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best practices

Karnataka Becomes India’s First State to Safely Dispose Biomedical Waste at all Public Health Facilities

Suresh Mohammed's picture

What happens when infected needles, syringes, plasters, surgical gloves and intravenous sets are disposed of carelessly? Well, for a start, they spread hepatitis and HIV, not only among the poor rag-pickers who unsuspectingly handle them, but also infect all the waste around, multiplying the hazard manifold.  Then, when the waste is not properly incinerated, it causes further damage, polluting the very air we breathe. Liquids wastes are particularly harmful; they can leach into the soil and contaminate the water supply, with often devastating consequences.

Yet it is heartening to see how a few dedicated individuals can make a difference.
 

Nurses using needle cutter to destroy used syringes

Two cheers for the 2017 Governance and the Law World Development Report

Brian Levy's picture
The 2017 World Development Report is a landmark document for the development community. Historically, the point of departure for development practitioners (including those within the World Bank) has been to promulgate technocratic, ‘best practice’ solutions to development challenges. For more than two decades, this ‘best practice’ approach has been put into question by a growing avalanche of research on the political, institutional and governance underpinnings of development. The 2017 WDR does an heroic job of assembling and synthesizing this voluminous research into a compelling statement of why ‘best practices’ fail to address some core constraints, and thus do not achieve their intended results.
 

Some will doubtless critique the report for its  promiscuous use of jargon. But empathy is called for. The WDR team surely confronted some formidable internal political challenges. It needed to frame its argumentation in a way that spoke directly to economists, who remain intellectually hegemonic within the organization. As important, it needed a framing that was politically acceptable across the range of the extraordinarily diverse constituencies that make up the Executive Directors of the Bank – from the United States, to China, to Russia, to the Nordic countries as well as Latin American, African and other Asian and European constituencies. My sense  is that the document has met this challenge. So a first loud cheer to the WDR for successfully, and hopefully irreversibly, consolidating the centrality of politics and institutions in the development discourse.

E Pluribus Unum (out of many one)

Patrick Field's picture

Consider editing a major planning document with 5 federal agencies, 3 agencies each in 6 states, 15 non-profit organizations, three to four layers each. That equals ninety commenters and thousands of comments over multiple drafts. That’s any author’s nightmare! Comments come in late. Multiple commenters from a single agency contradict one another. A new high-level commenter suddenly demands a host of changes without any context, history, or understanding of why you are where you are. This is the reality for many planners, coordinators, and technical writers in multi-stakeholder processes. How in the world do you manage wide-ranging opinions on topics from common usage to fundamental substance, from multiple commenters, and get a product out and done?

Given our experience engaging with talented (and overworked and sometimes frustrated) convenors and coordinators working on issues from oceans planning to government transparency, we at CBI wanted to offer some good practices for such a challenging task. How do you ensure transparency and create legitimacy? How do you provide reasonable procedures for coordination and bring the process to a decisive end? How can you be thorough and collaborative without collapsing under complexity and confusion? In short, what to do?

Establish norms and expectations A coordinator*’s job, first and foremost, is to help establish norms and expectations for the process. The basic expectations and norms should include roles and responsibilities, the process or procedures for how comments are collected and considered, schedules and milestones, and how decisions will be made. It’s best if the group builds norms and expectations together rather than if they are imposed from above or the side. Then, when the coordinator has to “bring the hammer down,” she can remind the offending party of the process the group jointly established. Lastly, whatever the norms, expectations, and process established, the participants will likely need reminders all along the way, and sometimes not just via email, but in direct conversation, be that face-to-face or over the phone. Yes, picking up the phone can help!

Ensure transparency There’s nothing worse than your comments being ignored or the final product seemingly almost unrelated to earlier drafts. The coordinator’s job is to ensure transparency in multiple ways. First, the process should be transparent: this is how and when decisions will be made, and by whom. Second, comments need to be transparent to all who are participating. This involves providing mechanisms so that every commenter can see the comments of others and not wonder who said what. Third, the disposition of those comments needs to be transparent.

In a fast-moving, complex environment, it may be too much to ask for a detailed responsive summary often provided by federal agencies in federal rulemaking. But, a coordinator can deploy any number of techniques. A coordinator can provide a concise summary of key comments or comment themes and how she addressed them. A coordinator can provide a section-by-section redline document (which may or may not include all the comments, depending on how many and how messy it makes the document). A coordinator can take key issues and build a comment matrix of original text, comments, changes, and reasons why comments were not accepted.

Lastly, a coordinator may need to reconcile the comments through group process and meetings so she can rely on the participants themselves to reconcile differences and not hope she gets it “right enough.” Technologies like Google Docs, WebEx, Zoom, and others allow you to share your screen and even share the document for joint, simultaneous editing.

Centralize tracking The mechanics of keeping track of multiple commenters, comments, and versions of the document can be daunting. But here, logistical and technical expertise can be very helpful. The coordinator needs to establish a tool or tools to track the changing nature of the document. First, providing a procedure for version control and a nomenclature is essential. Second, utilizing Google Docs, DropBox, or other on-line tools can keep versions, comments, and responses all in one place and accessible to those who need them. Third, ensuring there is one or only a few coordinators, who can be the contact person as well as keep the whole in her head as she is buffeted by contradictory comments, needs, and expectations from all directions, is very important.

Provide comment guidance To help guide the process, a coordinator should provide clarity on what to comment on. It’s one thing to say, here’s the document and comment away. It’s another thing to say: 1) please focus on the introduction, key findings, and draft recommendations; 2) don’t focus on style or visuals at this time; and, 3) leave copy editing for later drafts. Of course, some participants will not be able to help themselves. They’ll fix commas, semi-colons, and provide lots of visual ideas. But most will appreciate the direction. They are busy people too with too many things to do.

ABCDE: Combine our knowledge and best practices

Angel Gurría's picture

The following post originally appeared on the OECD Insights blog.

These are momentous days for the OECD and its work on development. Last week, US Secretary of State Hillary Clinton chaired our 50th Anniversary Ministerial Council Meeting, at which Ministers urged the OECD to adopt a comprehensive new approach to development. They gave us a strong mandate to launch a development strategy in line with our member countries’ aim of promoting development worldwide, and of achieving higher, more inclusive, sustainable growth for the widest number of countries. This effort will entail greater collaboration and knowledge sharing, mutual learning, and deeper partnerships with developing countries and other international organisations.

This week, we are co-hosting the ABCDE, joining forces with the World Bank and France in bringing together some of the best and brightest thinkers on development economics. We’re putting into practice our desire to deepen our understanding of the diverse realities and challenges that developing countries are facing in today´s rapidly changing economic landscape.

A Riot of Global Norms

Sina Odugbemi's picture

Part of my job is to give advice to teams working on different projects and initiatives in the broad areas of governance and accountability regarding what I like to think of as people-related challenges. And one of the commonest threads running through the initiatives I look at is the challenge of transplanting global norms. Think for a minute about the norms around good governance, around work on anti-corruption. In almost every case, initiatives involve a set of global norms  that experts want developing countries to adopt.