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Effective Development Cooperation

Available in: русский, العربية, Français, 中文, Español
Aid Effectiveness Resources
-- Related Links --
Global Partnership for Effectiveness Development Cooperation

2011 Busan High Level Forum on Aid Effectiveness

2008 Accra Agenda for Action

2005 Paris Declaration

At a Glance

To help manage and deliver aid resources more effectively, the World Bank has been a key partner in strengthening development cooperation. The Bank has been at the forefront in implementing global commitments on aid effectiveness at the country and institutional levels since the 2005 Paris Declaration. The Bank has been working with other partners to help shape the future agenda of the Global Partnership for Effective Development Cooperation, agreed in Busan, Korea, in December 2011.

The Bank is working to make development more effectiveness in an evolving and rapidly changing development landscape which includes:
  • A shift from a discussion about traditional donor harmonization and alignment to supporting country-led management of development support, focused on results.
  • The expanding role of new development partners, such as middle-income countries, the private sector, and civil society organizations in development.
  • The growing importance of aid as a resource for catalytic change and institutional development.
  • The changing global financial base for development, with private financing playing a growing role.
  • The emergence of new technologies to increase connectivity, transparency, and accountability.
Leading by Example

The World Bank’s record on development cooperation is amongst the best – and is continuously improving. Evidence from international assessments, including the Paris Declaration Survey, confirms the Bank’s sustained commitment to improving its own effectiveness in support of stronger outcomes. Cognizant with the Global Partnership for Effective Development Co-operation, the Bank focuses on the following priorities:

Partner Country Leadership and Ownership. The Bank is promoting improved development cooperation and more effective institutions by:
  • Aligning support with each country’s development priorities.
  • Focusing on capacity development and investing in human capital and on strengthening stakeholder ownership towards achievement of national goals.
  • Supporting public sector institutions and systems through better diagnostics, analytics and measurement tools.
  • Enabling stronger government-led management of development support and greater integration of aid and other support into national budgets.
  • Strengthening and using 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.
Results. The Bank is adopting a results-focused orientation through:
  • Implementing a Corporate Scorecard and an institutional-level IDA Results Measurement System.
  • Mainstreaming a results culture through systematic results frameworks for lending projects, programs, and country assistance strategies, including through new financing instruments such as the Program for Results (PforR), and stepped-up impact evaluation efforts through the collaborative Development Impact Evaluation Initiative (DIME).
  • Supporting country capacity to implement results-based approaches through statistical capacity development for monitoring and evaluation; working with regional communities of practice for cross-country knowledge exchange, and capacity development related to results.
  • Using innovative tools such as geo-mapping and other mechanisms to enhance social accountability.
Transparency. The Bank has made great strides in the area of transparency through:
  • Launching our Access to Information Policy, the Open Data and Open Knowledge initiatives. These initiatives encourage public access, help improve accountability and link funding to development outcomes and results.
  • Participating in external assessments and learning from them; the Donor Transparency Index from Publish What You Fund and the transparency component of the Center for Global Development’s QuODA assessment, identify the Bank as a global leader on transparency.
  • Demonstrating leadership as an active proponent and implementer of the International Aid Transparency Initiative (IATI), which defines a common standard for partners to share aid data.
  • Supporting country efforts to improve budget management and transparency.
  • Promoting aid predictability to facilitate greater transparency.
Development Partnerships Beyond Aid. In its approach, the Bank is reflecting the evolving development landscape and the opportunities it provides by:
  • Partnering with lower- and middle-income countries to facilitate South-South cooperation, including knowledge exchanges, technology transfers, investment, trade, and financial support.
  • Leveraging funding from middle-income countries, the private sector, foundations, global funds and programs, and other sources that contribute significantly to development.
Countries in fragile and conflict situations face complex development challenges and are a special area of focus. The New Deal for Engagement in Fragile States sets out a collective vision and principles for engagement with these fragile and conflict-affected countries. The Bank is spearheading efforts in several key areas which are critical to successfully implementing the New Deal, such as supporting a group of fragile countries across Africa, Asia and the Pacific , — known as the g7+― with technical capacity to develop indicators for tracking peace and state-building efforts. .

Recognizing that progress on development cooperation at the global, institutional, and country levels are interlinked, the World Bank continues its engagement and leadership in international platforms, initiatives, and partnerships; leads and innovates through institutional reforms, policies, and practices; and promotes support for country- led and –owned development efforts.

Melissa Fossberg,,

Updated September 2012

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