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The second volume of the Partnership for Democratic Governance Series investigates whether ‘contracting out’ core government functions and services has been conducive to capacity development. Case studies discusses the evidence and emerging lessons of contracting out.
This handbook is a tool to help government officials assess whether contracting out might be a possible way forward – either temporarily or over a longer period of time – for delivering a core service or a government function.
The second volume of the Partnership for Democratic Governance Series investigates whether ‘contracting out’ core government functions and services has been conducive to capacity development. Case studies discusses the evidence and emerging lessons of contracting out.
This book follows ten political economic histories since the 1970s, showing how different forms of partnership have developed, flourished or declined over the time. The author's argument is supported by rich empirical material. It places partnership schemes in a broader social context and provides a deep insight into the phenomenon.
This edited volume explores development in the so-called 'fragile', 'failed' and 'pariah' states. It examines the literature on both fragile states and their development, and offers eleven case studies on countries ranking in the 'very high alert' and 'very high warning' categories in the Fund for Peace Failed States Index.
In this report, released in May at the annual meeting of the OECD Council at ministerial level, the Secretary-General summarises the activities of the OECD during the previous year.
Some may dispute the effectiveness of aid. But few would disagree that aid delivered to the right source and in the right way can help poor and fragile countries develop. It can be a catalyst, but not a driver of development. Aid now operates in an arena with new players, such as middle-income countries, private philanthropists, and the business community; new challenges presented by fragile states, capacity development, and climate change; and new approaches, including transparency, scaling up, and South-South cooperation. The next High Level Forum on Aid Effectiveness must determine how to organize and deliver aid better in this environment. Catalyzing Development proposes ten actionable game-changers to meet these challenges based on in-depth, scholarly research. It advocates for these to be included in a Busan Global Development Compact in order to guide the work of development partners in a flexible and differentiated manner in the years ahead. Contributors: Kemal Dervis (Brookings Institution), Shunichiro Honda (JICA Research Institute), Akio Hosono (JICA Research Institute), Johannes F. Linn (Emerging Markets Forum and Brookings Institution), Ryutaro Murotani (JICA Research Institute), Jane Nelson (Harvard Kennedy School and Brookings Institution), Mai Ono (JICA Research Institute), Kang-ho Park (Ministry of Foreign Affairs and Trade, Korea), Tony Pipa (U.S. Agency for International Development), Sarah Puritz Milsom (Brookings Institution), Hyunjoo Rhee (Korea International Cooperation Agency), Mine Sato (JICA Research Institute), Shinichi Takeuchi (JICA Research Institute), Keiichi Tsunekawa (JICA Research Institute), Ngaire Woods (University College, Oxford), Sam Worthington (InterAction)
Metropolitan Governance is an indispensable book for understanding the governance of metropolitan cities. The book covers an insight into the governance in Ahmedabad and Hyderabad. The participatory metropolitan governance is also of interest to the students of sociology, social work and geography. The students of public administration would find it useful to study the decentralisation of powers from centre to state to local level government. For academicians engaged in service delivery in metropolitan areas, it brings in clarity regarding role of varied stakeholders in governance.
Winner of the 2014 Academy of Management Public-Nonprofit (PNP) Division Best Book Award Many public services today are delivered by external service providers such as private firms and voluntary organizations. These new ways of working – including contracting, partnering, client co-production, inter-governmental collaboration and volunteering – pose challenges for public management. This major new text assesses the ways in which public sector organizations can improve their services and outcomes by making full use of the alternative ways of getting things done.