scholarly journals DEL PAPEL A LA INTEROPERABILIDAD A TRAVÉS DE LOS PROYECTOS TRACTORES DEL CAMBIO. BUENAS PRÁCTICAS DEL AYUNTAMIENTO DE LEIOA (BIZKAIA) 2015-2020.

2021 ◽  
pp. 58-73
Author(s):  
CHIARA CAMARON PACHECO ◽  
EIDER SARRIA GUTIERREZ
Keyword(s):  
Public Good ◽  
Continuous Improvement ◽  
Public Service ◽  
Public Affairs ◽  
Mutual Support ◽  
Local Council ◽  
The Public ◽  
Trabajo En Equipo ◽  
Challenges And Opportunities ◽  
Buenas Prácticas

Desde el año 2015, el Ayuntamiento de Leioa ha venido desplegando el proyecto Leioa Zugandik Hurbil, elemento tractor del cambio que tiene como objetivo primordial poner a la ciudadanía en el centro de la gestión pública. Han sido muchos los retos y oportunidades de este proceso, que han supuesto un cambio global en la forma de ser, estar y trabajar por lo público en esta administración. Los principios que han regido este proceso de transformación y superación y que han ido calando en la totalidad de la organización han sido, entre otros, el de vocación de servicio público, eficacia, eficiencia, simplificación, proactividad, trabajo en equipo, asistencia mutua, colaboración, cooperación, compromiso, confianza, innovación y búsqueda de la mejora continua. A través de este artículo tratamos de identificar los motivos que propiciaron dicho proceso, junto con los objetivos, obstáculos y oportunidades que han ido surgiendo durante el mismo, desarrollando a su vez los pasos dados hasta la fecha. 2015. urteaz geroztik, Leioako Udalak abiarazi eta garatu du Leioa Zugandik Hurbil proiektua, herritarrak kudeaketa publikoaren erdigunean jartzea helburu nagusitzat jotzen duen aldaketaren eragilea dena . Prozesuak erronka eta aukera ugari ekarri ditu, eta horiek erabateko aldaketa eragin dute administrazio honetan, bere izaeran, egoeran eta zerbitzu publikoen alde lan egiteko moduan. Eraldaketa eta hobekuntza prozesu horren oinarriak, erakunde honetan sakon sartu direnak, besteak beste, honako hauek izan dira: zerbitzu publikorako bokazioa, eraginkortasuna, efizientzia, sinplifikazioa, proaktibitatea, talde-lana, elkarrekiko laguntza, lankidetza, konpromisoa, konfiantza, berrikuntza eta etengabeko hobekuntza- bilaketa. Artikulu honen bidez, prozesua eragin zuten arrazoiak identifikatzen saiatu gara, baita prozesu horretan zehar sortu diren helburu, oztopo eta aukerak ere, eta, aldi berean, orain arte egindako urratsak garatu ditugu. Since 2015, the Local Council of Leioa has been pursuing a project named Leioa Zugandik Hurbil [Leioa Close to you], as a scheme to drive change, with the overriding purpose of placing citizens at the heart of public affairs. This project has faced numerous challenges and opportunities that have led to an overall change in this administration¿s approach to its way of being, responding and working for the public good. The principles governing this process of transformation and improvement that have filtered down throughout the organisation as a whole have involved, amongst others, a dedication to public service, efficacy, efficiency, simplification, proactivity, teamwork, mutual support, collaboration, cooperation, commitment, trust, innovation, and the pursuit of continuous improvement. Our aim in this article is to identify the reasons that lie behind this process, together with the goals, obstacles and opportunities that have arisen over its course, while at the same time describing the steps taken thus far.

scholarly journals Linked government administrative data: Public or Private?

2019 ◽  
Vol 4 (3) ◽  
Author(s):  
Joel Stafford
Keyword(s):  
Public Good ◽  
Communication Networks ◽  
Administrative Data ◽  
Public Service ◽  
Policy Development ◽  
Data Linkage ◽  
The Public ◽  
Government Services ◽  
Service Contracts ◽  
Public Data

Background with rationaleIt is commonplace in policy discussions concerning administrative data linkage to presuppose that the data referred to is government services data. But this is not always the case. Much of the data public services hold is now collected via intermediaries, such as Non-Government Organisations, operating under service contracts with one or multiple government departments. Nor are these the only administrative data holdings applicable to clients of government services. There are also vast private administrative data holdings – including utility data, and consumer behaviour data. Creating and amending legislation that governs public service practices in this domain is increasingly made complex when private companies partner with governments agencies on policy development and evaluation work. Understanding the concept of public data for public good in light of this expanded sense of administrative data opens the door to deeper questions about the role linked data can play in government decision making. Main aimThe paper problematizes how legislation governing the linking of government administrative data is scoped and discusses how public service work can be affected by the opaque communication networks that increasingly span the public-private sector divide. Methods/ApproachAfter contextualising the challenge of legislating for administrative data linkage in the current work of the Office of the National Data Commissioner (ONDC) in Australia, this paper tests aspects of the proposed legislation against the extent to which it permits the possibility of ‘data laundering’. ResultsThe presentation demonstrates the need for greater sophistication in the specification of data linkage and sharing legislation in service of the public good. Conclusions This paper indicates that contemporary practices governing the linkage of government administrative data holdings is porous to the aims of extra-governmental organisations and may benefit by better incorporating legislative structures that govern private analytical services entities.

The East African Staff College

1967 ◽  
Vol 5 (4) ◽  
pp. 559-561
Author(s):  
H. Millar-Craig
Keyword(s):  
West Africa ◽  
Public Service ◽  
Civil Service ◽  
Public Affairs ◽  
Secretary General ◽  
East African ◽  
The Public ◽  
College Type ◽  
Considerable Experience ◽  
Administrative Skills

When Tanzania and Uganda had gained their independence and Kenya was about to gain hers, it was clear that a large number of Africans would be finding themselves placed in positions of considerable responsibility in the public service before they had had the opportunity to acquire any substantial amount of experience in the management of public affairs. Among those who played a prominent part in considering how this problem could best be tackled was the Secretary-General of the East African Common Services Organisation. A. L. Adu had previously served as Commissioner for Africanisation in Ghana and had later been head of the civil service in that country, and he had considerable experience of similar problems in West Africa. He had also been one of the first Africans to attend the Imperial Defence College in the U.K., and had been impressed by the contribution which training of the staff college type could make to the development of administrative skills in those whose experience at the lower levels of the administrative ladder had necessarily been limited.

Casting for the Public Good: BAME Casting in British Film and Television in the 2010s

Adaptation ◽  
2020 ◽  
Author(s):  
Christine Geraghty
Keyword(s):  
Public Good ◽  
Public Service ◽  
Public Funding ◽  
Recent Period ◽  
Television Industry ◽  
Wuthering Heights ◽  
The Public ◽  
Film And Television ◽  
British Cinema ◽  
Minority Ethnic

Abstract This article examines changes in casting practices which have begun to put black, Asian, and minority ethnic actors more regularly on British screens and in more significant parts. In the context of calls for improving BAME involvement at all levels of the film and television industry, I look in particular at how colour-blind casting has begun to have an impact on British cinema. The article looks initially at how calls for the campaign for changes entwine with the British tradition of public service broadcasting and examines the socially conscious criteria for casting introduced by the BBC and the BFI in 2016. I suggest that some of the ambiguous expectations of audiences in relation to colour-blind casting are similar to the potentially contradictory aspirations placed on institutions which receive public funding. In order to examine these issues in some detail, I draw on textual and paratextual analysis to demonstrate how frames of reference for understanding new approaches to casting can be found in recent period adaptations, a British genre strongly associated with whiteness by actors and critics. The examples discussed span the decade: Wuthering Heights (Arnold, 2011), Lady Macbeth (Oldroyd, 2016), and Mary Queen of Scots (Rourke, 2018). The analysis demonstrates that while casting for the public good is becoming more common it nevertheless remains a complicated and controversial strategy.

scholarly journals Una nueva función pública que fortalezca la confianza en las instituciones públicas

2019 ◽  
pp. 36-53
Author(s):  
Manuel ARENILLA SÁEZ ◽  
David DELGADO RAMOS
Keyword(s):  
Public Service ◽  
Public Management ◽  
Digital Revolution ◽  
The Public ◽  
The Social ◽  
Trabajo En Equipo ◽  
Executive Level ◽  
Global Agenda ◽  
Functional Areas ◽  
Organizational Needs

Laburpena: Azken urteotako krisiak, iraultza digitalak eta kudeaketa publikoaren arloko agenda orokor gero eta handiagoak ez dute erraztu Funtzio Publikoaren eredu berri bat sortzea.. Funtzio publikoaren xede sozial eta politikoan eta horrek herritarren eskubideen eta askatasunen benetako bermearekin duen lotura zuzenean jartzen bada arreta, errazagoa da inklusio-, aniztasun- eta ordezkagarritasun-balioak, edonolako aktoreekin batera egiten den taldeko lana eta talentu gazte berritzailearen txertaketa indartzea. Zuzendari publikoen politizazioak erakundeen gaitasuna, ekintza publikoaren neutraltasuna eta haren legitimitatea oztopatzen ditu. Horregatik da beharrezkoa funtzio publikoa (batez ere, zuzendaritza-maila) antolaketa-premietan, gaitasunen araberako kudeaketan, lanpostuen eta eremu funtzionalen analisian eta etengabeko ebaluazioan antolatzea. Resumen: La crisis de los últimos años, la revolución digital y la creciente existencia de una agenda global en materia de gestión pública no han facilitado la elaboración de un nuevo modelo de Función Pública. El énfasis en la misión social y política de la función pública y en su vinculación directa con la garantía efectiva de los derechos y libertades de la ciudadanía facilitan el reforzamiento de los valores de inclusión, diversidad y representatividad, el trabajo en equipo y en coalición con actores de todo tipo y la incorporación de talento joven innovador. La politización de los directivos públicos lastra la capacidad institucional, la neutralidad de la acción pública y su legitimidad. Por eso es preciso ordenar la función pública sobre la base de las necesidades organizativas, la gestión por competencias, el análisis de puestos y áreas funcionales y la evaluación permanente, especialmente en el nivel directivo. Abstract: The crisis of recent years, the digital revolution and the growing existence of a global agenda for public management have not facilitated the development of a new model of Civil Service. The emphasis on the social and political mission of the public service and in its direct connection with the effective guarantee of citizens’ rights and freedoms facilitates reinforcement of the values of inclusion, diversity and representativeness, teamwork and in coalition with actors of all kinds and the incorporation of innovative young talent. The politicization of public executives reduces institutional capacity, the neutrality of public action and its legitimacy. It is therefore necessary to order the public service based on organizational needs, competence-based management, job analysis and functional areas and permanent assessment, especially at the executive level.

Private Passions, the Public Good and Public Service Reform

2006 ◽  
Vol 40 (7) ◽  
pp. 758-773 ◽  
Author(s):  
Paul Hoggett ◽  
Marjorie Mayo ◽  
Chris Miller
Keyword(s):  
Public Good ◽  
Public Service ◽  
The Public

The Public Affairs Scale: Measuring the Public Good Mission of Higher Education

2012 ◽  
Vol 18 (4) ◽  
pp. 695-716 ◽  
Author(s):  
Chantal Levesque-Bristol ◽  
Jeffrey Cornelius-White
Keyword(s):  
Higher Education ◽  
Public Good ◽  
Public Affairs ◽  
The Public

scholarly journals RECONSTRUCTION OF EXECUTIVE AND LEGISLATIVE AUTHORITIES TO MAKE A GOOD GOVERNANCE BASED ON WELFARE VALUES

2018 ◽  
Vol 1 (1) ◽  
pp. 199
Author(s):  
Muhammad Khamim
Keyword(s):  
Local Government ◽  
Public Good ◽  
Good Governance ◽  
Public Affairs ◽  
The State ◽  
The Public ◽  
Regional Budget ◽  
Group Interests

The executive and legislative powers of good governance based on welfare values imply that the executive and legislative bodies as the state organizers and the bearers of the mandate to manage public affairs should prioritize the general interests and safeguard the public good over many individual and group interests. The executive and legislative authorities in realizing good governance have not worked well due to the practice of extraterrestrial partnership relations, especially in terms of APBD (Regional Budget) arrangements that seem to promote personal or group interests. The role of function is large enough to cause conflict between the executive and legislative (local government), especially the head of the region.

Positional Commitments and the Public Good: Perceptions of a Defecting Group Leader

1999 ◽  
Author(s):  
Mark E. Sibicky ◽  
Cortney B. Richardson ◽  
Anna M. Gruntz ◽  
Timothy J. Binegar ◽  
David A. Schroeder ◽  
...  
Keyword(s):  
Public Good ◽  
Group Leader ◽  
The Public
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