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  • 1
    Online Resource
    Online Resource
    Financial Management Information Systems : 25 Years of World Bank Experience on What Works and What Doesn't (2011)
    Washington, D.C : The World Bank
    Details
    UID:
    b3kat_BV048263956
    Format: 1 Online-Ressource (xix, 153 p) , ill
    ISBN: 0821387502 , 9780821387504 , 9780821387535
    Series Statement: World Bank study
    Note: Includes bibliographical references (p. 85-86)
    Language: English
    DOI: 10.1596/978-0-8213-8750-4
    URL: Volltext  (URL des Erstveröffentlichers)
    URL: Volltext  (Deutschlandweit zugänglich)
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    Stabi Berlin
    UB Potsdam
    EUV Frankfurt
    HTW Berlin
    MPI Bildungsforschung
  • 2
    Online Resource
    Online Resource
    Financial Management Information Systems : 25 Years of World Bank Experience on What Works and What Doesn't (2011)
    World Bank
    Details
    UID:
    gbv_175927903X
    Format: 1 Online-Ressource
    ISBN: 9780821387504
    Series Statement: A World Bank study
    Content: This paper was prepared by the public sector and governance group of the World Bank poverty reduction and economic management network. Since 1984, the World Bank has financed 87 Financial Management Information System (FMIS) projects in 51 countries, totaling over US $2.2 billion, of which US $938 million was for FMIS-related Information and Communication Technology (ICT) solutions. This study presents the World Bank's experience with these investment operations, including substantial ICT components, in order to share the achievements and challenges observed, and provide guidance for improving the performance of future projects. This study is dived into five chapters. The introduction covers the definitions used and methodology applied in reviewing projects. Chapter 2 provides descriptive characteristics of the sample data drawn from Bank databases and describes general patterns in duration, regional distribution, costs, and ICT solutions implemented, among other aspects. Chapter 3 analyzes the performance of the projects, differentiating between ratings of the Implementation Completion Reports (ICRs) and the Independent Evaluation Group (IEG) reports, as well as the factors contributing to the success and failure of projects and individual components. A detailed analysis of country case studies from Mongolia, Turkey, Albania, Guatemala, and Pakistan are presented in chapter 4. In conclusion, chapter 5 synthesizes the main lessons learned and prerequisites necessary for an effective FMIS project. The findings of this study are based on a comprehensive database of 55 closed and 32 active Treasury and FMIS projects implemented between 1984 and 2010 (pipeline projects were also analyzed in some sections). The data presented here was gathered from individual project ICRs, Project Appraisal Documents (PADs), the IEG reports, and complemented with interviews with task team leaders and relevant public sector and informatics specialists
    Note: English
    Language: Undetermined
    URL: kostenfrei
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    Stabi Berlin
  • 3
    Online Resource
    Online Resource
    Does the Public Sector HRM System Strengthen Staff Performance? (2012)
    World Bank, Washington, DC
    Details
    UID:
    gbv_1759611638
    Format: 1 Online-Ressource
    Series Statement: GET Note
    Content: An important objective of any Human Resource Management (HRM) system in Government is to motivate staff to perform well. This GET note looks at several HRM levers that Governments have at their disposal to influence staff performance. In particular, some of the most common levers in the public sector include: effective recruitment and retention of staff; strong staff engagement in the organization’s mission; well-designed incentives for staff to perform as well as ‘opportunities to perform’; tailored training and capacity building; and high quality performance dialogues with staff and effective follow up. In designing a HRM system that utilizes these levers effectively, this GET Note shows that it is more important to diagnose the root cause and understand the major issues of poor performance, before proposing reform actions. This paper proposes three important design questions for managers of HRM systems to assess whether they have a well-designed HRM system. 1) Does the HRM system provide both ‘external incentives’ and ‘opportunities to perform’? Does the HRM system provide the right balance between short and long term incentives? And are the broader, supporting aspects of the HRM system working effectively? The note concludes by highlighting that even where the HRM system is well designed, careful consideration must be given to two further aspects: a) how to implement reforms to improve the design of the HRM system, and b) how to ensure that a well-designed HRM system is operating effectively
    Note: English , en_US
    Language: Undetermined
    URL: kostenfrei
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    Stabi Berlin
  • 4
    Online Resource
    Online Resource
    Common Practices in Setting Expenditure Ceilings within National Budgets (2013)
    World Bank, Washington, DC
    Details
    UID:
    gbv_1759611611
    Format: 1 Online-Ressource
    Series Statement: GET Note
    Content: Developing a national budget has always entailed a complex set of negotiations between national Government priorities, line ministry priorities, and a national funding envelope. This note explains how to introduce a medium term horizon into a government’s budgeting process, including the key steps involved. It provides guidance on setting aggregate and line ministry ceilings, reviewing experiences from countries with extensive experience of ceilings (for example, Finland, the Netherlands, Sweden, South Korea, Indonesia, Brazil, Australia, and Canada, among others), as well as those that have more recently adopted them. There is no one right way to set expenditure ceilings. Countries tailor expenditure ceilings to meet their specific needs, budget challenges, and capacity constraints. This note presents an iterative approach - starting from annual ceilings and gradually moving toward a medium-term expenditure framework - allowing for procedural, institutional, and organizational learning and adaptation along the way
    Note: English , en_US
    Language: Undetermined
    URL: kostenfrei
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    Stabi Berlin
  • 5
    Online Resource
    Online Resource
    Targeting Results, Diagnosing the Means : Innovative Approaches for Improving Public Sector Delivery (2013)
    World Bank, Washington, DC
    Details
    UID:
    gbv_175961159X
    Format: 1 Online-Ressource
    Series Statement: GET Note
    Content: This note sets out approaches to reform which start with identifying the shortcomings in results and which then look for pragmatic solutions that fit the particular context: no best practice, fewer universal recommendations for institutional design. The relative merits of this type of approach have not been empirically tested, but they are nonetheless intuitively reasonable and offer an alternative to other models of institutional reform which have not had great success. This note argues that these results-based approaches are a welcome breath of fresh air in a difficult domain. They are clearly in tune with the current results focus of the international development community and they address many of the challenges recognized by practitioners in previous approaches. However the authors still have remarkably little hard evidence on which to base a robust assessment of the effectiveness of this type of intervention
    Note: English , en_US
    Language: Undetermined
    URL: kostenfrei
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    Stabi Berlin
  • 6
    Online Resource
    Online Resource
    Overview of Public Sector Performance Assessment Processes in Japan (2012)
    Washington, DC : World Bank
    Details
    UID:
    gbv_797564144
    Format: Online-Ressource
    Series Statement: Global Expert Team (GET) Note
    Content: The Government of Japan began introducing evaluation techniques in 2001 within the context of a Central Government reform program that involved the establishment of new ministries and the integration and abolition of existing ministries. Japans approach emphasizes assessing policies and activities, and then incorporating results into future planning and budgeting, with a focus on making public sector programs and activities more efficient. This is a synopsis of Japans experience with public sector performance assessment processes between 2001 and 2010. This note presents a range of initiatives underway in Japan, including policy and activity evaluation, as well as the spending review exercise designed to make public sector service delivery more efficient. The intention of this note is not to necessarily endorse Japans approach, but rather to document it as a case study.
    Language: English
    URL: Volltext  (kostenfrei)
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    Stabi Berlin
  • 7
    Book
    Book
    Financial management information systems : 25 years of World Bank experience on what works and what doesn't (2011)
    Washington, DC : World Bank
    Details
    UID:
    gbv_659523795
    Format: XIX, 153 S. , graph. Darst., Kt , 26 cm
    ISBN: 9780821387504
    Series Statement: A World Bank study
    Additional Edition: ISBN 9780821387535
    Language: English
    Keywords: Managementinformationssystem ; Graue Literatur
    DOI: 10.1596/978-0-8213-8750-4
    URL: Verlagsangaben
    URL: Inhaltsverzeichnis
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  • 8
    Online Resource
    Online Resource
    A Users Guide to Implementing City Competitiveness Interventions : Competitive Cities for Jobs and Growth, Companion Paper 4 (2015)
    World Bank, Washington, DC
    Details
    UID:
    gbv_1759654914
    Format: 1 Online-Ressource
    Content: This paper is framed as a User’s Guide to help city officials and city competitiveness practitioners in implementing interventions. This guide aims to support cities in identifying collaborative configurations of actors from the public and private sector along with the management approaches that can help leadership implement interventions to support the city economy
    Note: English , en_US
    Language: Undetermined
    URL: kostenfrei
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    Stabi Berlin
  • 9
    Online Resource
    Online Resource
    Maryland???s StateStat : A State-level Performance Management System (2012)
    Washington, DC : World Bank
    Details
    UID:
    gbv_797564500
    Format: Online-Ressource
    Series Statement: Global Expert Team (GET) Brief
    Content: Statestat is Maryland's performance measurement and management system. In use since 2007, Statestat was originally modeled after Baltimore's citistat as a way of capturing and monitoring the progress of government service delivery using frequently updated data. Through a process of continual re-evaluation by the Governor, his executive staff, and agency leadership during bi-weekly meetings, new and improved strategies emerge for delivering key public services effectively and efficiently. Located within the Governor's offices in Annapolis, a lean staff provides the logistical and analytical support for the operation. A recent visit to Statestat by the Public Sector Performance (PSP) Global Expert Team (GET) in November 2009 revealed a set of interesting findings applicable to countries developing performance management systems.
    Language: English
    URL: Volltext  (kostenfrei)
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    Stabi Berlin
  • 10
    Online Resource
    Online Resource
    Non-monetary Awards for Public Sector Programs and Institutions : Survey of Selected International Experience (2012)
    Washington, DC : World Bank
    Details
    UID:
    gbv_797564349
    Format: Online-Ressource
    Series Statement: Global Expert Team (GET) Note
    Content: This guide presents a range of non-monetary award programs to recognize performance improvements in government programs, initiatives, and agencies. Nine award programs are drawn from Canada, Ireland, Abu Dhabi, the Philippines, the United States and Jordan. Each of the programs are analyzed along the following dimensions: objectives, target applicants, award categories, selection criteria, participation, selection process, type of reward, year of establishment, and number of awards given per year. Individual program details along these dimensions are available. The first section presents the theoretical background on how non-monetary award programs function, their expected benefits, and guiding principles to harness the potential benefits of such a program. The second section highlights the findings from the analysis of the nine programs along the key dimensions.
    Language: English
    URL: Volltext  (kostenfrei)
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    Stabi Berlin
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