Person:
Manning, Nick

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Public administration reform; public financial management; governance
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Last updated: January 31, 2023
Biography
Nick Manning retired as Head of the World Bank’s Governance and Public Sector Management Practice in December 2013. He led the development and implementation of the Bank’s updated approach to Public Sector Management.   Nick was previously the World Bank Manager for Public Sector and Governance for Latin America and the Caribbean.   He has also served as Head of the Public Sector Management and Performance Division at the OECD and as the World Bank Lead Public Sector Management Specialist for South Asia.   Nick has held advisory positions on public management for the Commonwealth Secretariat and for UNDP in Lebanon. Nick began his public sector career in local government in the U.K. and, before moving to international advisory work, was Head of Strategic Planning for an inner London Borough.  He is a Visiting Professor at the Herbert Simon Institute for Public Policy, Administration and Management; adviser to the Commonwealth Association for Public Administration and Management; member of the editorial board of the Public Management Review; honorary Senior Research Fellow in the Institute for Development Policy and Management at the University of Manchester; and a member of the advisory group for University of London Queen Mary Master's program in Public Administration.

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Has files: Yes × Region: Latin America & Caribbean × Supported Language: en ×

Publication Search Results

Now showing 1 - 4 of 4
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    Results, Performance Budgeting and Trust in Government
    (World Bank, Washington, DC, 2010) Brumby, Jim; Arizti, Pedro; Manning, Nick; Thomas, Theo; Senderowitsch, Roby; Arizti, Pedro; Brumby, Jim; Manning, Nick; Senderowitsch, Roby; Thomas, Theo
    The book identifies four categories of performance budgeting, namely direct performance budgeting, performance informed budget (PIB), opportunistic performance budgeting and presentational performance budgeting. While the Conference papers often refer to performance budgeting broadly defined, much of the book focuses on PIB, the most common category of performance budgeting adopted to date, making the argument that this is likely to be the most applicable in many Latin American countries. The book combines two seemingly diverse governance topics, adopts contrasting analytic styles to address these, and seeks to draw out their inter-connections, with particular reference to Organization for Economic Co-operation and Development (OECD) and Latin American countries. The first topic is PIB, which is discussed largely from the practical perspective of policy makers and practitioners, reflecting that it is a major public administration reform that has been underway for several decades. The second topic is the trust of citizens and firms in government. This book is divided into seven chapters. Chapter one provides an overview of PIB, building on two decades of experience and lesson-learning, and sets out the key themes that provide the basis for the discussions in the subsequent chapters. Chapter two introduces the concept of trust in government, particularly in OECD and Latin American countries, and explores why this matters for development. Chapters three, four, and five explore key dimensions of PIB, including the institutional foundations, the production of performance information, and the uses of performance information. Chapter six considers the impact of performance improvement on trust in government in OECD and Latin American countries. Chapter seven provides a guide for practitioners on PIB.
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    Institutional Environment and Public Officials' Performance in Guyana
    (Washington, DC: World Bank, 2001-05) Gokcekus, Omer; Manning, Nick; Mukherjee, Ranjana; Nallari, Raj
    The report presents the findings of a survey of public officials in Guyana, whose views were sought in a wide range of civil service issues - from personnel management, to rewards, and disciplinary actions, and, from budget environment to corruption. Answers were used to test some prior assertions about the public sector in the country, and, it is the respondents' belief that public sector jobs are attractive, though public employees are not fully prepared for their jobs through education, and training, nor is recruitment always based on merit. However, officials find policies consistent, but implement policies even if in disagreement with policy directions. Furthermore, decision-making is characterized by poor communication, and low employee participation. Nonetheless, officials surveyed showed insight about which reforms might enhance organizational performance, and, based on data analysis, quantification of how public officials assess the organizations' institutional environment, and performance was possible. Survey data demonstrated how widely varied the institutional environments of such organizations are, and, provided evidence that performance does depend upon institutional environment. The report prioritizes interventions according to the potential payoffs in different performance areas, suggesting performance monitoring is likely to be associated with significant positive change in performance.
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    International Public Administration Reform : Implications for the Russian Federation
    (Washington, DC: World Bank, 2004) Parison, Neil; Manning, Nick
    This paper has four objectives: 1. To offer an analysis of public administration reform experiences in a set of countries chosen to illustrate the range and depth of recent administrative change. 2. To pick out from this analysis those variables that seem particularly relevant to the current condition in the Russian Federation. 3. To suggest a way of organizing thinking about a very complex and contested field. 4. To provide some pointers toward a reform strategy for policymakers in this area in the Russian Federation. Identifying the key country comparators and the relevant variables and offering a way of thinking about their significance are particularly important for the Russian Federation authorities as they prepare for implementation of the Program for the Reform of the Civil Service System in the Russian Federation. As reforms intensify, there will be a flood of serious, experienced international advisers and management experts, but there will also be those with "snake oil" to sell. Reformers need some lenses through which they can critically examine reform proposals and evaluate advice from experts. The paper draws its conclusions from an analysis of 14 countries selected by representatives of the Russian Federation government: Australia, Brazil, Canada, Chile, China, Finland, Germany, Hungary, the Netherlands, New Zealand, Poland, the Republic of Korea, the United Kingdom, and the United States. The World Bank was asked to look at a number of countries that faced similar challenges to those facing Russia in this area, while also looking at some countries that faced different problems but achieved interesting results.
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    Institutionalizing Performance in the Public Sector in LAC : The Case of Mexico
    (World Bank, Washington, DC, 2008-07) Manning, Nick; Arizti, Pedro; Senderowitsch, Roby
    Mexico, like other Economic Co-operation and Development (OECD) governments, is committed to improving the performance of the public sector. An important first step is to gather objective information that enables governments to measure progress towards achieving their policy and program goals. As well as potentially improving decision making by politicians and civil servants provided with higher quality information on the performance of departments/agencies and programs, this information can enhance transparency and accountability to the public and the legislature. The Government of Mexico (GoM)'s new results-based budgeting initiative is anchored in a new legal framework, establishing the Performance Evaluation System or Sistema de Evaluacion del Desempeno (SED) that will provide data on the performance of publicly-financed programs and organizations as inputs to the budget cycle. These performance data include consolidated data from program evaluations or other sources on the outputs and impact/effectiveness of public expenditures; and data on the quality of public management, which is the focus of a new Management Improvement Program.