Avalike organisatsioonide juhtimine-valitsemine on huvitav ülesanne. Üks keerukamaid aga arengu seisukohast ka kriitilisemaid aspekte on küsimus sellest, kui edukad on need praktikad, mida rakendatakse. Sageli on avalikud organisatsioonid ise need, kes enda tegevust hindavad või siis vertikaalselt kõrgemalseisvad (nt ministeeriumid). On tõenäoline, et suurel hulgal avalikel organisatsioonidel tegevuskavad, mõõdikud jms, kuid avalikkusele esitatakse neid harva, kui üldse. Järelevalveorganid on enamasti samuti kidakeelsed ja mõnikord omistavad juhtidele-organisatsioonidele tulemusi, mil ei pruugi omavahel suurt seost olla (nt kiidetakse politseid kuritegevuse vähenemise eest).

Siinviidatu on vabalevis olev tekst, kus autorid pakuvad vahendi – testi! – edukuse hindamiseks. Artikkel võiks huvi pakkuda kõikidele inimestele, sest avalike organisatsioonide ja teenustega puutume paratamatult kokku, kuid eriti võiks see huvi pakkuda juhtidele, valitsejatele, poliitikakujundajatele ja avaliku juhtimisega seotud haridustegelastele.

Kontekstiks:

There is an abundance of analytical frameworks and tools to learn from governance “disasters” (Gray and ‘t Hart, 1998; Hall, 1981), blunders (Jennings et al., 2018; King and Crewe, 2013), policy failures (Bovens and ‘t Hart, 1996; Light, 2014; Opperman and Spencer, 2016), blind spots (Bach and Wegrich, 2018), and blame games (Hinterleitner, 2018; Hood, 2010).

Autorid lubavad:

In this article we contribute to the emerging “positive turn” in public administration scholarship (Compton et al., 2022; Douglas et al., 2021) by presenting a framework for assessing, analyzing, and interpreting cases of successful governance that can be used in classroom settings.

Kolm testi:

Against this backdrop we surmise that any instance of public governance can be considered completely successful when it fully satisfies three tests: (1) the instance of governance delivers a meaningful public contribution of valuable and valued societal results; (2) the instance of governance demonstrates a prudent and legitimate use of public power; (3) the instance of governance secures a sustained performance over time.

Vihje lugemishuvi suurendamiseks:

Finally, the funnel framework can also lead us to think deeper about the difference between “good enough” and “great” public governance (cf. Collins, 2001). Perhaps one measure of greatness in public policymaking is about its transformative qualities. Truly successful cases of governance do not just deliver the goods as planned, but transform aspirations and values, forge productive relationships and inspire others by demonstrating what is possible.

Douglas, S., ‘t Hart, P., & Van Erp, J. (2022). Identifying and interpreting government successes: An assessment tool for classroom use. Teaching Public Administration. https://doi.org/10.1177/01447394221079687