scholarly journals Rural Municipal Development and Reform in Canada: Policy Learning through Local - Provincial Collaboration

2012 ◽  
pp. 32-50 ◽  
Author(s):  
John Martin ◽  
Gary Paget ◽  
Brian Walisser
Keyword(s):  
Local Government ◽  
Capacity Building ◽  
Local Governments ◽  
Policy Learning ◽  
Bottom Up ◽  
Provincial Level ◽  
Exclusive Jurisdiction ◽  
Practice Recommendations ◽  
Rural Governance ◽  
Municipal Development

In a federated country like Canada, diversity challenges universal policy prescriptions for local governments. The success of its provincial governments, which have exclusive jurisdiction for systems of local government, depends on balancing the need to act comprehensively and systematically while dealing thoughtfully with the unique situation of individual local governments. Canada’s provinces are shifting their approach to strengthening rural governance – shifting away from more directive interventions and now seeking to facilitate capacity-building in a manner that is less state-centred, more bottom-up, and better adapted to variable local circumstances. A dialogue was organised to focus on this shift in provincial practice. It brought together more than 50 savvy and influential policy practitioners representing all provinces and most local government associations at the provincial level. Practice recommendations emerged for provinces, local government associations, and local governments focusing on concrete actions and tools but also on the potential for redefining the roles played by, and relations between, the associations and provincial governments.

scholarly journals The Evaluation of Sustainable Capacity Building for Decentralization (SCBD) Project in Banjarnegara Regency

2012 ◽  
Vol 8 (1) ◽  
pp. 77
Author(s):  
Widjonarko - ◽  
Brotosunaryo
Keyword(s):  
Local Government ◽  
Capacity Building ◽  
Local Governments ◽  
Public Services ◽  
Local Governance ◽  
Human Resources Management ◽  
Local Government Level ◽  
The Government ◽  
Institutional Capacity Building ◽  
Sustainable Capacity

The Sustainable Capacity Building for Decentralization (SCBD) project funded by the AsianDevelopment Bank (ADB) aimed to strengthen the capacity of local governments in Indonesia.Banjarnegara Regency was selected by the ministry of internal affairs for the implementation ofthe project. The SCBD Project in Banjarnegara consists of five components including frameworkof capacity building, institutional capacity building, human resources management, humanresources development and sustainable financial and budgeting. This project will is held in fiveyears using two funding schemes phases, donor funded the first 3 years (2009‐2011), thencontinued by the local government of Banjarnegara. During the 2009‐2011period, the projecthas finished all five components, PMU then conducted evaluation to ensure achievement of theSCBD’s main goal: strengthening local governance for delivering good public services. The expostevaluation method used to evaluate the SCBD Project for short term outcomes found thatthe project hasn’t directly improved the public services performance even having completed allfive components of the project. Most people in Banjarnegara Regency felt no significantimprovement of public services provided by the government. The ineffectiveness of publicservices can be understood, because not all of the components of the SCBD project had beenthoroughly implemented at local government level. Moreover, many activities of the projecttend to overlap implying lack of coordination among the project implementation units.Key words: evaluation, SCBD

Development of NERSS Training Program for Earthquake Emergency Response Capacity Building of Local Governments

2015 ◽  
Vol 10 (2) ◽  
pp. 263-269 ◽  
Author(s):  
Junyan Lai ◽  
◽  
Lu Ding ◽  
Yuan Zhang ◽  
Weimin Wu ◽  
...  
Keyword(s):  
Local Government ◽  
Capacity Building ◽  
Local Governments ◽  
Historical Earthquakes ◽  
Support Service ◽  
Lessons Learned ◽  
Training Effectiveness ◽  
Government Response ◽  
Emergency Managers ◽  
Response Capacity

Responses to medium-magnitude earthquakes are as significant as to catastrophic earthquakes, because medium-magnitude temblors occur as many as a dozen times more than catastrophic earthquakes – at least from the year 1900. In China, local governments are obligated to protect residents against earthquakes that have a magnitude of <bm>Ms</bm>$6.0. The ways in which local governments perform these obligations differ, however, due to obstacles such as inadequate disaster planning, a lack of public earthquake awareness, and a shortage of qualified emergency managers. When an earthquake hits, the hazards that residents are unaware of may arise concurrently, putting thousands lives and millions of acres of property in danger. In short, the response capacity of local governments is crucial to an earthquake’s aftermath. To enhance the capacity of local government response to earthquake emergencies, the National Earthquake Response Support Service (NERSS) of China started work on training programs years ago. With the cooperation with the Japan International Cooperation Agency (JICA) and Japanese scientists in the last five years, based on lessons learned from China’s historical earthquakes and disasters, the authors have created the prototype for an earthquake disaster management curriculum, which it has then been demonstrated and continuously improved. This paper reviews the prototype curriculum and its development methodology, presents demonstrative deliveries of the curriculum, and discusses training effectiveness and further improvements. Applying an international emergency management framework and related experience, focusing on local government capacity building, the demonstrative trainings have been proved to be beneficial to local government response activities and the latest amendment to earthquake preplanning in China. Future systematic tracking research of training effectiveness is proposed to keep curriculum updating and appropriate as times change.

Strategi Peningkatan Kapasitas Penyelenggaraan Pemerintahan Daerah

2010 ◽  
Vol 9 (6) ◽  
pp. 59-74
Author(s):  
Suryanto Suryanto
Keyword(s):  
Local Government ◽  
Qualitative Analysis ◽  
Capacity Building ◽  
Local Governments ◽  
Comprehensive Evaluation ◽  
Secondary Data ◽  
Primary Data ◽  
Literature Study ◽  
Depth Interview ◽  
Government Capacity

This study attempts to identify capacity-building efforts conducted by local governments, obstacles facing local governments in those efforts, as well as formulating models/strategies for effective local government capacity building. This study utilizes primary data pertain to local government capacity building (CB) implementation and publicly available data on CB model/strategy as secondary data. As the approach of this study, qualitative analysis was based on an in-depth interview, discussion, and literature study. The research reveals that CB activities had been conducted by the local government (partially). Yet, the activities were not based on a comprehensive evaluation. It is recommended that the local government utilize CB models/strategies that have been developed from the study.

scholarly journals Bottom-Up Initiatives Undertaken by Local Governments to Support Entrepreneurship

Energies ◽  
2021 ◽  
Vol 14 (19) ◽  
pp. 6328
Author(s):  
Niki Derlukiewicz ◽  
Anna Mempel-Śnieżyk ◽  
Tomasz Pilewicz ◽  
Małgorzata Godlewska
Keyword(s):  
Local Government ◽  
Local Governments ◽  
Local Level ◽  
Regional Scale ◽  
Bottom Up ◽  
Policy Makers ◽  
Local Actors ◽  
Final Energy Consumption ◽  
Entrepreneurial Activities ◽  
The Relationship

The present paper deals with issues related to activities undertaken by local government. The article focuses on the identification and assessment of the significance of local government’s different bottom-up initiatives that support development of local entrepreneurship. The article also indirectly discusses the importance of activities referring to energy efficiency. Through the digitization process and by using digital tools, LGs realize projects, improve local actors’ awareness, and finally achieve new challenges such as a higher proportion of gross final energy consumption being from renewable sources. The aim of the paper is to present the relationship between the LGs’ entrepreneurial activities, which we call bottom-up initiatives, and the local entrepreneurship level, understood as the number of entrepreneurs active on the territory of a LG. This paper presents the results of research carried out on the bottom-up initiatives undertaken by Polish local governments to support entrepreneurship. The research was based on survey and statistical tools and stepwise regression analysis. In the paper, bottom-up initiatives undertaken by local governments (such as organizing events at the national or regional scale that enable networking among entrepreneurs or establishing departments for supporting local entrepreneurship that offer cooperation with local entrepreneurs) were found to influence the number of entrepreneurs active in local government territories. The paper concludes that local governments and their bottom-up activities are an important factor influencing local entrepreneurship development. The presented research results have implications for policy makers and may be useful for local governments in Poland and in other countries in the context of supporting entrepreneurship by undertaking bottom-up initiatives at the local level.

OPTIMALISASI PERAN PEMDA DALAM MENGATASI KENDALA PELAKSANAAN KONSERVASI KEANEKARAGAMAN HAYATI DI DAERAH (STUDI KASUS PROVINSI BENGKULU)

2020 ◽  
Vol 15 (2) ◽  
Author(s):  
Antung Deddy Radiansyah
Keyword(s):  
Local Government ◽  
Biodiversity Conservation ◽  
Local Governments ◽  
Central Government ◽  
Wild Plants ◽  
Regional Government ◽  
Conservation Areas ◽  
Conservation Area ◽  
Conservation Policies

Gaps in biodiversity conservation management within the Conservation Area that are the responsibility of the central government and outside the Conservation Areas or as the Essential Ecosystems Area (EEA) which are the authority of the Regional Government, have caused various spatial conflicts between wildlife /wild plants and land management activities. Several obstacles faced by the Local Government to conduct its authority to manage (EEA), caused the number and area of EEA determined by the Local Government to be still low. At present only 703,000 ha are determined from the 67 million ha indicated by EEA. This study aims to overview biodiversity conservation policies by local governments and company perceptions in implementing conservation policies and formulate strategies for optimizing the role of Local Governments. From the results of this study, there has not been found any legal umbrella for the implementation of Law number 23/ 2014 related to the conservation of important ecosystems in the regions. This regulatory vacuum leaves the local government in a dilemma for continuing various conservation programs. By using a SWOT to the internal strategic environment and external stratetegic environment of the Environment and Forestry Service, Bengkulu Province , as well as using an analysis of company perceptions of the conservation policies regulatary , this study has been formulated a “survival strategy” through collaboration between the Central Government, Local Governments and the Private Sector to optimize the role of Local Government’s to establish EEA in the regions.Keywords: Management gaps, Essential Ecosystems Area (EEA), Conservation Areas, SWOT analysis and perception analysis

Entrepreneurship Management at the Local Government Level: The Experience of the Cities for Entrepreneurs Program

2018 ◽  
Vol 9 (5) ◽  
pp. 388-407
Author(s):  
Patricio Gigli ◽  
◽  
Donatela Orsi ◽  
Marisel Martín Aramburú ◽  
◽  
...  
Keyword(s):  
Human Capital ◽  
Local Government ◽  
Local Governments ◽  
Structural Characteristics ◽  
National Level ◽  
Development Issue ◽  
Starting Point ◽  
Local Government Level ◽  
Micro Level ◽  
Government Level

This paper aims at describing the experience of the Cities for Entrepreneurs Program (Ciudades para Emprender or CPE) of the National Directorate of Community and Human Capital (which belongs to the SEPYME), National Ministry of Production. This paper starts from the premise that entrepreneurship takes place at the most micro level of the offer and, therefore, is a concept associated with the characteristics of the environment closest to that offer: the local territory. However, there is little history in the country of public policies relating the issue of entrepreneurship with the local management. That is why we take as a starting point the conceptualization of the chosen framework: local governments and the development issue, seen from the perspective of entrepreneurships. Moreover, an overview is given on the structural characteristics of municipalities in Argentina. In addition, some international experiences and attempts to promote entrepreneurship at a national level are analyzed. Finally, the Cities for Entrepreneurs Program (CPE) is outlined, based on a summary of the diagnoses of the Entrepreneurial Ecosystems of the selected cities and the tools used and their execution status at the time of publication of this paper.

A Real Or a Marginal Trend in Participatory Budgets in Local Governments

e-Finanse ◽  
2018 ◽  
Vol 14 (4) ◽  
pp. 12-21
Author(s):  
Beata Zofia Filipiak ◽  
Marek Dylewski
Keyword(s):  
Local Government ◽  
Social Participation ◽  
Local Governments ◽  
Current Practice ◽  
Public Policies ◽  
Local Communities ◽  
Public Expenditures ◽  
Public Funds ◽  
Depth Analysis ◽  
Participatory Budget

AbstractThe purpose of the article is analysis of participatory budgets as a tool for shaping decisions of local communities on the use of public funds. The authors ask the question of whether the current practice of using the participatory budget is actually a growing trend in local government finances or, after the initial euphoria resulting from participation, society ceased to notice the real possibilities of influencing the directions of public expenditures as an opportunity to legislate public policies implemented. It is expected that the conducted research will allow us to evaluate the participatory budget and indicate whether this tool practically acts as a stimulus for changes in the scope of tasks under public policies. The authors analyzed and evaluated the announced competitions for projects as part of the procedure for elaborating participatory budgeting for selected LGUs. Then, they carried out an in-depth analysis of the data used to assess real social participation in the process of establishing social policies.

Spatial and Institutional Analysis of the Voivodships Expenditure on Culture in the Years 2003 – 2015

e-Finanse ◽  
2019 ◽  
Vol 15 (3) ◽  
pp. 67-75
Author(s):  
Adam Mateusz Suchecki
Keyword(s):  
Local Government ◽  
Public Administration ◽  
Local Governments ◽  
Local Level ◽  
Institutional Analysis ◽  
The State ◽  
Cultural Institutions ◽  
Location Quotient ◽  
Local Authorities ◽  
National Heritage

AbstractFollowing the completion of the process of decentralisation of public administration in Poland in 2003, a number of tasks implemented previously by the state authorities were transferred to the local level. One of the most significant changes to the financing and management methods of the local authorities was the transfer of tasks related to culture and national heritage to the set of tasks implemented by local governments. As a result of the decentralisation process, the local government units in Poland were given significant autonomy in determining the purposes of their budgetary expenditures on culture. At the same time, they were obliged to cover these expenses from their own revenues.This paper focuses on the analysis of expenditures on culture covered by the voivodship budgets, taking into consideration the structure of cultural institutions by their types, between 2003-2015. The location quotient (LQ) was applied to two selected years (2006 and 2015) to illustrate the diversity of expenditures on culture in individual voivodships.

Analysis of changes in the organizational structure of municipal offices

Management ◽  
2012 ◽  
Vol 16 (2) ◽  
pp. 373-387
Author(s):  
Joanna Snopko
Keyword(s):  
Local Government ◽  
Customer Service ◽  
Local Governments ◽  
Organizational Structures ◽  
Organisational Structure ◽  
Office Management ◽  
Organisational Structures ◽  
Partner Relations ◽  
Structural Solutions ◽  
Proper Performance

Abstract Organisational Structure of Municipal Offices - Key Determinats The multitude of tasks and problem issued faced by local governments necessitates their evolution towards improvement of the existing organisational structures. Comparison of the existing organisational structures of various municipal offices could create a misleading that their organizational structures do not undergo any transformations. In reality, the type of an organisational structure remains unchanged while its elements change very frequently. These changes are activated when, according to the office management, they do not ensure proper performance of tasks faced by local government administration and appropriate customer service. Also note that, in the applied solutions, there is a strive for perfection which can be noticed, in a sense. It expresses the concept that this is not a structure which can effectively play its role today and is prepared for challenges of tomorrow. However, the process of transformations has not developed any new solutions. To this end, the local government must develop organisational structures appropriate for identifying and reaching its objectives. For this reason, it’s worthwhile to consider solutions which combine elements of the existing and modern solutions or address new opportunities created by process-oriented structures. However, these transformations must, first and foremost, cause a transformation of bureaucratic-style municipal offices into modern organisations which apply modern methods of management. These are organisations which introduce deep-reaching organisational changes, i.e. transform their hierarchic interorganisational relations into more partner relations and transform their structural solutions into more flexible solutions as well as change their employees’ way of thinking. Without such transformations in local government, municipal offices will be still referred to as bureaucracy and civil servants as bureaucrats.

First Meeting of the PIDE Committee on Devolution Reforms in Pakistan

2006 ◽  
Vol 45 (1) ◽  
pp. 157-161
Author(s):  
Durre-e- Nayab
Keyword(s):  
Local Government ◽  
Health Education ◽  
Service Delivery ◽  
Social Welfare ◽  
Human Development ◽  
Local Governments ◽  
Public Services ◽  
Municipal Services ◽  
Fiscal Decentralisation ◽  
National Reconstruction

The Local Government Ordinance (LGO), formulated by the National Reconstruction Bureau (NRB) in 2000 and promulgated by provincial governments in August 2001, assigns powers, responsibilities, and service delivery functions to three levels of local governments: district, tehsil, and union. Responsibilities for the delivery of social and human development services, such as primary and basic health, education and social welfare, are delegated to the district level, whereas municipal services, such as water, sanitation and urban services are assigned to the tehsil level. The LGO does not only deal with the delivery of public services in its plan but also stresses the need for fiscal decentralisation, claiming that “Fiscal decentralisation is the heart of any devolution exercise. Without fiscal decentralisation no authority is devolved.”

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