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Partant d’une comparaison inédite entre le Haut Commissariat des Nations Unies pour les réfugiés (hcr) et l’Organisation internationale du travail (oit), cet article suggère de revisiter la problématique du changement dans les organisations internationales en montrant, dans une perspective de sociologie des relations internationales, l’existence d’un continuum de stratégies organisationnelles mises en place par ces dernières pour légitimer leur existence et leur action, stratégies allant de la survie à la revendication d’une certaine autonomie. Deux moments de la vie du hcr et de l’oit sont comparés : l’intervention, en décembre 2004, du hcr au secours de victimes du tsunami en Asie du Sud-Est et le lancement, en juin 1999, de l’Agenda du travail décent, par le directeur général de l’oit., Based on a unique comparison between the United Nations High Commissioner for Refugees (unhcr) and the International Labour Organization (ilo) in the 2000s, this paper invites to revisit the issue of change within international organizations (ios). Using a sociological perspective, it suggests to analyze ios’ reforms through a continuum of organizational strategies – from survival policies to claims for autonomy – implemented by agencies to justify their existence and actions. Two moments of the life of the unhcr and the ilo are compared : the intervention, in December 2004, of the unhcr in favor of victims of natural disasters following the tsunami in Southeast Asia, and the launch, in June 1999, of the Decent Work Agenda, by the ilo’s Director General., À partir de una comparación inédita entre el Alto Comisionado de las Naciones Unidas para los Refugiados (acnur) y de la Organización Internacional del Trabajo (oit), este artículo sugiere la revisión de la problemática del cambio en las Organizaciones Internacionales. Desde una perspectiva sociológica de las relaciones internacionales, muestra la existencia de una continuidad en sus estratégicas organizacionales, que van desde la supervivencia hasta la reivindicación de cierta autonomía, puestas en práctica para legitimar su existencia y su accionar. Dos momentos de la vida del acnur y de la oit son comparados : la intervención, en diciembre 2004, del acnur al auxilio de las víctimas del tsunami en el Sudeste asiático, y el lanzamiento, en junio 1999, de la Agenda de Trabajo Decente, por el Director General de la oit.

Sustainable economic growth and strong institutions are interlinked, and the present report summarizes recent economic and fiscal developments in West Bank and Gaza (WB&G) as well as providing a broad overview of institutional accomplishments to date. The present report begins by discussing the apparent slowdown in economic growth in WB&G and the current fiscal crisis facing the Palestinian Authority (PA)-resulting partly from lower-than-expected external support this year. A further drop in donor funding would likely reduce growth, which would in turn further aggravate the fiscal situation in the coming year. A protracted fiscal crisis, in turn, risks jeopardizing the gains made in institution-building and thereby losing what has been painstakingly achieved over the past years. In addition, the report highlights that in order for the PA to sustain the reform momentum and its achievements in institution-building, remaining Israeli restrictions must be lifted and any reductions in international aid flows must be carefully calibrated and managed. Economic growth in WB&G has slowed down in 2011, and together with the shortfall in external financing, this has led to a fiscal crisis for the PA. Economic growth in WB&G remains robust but appears to be slowing due to economic and political uncertainty, so that the International Monetary Fund (IMF) has revised the projected real Gross Domestic Product (GDP) growth rate for 2011 from 9 down to 7 percent. Despite some improvement, unemployment remains stubbornly high and labor force participation low in WB&G.

Monitoring and evaluation (M&E) is an extremely complex, multidisciplinary and skill intensive endeavor. Government-wide M&E is even more so because it requires detailed knowledge across and within sectors, as well as of interactions among planning, budgeting, and implementation functions in the public sector. The situation is complicated even further when the machinery of government is decentralized, with powers and functions distributed across three spheres of government. This paper outlines the process of implementing a government-wide monitoring and evaluation (GWM&E) system in South Africa. The first section sketches the context that created the impetus for establishing such a system. This context is clearly shaping the evolution of the system and influencing its longer-term sustainability. The second section outlines the various stages of conceptualizing and implementing the GWM&E system, which is currently very much a 'work in progress.' The third section reviews international experiences for lessons learned, which may also be germane to the South African context, noting similarities and differences in approach. Some of the critical implementation factors relate to the role of political leadership and championing of M&E, incentives for promoting usage of M&E findings, dealing with information and data constraints, capacity building, "ownership" of the M&E system by line ministries and other agencies, and managing the challenges of change. The fourth section examines a range of challenges and difficulties encountered in South Africa. The final section reflects on lessons distilled from the South African experience to date.

An Analysis of Six Case Studies in Developing and High-Income Countries This paper focuses on core aspects of the political economy of reform, drawing on case studies of three economies transitioning to stronger business environments (Hungary, the Republic of Korea, and Mexico) and three countries with well-developed business environments (Australia, Italy, and the United Kingdom). The purpose is threefold: first, to identify so-called drivers of reform among successfully reforming countries; second, to explore how a reform strategy can make optimal use of the opportunities provided by the drivers of change; and third; to suggest how these lessons can be proactively used by other reformers to design and guide reforms. The case study findings suggest that, regardless of the content of reform, success is influenced by an evolving mix of seven drivers of change: i) globalization or competitiveness; ii) crisis; iii) political leadership; iv) unfolding reform synergies; v) technocrats; vi) changes in civil society, and vii) external pressure. The case studies suggest that reformers can influence the direction and pace of change by mobilizing and exploiting drivers of it. Rather than a cause-and-effect scenario in which a single driver-such as a crisis-creates and defines the success of a body of reforms, what happens is an unfolding series of events in which various drivers become more and less important in defining phases of the reform process.

The topic of this work is the necessity of establishing pension reform in Czech republic as a consequence of unfavourable development of not only demographic factors. The introductory part is devoted to general characteristic of social policy and deals with its principles, types, aims and functions. In the second chapter the pension system along with its history, development and actual state is described. Further some proofs that support the thesis of untenability of the current system and essentials of its transformation are mentioned. In the end are described few reform strategies together with various proposals of its accomplishment.

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.

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.

The Theory of Reform is a comparatively new branch of economic theory that studies processes of purposeful change of economic institutions. In the paper, we outline corresponding problems, and present some of the most important results of the Theory of Reform. Sources of reform costs as well as typical mistakes of reform makers are discussed. We develop a general view on a reform as a process of construction of an institutional trajectory that satisfies a number of requirements. Different reform strategies are compared.