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The World Bank PREM Public Sector Governance Actionable Governance Indicators Data Portal Launch October 22, 2009.

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Presentation on theme: "The World Bank PREM Public Sector Governance Actionable Governance Indicators Data Portal Launch October 22, 2009."— Presentation transcript:

1 The World Bank PREM Public Sector Governance Actionable Governance Indicators Data Portal Launch October 22, 2009

2 The World Bank Actionable Governance Indicators 2 Outline  What are AGIs?  Uses of AGIs  How can we actually measure AGIs?  AGI Data Portal: Creating a public good  Making AGIs relevant for Operations

3 The World Bank Actionable Governance Indicators 3 What are AGIs? Rules of the game Organizational Capacities Governance system performance Exogenous factors

4 The World Bank Actionable Governance Indicators 4 HRM: Attracting & Retaining Skills Exogenous factors Rules: Competitive pay On-the-job learning opportunities Performance: Qualified applicants per advertised vacancy Average annual turnover rates of recent recruits Capacities: Staffing ratios of central agency overseeing personnel management practices

5 The World Bank Actionable Governance Indicators 5 PEFA: Quality and timeliness of in-year budget reports Exogenous factors Rules: Classification of data allows comparison to the original budget Information includes all items of budget estimates Performance: There are no material concerns regarding data accuracy Capacity: Reports are prepared quarterly or more frequently, and issued within 4 weeks of end of period.

6 The World Bank Actionable Governance Indicators 6 Design Guide the design of specific governance systems reforms Implement Hold governance reform efforts accountable for results Help to manage governance reform implementation Learn How rules and capacities shape governance systems performance How governance systems performance contribute to ultimate policy outcomes Uses of AGIs

7 The World Bank Actionable Governance Indicators 7 AGIs target specific governance systems, which may be lost in broad or governance indicators. AGIs can track country progress in a relatively short time span. AGIs are actionable. Broad governance indicators summarize general governance conditions in a country. Aggregation of AGIs can be misleading. AGIs shed light on specific governance systems. AGIs help us to identify actions that can improve specific governance systems.

8 The World Bank Actionable Governance Indicators 8 AGI Data Portal: Creating a public good

9 The World Bank Actionable Governance Indicators 9 Instruments (diagnostics, data collection) Guidance materials Data (collection and dissemination) Analyses (papers, graphs, tables, etc.) Tools One stop shop access to existing AGI data (WB and external) Data analysis platform Data AGI Product Lines

10 The World Bank Actionable Governance Indicators 10 Tools: Development of Selected AGIs Methodology & diagnostic instrument Library of laws Country profiles Data Descriptive statistics Public Accountability Mechanisms (PAM) Diagnostic instrument Guidance materials: Analysis template, Guidance note Analyses Data Human Resource Management (HRM) Survey questionnaires Guidance materials: Field manuals, Sampling notes Reports Data Public Expenditure Tracking Surveys (PETS) Quality of Service Delivery Surveys (QSDS) Health Education Infrastructure Others Sectors

11 The World Bank Actionable Governance Indicators 11

12 The World Bank Actionable Governance Indicators AGI Sources Content Summary: 6 thematic areas, 1182 indicators 13 sources Note: The total includes the main indicators & sub-indicators.

13 The World Bank Actionable Governance Indicators 13 Country coverage by year 13 +

14 The World Bank Actionable Governance Indicators 14 Making AGIs relevant for Operations

15 The World Bank Actionable Governance Indicators 15 Human Resource Management (HRM) Public Accountability Mechanisms (PAM) PETS/QSDS Education & Health HRM indicators Indicators Project design Project Appraisal Documents (PAD) Project monitoring indicators CAS results framework triggers Project implementation Project implementation progress monitoring, including as basis for ISR and ICR ratings CGAC Implementation monitoring Learning Evidence-based analysis of what works and under what conditions WB Applications HRM Civil Service Reform PAM UNCAC implementation UNODC Library of Laws PAM/StAR /UNODC Asset & Income Disclosure Guide Complementary Applications AGIs in Operations

16 The World Bank Actionable Governance Indicators 16 Kyrgyz CAS ( ): AGIs as CAS Outcomes Quality of public administration (CPIA-15) -- Improvement from 2.5 to 3.0 CPIA Indicator Improvements Predictability in the availability of funds for commitment of expenditures (PI-16): Improvement from D to B Quality and timely annual financial statements are produced (PI-25): Improvement from C to B+ PEFA Indicator Improvements (PI- 12, 16, 20, 25) Losses drop from 40% to 14 % Cash collection rate increases from 58.3% to 94.3% Energy Sector Governance Indicator Improvements

17 The World Bank Actionable Governance Indicators 17 AGIs in HD: Monitoring of service delivery results Education Indicators teacher absenteeism number/types of requirements to access teaching posts teacher competencies Piloted in: India, Indonesia, Jordan, Mexico, and Nepal. Health Indicators health worker absenteeism, waiting time, storage and stock monitoring client satisfaction Piloted in: India, Philippines, Turkey, Yemen and Zambia. Social Protection Indicators Inclusion and exclusion errors (mainstreamed); timeliness of payments number and type of complaints Piloted in: CCT programs in LAC, ECA and Ethiopia

18 The World Bank Actionable Governance Indicators 18 SWAPs in Brazil SWAPs in Brazil Building Results Frameworks PEFA IndicatorsOECD DAC indicators on procurement Time to start a business Number of PPPs contracted Private Sector Development Percentage of accredited hospitals Implementation of standardized costing system Health Percentage of state highway grid with performance – based Operations & Maintenance contracts Average delay in paving works contracts Transport

19 The World Bank Actionable Governance Indicators 19 Video Tutorial

20 The World Bank Actionable Governance Indicators 20 AGI Data Portal: Enhancements 2009/2010  Add new AGI sources:  Public Expenditure Tracking/Service Delivery Surveys (PETS/QSDS)  Portal will host PETS/QSDS data, papers and guidance notes (MENA/AFR)  OECD-DAC Procurement Assessment Tool  Law and Justice Sector Indicators  AGIs in Sectors (HD, INF)  Provide access to data by governance themes/topics  Customized reports based on governance themes  Mind mapping visualization - to quickly see what indicators are available for any given governance dimension

21 The World Bank Actionable Governance Indicators 21 AGI Resources Available AGI Data Portal Furl: agidata Internal: https://www.agidata.in fo https://www.agidata.in fo External: https://www.agidata.or g https://www.agidata.or g AGI website Furl: agi Internal: g/16E7O0VXW0 g/16E7O0VXW0 External: g/BN5GB74IV0 g/BN5GB74IV0 PAM Internal: https://www.agidata.in fo/pam https://www.agidata.in fo/pam External: https://www.agidata. org/pam https://www.agidata. org/pam

22 The World Bank Actionable Governance Indicators 22 Thank You

23 The World Bank Actionable Governance Indicators 23 Extra Slides

24 The World Bank Actionable Governance Indicators Why AGIs?  Governance improvements in the Bank’s client countries are an increasingly higher priority  International economic meltdown highlights importance of improving prioity-setting and implementation efficiency of the Bank’s client governments  GAC implementation must yield results, and if its results aren’t measured, the odds of achieving them will be smaller  Broad governance indicators (e.g., WGI) are unhelpful for designing specific governance reforms, as well as for monitoring their impacts.  PEFA demonstrated the feasibility of designing AGIs and employing them to improve impacts of the Bank’s governance support in a particular governance area.

25 The World Bank Actionable Governance Indicators What Are AGIs?  Actionable governance indicators (AGIs) provide evidence on the characteristics and functioning of particular elements and sub-elements of the various dimensions of governance.

26 The World Bank Actionable Governance Indicators 26 Political Accountability Political competition, broad-based political parties Transparency & regulation of party financing Disclosure of parliamentary votes Checks & Balances Independent, effective judiciary Legislative oversight (PACs, PECs) Independent oversight institutions (SAI) Global initiatives: UN, OECD Convention, anti- money laundering Citizens/Firms Decentralization and Local Participation Decentralization with accountability Community Driven Development (CDD) Oversight by parent-teacher associations & user groups Beneficiary participation in projects Civil Society & Media Freedom of press, FOI Civil society watchdogs Report cards, client surveys Private Sector Interface Streamlined regulation Public-private dialogue Extractive Industry Transparency Corporate governance Collective business associations Effective Public Sector Management Ethical leadership: asset declaration, conflict of interest rules Cross-cutting public management systems: meritocracy, public finance, procurement Service delivery and regulatory agencies in sectors Governance Dimensions

27 The World Bank Actionable Governance Indicators 27 Governance Systems  Elements and sub-elements of the various governance dimensions identified in the above diagram.  Example from PSM dimension  Cross-cutting public management systems (element)  Public finance management systems  Human resource management systems  Policy management systems

28 The World Bank Actionable Governance Indicators How Can We Actually Measure AGIs?  AGIs must provide evidence on:  Determinants: Features of governance systems  Rules of the game (aka, institutional arrangements)  Organizational capacities  Performance: Extent to which governance systems meet their functional objectives  Assessment of AGIs must consider exogenous factors; i.e., other factors that can condition the impacts of:  Governance systems features on the extent to which those systems achieve their functional objectives  Governance systems functional performance on outputs and outcomes of government policies and programs

29 The World Bank Actionable Governance Indicators 29 Governance Systems Features and Performance Features  Rules of the game  Circumscribing the behavior and actions of agents within a particular governance dimension  Defining and assigning responsibilities, rights and authority  Requiring monitoring and disclosure of evidence on the exercise of particular responsibilities, rights and authorities  Creating checks and balances  Organizational capacity  Types and quantities of resources, including their quality dimensions  Production technologies employed and their defining characteristics Performance  Aspects of organizational behavior and practices, whose variance reflects the extent to which a particular governance system is achieving its various performance objectives

30 The World Bank Actionable Governance Indicators 30 Hierarchy of Global Integrity Index Overall index Government Accountability (1 of 6 major categories) Executive Accountability (1 of 23 total sub-categories) Regulations governing conflict of interest by executive branch (1 of 81 questions) Are heads of state/government required to file regular asset disclosure forms? Can public access them? Illustration of AGI Indicators  Public Expenditure and Financial Accountability (PEFA )  Human Resource Management (HRM) AGIs  Public Accountability Mechanisms (PAM)  Global Integrity Indicators (GII)

31 The World Bank Actionable Governance Indicators 31 PEFA Indicators  Capture both features and performance evidence along six broad dimensions of Public Finance Management systems  Credibility of the budget  Comprehensiveness and transparency  Policy-based budgeting  Predictability and control in budget execution  Accounting, recording and reporting  External scrutiny and audit

32 The World Bank Actionable Governance Indicators 32 HRM AGI  Rules of the game  Capabilities  Performance HRM indicators capture evidence on six core HRM objectives:  Attract and retain qualified staff  Attract: Average number of qualified applicants per advertised vacancy  Retain: Average 3-year retention rate for recent recruits (i.e., those recruited within the most recent 3 years)  Depoliticized, meritocratice personnel management  Quarterly turnover rates mapped against changes in Government  Quarterly transfer rates mapped against changes in Government  Performance-encouraging personnel management  Absenteeism rates  Variance in annual performance review ratings  Fiscal sustainability of the wage bill  Unsustainability: Wage bill per GDP  Crowding out of non-wage inputs: Wage bill per total recurrent expenditures  Ethical behavior of personnel  Collaborative working relations across cadres

33 The World Bank Actionable Governance Indicators 33 Why AGI Portal: A Public Good  Supports users  Provides user-friendly accessibility and one-stop platform to AGIs  Integrates various AGIs into a single database to allow maximum search capacity and navigation  Knowledge dissemination  Hosting all the AGI-related documents and methodologies  Facilitate use of indicators for research, policy analysis, design and implementation of governance and institutional reforms  Mechanism for  Continuously updating existing and adding new AGIs  Systematically monitoring progress on AGIs

34 The World Bank Actionable Governance Indicators 34 AGI Data Portal Today 13 sources & growing 1182 indicators 461 documents Interactive data features & visualizations Note: Total number of counts including indices, themes, indicators, sub-indicators & questions

35 The World Bank Actionable Governance Indicators 35 Next Steps  Continued work on development of new AGIs  Roll-out of AGI Data Portal to Regions, official launch and enhancements  On-going work with:  Sectors  Country teams  Project teams  Training and BBLs on use of AGIs (4-6/year)  Scanning for innovative and good practice use of AGIs


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