Introduction

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

“…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 ). Besides, leaders and managers may strive for pragmatic solutions and “quick wins,” especially in settings of weak governance, to reinforce political support and to create virtuous cycles of change ( 31 ). With reference to “New Public Management,” Abdellatif et al ( 66 ) propose leaders and managers to focus on improving efficiency and effectiveness (maximization of outputs), and to pay attention to budget procedures and to specific insights of public sector financial performance.…”

“…Leaders and managers should identify and address staff needs, providing feedback for the accomplishments and tangible changes achieved in the institution building processes ( 60 ). Yet, cultural aspects and local management settings should be taken into account: even if many authors describe that the introduction of “team-based” management and optimization of processes may improve the governance and management of an institution ( 31 , 54 ), Song ( 64 ) shows that such strategy may not be effective in a historical hierarchical administration setting. Leaders can encounter challenges to convince staff that changes are possible and can be positive, and that “new autonomies” for staff due to decentralization process demand higher accountability of results at lower levels – yet, these processes can be facilitated ( 79 ).…”

“…Some of the documents reviewed refer to codes of conduct for public institutions and employees ( 58 , 76 ). Methods like provision of incentives for the employees and decentralization of the governance of the institution were described as successful in South Africa ( 31 ). These codes can be “voluntary (not forcing), comply-or-explain codes and mandatory codes.” They should be widely disseminated, and stakeholders should receive training about their content.…”

“…Besides, Munteanu and Newcomer ( 81 ) illustrate the importance to support institutions in providing relevant insights from data to formulate strategies and manage both the demand and supply of evidence. Yet, the use of pragmatic, flexible and innovative approaches is described as successful practice to make institutional reforms happen ( 31 ).…”

“…Technology may “drive and support the public sector management reforms” and its use helps public organizations to “rediscover a knowledge-based approach” that can strengthen their institutions ( 82 ). Innovations are determinants of good service provision of an institution ( 31 , 56 ), and can as well contribute to increased transparency and, consequently, to the reduction of fraud and corruption. The use of new technologies (digitalization) enables institutions to “implement governmental information reforms more efficiently and effectively” ( 79 ) and simplifies the interface between citizens and the state ( 31 ).…”