At a Glance
To help manage and deliver aid resources more effectively, the World Bank has been a key partner in strengthening development cooperation. A major champion of the 2005 Paris Declaration Principles on Aid Effectiveness and the 2008 Accra Agenda for Action, it has mainstreamed the development effectiveness agenda at the country and corporate levels. It has played a leading role in shaping this agenda at the international level as the Vice Chair of the Working Party on Aid Effectiveness in the lead up to the 2011 Busan High Level Forum on Aid Effectiveness, and since then, as the representative of the Multilateral Development Banks on the Steering Committee of the Global Partnership on Effective Development Cooperation.
The World Bank continues to provide strategic leadership to promote more effective development cooperation at the country and global level which reflects its strategic priorities and the following realities of a changing development landscape:
· The WBG’s goals of eradicating absolute poverty and increasing shared prosperity
· Improving the “science of delivery” and knowledge sharing
· A renewed focus on development impact and results
· Transparency and inclusiveness
· Fragile and conflict situations
Leading by Example
The World Bank’s performance on development cooperation has continuously improved and is amongst the strongest of all development partners. Evidence from international assessments, including the United Kingdom’s 2012 Multilateral Aid Review and the 2012 Multilateral Organization Performance Assessment (MOPAN), confirm the Bank’s positive performance in improving its own effectiveness in support of stronger development outcomes. Cognizant of the World Bank Group’s new goals, the United Nation’s MDG acceleration and post 2015 development agenda and the Busan principles of inclusive development cooperation, our focus is on the following priorities:
Linking development cooperation with the WBG’s new goals. The Bank’s approach to development cooperation is aiming to help deliver on its new goals of eliminating absolute poverty by 2030 and fostering income growth for the bottom 40 percent of the population in every country. This involves:
· Collaborating more intensively with partners including client countries, multilateral and development finance institutions, the private sector and foundations to help address complex development issues.
· Using Official Development Assistance (ODA) in better and smarter ways to facilitate and leverage private investment.
· Customizing development support to countries as their development needs evolve and adopting country partnership frameworks aligned with national development priorities.
· Continuing to strengthen and use country systems—for budget and project management, procurement, financial management, environmental and social safeguards, and results measurement—with the ultimate objective of transforming development support into sustainable results.
‘Science of delivery’ and knowledge sharing. As a part of our shift towards strengthening our role as a “solutions” Bank, we are working on ensuring that the findings of our global research and development experience strengthen our approach to development cooperation through:
· Pioneering the use of south-south and triangular cooperation for institutions, front-line implementers and stakeholders worldwide to share development knowledge and experience systematically and effectively under the South-South Knowledge Exchange Facility.
· Supporting country-level knowledge hubs, case-based learning and research, innovation in impact evaluation, and a variety of approaches to promote the diffusion of innovation and knowledge.
· Providing funding for innovative facilitation—between practitioners willing to take a shortcut on the "how to reform" or to unlock implementation bottlenecks by learning from peers who have faced similar challenges.
Development Impact and Results. The Bank has adopted a results-focused orientation through:
· Implementing an institutional-level IDA Results Measurement System and Corporate Scorecard and continuing to improve metrics and measurement through the development of new indicators for IDA17 including for measuring IDA’s contribution to strengthened impact evaluation;
· Mainstreaming a results culture through systematic results frameworks for lending projects, programs, and country assistance strategies, including through the Program-for-Results financing instrument, as well as through valuation efforts such as the collaborative Bank/partner country Development Impact Evaluation Initiative (DIME).
· Supporting country capacity to implement results-based approaches, for instance, statistical capacity building for monitoring and evaluation; working with regional communities of practice for cross-country knowledge exchange and capacity development related to results.
Transparency and Inclusiveness. The World Bank Group remains committed to play a leading role in the openness and transparency agenda through:
· Continuing to deepen and expand our work on existing open development initiatives including the WBG Finances and Open Data Initiative, both of which encourage more public access and accountability; and by launching new initiatives such as the Open Contracting Partnership which supports increased disclosure and participation in public contracting to achieve better value for money, better contract performance, and better development outcomes.
· Demonstrating leadership as an active implementer of the International Aid Transparency Initiative (IATI), which defines a common standard for development partners to report aid data.
· Participating in external assessments and learning from them; the 2012 Aid Transparency Index from Publish What you Fund and the transparency component of the Center for Global Development’s 2011 Quality of Official Development Assistance assessment identify the Bank as a global leader on transparency.
· Supporting recipient country efforts to improve budget management and transparency for domestic accountability.
· Moving towards mainstreaming citizen engagement in country engagements and operations to empower all citizens to participate in, and benefit from, the development process. This is being achieved through various mechanisms such as participatory planning, management and monitoring, participatory budgeting and grievance mechanisms.
Fragile and Conflict Situations. Countries in fragile and conflict situations (FCS) face complex development challenges and deserve a special focus and effort. The New Deal for Engagement in Fragile States sets out a collective vision and principles for engagement with these countries. The Bank is spearheading efforts in several key areas to successfully implement the New Deal agenda and improving development effectiveness in FCSs which include:
· Designing integrated WBG country strategies to better address the drivers of conflict and fragility, and building on the synergies within the World Bank Group to ensure that conflict prevention is mainstreamed in our operations.
· Utilizing WBG lending instruments to support a comprehensive approach to promoting jobs and livelihoods in FCS client countries.
· Revisiting its policies to enable more informed risk taking, more nimble operational responses, more hands-on implementation support, and new approaches to measure results in FCS aligned with the state- and peace-building indicators being developed by the g7+.
· Building a community of practice to encourage cross-sectoral learning on the prevention of fragility, conflict and violence, connect knowledge across contexts and disciplines, and share emerging ideas and innovations to advance best practices in the field. As part of this effort, the Bank has set up the Hive—a knowledge-sharing platform—connecting practitioners, researchers, policymakers and organizations working on these issues around the world.
Media contact: Melissa Fossberg, email@example.com, 202-458-4145
Updated: September 2013