Cover Image
close this bookTraining for Elected Leadership - The Councillor as Enabler (HABITAT, 1994, 18 p.)
close this folderPart I - Essay on the councillor as enabler
View the documentDefinition
View the documentSummary
View the documentReflection
View the documentConcepts and ideas
View the documentThe art of enabling
View the documentEnabling strategies
View the documentReflection
View the documentNetworking
View the documentCollabouration
View the documentCreativity
View the documentFacilitating/enabling/empowering
View the documentEnabling and community development
View the documentKey points
View the documentAnnex - Service delivery options for local government
View the documentReferences

Enabling strategies

Enabling involves a number of strategies that you can use, as a councillor, to become more effective. But, before we talk about these, it will help to look at a fundamental assumption about the functions of government that underlies the notion of enabling. E. S. Savas has said that "the job of government is to steer, not to row the boat. Delivering services is rowing, and government is not very good at rowing.3

In a publication on public sector decentralization by the World Bank, Jerry Silverman defines the difference between the "provision' of public goods by local governments and the "Production of these goods and services. Provision is the decision to allocate resources to a particular good or service and monitor its use; production is the transformation of those resources into the delivery of the good and service. Silverman goes on to say that "it is axiomatic that governments are responsible for the provision of public goods; although it is not necessary that they be directly involved in producing such goods and services.4

If you agree with these statements, it means, among other things, that your role as a councillor will involve doing things and making decisions that will help your local government do more steering and less rowing.