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The November 8, 2015 elections in Myanmar marked a historic milestone in the country’s political and economic transition that began in 2011. Incoming policy makers are preparing to pick up the baton and deliver on the people’s strong aspirations for a harmonious and prosperous Myanmar. In this series of policy notes, the World Bank Group seeks to promote dialogue on critical development challenges and on options for policies and reforms that can contribute to shared prosperity for the people of Myanmar. The policy notes focus on six interconnected areas that are likely to be high priorities for shared prosperity. The first is on closing the gap in access to social services for improving Myanmar’s human development outcomes. This could help to strengthen the productivity and employability of Myanmar’s current and future labor force, which is the critical input to inclusive growth and a precondition to success in all the other areas. The second policy note is on growing together by reducing poverty in rural areas. Policies to boost agriculture productivity and accelerate the delivery of essential services in rural areas, where they lag the most, could help to supply the much needed labor and food for the rapidly expanding industrial, manufacturing and service sectors.

Kenya has embarked on a highly ambitious decentralization that seeks to fundamentally change the relationship between government and citizens under the 2010 Constitution. The Constitution and new legal framework place a strong emphasis on strengthening public participation. This working paper seeks to distill key provisions in the legislative framework related to transparency, accountability and participation in county government, in particular the planning and budgeting cycle, and present them in a format that is useful for county planners, executive and assembly members. It can be used as a guide for how counties can interface with citizens based on Kenya’s legislative framework.

Public investment to facilitate growth and poverty reduction is paramount to Sudan's development challenge. The acute need for rebuilding the country's deteriorated infrastructure and service delivery framework underscores the importance of more active and effective public investment. The disproportional composition of the spending adjustment raises particular concern on pro-poor and public investment spending during the subsequent fiscal adjustment period expected to follow. Under the growing fiscal decentralization trend, the state governments have taken up the primary responsibility to provide basic public service deliveries to the poor; in such a decentralized constellation, reduced support from the federal budget could seriously jeopardize the provision of basic services at the state and locality level. In particular, public investment expenditure now has to effectively address service delivery needs and the broader development agenda, while at the same time the overall resource envelope is declining. This note is the result of a rapid assessment of Sudan's public investment portfolio in the context of the anticipated fiscal adjustment. It is not a full-fledged review on public investment projects or the public investment management system. The main scope of the assessment is: to quickly identify available information on public investment projects from existing sources; to provide an contextual overview of the overall public investment portfolio in light of the imminent needs for rationalizing the public investment portfolio; and to outline conceptual guidelines for public investment adjustments and to propose longer-term tasks to improve public investment management.

During the past two decades Colombia has been developing and improving its National Results-Based Management and Evaluation System (SINERGIA). The development of this system has been a focal point in Colombia's state reform towards performance-based management, particularly at the central administration. After 15 years of progress, overcoming the effects of institutional, political, and fiscal obstacles, SINERGIA has achieved one of the highest levels of development and customization, and it is held up as an example of best practices by multilateral organizations, donor agencies, and other governments. The monitoring and evaluation (M&E) system that Colombia adopted sought to promote a results focus on both planning and budgeting processes, simultaneously. However, during implementation the results-based planning model superseded the budgeting model, owing principally to the architecture of Colombia's central administration and to the institutional placement of SINERGIA within the Department of National Planning. Compared with similar experiences in other countries, the process by which SINERGIA advanced institutionalization is notable for the way it combined high-ranking, wide ranging, and formal mechanisms with the development of informal practices in key areas of the public sector. Many lessons for other countries are identified in this paper. Some of the key factors in Colombia's success are as follows: 1) the importance of having a central governmental department act as a champion supporter, and using an opportunistic approach to include the M&E system as a key pillar on public sector reform agendas; 2) the kind of regulatory and incentives framework on which the M&E system is based, and the sustained effort in promoting 'cultural' change and developing evaluation capacities; 3) the political role of the President in the system's institutionalization process; 4) the powerful part that technically defined methodologies and dissemination mechanisms have played in the system's institutionalization strategy; 5) the collaborative approach used to strengthen evaluation practices and to enhance the community of evaluators; and 6) the demand-driven approach for introducing M&E at the regional level.

The public expenditure and institutional assessment (PEIA) were motivated by a number of factors. First, both the Government of Iraq (GoI) and its international development partners have recognized the critical importance of sound management of Iraq's substantial public financial resources. Both parties support the reform and modernization of public financial management (PFM), as articulated in the International Compact for Iraq (ICI). Secondly, international experience demonstrates the importance of establishing a baseline against which progress in PFM over time can be measured. This implies the need for an assessment which provides the information necessary to measure the performance of a country's PFM system. Thirdly, the devastating circumstances in Iraq during the past 5 years have made the institutional arrangements for PFM the subject of considerable uncertainty. The PEIA can help to shape and prioritize the necessary development program. The report is organized in two main parts. Volume one contains a summary of the main issues to emerge from the public expenditure and financial accountability (PEFA) assessment and a discussion of a number of specific PFM issues of current importance to Iraq, including: capital investment budgeting (CIB), oil revenue management, the Iraq financial management information system (IFMIS), public accounting and accountability, and payroll management. Volume two contains a detailed technical analysis behind the PEFA assessment.

Colombia's National Results-Based Management and Evaluation System (SINERGIA) is one of Latin America's outstanding results-based monitoring and evaluation initiatives. With 15 years of progressive development, SINERGIA has endured the countries' institutional, political, and fiscal problems and has attained one of the highest levels of development and customization in Latin America. Based on its accomplishments it has been held up as an example by multilateral organizations, donor agencies, and other governments. This paper examines the experience of institutionalizing Colombia's monitoring and evaluation (M&E) system, from the perspective of a former SINERGIA manager: Manuel Fernando Castro, Director of Public Policy Evaluation, and Department of National Planning. This study is meant to complement previous studies by other authors with an insider's account, description, and analysis of the obstacles encountered and the results obtained. Likewise, it presents recommendations on how to ensure further institutionalization and identifies several lessons that might be of interest to professionals who are developing evaluation systems in other countries.