FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W283855094> ?p ?o ?g. }

• W283855094 startingPage "151" @default.
• W283855094 abstract "The vision of an academic-turned-politician has brought a stream of creativity to local public administration in Colombia. It is said that disruptive innovation occurs at the edge of disciplines. (1) And Sergio Fajardo, mathematician and former journalist, has managed to leverage such cross-discipline dialogues and energize communities to engage with public planning objectives. As mayor of in Colombia from 2004 to 2007, he introduced transparency fairs, broke clientelistic political networks, raised tax receipts, improved public services, established civic pacts and restored citizens' sense of hope, and the Inter-American Development Bank recognized the city as an exemplary case of good public administration in Latin America. (2) Furthermore, was recently named the world's most innovative city in a competition organized by the non-profit Urban Land Institute. (3) In the following interview with Ania Calderon of the Journal, Dr. Fajardo highlights the importance of building trust in society to face the public management challenges of developing countries in Latin America and explains how, as governor of the state of Antioquia, the scale of impact he now faces at a regional versus local level can be tackled with the same mission, but carried under a different leadership role. Journal of International Affairs: You have talked about the importance of sequential planning to deliver goals set in the public agenda. For developing regions in Latin America struggling to catch-up, do you see a general lack of planning as a common characteristic? If so, what are the obstacles that prevent improvisation, and how were you able to sustain strategic planning as a base for city politics? Sergio Fajardo: Politicians make the most important decisions in a society. In particular, planning is a natural result that is based on political decisions. In the political movement under my administration, we plan our work following a simple path that respects some mandatory steps. The first one is to clearly state our dreams, ideals, and vision of how society should work. This then settles and shows the direction where we want to commit all our efforts. Then we make the principles that support our approach explicit to society. Afterwards, we identify precisely the problems we want to solve. This implies having a very good under standing and analysis of these problems and how they should be solved. It also requires tracing a strategy with a very rigorous follow-up procedure to the proposed solution, without ever violating the principles outlined in the original vision. It is appropriate to explain this procedure with a particular example. In Medellin, we started by stating that education, understood in a broad sense, should be the center of the social transformation that the city needed. We then specified three problems that we wanted to solve: social inequality, violence, and the culture of illegality, which has corruption as its main component. And our strategy, the solutions we designed accordingly with our ideals and principles, became the platform known as Medellin la mas educada (Medellin, the most educated). Now, we are building a natural extension; Antioquia la mas educada (Antioquia, the most educated). When you do all these things, your work becomes credible. Citizens start to see the advances, to understand the government's objectives, and to realize that politicians' promises were true. This translates into the most important political asset: trust. Otherwise, improvisation prevails and situations arise where smart people with good ideas are trapped in bureaucracy, which results in key decisions being taken mostly under political interests. Policy and urban planners thus lose faith, and we know the result: a stagnated public sector. Journal: What would you say are key principles that allowed you to innovate in public governance and create change that was able to solve endemic problems? …" @default.
• W283855094 created "2016-06-24" @default.
• W283855094 creator A5060306647 @default.
• W283855094 date "2013-03-22" @default.
• W283855094 modified "2023-09-23" @default.
• W283855094 title "Public Innovation for Good Governance: An Interview with Sergio Fajardo" @default.
• W283855094 hasPublicationYear "2013" @default.
• W283855094 type Work @default.
• W283855094 sameAs 283855094 @default.
• W283855094 citedByCount "1" @default.
• W283855094 countsByYear W2838550942020 @default.
• W283855094 crossrefType "journal-article" @default.
• W283855094 hasAuthorship W283855094A5060306647 @default.
• W283855094 hasConcept C144024400 @default.
• W283855094 hasConcept C158886217 @default.
• W283855094 hasConcept C162324750 @default.
• W283855094 hasConcept C17744445 @default.
• W283855094 hasConcept C187736073 @default.
• W283855094 hasConcept C199539241 @default.
• W283855094 hasConcept C3116431 @default.
• W283855094 hasConcept C39389867 @default.
• W283855094 hasConcept C39549134 @default.
• W283855094 hasConcept C94625758 @default.
• W283855094 hasConceptScore W283855094C144024400 @default.
• W283855094 hasConceptScore W283855094C158886217 @default.
• W283855094 hasConceptScore W283855094C162324750 @default.
• W283855094 hasConceptScore W283855094C17744445 @default.
• W283855094 hasConceptScore W283855094C187736073 @default.
• W283855094 hasConceptScore W283855094C199539241 @default.
• W283855094 hasConceptScore W283855094C3116431 @default.
• W283855094 hasConceptScore W283855094C39389867 @default.
• W283855094 hasConceptScore W283855094C39549134 @default.
• W283855094 hasConceptScore W283855094C94625758 @default.
• W283855094 hasIssue "2" @default.
• W283855094 hasLocation W2838550941 @default.
• W283855094 hasOpenAccess W283855094 @default.
• W283855094 hasPrimaryLocation W2838550941 @default.
• W283855094 hasRelatedWork W134987082 @default.
• W283855094 hasRelatedWork W1565984404 @default.
• W283855094 hasRelatedWork W161067822 @default.
• W283855094 hasRelatedWork W2013905650 @default.
• W283855094 hasRelatedWork W2034950487 @default.
• W283855094 hasRelatedWork W2054352729 @default.
• W283855094 hasRelatedWork W2074823027 @default.
• W283855094 hasRelatedWork W2080668795 @default.
• W283855094 hasRelatedWork W2141363529 @default.
• W283855094 hasRelatedWork W2285828694 @default.
• W283855094 hasRelatedWork W2511928629 @default.
• W283855094 hasRelatedWork W2592423331 @default.
• W283855094 hasRelatedWork W2793084552 @default.
• W283855094 hasRelatedWork W2794215096 @default.
• W283855094 hasRelatedWork W3199744267 @default.
• W283855094 hasRelatedWork W32024186 @default.
• W283855094 hasRelatedWork W604191401 @default.
• W283855094 hasRelatedWork W625305150 @default.
• W283855094 hasRelatedWork W831810694 @default.
• W283855094 hasRelatedWork W953525339 @default.
• W283855094 hasVolume "66" @default.
• W283855094 isParatext "false" @default.
• W283855094 isRetracted "false" @default.
• W283855094 magId "283855094" @default.
• W283855094 workType "article" @default.