Transcript Regional Forum on Reinventing Government in the Arab

First Steering Committee Meeting of the Network
of Innovators in Governance in the Mediterranean
Region, Rabat, Morocco, 14-16 March 2007
Transfer of Innovations in Public Administration
in the Mediterranean Region
Guidelines
Adriana Alberti
Chief
InnovMed Programme
Division for Public Administration and
Development Management
UNDESA, United Nations
What is a “transfer” of an innovation in public
administration?
• Structured process of learning.
• Knowledge derived from real-world experience together
with the human expertise capable of transforming that
knowledge into social action.
• The identification and awareness of solutions; the
matching of demand for learning with supply of
experience and expertise and a series of steps that need
to be taken to help bring about the desired change.
Types of Transfers
In assessing the feasibility of a transfer, it is important to
recognize the different types of transfers, which typically
fall into three main categories:
Technical: the transfer of skills and technology
applications/processes;
Informational: the transfer and exchange of ideas and
solutions; and
Managerial: a system or series of decision-making and
resource allocation processes that can be transferred and
adapted.
Main Steps involved in the Transfer of an Innovation
•
•
•
Identification of best practices and determination of the
modalities of transfer;
Response and selection of an interested government
that wishes to replicate the best practice;
Adaptation of transfer to local context: Negotiation by
two parties for a transfer commitment by recognizing
that the host has been successful in implementing a
solution from which the participant is willing to learn.
•
Evaluation and dissemination of the results of the
project. Monitoring and assessment of the
effectiveness and impact of the transfer.
PEER TO PEER TRANSFERS
• Establishment of regional and national networks of
innovators;
• Documentation and dissemination of effective practices;
• Planning of international/national workshops;
• Initiation of dialogues between cities and/or
governments;
• Training activities;
• Organization of study tours;
• Cross-city/government consultation and technical
assistance; and
• Initiation of transfers and adaptations of effective
practices between and within cities/governments.
CONSIDERATIONS FOR THE SELECTION OF
PARTNERS AND INNOVATIONS
• A common or shared set of problems and issues;
• Similarities in social, economic and demographic
contexts;
• National support for such partnerships and co-operative
exchanges;
• A mutual commitment to share and to learn;
• Documented evidence of a proven solution in the form of
a good or best practice; and
• An understanding of the similarities and differences in
administrative and political contexts and procedures.
Checklist for an effective partnership:
•
•
•
•
•
•
Develop clear and achievable mission and goals;
Identify type of partnership agreement;
Develop estimated timeline;
Secure required resources;
Set clear expectations; and
Provide necessary staffing and training.
Memoranda of Agreements should be formulated and executed
among the organizations involved in order to clarify each other’s
roles, responsibilities as well as contributions to the program.
I. IDENTIFYING INNOVATIONS FOR REPLICATION
• Developing frameworks and criteria for identifying innovations
• Search for initial documentation and identification of innovations
• Packaging of identified innovations for dissemination to prospective
“replicators”
• Building relations/arrangements with host government
• Setting up mechanisms to continue the search for relevant exemplary
practices
Criteria for Selection of Innovations to be Transferred
• Simple and implement-able in the short term
• Proven and effective solutions to common or similar problems.
• Demonstrated level of sustainability.
• Least possible cost and effort to replicate.
•The processes and approaches of the exemplary practice have the
potential to address other needs or deliver services beyond those
originally targeted or intended.
Criteria for Selecting Governments that Wish to Replicate
an Innovation
• Demonstrate strong interest and commitment to replicate a specific
practice
• Be willing to take part in an institutional cooperation process with other
governments.
• Have the readiness to implement the exemplary practice. The recipient
Local government should have the political support, basic capacity and
required equipment.
• Have the resources required for the replication process.
• Establish teams of replicators to assist in the transfer
Determining the Modalities of the Transfer
• Deciding the partnership agreements and management structure
• Formulating objectives, policies, principles and framework/criteria
• Leveling off roles and functions involved in the program
• Developing mechanisms and systems for the management and
coordination of the key stakeholders involved as well as the system for
monitoring and evaluation of the program and provision of support to
hosting and replicating local government units
• Identifying and leveraging resources needed and available
• Elaborating a guideline for transferring innovation.
Information about the Innovation Prior to the Transfer
• Objectives of host government in implementing the practice
• Conditions in the recipient government/locality prior to implementing the
practice (Rationale)
• Key Steps in implementing the practice
• Resources used in implementing the practice
• Results/Impact to the community of implementing the practice
• Analysis: Lessons learned and Insights gained in implementing the practice
• Samples of the specific forms, plans, tools, etc used by the host
government in implementing its project.
TRANSFER AND ADAPTATION
In order to facilitate the replication of a best practice in a specific
national context, it is very important to identify a set of measures
that can assist in practical terms interested governments in the
transfer process and plan.
It is not enough to provide guidelines about how to assess whether a
best practice is such, whether it is transferable and whether the
recipient country has the needed capacities to adapt that practice,
but it is also necessary to provide instruments that can help public
administration systems to use the acquired knowledge and put into
practice.
TRANSFER AND ADAPTATION (CTD.)
The replication phase can consist of three steps:
1) Study Tour
2) Peer-to-Peer Learning Workshop (for host and replicating
government);
2) Formulating and Implementing the Replication Work Plan.
3) Study Tours with
TOPICS TO BE ADDRESSED IN
THE PRE-REPLICATION PHASE
To be discussed during the different stages of the transfer of each innovation
are:
•
•
•
•
•
•
Does the transfer involve and/or promote participation of all possible
stakeholders?
Is the transfer process open and accessible to all stakeholders?
Are mechanisms in place to ensure accountability for actions and
responsibilities of all partners involved?
Is the participation of all potential stakeholders considered in the transfer’s
design?
Are resources and/or funding available to realize and sustain the initiative?
Are funding alternatives identified?
Does the initiative consider the economic, environmental and social needs
without trading off one at the great expense of the other, now or in the future?
Conducting a Peer to Peer Workshop
•
After documenting the exemplary practice, the host
needs to plan, prepare for and conduct the Peer-toPeer Learning workshop.
•
This workshop aims to allow the host GU to share their
exemplary practice to the replicating GUs to help them
(replicating GU) better appreciate the practice as well
as to formulate a first draft of their replication work plan
with the inputs from the host GUs.
PEER TO PEER WORKSHOP
The objectives of conducting the Peer-to-Peer Workshop are:
•
Exchange of knowledge, know-how, expertise and experience
between people and organisations with similar roles and
responsibilities, facing similar issues and problems
•
Decentralised cooperation that implies a demand-driven process
in which one party is willing to learn and the other party is willing
to share the lessons derived from its own experience.
•
Examples: training, coaching, expert inputs and advisory services,
site visits, study tours, staff exchanges and joint ventures
FORMULATING A TRANSFER WORK PLAN
During the Workshop the recipient together with the
host can identify the specific steps and actions they
will undertake to replicate the exemplary practice.
Work plan developed has the following key
components: context for replication, objectives and
expected results, implementation plan, implementation
steps, coordination mechanisms between host and
replicating GUs, Monitoring and Evaluation and budge.
STUDY TOURS AND EXCHANGE OF STAFF
•
They necessitate a formal exchange of letters regarding the object and
purpose of the visit by the participant, a setting of dates and number of
people involved.
•
Advantages include ease of organisation and a low level of expectations for
both parties.
•
The effectiveness of a study tour can be greatly enhanced by prior
exchange and sharing of information on key indicators, by focusing on
specific issues for learning and exchange and by well-matched
counterparts.
•
Staff, usually from the participants’ side, stay with the host for the purpose
of on-site, on-the-job learning and coaching. It can also involve the host
sending staff to the participant for follow-up co-operation during critical
phases of implementation. This form of exchange can be very effective. In
terms of preparation, at a minimum, terms of reference should be agreed to.
In cases of prolonged exchanges, other administrative arrangements should
be clearly settled.
THE ROLE OF THE NETWORK OF INNOVATORS
1) Can the Network facilitate matching the demand and supply of
innovations in governance in the region?
2) Can we establish teams of national replicators? What can they do?
3) How can we capitalize on the experience and expertise of the
members in the adaptation of innovations?
THANK YOU!