Lessons from Armenia's Institutional and Governance Review
Institutional and Governance Reviews (IGRs) are a new tool in the Bank's package of analytical and advisory activities (see PREMnote 75). Because they are politically sensitive, the development of these reviews involves careful tradeoffs. Thou...
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| Format: | Brief |
| Language: | English |
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World Bank, Washington, DC
2012
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| Online Access: | http://documents.worldbank.org/curated/en/2002/12/2518704/lessons-armenias-institutional-governance-review http://hdl.handle.net/10986/11332 |
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okr-10986-113322021-04-23T14:02:55Z Lessons from Armenia's Institutional and Governance Review Mukherjee, Amitabha Shahzadeyan, David GOVERNANCE OUTCOMES STAKEHOLDER CIVIL SOCIETY POLITICAL PARTIES TRADE UNIONS REFORMS POLITICAL ACCOUNTABILITY INSTITUTIONAL REFORM PUBLIC SECTOR ACCOUNTABILITY PUBLIC INSTITUTIONS DEFENSE FOREIGN AFFAIRS NATIONAL SECURITY ACCOUNTABILITY ANALYTICAL WORK AUTHORITY CIVIL SERVICE CIVIL SOCIETY CIVIL SOCIETY ORGANIZATIONS CONSENSUS COUNTRY OWNERSHIP DELIVERY OF SERVICES DEMOCRACY DEVELOPMENT PARTNERS DONOR AGENCIES ECONOMIC DEVELOPMENT ECONOMIC GROWTH ECONOMIC MANAGEMENT EXPENDITURE EXTERNAL EXPERTS GOVERNANCE ISSUES GOVERNMENT AGENCIES GOVERNMENT AUTHORITIES IGR INSTITUTIONAL CONTEXT INSTITUTIONAL REFORM INSTITUTIONAL REFORMS INSTITUTIONAL STRUCTURES JUDICIARY LEGISLATURE LOCAL LEVELS NATIONAL INSTITUTIONS NATIONAL LEVEL NONGOVERNMENTAL ORGANIZATIONS POLICY DEVELOPMENT POLICYMAKERS POLITICAL ECONOMY POLITICAL PARTIES POOR PEOPLE POVERTY REDUCTION POVERTY REDUCTION STRATEGY PRESIDENCY PRIME MINISTER PUBLIC INSTITUTIONS PUBLIC OFFICIALS PUBLIC SECTOR PUBLIC SECTOR MANAGEMENT PUBLIC SECTOR PERFORMANCE REFORM AGENDA REFORM PROGRAM REPRESENTATIVES SERVICE DELIVERY SOCIAL SECTORS STATE AGENCIES SUSTAINABLE DEVELOPMENT Institutional and Governance Reviews (IGRs) are a new tool in the Bank's package of analytical and advisory activities (see PREMnote 75). Because they are politically sensitive, the development of these reviews involves careful tradeoffs. Though each requires thorough analysis of a country's institutional shortcomings, the final product must be acceptable to country authorities and other development partners. To be credible and acceptable, an IGR must reflect extensive participation by a variety of national stakeholders. In Armenia the Bank's IGR team engaged the government (executive, legislature, judiciary), civil society (nongovernmental organizations, political parties, trade unions, academics), and other development partners from the outset. This approach resulted in widespread acceptance of the report's analysis and recommendations within both Armenia and the Bank. Armenia's IGR was a pioneering effort by the Bank's Europe and Central Asia Region to systematically evaluate a country's public institutions and develop a program of reforms supported by follow-up operations. The IGR had two main objectives. First, it was to diagnose institutional dysfunction at the national level using quantitative benchmarks of performance. Second, it was to assess political realities and constraints to reform, to foster the sustainability of Bank operations. Armenia was chosen for several reasons. There was a dearth of analytical work on public sector institutional reforms prior to 1998. Moreover, country authorities evinced keen interest in an IGR-and were matched by strong support from the Bank's country unit and team.. 2012-08-13T14:46:54Z 2012-08-13T14:46:54Z 2002-12 http://documents.worldbank.org/curated/en/2002/12/2518704/lessons-armenias-institutional-governance-review http://hdl.handle.net/10986/11332 English PREM Notes; No. 76 CC BY 3.0 IGO http://creativecommons.org/licenses/by/3.0/igo/ World Bank World Bank, Washington, DC Publications & Research :: Brief Publications & Research Europe and Central Asia Armenia |
| repository_type |
Digital Repository |
| institution_category |
Foreign Institution |
| institution |
Digital Repositories |
| building |
World Bank Open Knowledge Repository |
| collection |
World Bank |
| language |
English |
| topic |
GOVERNANCE OUTCOMES STAKEHOLDER CIVIL SOCIETY POLITICAL PARTIES TRADE UNIONS REFORMS POLITICAL ACCOUNTABILITY INSTITUTIONAL REFORM PUBLIC SECTOR ACCOUNTABILITY PUBLIC INSTITUTIONS DEFENSE FOREIGN AFFAIRS NATIONAL SECURITY ACCOUNTABILITY ANALYTICAL WORK AUTHORITY CIVIL SERVICE CIVIL SOCIETY CIVIL SOCIETY ORGANIZATIONS CONSENSUS COUNTRY OWNERSHIP DELIVERY OF SERVICES DEMOCRACY DEVELOPMENT PARTNERS DONOR AGENCIES ECONOMIC DEVELOPMENT ECONOMIC GROWTH ECONOMIC MANAGEMENT EXPENDITURE EXTERNAL EXPERTS GOVERNANCE ISSUES GOVERNMENT AGENCIES GOVERNMENT AUTHORITIES IGR INSTITUTIONAL CONTEXT INSTITUTIONAL REFORM INSTITUTIONAL REFORMS INSTITUTIONAL STRUCTURES JUDICIARY LEGISLATURE LOCAL LEVELS NATIONAL INSTITUTIONS NATIONAL LEVEL NONGOVERNMENTAL ORGANIZATIONS POLICY DEVELOPMENT POLICYMAKERS POLITICAL ECONOMY POLITICAL PARTIES POOR PEOPLE POVERTY REDUCTION POVERTY REDUCTION STRATEGY PRESIDENCY PRIME MINISTER PUBLIC INSTITUTIONS PUBLIC OFFICIALS PUBLIC SECTOR PUBLIC SECTOR MANAGEMENT PUBLIC SECTOR PERFORMANCE REFORM AGENDA REFORM PROGRAM REPRESENTATIVES SERVICE DELIVERY SOCIAL SECTORS STATE AGENCIES SUSTAINABLE DEVELOPMENT |
| spellingShingle |
GOVERNANCE OUTCOMES STAKEHOLDER CIVIL SOCIETY POLITICAL PARTIES TRADE UNIONS REFORMS POLITICAL ACCOUNTABILITY INSTITUTIONAL REFORM PUBLIC SECTOR ACCOUNTABILITY PUBLIC INSTITUTIONS DEFENSE FOREIGN AFFAIRS NATIONAL SECURITY ACCOUNTABILITY ANALYTICAL WORK AUTHORITY CIVIL SERVICE CIVIL SOCIETY CIVIL SOCIETY ORGANIZATIONS CONSENSUS COUNTRY OWNERSHIP DELIVERY OF SERVICES DEMOCRACY DEVELOPMENT PARTNERS DONOR AGENCIES ECONOMIC DEVELOPMENT ECONOMIC GROWTH ECONOMIC MANAGEMENT EXPENDITURE EXTERNAL EXPERTS GOVERNANCE ISSUES GOVERNMENT AGENCIES GOVERNMENT AUTHORITIES IGR INSTITUTIONAL CONTEXT INSTITUTIONAL REFORM INSTITUTIONAL REFORMS INSTITUTIONAL STRUCTURES JUDICIARY LEGISLATURE LOCAL LEVELS NATIONAL INSTITUTIONS NATIONAL LEVEL NONGOVERNMENTAL ORGANIZATIONS POLICY DEVELOPMENT POLICYMAKERS POLITICAL ECONOMY POLITICAL PARTIES POOR PEOPLE POVERTY REDUCTION POVERTY REDUCTION STRATEGY PRESIDENCY PRIME MINISTER PUBLIC INSTITUTIONS PUBLIC OFFICIALS PUBLIC SECTOR PUBLIC SECTOR MANAGEMENT PUBLIC SECTOR PERFORMANCE REFORM AGENDA REFORM PROGRAM REPRESENTATIVES SERVICE DELIVERY SOCIAL SECTORS STATE AGENCIES SUSTAINABLE DEVELOPMENT Mukherjee, Amitabha Shahzadeyan, David Lessons from Armenia's Institutional and Governance Review |
| geographic_facet |
Europe and Central Asia Armenia |
| relation |
PREM Notes; No. 76 |
| description |
Institutional and Governance Reviews
(IGRs) are a new tool in the Bank's package of
analytical and advisory activities (see PREMnote 75).
Because they are politically sensitive, the development of
these reviews involves careful tradeoffs. Though each
requires thorough analysis of a country's institutional
shortcomings, the final product must be acceptable to
country authorities and other development partners. To be
credible and acceptable, an IGR must reflect extensive
participation by a variety of national stakeholders. In
Armenia the Bank's IGR team engaged the government
(executive, legislature, judiciary), civil society
(nongovernmental organizations, political parties, trade
unions, academics), and other development partners from the
outset. This approach resulted in widespread acceptance of
the report's analysis and recommendations within both
Armenia and the Bank. Armenia's IGR was a pioneering
effort by the Bank's Europe and Central Asia Region to
systematically evaluate a country's public institutions
and develop a program of reforms supported by follow-up
operations. The IGR had two main objectives. First, it was
to diagnose institutional dysfunction at the national level
using quantitative benchmarks of performance. Second, it was
to assess political realities and constraints to reform, to
foster the sustainability of Bank operations. Armenia was
chosen for several reasons. There was a dearth of analytical
work on public sector institutional reforms prior to 1998.
Moreover, country authorities evinced keen interest in an
IGR-and were matched by strong support from the Bank's
country unit and team.. |
| format |
Publications & Research :: Brief |
| author |
Mukherjee, Amitabha Shahzadeyan, David |
| author_facet |
Mukherjee, Amitabha Shahzadeyan, David |
| author_sort |
Mukherjee, Amitabha |
| title |
Lessons from Armenia's Institutional and Governance Review |
| title_short |
Lessons from Armenia's Institutional and Governance Review |
| title_full |
Lessons from Armenia's Institutional and Governance Review |
| title_fullStr |
Lessons from Armenia's Institutional and Governance Review |
| title_full_unstemmed |
Lessons from Armenia's Institutional and Governance Review |
| title_sort |
lessons from armenia's institutional and governance review |
| publisher |
World Bank, Washington, DC |
| publishDate |
2012 |
| url |
http://documents.worldbank.org/curated/en/2002/12/2518704/lessons-armenias-institutional-governance-review http://hdl.handle.net/10986/11332 |
| _version_ |
1764416358175473664 |