Building Resilient Organizations for Effective Service Delivery in Developing Countries: The Experience of Ghana Water Company Limited

Abstract

Public organizations in developing countries can only be effective if they are able to develop and implement public policies effectively and efficiently. However, what continues to bother scholars is how to ensure that such bureaucratic organizations are also accountable and democratic. Some have argued that the solution lies with the building of merit-based organizations. Nevertheless, we believe that a critical factor in building efficient organizations in developing countries is the designing and building of resilient organizations. In this article, we provide a theoretical framework for building resilient organizations in developing countries and use it to examine water sector reforms in Ghana.

Strengthening national public health institutes: a systematic review on institution building in the public sector

“…Knowledge-based organizations are dependent on highly-skilled human resources to be able to produce knowledge ( 50 ), and institution strengthening in the public sector depends on public-services employees. Five NPHI directors referred to the importance of well-trained personnel ( 23 ), supporting the importance of raising technical and managerial skills of human resources ( 45 , 46 , 78 ). Institutions and their personnel should learn from past experiences, peers and clients ( 47 ).…”

“…A clear vision and values of institutions are the basis for the work of the leaders, managers, and staff for achieving a good performance in the health sector ( 46 ), including NPHIs ( 22 ), and in other public sectors ( 45 , 54 ). The OECD describes in its “Policy Framework on Sound Public Governance” ( 76 ) the values that should be considered: “integrity, openness, inclusiveness, and accountability.” Portes and Smith ( 10 ) demonstrated that one of the determinants of an institution of good quality is the avoidance of a “self-seeking union of bureaucracies” or “island of power,” meaning, an institution should avoid to rule for its own end, and, instead, should focus on its function.…”

“…Organizations should strengthen and promote effective leadership at all levels ( 22 , 45 , 84 ), enabling “innovative, coordinate, capable bureaucracy and (local) governments” ( 44 ). The establishment of an autonomous organization, with local ownership, not driven from external funders ( 40 ) and with independence in management and protected from political influence, is an important strategy to avoid misuse of power and partisan interference ( 5 , 10 , 45 ).…”

“…Organizations should strengthen and promote effective leadership at all levels ( 22 , 45 , 84 ), enabling “innovative, coordinate, capable bureaucracy and (local) governments” ( 44 ). The establishment of an autonomous organization, with local ownership, not driven from external funders ( 40 ) and with independence in management and protected from political influence, is an important strategy to avoid misuse of power and partisan interference ( 5 , 10 , 45 ). Empowered leadership ( 40 ) and the appointment of a board of directors ( 45 ) are important factors in institution building, as well as the creation of “safe spaces” for mediation and exchange of ideas between stakeholders in a “non-accusatory manner” ( 58 ).…”

“…The establishment of an autonomous organization, with local ownership, not driven from external funders ( 40 ) and with independence in management and protected from political influence, is an important strategy to avoid misuse of power and partisan interference ( 5 , 10 , 45 ). Empowered leadership ( 40 ) and the appointment of a board of directors ( 45 ) are important factors in institution building, as well as the creation of “safe spaces” for mediation and exchange of ideas between stakeholders in a “non-accusatory manner” ( 58 ). In one publication on strengthening research institutes in Africa, the authors described the importance of senior actors (university vice-chancellors, deans, and senior researchers) leadership in lobbying for policymakers` commitment to evidence-based policy and resource mobilization ( 41 ).…”