PREM Notes

176 items available

Permanent URI for this collection

http://hdl.handle.net/10986/9424

This note series is intended to summarize good practices and key policy findings on poverty reduction and economic management (PREM) topics.

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Now showing 1 - 5 of 5

Using M&E to Support Performance Based Planning and Budgeting in Indonesia

(World Bank, Washington, DC, 2012-11) Ahern, Mark ; Beard, Victoria A. ; Gueorguieva, Anna I. ; Sri Handini, Retno

Since 2000, there has been growing interest in reforming Indonesia s budgeting systems to promote a more performance-orientated process. Indonesia is in the initial stages of this reform. A major challenge is determining the information needs of the central coordinating ministries. To date, these ministries have taken separate paths, developing their own monitoring and evaluation (M&E) systems, which are not linked to the planning and budgeting system, and creating new regulations and institutions to manage them. The result has been underused information and a high reporting burden at all levels. Furthermore, the current system places a greater emphasis on monitoring rather than evaluation. In 2011, representatives from the coordinating ministries participated in a series of high-level round table discussions to identify the steps needed to rationalize and coordinate M&E practices across institutions and to strengthen the links among data collection, evaluation, planning and budgeting. The round table process has confirmed that, while coordination is needed, establishing incentives for the demand and use of M&E information is critical to making the systems effective. This note identifies priority areas for future action building on this finding.
The Australian Goverrnment's M&E System

(World Bank, Washington, DC, 2011-03) Mackay, Keith

Countries from all over the world have shown an interest in Australia's experience in creating a monitoring and evaluation (M&E) system that supports evidence-based decision making and performance-based budgeting. The Australian M and E system in existence from 1987-97 was generally considered to be one of the most successful and was driven by the federal Department of Finance (DoF). This note discusses the genesis, characteristics, and success of this particular system and briefly considers the Australian government's approach to M and E after the system was abolished. The contrast between these two periods provides many valuable insights into success factors and challenges facing successful M and E systems, and into implementing evidence-based decision making more broadly.
Korea's Move to e-Procurement

(World Bank, Washington, DC, 2004-07) Cho, Junghun ; Byeon, Hee Seok

In 1997 the Korean government began reforming its notoriously complicated, nontransparent, corrupt public procurement system, introducing e-procurement to exploit the country's well-developed information and communications infrastructure. Through extensive business process reengineering and information strategy planning, the Public Procurement Service-the agency formerly responsible for buying government goods and services-has been transformed into a one-stop information center. E-procurement has generated numerous benefits, including: Enhanced transparency and public trust-by reducing contacts between officials and suppliers and by sharing information between government agencies and the public. Increased managerial efficiency-by achieving economies of scale in procurement, with an estimated $2.5 billion a year in savings from the $26 million investment. This note analyzes how Korea achieved these outcomes, the lessons of its experience, and the challenges that remain for its e-procurement system.
Decentralization and Governance : Does Decentralization Improve Public Service Delivery?

(World Bank, Washington, DC, 2001-06) Kahkonen, Satu ; Lanyi, Anthony

Decentralization holds a lot of promise, but whether it improves public service delivery depends on the institutional arrangements governing its implementation. Several conditions must be met before the full benefits of decentralization can be reaped. First, for decentralization to increase allocative and productive efficiency, local governments need to have the authority to respond to local demand as well as adequate mechanisms for accountability. Because granting authority without accountability can lead to corruption and lower productive efficiency, decentralization needs to be accompanied by reforms that increase the transparency and accountability of local government. Second, functions need to be devolved to a low enough level of government for allocative efficiency to increase as a result of decentralization. Low-level governments are likely to be aware of local preferences and, if able to do so, are likely to adjust service delivery accordingly. Third, citizens should have channels to communicate their preferences and get their voices heard in local governments. But the existence of such channels is not enough. To effectively influence public policies and oversee local governments, citizens need to have information about government policies and activities. The media play a crucial role in this area.
Computerizing Tax and Customs Administrations

(World Bank, Washington, DC, 2000-10) Engelschalk, Michael ; Melhem, Samia ; Weist, Dana

Computerization is an important part of World Bank tax and customs projects. Revenue administration computerization projects should be seen in the broader context of public sector reforms. They touch on issues such as the government's overall strategy for information technology, the revenue agency's autonomy in maintaining information technology systems, civil service laws and procurement policies, and communication and cooperation among government agencies. Drawing on completed and ongoing projects -- especially the Philippines Tax Computerization Project -- this note offers recommendations for project design and implementation.