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About

Good governance is central to the World Bank’s mission of poverty alleviation. Unfortunately, despite the mounting evidence of a link between good governance and growth, corruption and poor governance remain unmentionables. WBI changed all that when it began to compile its datasets of governance indicators, which provided a map of critical and dangerous terrain, a map now being used to chart the course of policy change and good government around the world. Partnering with the rest of the World Bank Group, with outside organizations, and with many stakeholders in client countries, WBI takes an integrated approach to capacity building, governance, and anti-corruption.

WBI’s governance and anti-corruption strategy emphasizes:

  • Going beyond public sector dysfunction (the “symptom”) to assist countries in integrating
    institutional, regulatory, and economic reforms (the “fundamentals”).
  • Implementing rigorous empirical diagnostics and analysis.
  • Bringing about collective action, through participation and broad-based, bottom-up coalitions.
  • Moving beyond conventional training to knowledge dissemination, policy advice based on the latest research and operational findings, and participatory and consensus building activities.
  • Building partnerships within countries, the World Bank Group, and other international or regional institutions.
  • Scaling up the impact of our activities, utilizing new tools for knowledge dissemination, innovating, and taking managed risks.

Key components in this integrated approach are:

  • An analytical component that comprises three levels of data collection and analysis for targeted action planning and capacity building: (i) a macro-level component, for an initial
    vulnerability assessment based on the Worldwide Governance Indicators Database, covering about 200 countries; (ii) a meso-level component, for a quantitative evaluation of the business climate in more than 80 countries using various dimensions of governance based on a survey of more than 10,000 firms; (iii) A micro-level component, for action planning and specific capacity building, based on in-depth diagnostic surveys of governance administered to a representative sample of public officials, business people, and users of public services.
  • Action program formulation by country, with WBI support through its participatory approaches, leading to a set of learning programs tailored to each action program.
  • Presentation and broad participatory discussion of a draft action program in large national or regional workshops led by the World Bank’s country team, with WBI support.
  • Follow-up in implementation (with regions, networks), and further specialized learning programs during implementation of the action plan.

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