ative Commons IGO 3.0 Attribution-NonCommercial-NoDerivatives (CC-IGO BY-NC-ND 3.0 IGO) license (http://creativecommons.org/licenses/by-nc-nd/3.0/igo/legalcode) and may be reproduced with attribution to the IDB and for any non-commercial purpose. No derivative work is allowed.Any dispute related to the use of the works of the IDB that cannot be settled amicably shall be submitted to arbitration pursuant to the UNCITRAL rules. The use of the IDB's name for any purpose other than for attribution, and the use of the IDB's logo shall be subject to a separate written license agreement between the IDB and the user and is not authorized as part of this CC-IGO license.Note that the link provided above includes additional terms and conditions of the license The opinions expressed in this publication are those of the authors and do not necessarily reflect the views of the Inter-American Development Bank, its Board of Directors, or the countries they represent. List of Tables Table 1: LAC Countries with the Best Performance in the PET Pillars, 2007 Foreword T here is consensus among government officials and the public at large regarding the urgency of improving the efficiency (doing more with less), effectiveness (doing what is promised), and openness (being transparent and accountable) of public management.As the authors of this book maintain, the capacity of public institutions to implement results-based public management has grown stronger in recent years. The study finds a widespread trend toward improvement, but with significant differences among countries and among public management systems. The index that measures the public sector's capacity for resultsoriented management rose by 20 percent between 2007 and 2013. Of the 24 countries studied, 9 substantially increased their institutional management capabilities, while the rest implemented measures in some of the areas addressed by this study but showed only moderate progress.The actions undertaken have included broad-based reforms, such as the strengthening of national planning systems in the Dominican Republic and the implementation of results-based budgeting in Mexico and Peru. Other more narrowly focused, but equally important, interventions have been carried out, such as optimization of public procurement systems by introducing lowest-price or reverse auctions in Paraguay, and reinforcing integrated financial management systems in Honduras. In addition, it is clear that the reforms have been undertaken not only by the countries that have traditionally led initiatives to improve public management, but also by others, regardless of the size of their economies and degree of development.These topics are not only of interest to public managers or administrators. They will also resonate with legislative branches, academic institutions, the media, and civil society organizations because they are geared to increasing government capacity to create public value and satisfy citizen demands. Building Effective GovernmentsThis book is another contribution of the I...

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