In the face of globalization, migration has permeated our societies. The new global reality is reflected in multi-cultural and multi-national states, and governance of socio-cultural norms requires us to re-think sovereignty and re-define the meaning and practice of citizenship. As diversity increasses, one-time majorities are becoming minorities, and this greatly challenges formerly dominant ethno-racial or religio-cultural understandings of citizenship- policies which were tantamount to "ethnic nationalism". In the face of such a complex reality, societies must begin to adopt policies that promote two concepts in particular: stakeholdership and nurturing all stakeholders into reasonable persons of goodwill. Citizenship is more about what people are in a limited legal sense; while stakeholdershop is more about what people do to contribute to the general good. Reasonable person of goodwill put reason and pragmatism ahead of primordial identities like race and language, make genuine efforts to not construe others' perceptions of their culture and heritage as insults and offenses, just as they will make genuine efforts not to offend others' cultures simply for the sake of asserting their right to do so.
Affordable Excellence: The Singapore Healthcare Story, by William A Haseltine, Brookings Institution, RRP£15.99/RRP$22.95 All over the world, ageing populations, falling birth rates and evermore ingenious scientific methods of keeping us alive for...
This is a review of the book :Affordable Excellence: The Singapore Healthcare Story. The review mentions that other countries should review and learn from Singapore's healthcare system which has proved to be successful. However, it is also noted that it is not easy to wholesale copy or change the healthcare system of a country. Ther are many factors involved and some includes the nation's culture as well as the political traditions.
The UK Civil Service’s “Meeting the Challenge of Change: A Capabilities Plan for the Civil Service” sets out its approach to filling “significant gaps in organisational capability and individual’s skills if the Civil Service is to meet today’s and tomorrow’s challenges”. Centred on people and skills, organisational structures and management processes, it identifies 4 priority areas follows: A)Leading and Managing Change B)Commercial Skills and Behaviours C)Delivering Successful Projects and Programmes D)Redesigning Services and Delivering them Digitally. The plan sets out a whole-of-organisation approach to grow capabilities across leadership, corporate (organisational), departmental and individual levels under its 4 priority areas. Additionally, it also outlines a threefold strategy to build, buy and borrow capabilities to address pressing skills gaps. The plan will be refreshed annually based on how it is being delivered. This will allow new future capabilities and requirements to be spotted early. Lastly, a range of quantitative and qualitative data, tracking specific indicators like overall staff engagement, skills, learning and development, diversity, leadership and management of change, workforce planning, recruitment and retention, departmental aggregations of individual competencies as well information on the levels of professional skills will be used to measure the success of the plan. A range of new tools, such as an annual skills review and Departmental Improvement Planning are also being developed to evaluate the progress of the plan and help identify emerging capabilities requirements. An external assessment of how much has been achieved against the plan is to be conducted in 2015.
Private capitalism need not be jettisoned to achieve a higher level of public-private cooperation. However, public and private actors must be willing to combine forces and leverage their respective skills for the common good.
This article discusses on how social goods can be delivered more efficiently by considering different development model in different countries. Private Capitalism(Western economies) and state capitalism(China) are being compared and the costs and benefits are being weighed. Two suggestions on increasing cooperation between government and private companies are mentioned and they are mainly: 1. there must be political willingness to accept that the delivery of many social goods and services—activities that have traditionally been the domain of governments—is best left to the private sector 2. The need for better measurement and more transparency on outcomes (good or bad).
This is a case study on city of boston which shows different initiatives to better deliver public services to the citizens in recent years whereby demands for public services are increasing. This is the same issue faced by Singapore and hence it is useful to view this site. There are mainly four different initiatives brought about which include 1). A street Bump Mobile Application to help improve the street. 2). A mobile app called "citizen's connect" to empower residents to be the the City's "eyes and ears". 3).The Mayor's 24 Hour Constituent Service to connect residents to city services. 4). The City Hall To Go mobile truck which moves around the neighbourhoods throughout the year to provide different services.
A new book by Barack Obama’s former “regulatory czar” shows how government can harness the benefits of behavioural economics, writes Richard Denniss
The article introduces a book by Cass R. Sunstein, "Simpler". The book talks about the importance of simplifying regulations, reducing the time and money spent collecting and collating information, shortening the lengthy and complex forms that government agencies typically rely on and, trying to ensure that all government regulations were assessed using the principles of cost-benefit analysis. The book provides powerful examples of how small changes in what government do can make big differences in society, and efficient provision of services, be it public or private. The book generally provides a good insight on behavioural economics.
From Facebook to private schools to security guards, citizens are replacing traditional government functions with a "virtual state."
The article pointed out the bizarre similarities between politics and business, how both compete with their opponents by delivering the highest value for whatever they charge, in an environment where people increasingly have more say as to whether they're willing to buy it at all. Governments in fact have been facing non-virtual commercial competition for quite some time and losing. Examples include the fact that there are more private security guards than police nationwide, as well as the provision of education by the private sector. We are now living in a world of "government" that people can opt in or out of as they choose, as commercial alternatives are becoming more and more attractive. This emergence of “virtual states” threatens the rule of the government, and governments are now forced to join them in the competition and develop their own strategies.
In Louisville, Ky., government leaders are looking to new ways for meeting organizational goals -- ways that many are overlooking.
This article talks about the idea of “digital urban planning”,a pilot project in Louisville – a project aimed at ensuring that government’s local assets such as buildings, tourist attractions, public art, private businesses, appear in the tools most commonly used by the public such as Google Maps and Apple Maps.
As a longtime proponent of the need to break down citizen engagement with our governments into simple to understand segments, I am thrilled by the recent conversations again about the importance of People and language.
Government 2.0 is the revolutionary approach of applying working web applications to solve old time government problems. The article mentions briefly on what Gov 2.0 Revolution has done for the society. Examples include: Mapping which is critical to evolving emergency services and others government services, Mobile which turns Government services into real customer service and Government using sites like Flickr to enhance services.
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