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Enhancing Citizen Security and Public Service Reform in Latin America and the Caribbean

The World Bank's Citizen Security Team is implementing a project to address low state capacity and quality of public service delivery in Latin America and the Caribbean. The project aims to improve recruitment, individual performance, and change in norms of civil servants through targeted interventions. The evaluation design includes measuring skills, performance outcomes, and the impact on norms. The project is currently in the field visit phase and plans to recruit young professionals for implementation.

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Enhancing Citizen Security and Public Service Reform in Latin America and the Caribbean

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  1. Latin America and the Caribbean’s Citizen Security Team DRC Public Service Reformand RejuvenationprojectWorld Bank:Sadia AfolabiChiaraBronchi Marco Larizza Eric Mvukiyehe Michael Roscitt Dan RoggerColumbia University, HarvardRaul Sanchez de la Sierra ImpactEvaluation4Peace 24-27 March 2014, Lisbon, Portugal

  2. Problems • Low state capacity • Low quality of public service delivery • Former solutions • Aid delivery • Here: targetlow performance of civil servants • Lack of skills: brain drain, ageing • Bad motivation

  3. Intervention summary • Management of the retirement process • Identify civil servants eligible to retire • Guarantee retirement benefits • Young professional program (500-1000) • Targeting: attract skilled, Motivated, Women (25%) • Deploying • Training: promote skills and motivation

  4. Evaluation Questions 1. Recruitment • How best to get skilled aspiring civil servants? • How best to get motivated aspiring civil servants? 2. Individual performance • How best to increase performance of civil servants? 3. Change in norms • Can individual change lead to change in norms?

  5. 1. Recruitment: Evaluation Design Phase 0: Open call for YP positions (~5 000) Phase I: Pre-select eligible candidates (~2 000) Phase II: Randomize job application profiles Outcome: who applies? Hypothesis 1: wage attracts more qualified, but likely opportunistic (lower retention, less effort)

  6. 1. Recruitment: measurement • Skills • IQ test, Work experience, Education • Personality test • Behavioral games • Pro-social behavior • Public goods / public service game

  7. 2. Performance: Evaluation design • Phase III: Send job offers • 500 – 1000 applicants • Surprise bonus: equalize wage package • Phase IV: Training Hypothesis 2: Performance will increase if individuals are provided with skills and/or motivation

  8. 2. Performance: Measurement Yearly core outcome measurement: • Performance outcomes: • Attendance (random calls) • Corruption: random audit • Auxiliary outcomes: • Satisfaction, Self-esteem • Motivation

  9. 3. Norms: Evaluation Design • Deployment design • Allocate YP to government agencies (geographical) • Vary presence of YP by agency Hypothesis 3: Civil servants exposed to more YP’s will be more likely to change their behavior, norms and expectations • Measurement • Self reported norms • Behavioral game: public goods

  10. 3. Norms: Varying intensity of YP Unexposed unit Exposed unit

  11. Next steps • Field visit: September 2014-December 2014 • Fine tune hypotheses: meetings, focus groups • Re-examine evaluation budget • Finalize CN with GOV: September 2014-January 2014 • Mini Pilot: January 2015- June 2015 • Recruitment of 50 YP’s • Evaluate capacity to manage the program • Project Implementation • Recruitment: July 2015- October2015 • Training: October 2015- October 2017 • Measurements: November 2017- January 2018

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