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Managing and monitoring grand design public administration reforms (Inglês)

A grand design attempt at public administration reform can be thought of as any centrally designed, multiple agency reform program or process designed to modernize or improve the performance of administrative structures at the center of Government, usually with a focus on addressing persistent underlying inefficiencies. International practice shows that reforming selected central institutions (especially those that hold the purse strings) is a different matter altogether from addressing performance issues in large ministries with a service delivery mandate. Therefore, it is of critical importance to ‘unpack’ these particular reforms and uncover the persistent issues that arise in countries attempting to pursue such reforms. The four grand design cases highlighted here were selected for their comparability in terms of size and economy, and as examples of reforms from different regions. The cases presented here are Brazil, Nigeria, Russia and Tanzania. Each of these cases has specific characteristics, based on a unique country or reform context, but they share the features of a broad, across-the-board reform approach (in three of the four cases with a clear sub-national dimension that is distinct from the national one). This note focuses on the three critical design aspects of such reforms: a) reform coherence, b) effective anchorage and, c) blending technocratic solutions with substantive service delivery improvements.

Detalhes

  • Autor

    Verheijen,Antonius

  • Data do documento

    2013/08/01

  • TIpo de documento

    Informativo

  • No. do relatório

    98809

  • Nº do volume

    1

  • Total Volume(s)

    1

  • País

    Mundo,

  • Região

    Regiões Mundiais,

  • Data de divulgação

    2015/08/11

  • Disclosure Status

    Disclosed

  • Nome do documento

    Managing and monitoring grand design public administration reforms

  • Palavras-chave

    Administrative and Civil Service Reform;public financial management reform;civil service management system;form of performance budgeting;building state capacity;public service reform;capacity building program;Public Sector Organizations;public sector reform;service delivery improvement;access to financing;private sector finance;agency reform program;technical assistance loan;maternal health indicator;Public Administration Reform;number of jobs;performance indicator targets;public health facility;international experiences show;investment in capacity;public service management;implementation of reform;business process reengineering;public service delivery;human resource issues;improving service delivery;corporate social responsibility;kilometers of road;performance of state;assessment of performance;global competitiveness index;budget system reform;fiscal responsibility law;public service employment;participatory budget practice;short of target;performance management;reform process;strategic framework;reform implementation;Budget Management;budget reform;fiscal constraint;legal framework;regional disparity;political support;investment climate;federal government;Business Climate;reform measure;enrollment level;monitoring process;personnel management;state reform;output monitoring;budget monitoring;feedback mechanism;fiscal incentive;internal process;improve revenue;draft bill;relative performance;brazilian case;fragile region;performance assessment;federal level;donor financing;tracking system;constitutional reform;program monitoring;monitoring surveys;procurement reform;state administration;clear rules;decentralized governance;primarily use;change management;governance system;aide memoire;legislative measure;fiscal capacities;improving performance;citizen interface;political tradition;reform objectives;direct financing;heavy investment;unitary systems;coalition building;monitoring tool;tailor made;donor finance;administrative structure;client focus;political constraint;fiscal cost;delivery process;Continuous Learning;partnership development;technocratic solution;performance issues;internal assessment;central institution;professional standard;legal reform;vertical integration;assessment criterion;central system;institutional management;institutional problem;system improvement;finance reform;central agencies;reform effort;procurement system;acquired right;budget fund;fiscal risk;external funding;real impact;constitutional change;Independent States;national strategy;reform strategy;trade union;business environment;traditional sector;austrian approach;capacity constraint;Financial Sector;strategic indicator;competitive mechanism;external financing;governance reform;sector programs;qualified teacher;target system;state budget;donor support;performance tracking;

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