The Fund's Capacity Development Strategy: Better Policies Through Stronger Institutions

This paper outlines reforms to increase the effectiveness of the Fund's capacity development (CD) program. It builds on the 2008 and 2011 reviews of technical assistance (TA) and the 2008 review of training, which set in motion important changes to make CD more valuable to member countries

Sustainable Strategic Urban Planning: Methodology for Urban Renovation At District Level

Sustainable urban renovation is characterized by multiple factors (e.g. technical, socio-economic, environmental and ethical perspectives), different spatial scales and a number of administrative structures that should address the evaluation of alternative scenarios or solutions. This defines a complex decision problem that includes different stakeholders where several aspects need to be considered simultaneously. In spite of the knowledge and experiences during the recent years, there is a need of methods that lead the decision-making processes. In response, a methodology based on the global idea and implications of working towards a more sustainable and energy efficient cities as a holistic procedure for urban renovation at district level is proposed in the European Smart City project CITyFiED. The methodology has the energy efficiency as main pillar and the local authorities as client. It is composed of seven phases that ensures an effective dialogue among all the stakeholders, aiming to understand the objectives and needs of the city to define a set of Strategies for Sustainable Urban Renovation and their integration within the Strategic Urban Planning of the cities.This project has received funding from the European Union’s Seventh Programme for research, technological development and demonstration under grant agreement N° 609129. The authors would like to thank the rest of the partners of the CITyFiED project for their help and support

Water and Development Strategy: Implementation Field Guide

This document is intended to serve as a reference tool to help USAID Operating Units understand and apply the agency's 2013-2018 Water and Development Strategy. By publicly sharing the document, USAID aims to ensure coordination of their efforts with the wider water sector. The Field Guide will be periodically updated and comments from readers are welcome

Prioritization and integration of lean initiatives with theory of constraints

Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2004.Includes bibliographical references (leaves 44-45).The principles of lean manufacturing have taken hold in a number of manufacturing firms as a means of achieving operational excellence through continuous improvement. Womack and Jones have suggested a generalized process for lean transformation in their 1996 book, Lean Thinking. A key element of this process is the creation of value stream maps for each product line. Value stream maps are the basis for planning and tracking a firm's lean transformation. Rother and Shook go further in their 1998 work Learning to See as they describe how these maps are created and then integrated into both the transformation process and the regular business planning cycle. The authors note that difficult questions remain, including: "In what order should we implement?" and "Where do we start?" Advice offered by Rother and Shook is helpful but insufficient given the complexity of many business environments and the scarcity of resources in competitive industries. This thesis builds upon Rother and Shook's work in proposing a framework for prioritizing lean initiatives. Specifically, Theory of Constraints (TOC) tools are employed as a basis for selecting programs and projects that provide the greatest system-wide productivity improvement for the least cost. In this manner, application of the proposed prioritization framework results in a more effective and efficient lean transformation. Research at the Eastman Kodak Company illustrates how this framework can be applied in a paper finishing production facility. Results highlight the system constraint in the paper slitting operation and the high leverage of machine changeover time in productivity improvement. We conclude that the Theory of Constraints can provide an effective focusing tool for the lean enterprise.by Kevin D. Schwain.S.M.M.B.A

Conflicts and Compatibilities in the Priorities Axes in the Architecture of the Production Systems

In an economic environment where more and more emphasis is being placed on increasing company’s performance and on the continuous improvement of business processes, companies face new challenges. On one hand they must address the existing market demand strictly observing the requirements of customers and the conditions imposed by competitors, on the other hand they should use the resources available in an effective manner in terms of lowest incurred costs and highest efficiency level. From this perspective, the article outlines the need to introduce systems of priority management in order to ensure the balance between the decisions in company's internal environment and the external environment’s restrictions. The approach of priorities by companies’ management has an overwhelming role in the process of correlating the available resources and capacity with the set objectives. Considering these aspects, the present article aims at defining a coordinate system as a reference point for identifying and managing companies’ priorities.priority management; priority axes and rules; long-term thinking; the goal of the business.

Budgetary institutions and expenditure outcomes : binding governments to fiscal performance

The authors examine how institutional arrangements affect incentives that govern the size, allocation, and use of budgetary resources. They use a diagnostic questionnaire to elicit the relative strengths and weaknesses of specific systems in terms of instilling fiscal discipline, strategically assigning spending priorities, and making the best use of limited resources. In applying their methodology to a sample of seven countries (Australia, Ghana, Indonesia, Malawi, New Zealand, Thailand and Uganda) they also examine how donor assistance affects expenditure outcomes. In New Zealand, reform focused on achieving general fiscal discipline and technical efficiency. In Australia, reform focused on strategic priorities and a shift from central to line agencies. The two countries took different paths, but both sought to alter incentives that affect the size, allocation, and use of resources and to improve transparency and accountability. Systems in Indonesia and Thailand were reasonably effective in instilling fiscal discipline, butIndonesia seemed better at allocating resources to protect basic social services and alleviate poverty during fiscal austerity periods. Thailand's overcentralized system did not capitalize on useful information from line agencies and lower levels of government. Donors play a central role in spending outcome in the three African countries. Donors provided incentives for short-term fiscal discipline, but the imposed spending cuts impeded the prioritizing of expenditures and multiple donor projects fragmented budgets. Donor conditionality on the composition of expenditures and donor-driven attempts to improve technical efficiency, were ineffective. Lack of transparency and accountability meant rules were not enforced and budgets were often remade in an ad hoc, centralized way, so that the flow of resources to line agencies was unpredictable.Business Environment,Decentralization,Environmental Economics&Policies,Public Sector Economics&Finance,Health Economics&Finance,Poverty Assessment,Health Economics&Finance,National Governance,Public Sector Economics&Finance,Environmental Economics&Policies

PRIORITY MANAGEMENT – A DIRECTION TOWARDS COMPETITIVENESS

In a time when the most of us have to cope with globalization, the key for surpassing the negative effects produced by it, resides in choosing the right strategy. This necessary involves a performance management. Through this paper we propose priority management as an efficient way of thinking about gaining the vital competitive advantage.priority management, the Pareto law, 1-3-6 method, competitiveness, efficiency

A Handbook of Data Collection Tools: Companion to "A Guide to Measuring Advocacy and Policy"

This handbook of data collection tools is intended to serve as a companion to A Guide to Measuring Advocacy and Policy. Organizational Research Services (ORS) developed this guide on behalf of the Annie E. Casey Foundation to support efforts to develop and implement an evaluation of advocacy and policy work. The companion handbook is dedicated to providing examples of practical tools and processes for collecting useful information from policy and advocacy efforts. Included within this handbook are a legislative process tracking log, a meeting observation checklist, a policy brief stakeholder survey, a policy tracking analysis tool, and a policy tracking form.This best practice provides an approach to measure advocacy and policy change efforts, starting with a theory of change, identifying outcome categories, and selecting practical approaches to measurement

STRATEGIC PLANNING FOR IMPROVED COMPETITIVENESS BY REGIONAL COMMODITY INDUSTRIES

Agribusiness,