International Conference on Governance and Service Delivery in Developing Economies

Transcription

1 International Conference on Governance and Service Delivery in Developing Economies Hotel Africana Kampala, Uganda is pleased to announce the Call for Papers for the International Conference on. The Conference will be held from the 24 th to the 28 th of August 2015 at Hotel Africana in Kampala, Uganda The Conference will provide an arena for scholars, students and practitioners from diverse disciplines of public management to collectively explore managerial solutions to the governance and service delivery challenges in Africa. You are invited to submit your contributions towards identifying practical strategies for improving governance processes, curbing corruption and improving service delivery under the five sub-themes listed hereunder. i. Public Sector Reforms ii. Development Agenda, Globalization, Regionalism, Nationalism and Partnerships iii. Performance Management, Monitoring and Evaluation iv. E-Governance v. Anti-Corruption Strategies Page 1 of 10

2 Introduction to the theme of the conference The quest for paradigms that work for Africa s development has continuously engaged policymakers, researchers and practitioners. The stagnant poverty trends, inability to meet the Millennium Development Goals (MDGs), the uneven development and inequalities within and across countries, the unending civil wars, and the slow pace and nature of development has puzzled many actors as well as scholars. Part of the problem has been attributed to governance in countries of the African Region. The New Partnership for Africa s Development (NEPAD) and its monitoring instrument, the Africa Peer Review Mechanism among other reports highlight inappropriate governance as a major quandary responsible for holding back Africa s development. NEPAD and the outcomes of the 2002 UN Monetary Financing for Development Summit in Mexico demonstrate a link between poor governance and the failure of societal institutions to effectively achieve MDGs in Africa. There is a positive link between sound governance and development outcomes. Giving an example of Afghanistan and Kenya, Kaufmann and Penciakova (2010) show that when governance improves infant mortality on average declines by two-thirds and incomes rise three-fold in the long run. Increased focus on governance dimensions including corruption, inequality, media freedoms and gender rights increases the attainment of MDGs. Although governance is seen as a critical ingredient to development in Africa, it is at the same time a messy business of power and politics. Whichever angle governance is looked at, Africa is known not to be better governed. With democratic governance or formal rules of the political game, Africa is said to be thriving on informality. With economic governance, Africa s public sector is either seen to be struggling or failing to manage its economy according to New Public Management (NPM) ethos. Even with the human rights and freedoms agenda, African Governments are said to have failed to preserve and protect their citizens. Page 2 of 10

3 At the same time for many developing economies, especially in Africa, decision-making and policy formulation appear to be the easier job. Moving from policy making to policy execution and provision of public goods and services is the tougher task sending signals that service delivery and governance are intricately related. (UMI) as a premier Management Development Institute (MDI) in the region construes that the managerial dimension of governance exercised in the institutional arena of bureaucracy and other actors shapes the implementation of public policy. As part of a large community of International Associations of Schools and Institutes of Administration, we consider it as our remit to contribute towards improved management and find initiatives that work for this continent. This International Conference therefore provides a unique opportunity for scholars, students and practitioners from diverse disciplines of public management to a discourse on managerial solutions to the governance challenges in Africa. Participants of the conference will be challenged to move from theoretical frameworks to practical strategies for improving governance processes, curbing corruption and improving service delivery. Finding African realities in the way governments conduct their business and understanding the way service delivery is currently entangled is useful to resolving the puzzle of development for the continent. Issues that scholars and practitioners could address include but are not limited to those in the sub-themes. A description of the sub-themes is provided here under. Page 3 of 10

4 Conference Sub-themes Theme 1: Public Sector Reforms Many countries in Africa have undertaken public sector reforms often following the NPM principles. However, many scholars of public administration have argued that the dominance of NPM has declined, and extremists like Dunleavy argue that it is even dead, after all there was nothing new about it at all. As a consequence, NPM is being replaced by new value laden paradigms such as those focusing on whole government issues (network governance), Neo-Weberian state reforms aimed at reaffirming the role of the state (developmental state), collaborative governance (such as PPPs) and the good governance ideas where governments improve themselves, become reliable, accountable and responsive to solving societal problems and protecting the citizens. The questions are; which paradigm should guide public sector reforms and under what conditions? What realities trigger a given reform? These questions are relevant given the complexity of the African continent, traditions, culture and political economy. Therefore under this theme scholars, students and practitioners can address issues of: Managerialism versus Traditional Public Administration Local Governance and Development Public Financial Management CSOs role in Local Governance Human Resources Development Managing Cross-border Human Resources Multiple Public Service Modalities Public Manager, Public Interests Vs Marketization of Economies Local Economic Development Procurement Management Network Governance and role of the Private Sector Page 4 of 10

5 Theme 2: Development Agenda, Globalization, Regionalism, Nationalism and Partnerships What development paradigm works for Africa? Africa has tested several development theories and approaches, ranging from modernization, colonialism, nationalism, structural adjustment programs, global marshal poverty reduction plans and national development agendas and collaborative approaches, however, the pace and outcomes of development seem undesirable. The application of these approaches and theories has created an unbearable burden to the population. Consequently, some scholars have noted that development in terms of economic growth is illusive and not inclusive. While some African countries have reversed their poverty trends and are on the way towards achieving some MDGs, such development seems not to be sustainable. Such illusive development sometimes called a stupid thing is obviously complex to govern. The essence of governments is to create desirable development and improve the wellbeing of each and every citizen. Therefore undertaking research on trends of development on the continent is critical especially amidst unsatisfied citizen. Under this theme, scholars, students and practitioners will interrogate the following issues: National Development Planning and Planning Implementation Future of Development Cooperation in Africa Economic Transformation-Public Administration Perspective Management of Energy, National Resources and Environment Gender and Diversity Management Security Management and Development Role of Regional Economic Blocs in Service Delivery NGO Accountability and Governance Social Movements and Citizen Driven service delivery Politics of Service Delivery in Africa Papers that treat specific case studies of sectors (health, education, roads, energy etc and/or, countries are encouraged. Page 5 of 10

6 Theme 3: Performance Management, Monitoring and Evaluation Performance measurement has been a core element of public sector reforms since the 1980s. Public sector organisations are under pressure to show evidence of good performance in service delivery to the citizens. The way government performance is managed is an art of governance. Assessment of service quality and program results is a key component to showcase performance and informed public management. However, while single central government agency performance measurement has been sufficiently developed, systematic attempts to make intergovernmental performance comparisons have often had limited success. Under this theme scholars, students and practitioners will address issues of: Impact-based Evaluations of Public Services The CSO role in Evaluations Unintended Consequences of Public Service Methodological Evaluation Issues Utilization-focused Evaluations Equity-based Evaluations Whole Organization Evaluations Knowledge Management Evaluation Capacity in African Countries, Profession, Standard, and Guidelines Page 6 of 10

7 Theme 4: E-Governance Is e-governance a managerial option to governance challenges? There is no doubt that E-government is a necessity for the countries aiming for better governance. However, debate on e-government for public administration focuses on its functions of service delivery, information management, and use of technology (Kumar Shakya, 2010). Yet public administration is beyond a public administrator. Accordingly, public administrators need a broader public administration approach that surpasses the technocratic emphasis. Governance extends beyond government enclave, to civil society and the private enterprises. Therefore e-governance should embrace the potential of exercising political, social, economic, and administrative processes and govern the whole matter. Under this, theme scholars, students and practitioners will deliberate on the following issues: Information &Communication Technologies to track Service Delivery Strategies Educational Institutions in Advancing E-managerial Solutions Management of Cybercrimes Mobile Money and Mobile Banking E-service Delivery in Social Sectors E-Management, Quality Assurance Use of Social Networks in Service Delivery in Africa Page 7 of 10

8 Theme 5: Anti-Corruption Strategies Corruption is one of the main challenges that undermine effectiveness of institutions and governments in many developed and developing countries. It threatens economic and political fortunes of countries. It is also one of the major factors that affects investors confidence and discourages innovations. Corruption hurts the poor disproportionately and undermines governments ability to provide for its citizens depriving them of true governance. While legal and institutional measures have succeeded to expose corruption to some extent, there are weak formal and informal mechanisms that succeed to punish and deter the corrupt and ensure enhanced accountability. Are there proven or best practices towards elimination of corruption? Is there a managerial solution to corruption? Under this theme scholars, students and practitioners will address issues of: Political economy of corruption in Africa Anti-Corruption and Social Accountability Reforms Costs of Corruption at the political, economic, and social levels Measurement of corruption:- Principles and strategies to fight corruption Ethics and integrity systems in public, NGO and private sectors Institutional dilemmas in management of corruption Citizen driven anti-corruption models Papers that treat specific case studies of sectors (health, education, roads, energy etc and/or, countries are encouraged. Conference Registration, Submission of Abstracts and Papers To register for the conference, complete the online form which can be accessed via the link You can submit your abstracts, papers, and inquiries to: conference@umi.ac.ug and umiconference2015@gmail.com. You can alternatively enquire about the conference by calling the secretariat on , , or Page 8 of 10

9 Submission Guidelines Length and layout of the article Should be within the range of 3,500 to 4,000 words excluding references. Should not exceed 20 pages Should include an abstract of words. Key words should be provided at the end of the abstract Foot notes and end notes are note encouraged, can only be used where it is very necessary Readability, fluency of style and clarity of exposition are essential Composition of the article Introduction stating the context, what is already known, the gap to be filled and how the article will fill this gap? This provides rationale for the article. Literature-practical, procedural, and theoretical information the readers need to read and appreciate the study. Summary of existing contribution, debates and unconcluded perspectives. Methodology or research process-describing how the study was conducted Findings-surprises and non-surprises either from secondary or primary data sources Discussion highlighting findings, engaging other scholars, explaining the differences or similarities and the likely implication to this specific case and wider management literature Conclusion should be appropriate to the article and in line with the research question References The conference will utilise the American Psychological Association (APA) Guidelines. In text referencing Citations in the text usually consist of the name of the author(s), the date of publication and page number if using a direct quotation. Quotations of less than 40 words are set out within the body of the text, enclosed with double quotation marks. Quotations of more than 40 words should be set out in a block, commenced on a new line and indented 5 spaces from the left hand margin. Quotation marks should not be used. Page numbers should not be included when summarizing or paraphrasing someone s work. Page 9 of 10

10 Important Dates and timelines Call for papers June 30th 2014 Paper Abstract Submission Deadline: Sept 30th, 2014 Abstract Acceptance Notification: Oct 30th, 2014 Full Paper Submission Deadline: March 30th, 2015 Paper Acceptance Notification: April 30th, 2015 Deadline for Registration: June 30, 2015 Conference Dates: August 24th -28 th, 2015 To learn more about the ideas and themes underlying this conference, guidelines to preparing and submitting your conference proposal, important deadlines and registration forms and fees, follow the link Page 10 of 10