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...

Since the early 1980s many developing counties have tried to count and contain the number of civil servants as part of public sector reforms-including reforms funded by the World Bank. These initiatives, variously described as censuses, enumerations, headcounts, staff audits, payroll...

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...

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...

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...

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...