Leadership and Innovation in Subnational Government: Case Studies from Latin America

Leadership and Innovation in Subnational Government: Case Studies from Latin America

Leadership and Innovation in Subnational Government: Case Studies from Latin America

Leadership and Innovation in Subnational Government: Case Studies from Latin America

Synopsis

Leadership and Innovation in Subnational Government takes stock of promising innovations that began to appear in local government across the region of Latin America and the Caribbean during the 1990s. The purpose of this work - in contrast to many reports which document best practice - is to deepen our understanding of the genesis and evolution of change as local leaders cope with the challenges of governing in decentralized democracies.One of the most striking features exhibited by the cases in this volume is that local authorities have been change makers often without help from outside, either from national or international agencies. The authors, Tim Campbell and Harald Fuhr, call these local enterprising risk takers an 'engine of change.' Twenty specific cases of innovation have been documented in the study covering the core business areas of cities finance, popular participation, service delivery, privatization, and personnel management. The book aims to show, in policy and practice, how to sustain this engine of change.One of the central messages of this work is that by supporting key steps in the process of innovation, donors can enjoy cost-effective impacts and help to achieve the next stages of reform in the region. But to do so, donors must focus on management and learning at the local level, building on the foundations of broad participation in public choice and working more actively to help local actors learn from each other.

Excerpt

Cities face many new challenges in meeting the demands of decentralized governance, including adapting to the global business environment, decentralizing governance, and achieving democratic choice making. With decentralization, democratization, and globalization, cities now have more decisions to make, more money to spend, and a vastly more open political and economic system in which to operate. These conditions shift the focus of policy attention in nations and cities. To achieve sustainable cities and improve public sector management, both national and local authorities must address the capacity of cities to reform and to innovate.

This book takes stock of promising innovations that began to appear in local government across the region of Latin America during the 1990s. The purpose of this work—in contrast to many reports that document best practice—is to deepen our understanding of the genesis and evolution of change as local leaders cope with the challenges of governing in decentralized democracies. One of the most striking features of change in the region is that local authorities often are creating change without help from outside donors. The authors, Tim Campbell and Harald Fuhr, call such enterprising risk takers an “engine of change.” Specific cases of innovation have been documented in this book covering the core business areas of cities: finance, popular participation, service delivery, privatization, and personnel management. The book aims to show ways, both in policy and practice, to increase and sustain the velocity of this engine of change.

One of the central messages of this book is that donors, by supporting creation and adoption of best practice, can have a cost-effective impact on the next stages of reform in the region. But to do so, the World Bank and other donors must focus on the policies at the local level as well as engage . . .

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