000			03291cam a2200397 a 4500
999			_c1744 _d1744
001			14583185
003			SESRIC
005			20180315184333.0
008			061004s2006 dcua b i000 0 eng d
010			_a 2006299071
020			_a0821368370
020			_a0821368389 (eISBN)
020			_a9780821368374
035			_a(OCoLC)ocm71757560
040			_aDJB _cDJB _dBAKER _dDLC
042			_alccopycat
050	0	0	_aHG4521 _b.K457 2006
082	0	0	_a332.6 _222 _bKIK 2006
100	1		_aKikeri, Sunita.
245	1	0	_aReforming the investment climate : _blessons for practitioners / _cSunita Kikeri, Thomas Kenyon, Vincent Palmade.
260			_aWashington, D.C. : _bInternational Finance Corporation : _bWorld Bank, _c2006.
300			_axi, 111 p. : _bcol. ill. ; _c22 cm.
504			_aIncludes bibliographical references (p. 105-109).
520	3		_aMost people agree that a good investment climate is essential for growth and poverty reduction. Less clear is how to achieve it. Many reforms are complex, involving more than technical design and content. They are both political, facing opposition from organized and powerful groups-and institutionally demanding, cutting across different departments and levels of government. Reform thus requires paying as much attention to understanding the politics and institutional dimensions as to policy substance, which is the goal of this paper. Drawing from more than 25 case studies, it shows that there is no single recipe or "manual" for reform, given diverse contexts and serendipity in any reform effort. But three broad lessons emerge. The first is to recognize and seize opportunities for reform. Crisis and new governments are important catalysts, but so is the competition generated by trade integration and new benchmarking information. The second is to invest early in the politics of reform. Central to this process is using education and persuasion strategies to gain wider acceptance and neutralize opponents. Pilot programs can be valuable for demonstrating the benefits and feasibility of change. And the third is to pay greater attention to implementation and monitoring. This does not require full scale public management reforms. Reformers can draw on private sector change management techniques to revitalize public institutions responsible for implementation. Given the cross-cutting nature of reform, new oversight mechanisms may be needed to monitor and sustain reform. The paper concludes with an emerging checklist for reformers and identifies areas for future work.
530			_aAlso available on the World Wide Web.
650		0	_aInvestments _vCase studies. _9984
650		0	_94003 _aYatırımlar _vDurum çalışmaları.
650		0	_9485 _aEconomic policy _vCase studies.
650		0	_9486 _aEkonomi politikası _vDurum çalışmaları.
700	1		_aKenyon, Thomas _q(Thomas John)
700	1		_aPalmade, Vincent.
710	2		_aInternational Finance Corporation.
710	2		_aWorld Bank.
856	4	1	_3Table of contents only _uhttp://www.loc.gov/catdir/toc/fy0703/2006299071.html
856	4	1	_3Full text ; _zIn .pdf format : _uhttp://www-wds.worldbank.org/record?docid=000090341%5F20060829091910
906			_a7 _bcbc _ccopycat _d2 _encip _f20 _gy-gencatlg
942			_2ddc _cBK