Transformation through Infrastructure—the updated World Bank Group Infrastructure Strategy FY12-15—lays out the framework for transforming the Group’s engagement in infrastructure. It looks at what is required—in terms of partnership, knowledge, advice, and projects—for infrastructure to accelerate growth and even shift client countries toward a more sustainable development trajectory. It also supports a new vision of who will finance infrastructure solutions. This is the next frontier for Bank Group engagement in infrastructure.
The new Strategy rests on three principal pillars:
Core Engagement—The Group will increase its support for access to basic infrastructure services and growth. Access to electricity, improved water services and sanitation, all season roads, telecommunication, and internet services are still key constraints in many low-income countries, for some population segments in middle-income countries, and in fragile states. This support represents the bedrock of the Group's involvement in infrastructure and will continue to do so going forward. But more effectiveness is needed to enhance the delivery of infrastructure services to the poor, and mainstream gender and governance in projects.
Transformational Engagement—The Group will scale up its engagement in tackling the more systemic development challenges. This will require reaching beyond the line ministries and other traditional partners. It will require repositioning the Group in global forums to lead the infrastructure debate. It will require facilitating knowledge transfer between clients instead of merely generating it. It will require new types of projects, both large and small, which optimize spatial, green, inclusive and co-benefits. In Sub-Saharan Africa, for instance, this will involve more emphasis on regional projects that connect countries with power grids, broadband, transportation corridors, and large-scale renewable energy. In East Asia, it will involve partnering with city mayors, the private sector, civil society, regional organizations, and other donors to optimize low-carbon growth in urban settings.
Mobilization of Private Capital—The Group will leverage its capital more systematically by mobilizing other sources of financing, including the private sector and other MDBs, with the view of increasing the financing envelope for infrastructure.
Progress toward implementing the strategy over FY12-15 will be monitored every six months, using indicators from the Corporate Scorecard and others from the new strategy Results Framework.
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