenges for research and reform.
"The Journey to Transform Local Government is about the challenges and opportunities for municipalities in South Africa as they journey towards delivering on the promise of developmental local government. It deals with various issues on the continuum of local government transformation in South Africa, for example, what does Sustainable Development Goal 11 mean for a municipality? Given that good governance is essential for success, are municipalities implementing anti-corruption policies and are the Municipal Public Accounts Committees functioning? How do we staff municipalities with professionals who see local government as their career of choice? And, given that our ageing infrastructure poses risks for the future, what should municipalities do to ensure proper maintenance? How do we manage the overlapping roles of traditional leaders and municipalities? Can traditional land use allocation and building practices co-exist with municipal planning and building regulations? And, when municipalities insist on town planning and building regulations, how does this affect local entrepreneurs? Lastly, how do we measure spatial transformation in practice? The authors grappling with these questions come from universities, government, civil society and the private sector. They fill the pages of this book with some of the latest research on local government, grounded in the reality of today's South Africa."--Back cover.
Innovating with Integrity presents a comprehensive portrait of the local heroes—front-line public servants and middle managers—who are reinventing state and local government, and it offers practical recommendations for innovating successfully. Based on a study of more than 200 successful government innovations, this book is the first large-scale, systematic analysis of innovation in American government. Sandford Borins identifies the components of integrity that he finds in successful innovators, including the intellectual discipline to plan rigorously and to establish measurable goals; the ability to collaborate with others and accommodate criticism; and a willingness to mobilize both the private sector and the community. In addition to analyzing the common traits driving new initiatives, Borins shows the distinctive differences among six areas of innovation: information technology, organizational redesign, environmental and energy management, policing and community development, social services, and education. This trenchant analysis of what initiatives actually work and why contributes to both the practice and theory of public management. Its practical advice will be especially valuable for front-line government workers, public managers, union leaders, agency heads, politicians, and all concerned with reforming government.
A path-breaking book--the first to examine the evolution of community organizing in U.S. cities. While embracing mobilization, the contributors acknowledge the challenges inherent in globalization and the norms and values that shape contemporary American culture. Still, they reaffirm that community organizing has an important role to play as part of a broader progressive movement.
This book is a comprehensive guide to an exciting new approach that managers at any level can use to transform their corners of government. Whether people want more government or less, everyone wants an efficient government. Traditional thinking is that this requires a government to be run more like a business. But a government is not a business, and this approach merely replaces old problems with new ones. In their six-year, five-country study of seventy-seven government organizations-ranging from small departments to entire states-Alan Robinson and Dean Schroeder found that the predominant private-sector approaches to improvement don't work well in the public sector, while practices that are rare in the private sector prove highly effective. The highest performers they studied had attained levels of efficiency that rivaled the best private-sector companies. Rather than management making the improvements, as is the norm in the private sector, these high-performers focused on front-line-driven improvement, where most of the change activity was led by supervisors and low-level managers who unleashed the creativity and ideas of their employees to improve their operations bit by bit every day. You'll discover how Denver's Department of Excise and Licenses reduced wait times from an hour and forty minutes to just seven minutes; how the Washington State Patrol garage tripled its productivity and became a national benchmark; how a K8 school in New Brunswick, Canada, boosted the percentage of students reading at the appropriate age level from 22 percent to 78 percent; and much more.
