Mackay, Keith2017-06-272017-06-272011-04https://hdl.handle.net/10986/27350There has long been a keen interest from countries around the world in Australia's experience in creating an evaluation system to support evidence-based decision making and performance-based budgeting. Australia's evaluation system lasted from 1987 to 1997, and during that time it was used to systematically evaluate all government programs every three to five years; these evaluation findings were used heavily by officials, ministers and the cabinet in the annual budget process. The uses of these findings included the policy advice prepared by departments including the preparation of ministers' new policy proposals and departments' savings options submitted to the cabinet for its consideration. More importantly, these findings were highly influential on the cabinet's ultimate policy decisions. Finally, evaluation findings were also used widely within line departments in support of their ongoing management. This paper updates two previous World Bank papers that reviewed the Australian experience with monitoring and evaluation (M&E) and other performance-related initiatives. These papers (Mackay 1998, 2004) focused on the first two time periods addressed in this paper.en-USCC BY 3.0 IGOACCOUNTABILITYACCOUNTINGAUDITORAUDITSBANKSBEST PRACTICEBROADBANDBROADBAND NETWORKBUDGET REVIEWCABINETCAPABILITIESCASH FLOWSCIVIL SOCIETYCOALITION GOVERNMENTCOMMODITIESCOMMUNICATIONS TECHNOLOGYCOMPETITIVE ADVANTAGECONFIDENCECOPYRIGHTCORPORATE CULTUREDECISION MAKINGDELIVERY OF PRODUCTSDEMOCRACYECONOMIC COOPERATIONECONOMIC GROWTHELECTIONEVALUATION ACTIVITIESEVALUATION CAPACITYEVALUATION METHODOLOGYEVALUATION RESULTSEVALUATORSEXECUTIVE GOVERNMENTFEDERAL GOVERNMENTFINANCIAL MANAGEMENTFINANCIAL PERFORMANCEFLEXIBILITYGDPGOOD GOVERNANCEGOVERNMENT DEPARTMENTSGOVERNMENT EXPENDITUREGOVERNMENT MINISTERSGOVERNMENT POLICYGOVERNMENT SERVICEGOVERNMENT SERVICESGROSS DOMESTIC PRODUCTHOUSE OF REVIEWICTINCOMEINFORMATION ECONOMYINFORMATION SYSTEMINFORMATION SYSTEMSINFORMATION TECHNOLOGYINITIATIVEINNOVATIONINNOVATION POLICYINSTITUTIONINTERMEDIATE OUTCOMESINTERNATIONAL STANDARDSINVESTIGATIONLEADERSHIPLEARNINGLEGISLATIONLEGISLATIVE BODIESLIVING STANDARDSLONGITUDINAL DATALONGITUDINAL DATA SETSMATERIALMEMBERS OF PARLIAMENTMINISTERMINISTERSNECESSARY SKILLSNEGOTIATIONOPERATING ENVIRONMENTOPERATIONAL EFFICIENCYOUTSOURCINGPARLIAMENTPARLIAMENTARIANSPARLIAMENTARY COMMITTEEPARLIAMENTARY COMMITTEESPARLIAMENTSPENSIONSPERFORMANCE INDICATORSPERFORMANCE MEASURESPERFORMANCE MONITORINGPOLICEPOLICY FORMULATIONPOLICY ISSUESPOLICY MAKERSPOLICY MAKINGPOLICY OPTIONSPOLITICAL PARTYPORTFOLIOSPRIME MINISTERPRIVATE SECTORPRIVATE SECTORSPROCUREMENTPRODUCTIVITYPROFESSIONAL STAFFPROGRAM EFFECTIVENESSPROGRAM EVALUATIONPROGRAM INTERVENTIONSPROGRAMSPUBLIC ADMINISTRATIONPUBLIC SERVANTSPUBLIC SERVICEPUBLIC SERVICESQUALITATIVE EVALUATIONREGULATORY ENVIRONMENTREPRESENTATIVESRESULTRETENTIONRISK FACTORSSERVICE DELIVERYSERVICE QUALITYSTATE GOVERNMENTSSTRUCTURAL REFORMSTARGETSTELEPHONETIME FRAMETIME PERIODSTRAINING COURSETRANSFER PAYMENTSTRANSPARENCYUSERUSESWEBWEB SITEWEB TRAFFICWESTMINSTER SYSTEMSWorking PaperWorld Bank10.1596/27350