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\"In a refreshing departure from existing literature on corruption, Anti-Corruption Strategies in Fragile States takes a public administration perspective, studying the role of organisational factors in the success of organisational anti-corruption strategies. It is widely acknowledged that governance and anti-corruption interventions play a crucial role in reducing fragility and building legitimate and resilient institutions. Policy makers have re-framed development goals for fragile states to achieve stability by addressing their special characteristics: weak institutions and governance; low capacity and legitimacy in government; and vulnerability to violence. This book shows how anti-corruption and state-building policies are often disconnected or incoherent, and how executional challenges prevent strategies from translating into results.\" -- Back cover.

Written for those who said to the authors (and for others in the same situation): \"We know we need M and E, but we don't know how to set up an M and E system, or how to make ours work well and provide the information we need.\" This detailed, practical manual explains the skills and steps for making a monitoring and evaluation (M and E) system that functions well. The goal is an M and E system -- people, processes and partnerships -- that collects, verifies and analyzes good quality information that is useful and used by decision makers, managers, implementers, funders, and other stakeholders. The manual begins by introducing the concept of results-based management, and the internationally accepted \"12 components of functional M and E Systems\" framework. It describes the purpose and functions of each component, and builds skills by taking users through the steps for setting up, or improving what already exists. (The 12 modules – one for each component – are listed overleaf.) Each module has clear learning objectives, detailed systematic explanations and useful examples, and exercises for learners to work through that apply what is being taught (model answers are available on line). Use: It can be used as a reference manual, a training text, or for self-study. It is likely to be especially useful for trainers and trainees trying to meet the need for skilled professionals, capacity and technical advice in building sustainable M and E systems. Using the 12 components of any working M and E system as a benchmark, users can easily assess their own system for sustainability, identify where improvements are needed, and follow the detailed, systematic steps and \"how to\" guidance. Potential Users: The broad audience for this manual includes all those responsible for M and E, across all sectors. The primary audience is people who set up, operate, or oversee M and E functions, trying to ensure that data are collected, compiled, and provided in a useful way to decision makers. The book was written mostly for staff in government agencies at national and sub-national levels, but is fully relevant to NGOs, the private sector, and funding agencies. All implementing or policy-making organization with programs that aim for results and change need monitoring and evaluation, will find this guide useful, practical, systematic and thorough. Development: The manual shares the authors' extensive practical, hands-on experience helping clients to build and use M and E systems, and advising on managing for results. The materials were developed and tested \"in the field\", and benefited from detailed discussions with other M and E practitioner-experts to get consensus on the approach. The draft was refined after extensive peer reviews, and pilot use in training courses inTanzania and Turkey. The manual complements and extends the globally recognized best-selling book co-written by one of the authors, widely used by academic institutions, governments, and developing partners worldwide to better understand the principles and practices of results-based M and E. \"Making Monitoring and Evaluation Systems Work\" goes beyond the broad consensus on the need to measure, monitor, and manage to results, and the investments in monitoring and evaluation systems, to go step-by-step through the details and practicalities of making sure M and E systems are functional and sustainable. Contents Introductory Module: Introduces the Training Course, the concept of results-based management and the 12 Components of Functional M and E Systems 1. The Enabling Environment: People, organization, partnerships and planning Module 1: Organisational Structures for M and E: Explains the importance of including M and E in organisational structures, and how to plan for human resources to meet the needs of an M and E system.

\"Public Administration has experienced a fundamental rethinking of its basic objectives, concepts and theories in the 21st century. This book examines the transformations in global societies, economy and politics to trace the trajectory of Public Administration as an academic discipline as well as a focus of social science research. It presents a reassessment of governance in heterogenous developing countries that go beyond the traditional Weberian bureaucratic model to new models of organization and management, informed by their legal, constitutional, economic and political needs, aspirations and ground realities. This is especially important in view of the marginalized sections of society that primarily rely on citizen entitlements through public service delivery systems. The author looks at the widening of the range and scope of public administrative agencies with gradual cooperation of multiple actors' such as the civil society, the people at large and even the private sector in a partnering role. She revisits the discipline to tackle intellectual dilemmas that current governance theories and practices are confronting or will have to confront in future in specific administrative situations. With key discussions on mandates and challenges for the state for the rising South, this book will be indispensable to scholars and researchers of politics, especially governance and public policy, sociology and development studies. It will also be of interest to bureaucrats, NGOs and government officials\"-- Provided by publisher.

This book provides a new institutional economics perspective on alternative models of local governance, offering a comprehensive view of local government organization and finance in the developing world. The experiences of ten developing/transition economies are reviewed to draw lessons of general interest in strengthening responsive, responsible, and accountable local governance. The book is written in simple user friendly language to facilitate a wider readership by policy makers and practitioners in addition to students and scholars of public finance, economics and politics.

In the poorest countries, such as Afghanistan, Haiti, and Mali, the United States has struggled to work with governments whose corruption and lack of capacity are increasingly seen to be the cause of instability and poverty. The development and security communities call for \"good governance\" to improve the rule of law, democratic accountability, and the delivery of public goods and services. The United States and other rich liberal democracies insist that this is the only legitimate model of governance. Yet poor governments cannot afford to govern according to these ideals and instead are compelled to rely more heavily on older, cheaper strategies of holding power, such as patronage and repression. The unwillingness to admit that poor governments do and must govern differently has cost the United States and others inestimable blood and coin. Informed by years of fieldwork and drawing on practitioner work and academic scholarship in politics, economics, law, and history, this book explains the origins of poor governments in the formation of the modern state system and describes the way they govern. It argues that, surprisingly, the effort to stigmatize and criminalize the governance of the poor is both fruitless and destabilizing. The United States must pursue a more effective foreign policy to engage poor governments and acknowledge how they govern.

An effective state is essential to achieving socio-economic and sustainable development. With the advent of globalization, there are growing pressures on governments and organizations around the world to be more responsive to the demands of internal and external stakeholders for good governance, accountability and transparency, greater development effectiveness, and delivery of tangible results. Governments, parliaments, citizens, the private sector, NGOs, civil society, international organizations and donors are among the stakeholders interested in better performance. As demands for greater accountability and real results have increased, there is an attendant need for enhanced results-based monitoring and evaluation of policies, programs, and projects. This Handbook provides a comprehensive ten-step model that will help guide development practitioners through the process of designing and building a results-based monitoring and evaluation system. These steps begin with a “Readiness Assessment” and take the practitioner through the design, management, and importantly, the sustainability of such systems. The Handbook describes each step in detail, the tasks needed to complete each one, and the tools available to help along the way.

The World Bank’s work in the area of governance is clearly guided by the fundamental mission of poverty reduction, whether through enhanced accountability for public resources, better delivery of public services for the poor, improved policymaking, or a more conducive climate for investment. The aim of this report is to evaluate progress to date in implementing the World Bank’s strategy for governance and public sector reform. Part I of this report synthesizes the issues and progress across the World Bank and Part II highlights specific challenges and approaches of individual regions.