Other Public Sector Study
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Publication
Delivering Together: Using Indonesia's Village Law to Optimize Frontline Service Delivery
(World Bank, Washington, DC, 2021-08-19)Over the past twenty years, Indonesia has pursued an ambitious policy agenda for decentralization. Indonesia's subnational governments play a key role in providing frontline services. In 2014, Indonesia's Village Law ushered in a new chapter in the country's decentralization agenda. The law establishes a legal and financial foundation for villages to contribute to Indonesia's rural development. In 2020, village transfers accounted for around ten percent of all subnational transfers, playing an important role in Indonesia's Coronavirus (COVID-19) response strategy. Despite these positive results, several frontier issues in the overall decentralization agenda hinder villages' contributing potential to improving frontline service delivery. This report categorizes these structural challenges into four broad categories of regulatory challenges, coordination gaps, limited capacity building systems, and fragmentation in accountability systems. The report aims to show how overcoming these structural challenges can enable the government to institutionalize systems of accountability and participation into its wider service delivery framework. -
Publication
Chatbots for Third-Party Monitoring: CivicTech Pilot in Madagascar
(World Bank, Washington, DC, 2020-06)Growing evidence confirms that citizen engagement is key to improving the delivery and quality of public services, management of public finances, and to promoting social inclusion, resulting in tangible improvements in people’s lives. The advent and availability of new technologies provide new opportunities to reach citizens, aggregate their ‘voice’ and demand, help governments respond, and partner with citizens to find and implement solutions collectively. With the right approach, CivicTech enables citizens to overcome income, social, and geographical barriers to interact with governments and participate at the local or national level. The CivicTech pilot in Madagascar supported the development of a Facebook ChatBot (bot) to enable third-party monitoring of service delivery operations for the Madagascar Public Sector Performance Project (PAPSP, P150116). A similar approach could be replicated for Community Driven Development (CDD) projects and local government and decentralized service delivery projects to achieve a multi-channel structure for third-party monitoring (offline, mobile, and web). The note documents the CivicTech pilot experience in Madagascar and lessons learned. -
Publication
Moving Further on Civil Service Reforms in Ethiopia: Findings and Implications from a Civil Service Survey and Qualitative Analysis
(World Bank, Washington, DC, 2019-01-15)This report identifies key challenges facing the Ethiopian civil service today and suggests avenuesfor further reforms. Ethiopia’s civil service has so far developed at a rapid pace and faces anumber of constraints, challenges, and new or expanding demands. Continuing reform efforts and building on past achievements is critical for the successful implementation of Ethiopia’s Growth and Transformation Program (GTP II). While the past two decades have seen important achievements made, the government seeks to further strengthen its economic governance and service delivery.The analytic effort that this report reflects was triggered by a request from the Ministry ofPublic Service and Human Resource Development (MPSHRD). The Ministry sought to identify challenges and options to target and pursue further reforms and efforts to strengthen the civil service and its contributions to service delivery. The report is based on several sources: (i) the Ethiopian Civil Servants Survey (ECSS), which was undertaken in June through September 2016 and targeted professional level staff and directors or heads of federal ministries or agencies, regional bureaus, and woreda offices; (ii) a series of key informant interviews with officials and stakeholders, as well as focus group discussions with members of ‘Public Wings’; and (iii) administrative data and information, e.g. concerning the number of civil servants, as wellas salaries and benefits. The focus is on five key service delivery sectors: agriculture, education, health, revenue collection, and trade—all critical areas for state activity. The analysis encompasses an assessment of previous and ongoing reforms, and takes a look at the constraints and overall quality of current management practices. Where possible, the report also compares the civil service in Ethiopia to that of other countries, based on information gathered from similar surveys and other comparative information. -
Publication
Improving Public Sector Performance: Through Innovation and Inter-Agency Coordination
(World Bank, Washington, DC, 2018-10)This report is an inaugural issue in a new series that aims to offer a fresh look at how developing countries are overcoming persistent problems in public sector management. Significant improvements in public sector performance are being evidenced across the developing world today, as government officials and political leaders find new and innovative ways to tackle long-standing challenges. Part I of this report demonstrates that public sector performance is being pursued diligently and successfully across a variety of country contexts, including in low-income environments. Through surveying its governance specialists from around the globe, the World Bank has assembled a collection of 15 cases that showcase how lessons from global experience are being adapted and applied in practice. The report also explores common success drivers that appear in each of the cases. Part II focuses on a special, cross-cutting topic that is critical to public sector performance -- policy and inter-agency coordination. As the responsibilities of government have grown in volume and complexity, policy and program coordination has become ever more challenging, and the stakes have never been higher. Enhancing coordination will depend not only on the adopted formal institutional mechanisms, but also on their interplay with the broader institutional environment and with other processes that influence coordination. -
Publication
Mapping Indonesia’s Civil Service
(World Bank, Jakarta, 2018-05-21)Indonesia’s civil service has expanded by 25 percent in the last 12 years, which presents opportunities for the government of Indonesia (GoI) to work toward the goal of reducing poverty and enhancing social welfare. Yet civil servants must be skilled, knowledgeable, and effective at their jobs to maximize their contribution to society and the economy. This report examines an original data set constructed from GoI data on all the country’s active civil servants to examine personal characteristics including age, gender, education level (which proxies for skill), and promotions. It addresses two important questions: 1. Are highly skilled and knowledgeable workers currently being attracted, recruited, and promoted?; 2. Are civil servants from historically underrepresented groups, including women, being given equal opportunities for advancement and promotion? The study recommends government action in three policy areas: 1. Increase promotion opportunities for women and increase their overall representation in senior positions; 2. Distribute skilled civil servants more evenly throughout the country by improving the incentives for highly skilled service providers to rotate into poor and remote regions; 3. Plan for the upcoming wave of retirements within the civil service by recruiting more women from top universities and hiring medical and teaching staff only from licensed and accredited institutions. -
Publication
Realizing the Devolution Dividend in Kenya through Cohesive Public Finance Management and Public Participation at County Level: Challenges, Lessons Learned, and Recommendations
(World Bank, Washington, DC, 2017-08)This report covers four areas that had been identified by County officers from both the County Executive and the County Assembly as areas that have brought conflict and disharmony in Counties. These issues and challenges cut across Public Finance Management (PFM), public participation, functions and powers of the County actors and formed the basis for capacity building and training intervention that was provided through the Council of Governors (CoG) and Kenya School of Government (KSG) with the support from the Kenya Accountable Devolution Program (KADP). This brief report highlights the issues and challenges identified in four thematic areas and then provides the identified good practices and lessons learned that can be considered and implemented by County Governments. The first chapter discusses the PFM legal framework with reference to the fundamental processes of planning, budgeting, revenue, expenditure, and financial reporting and relates these to identified areas of conflict that are experienced while executing various PFM processes. The chapter also makes corresponding recommendations for good PFM practices in Counties. The second chapter highlights the challenges that County Governments have experienced in rolling out public participation and provides conceptual clarification and examples of good practices. The third chapter highlights areas that were recurring areas of misunderstanding and misinterpretation with regard to the Constitution and legislative framework on devolution (especially relating to functions and powers of the County Executive and County Assembly). Further, it articulates the Constitutional framework and interpretations of key provisions covering those areas of concern to facilitate common understanding that would help reduce recurring operational disharmony and conflicts. The fourth chapter highlights challenges that the County assemblies experience while executing their responsibilities with regard to fiscal matters and suggests good practices that should address these. This report is intended to be a simple, practical, go-to reference resource for County Executives and County Assemblies on common challenges that they experience while executing their roles and responsibilities and suggests good practices that can help them navigate through the challenges. -
Publication
Strengthening the Citizen-State Compact through Feedback: Effective Complaint Management as a Pathway to Articulate Citizen Voice and Improve State Response
(World Bank, Washington, DC, 2016-06-21)The Palestinian Authority is committed to improving state-citizen relations through various mechanisms including the complaints resolution. The objective of this technical assistance, which has been undertaken at the request of the DGC, is to strengthen the Complaint Handling Mechanisms (CHMs) in five Palestinian ministries/government entities that are supported by World Bank-financed projects, as well as the DGC. This summary report synthesizes key findings that have emerged throughout the technical assistance and formulates Ministry-specific recommendations. It forms the basis of a possible phase II of the project, which would support the implementation of recommendations. The report presents the innovative methodology used to bring together the demand- and supply-side perspectives on CHMs in targeted ministries; the key findings from the survey and the ministry-by-ministry assessments; the key suggestions for improvement; and finally the next steps. The technical assistance has generated high client interest among the concerned Ministries, the DGC and development partners.The technical assistance has generated high client interest among the concerned Ministries, the DGC and development partners. This summary report synthesizes key findings that have emerged throughout the technical assistance and formulates Ministry-specific recommendations. It forms the basis of a possible phase II of the project which would support the implementation of recommendations. The technical assistance also aligns with the focus on strengthening the citizen-state compact specified in the WBG Assistance Strategy FY15-16 for the West Bank and Gaza. The report is structured as follows: Part two presents the context; Part three presents the methodology used to bring together the demand- and supply-side perspectives on CHMs in targeted ministries; Part four presents the key findings from the survey and the ministry-by-ministry assessments; Part five presents the key suggestions for improvement; and finally Part six presents the next steps. -
Publication
West Bank and Gaza: High Level Technical Assessment on e-Government
(World Bank, Washington, DC, 2016-01)The Palestinian Authority (PA) is in the early phase of its e‐government journey and aims to utilize ICT to deliver services to its citizens and businesses to improve social well‐being and facilitate economic development. The PA aims to serve 12.1 million Palestinians in the West Bank (2.7 million), the Gaza Strip (1.7 million), and the remaining 7.7 million Palestinians who are dispersed among 28 different countries. Many Palestinians are refugees, including more than one million in the Gaza Strip, 750,000 in the West Bank, and about 250,000 in Israel. Of the Palestinian population residing abroad, otherwise known as the Palestinian diaspora, more than half are considered stateless, lacking citizenship in any country. The combination of the ongoing Israeli‐Palestinian conflict as well as the diaspora situation makes implementation of e‐government projects in the West Bank and Gaza (WBG) unique and complex. A review of e‐government documentation and stakeholder interviews reveals that the PA has made reasonable progress on e‐government amidst a challenging environment, but it is still in the nascent phase in terms of delivering benefits to its constituents. There are numerous challenges for the successful implementation of e‐government, including geopolitical conflict, insufficient legislation to facilitate electronic transactions, limited budget to support e‐government projects, inadequate policies and standards, and limited capacity within the e‐government unit under the Ministry of Telecommunications and Information Technology (MTIT). The PA is at a key moment in its e‐government journey. It is an opportunistic time to drive modernization of its public administration and public service delivery through use of ICT, offer better services to citizens, and promote economic growth. -
Publication
Practical Approaches for County Governments to Facilitate Public Participation in the Planning and Budget Process
(World Bank Group, Washington, DC, 2015-02)Kenya's new Constitution and supportive legal framework contain multiple provisions requiring both national government and counties to make information publicly available and consult with citizens in planning and budgeting. Citizen participation affords county governments an opportunity to empower citizens on their operations and to deliberate, debate, and influence the allocation of public resources. This working paper presents practical approaches for Kenyan counties to implement public participation in their systems that encourage meaningful public engagement. -
Publication
Republic of India - eGovernance in the North East : Reducing Public Administration Constraints to Improve Service Delivery
(Washington, DC, 2014-06-02)The Government of Assam (GoA) is engaged in a process of improving services to citizens. The focus on better services to citizens is in line with the National e-Government Plan (NeGP), with a number of existing and anticipated Union Acts, and with recently passed acts in Assam, especially the Assam Right to Public Services Act of 2012. The GoA is fully aware that progress on service delivery will require attention to both vertical and horizontal connectivity, and it intends to develop a Strategic Action Plan which focuses on these critical elements. The policy dialogue with the Government of Assam and review of relevant documents reveal general agreement on main public administration constraints (PAC's) to service delivery. The current report proposes a gradual reform approach, with a focus on searching for improvements that can be accomplished with a reasonable effort. The present report is structured as follows. Chapter two, 'Public Administration Constraints (PAC's)', provides a detailed diagnostic of constraints identified in Assam, groups those under five headings, and proposes actions to address each of the constraints. Chapter three, 'the way forward' proposes a process leading to the preparation and adoption by the Government of Assam of a strategic action plan to address to address selected PAC's.