Search Go to Go to Download Event News Facebook account Twitter account Google plus account

Blog 2016

Evidence Informed Policy Making Toolkit and Workshops

24 octobre 2016
par Emily Hayter

After three years, 11 countries, 1, 164 people trained and 26 public engagement events held, the VakaYiko programme led by the Evidence Informed Policy Making (EIPM) team at INASP has come to an end. VakaYiko partners have seen a new Research and Policy Unit established in the Zimbabwe Ministry of Youth, supported Parliament of Uganda’s first Research Week, embedded a new evidence course in a civil service college in Nigeria, and produced a framework for understanding how contextual factors affect evidence use in policymaking.

VakaYiko Symposium 2016: a space for reflection

Earlier this month, INASP gathered 40 VakaYiko partners and stakeholders in Accra for the VakaYiko Symposium on Approaches to Building Capacity for EIPM. Representatives from ministries, parliaments, think tanks, universities and NGOs in 12 countries gathered to share our experience. We discussed everything from evidence for gender policy in Sudan to building networks for evidence informed policy in Peru.

So what have we learned?

VakaYiko aimed to try out different approaches to building capacity for evidence use, across a wide range of country and institutional contexts. Here are five key things we’ve learned—and you can read more in our new report on lessons learned from our programme.

Evidence informed policy making is relevant and important to policymakers in a wide range of political and economic contexts. It’s not only for rich countries or for ‘open’ democratic systems. We relied on trusted local partners with credibility and political savviness to understand how EIPM applies in these different contexts …


The way to Nairobi: the EIP shares approaches with the Global Partnership Initiatives

12 juillet 2016
par Neil Levine

An international gathering in a beautiful location always raises eyebrows…

Hosted by the United Cities and Local Governments in Barcelona, the Ministry of Foreign Affairs of the Netherlands, the government of Japan, and the Global Partnership for Effective Development Co-operation (GPEDC) held an acceleration workshop for its 47 Global Partnership Initiatives—the Effective Institutions Platform (EIP) being one of them.

When you see this many interesting people coming together to update each other on their activities, share their challenges and seek partnerships it is not that difficult to forget where you are. Barcelona had to wait…

While I knew that the GPEDC was the mothership of the EIP, I had little knowledge of the breadth of activity occurring under its umbrella. The number of Global Partnership Initiatives (GPI) multiplied after the 1st GPEDC High Level Meeting (Mexico, 2014), covering a wide range of topics from aid coordination to networking think tanks and tax to service delivery.

What is the role of the GPIs, and our own platform, the EIP, in the context of the Global Partnership? The GPEDC has three main pillars: i) maintaining political momentum for the commitments made in Busan and Mexico City (the first HLM) ii) monitoring and reporting against those commitments and iii) the work of the Global Partnership Initiatives (GPIs), which are voluntary multi-stakeholders initiatives exercised at the country level; these initiatives are meant to show how Busan commitments can guide the implementation of effective development programs.

Given the changing international development landscape, the Global …


The Challenge of Thinking and Working Politically to reform public services

3 juin 2016
par Dr Pritish Behuria

In this post LSE Research Fellow Dr Pritish Behuria reviews the UNDP (United Nations Development Programme) Global Centre for Public Service Excellence 3-day Conference, that was held in Singapore last month (April 2016)* 

Between 12 and 14 April 2016, The UNDP Global Centre for Public Service Excellence (GCPSE) held a conference in Singapore on the subject of Political Settlements and Public Service Performance. The conference was one of GCPSE’s initiatives to introduce fresh thinking on public service reforms in late developing countries. The conference, which was co-sponsored by the Development Leadership Program and the Centre for Public Impact, worked in line with recent attempts within the academic and development practitioner community to Think and Work Politically (TWP), Work with the Grain and Do Development Differently.  The conference intended to develop a deeper understanding of how political settlements impact the performance of public service, diagnose political dimensions of public service performance and identify concrete opportunities and activities that leverage ‘politics’ to deliver development goals.

The subject of the conference was inspired by Mushtaq Khan’s work on political settlements, which argues against assumptions associated with the Good Governance paradigm. Khan’s work highlights that since patron-client relationships predominate in late developing countries, it is unfair to assume that ‘best practice’ initiatives may be suitable in those contexts. A large amount of work using political settlements has flourished since then including work developed through initiatives like the Crisis States Research Centre and the Effective States and Inclusive Development Research Centre. …


The ‘Now’ and Future of Effective Institutions for Public Service

8 février 2016
par Max Everest-Phillips

At the Effective Institutions Platform (EIP), we focus making public service more effective in fast changing environments around the world. Profound social, economic, political and technological trends are re-shaping ways in which governments think and act, and the contexts they operate in. 

In parts of the global North, rising demand and financial constraints are driving a mix of austerity, innovation and the need to do more with less. In rapidly-growing parts of the global South, governments are responding to increasing populations and rising citizen expectations by building innovative service infrastructure that exploit new technologies to  ‘leapfrog’ traditional service models. For parts of sub-Saharan Africa and South East Asia, the politics of high debt and ‘Washington Consensus’ adjustment are evolving into new initiatives focused on institution-building, integrity and adaptive governance.

Each of these trends implies a different concept of ‘effective institutions.’ It also means a different relationship between citizen/taxpayer and the state, including between politicians, the public, civil service (meaning central ministries and sub-national equivalents), public services, and the people responsible for delivering them. 

During the first phase of work (2012-15) at the UNDP Singapore Global Centre for Public Service Excellence, we identified four relatively neglected but critical themes for development – motivation, leadership, foresight and innovation in public services.

Our research in Phase 1 also confirmed that public service is key to development. Yet how or why an impartial, ethical, fair and meritocratic public service comes about and how it can be promoted and fostered remains perhaps the biggest …


Public institutions in a post-2015 world: it’s time for a game change

15 janvier 2016
par Emilie Gay

The Effective Institutions Platform, hosted by the OECD and the UNDP, is launching its first blog series in response to the challenge raised by Sustainable Development Goal 16. The series will focus on new ways of working to increase the effectiveness of public institutions and uncharted waters when it comes to supporting public institutions.

The blog series builds on discussions held during the Annual Meeting in November 2015 in Singapore and will include think pieces from governance practitioners from both low and middle income countries as well as thought leaders in development agencies.

For the EIP, a multi-stakeholder approach is essential to achieving “inclusive, effective, accountable and transparent institutions at all levels” by 2030. It recognises that public institutions contribute to a system that is complex. Taking the area of accountability, each institution contributes to a more resilient system as a whole, composed of a variety of actors: parliaments (political accountability), courts (legal accountability), citizens, civil society, ombudsmen, anti-corruption agencies, the media (social accountability) and external audit institutions (regulatory and results accountability).

The actors involved need to innovate and break away from their institutional silos and collaborate more effectively – for example to hold government to account. The system is only as strong as its weakest link. For example, while a Ministry of Finance may often be a well-capacitated institution, it cannot alone be the guardian of sectoral policy-making nor ensure funds are well allocated and spent.

At the request of its members, the Platform is investigating i) why …