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Publication(World Bank, Washington, DC, 2011-08) Dussauge Laguna, Mauricio I.The Chilean Management Control and Evaluation System (Sistema de Evaluacion y Control de Gestion) is internationally regarded as a successful example of how to put into place a monitoring and evaluation (M&E) system. Chilean M&E tools are the product of both cross-national lesson-drawing, and national policy learning experiences. The main M&E tools are centrally coordinated by the Ministry of Finance's Budget Office (Direccion de Presupuestos, or DIPRES) and promote the use of M&E information in government decision-making processes, particularly those related to the budget. These M&E tools have been, however, subject to a number of criticisms. As a result, the experience described in this note does not necessarily offer a model that can, or should, be easily transferred to other countries with different institutional contexts. Furthermore, this note does not reflect the latest changes, nor does it try to offer guidance for the future. However, the Chilean experience summarized here, covering the period of 1994-2010, provides interesting examples and highly relevant lessons about the benefits and limitations of M&E design and implementation.
Publication(World Bank, Washington, DC, 2005-10) Chandra, Vandana ; Kolavalli, ShashiThis Note is a part of a larger study of technological adaptation and catch-up in high-growth, nontraditional export sectors. Such study examined ten sectors in economies with a reasonably stable macro environment, its objective being to understand whether, and how government policies focused on the adaptation of superior technologies of production in nascent sectors spurred scaling-up, and led to rapid and sustainable growth in a relatively short period of time. The note focuses on the Chilean salmon sector, which evolved from a quasi-artisan, family based industry, whose foundation for this nascent sector was laid with the successful inception of salmon into the Chilean environment, using imported genetic material and intermediate inputs. The government acted as a catalyst during this stage, starting the first commercial salmon farming operation in the country with the help of CORFO (Corporacion de Fomento), a public development agency of the Chilean Government, and Fundacion Chile, a private non governmetal organization (NGO). The latter resulted from a cooperative agreement between the Innovation and Technology Transfer (ITT) Institute and the Chilean Government created to facilitate innovation and technology transfer.
Publication(World Bank, Washington, DC, 2005-09) Burdescu, Ruxandra ; del Villar, Azul ; Mackay, Keith ; Rojas, Fernando ; Saavedra, JaimeCountries are driving the efforts to institutionalize monitoring and evaluation (M&E) systems. Through the promotion of knowledge-sharing, and by taking stock of current M&E systems, fostering South-South collaboration, raising awareness through presentations, and, by launching an informal regional network, the note reviews the cases of Colombia, Chile, Brazil, Mexico and Peru. It became evident from country experiences, that there is no single "destination" for countries. Some stress a system of performance indicators, while others focus on conducting evaluations (program reviews or rigorous impact evaluation (IE). And while some countries have created a whole of government approach driven by finance, or planning ministries, others are more focused on sector M&E systems. One key characteristic of most of the systems that are now at different stages of implementation in Latin America and the Caribbean (LAC) is that they are country-led efforts to institutionalize M&E, rather than donor-driven.
Publication(World Bank, Washington, DC, 2001-01) Orrego, Claudio ; Osorio, Carlos ; Mardones, RodrigoChile's government has used information technology to achieve a customer-driven public sector that is more transparent, efficient, and accountable. Chile wanted to put the government at the service of the people, and so pursued technological innovations that enable the government to meet citizens' needs simply, quickly, and efficiently. To that end, the government developed an information technology strategic plan for 1998-2000. One area in which the success was particularly distinguished was the comprehensive reform of the public procurement system. In just a short period, reform has generated clear savings, created a better information market, and increased transparency and accountability in government procurement.