One thought on “Other background readings

  1. The World Bank – Future Scenario
    M. Fatima Amazonas. June 4, 2013
    • The World Bank was created in 1948 post the Second World War for reconstruction of affected/destroyed countries as an aftermath of the war. The Bank has evolved a lot and several changes have been done since then.
    • Recent trends and changes in the world have pushed the Bank to re-think and adapt the organization to the reality, conceiving those needed changes up to 20 years from now.
    o Results-oriented; impact; creative economy; economy of happiness; collaborative approach; crowd-funding; social empowerment / media / network – innovative solutions for old problems – economic, social and environmental, natural resources management, new technologies; communications; governance; transparency; challenges; risks, uncertainty, climate change, vulnerability, scarcity.
    The Issues:

    How can the Bank increase development impact and focus on results that support the new World Bank Group goals?
    • Rigid view of our clients and dialogue focused on activities not impact.
    • Not enough recognition of the importance of beneficiaries to enhance and advocate for results.
    • Many indicators, but not measuring what we value most and not measuring consistently across WBG.

    The Vision
    • Focus on development impact
    • Engaging with a broad range of counterparts to serve our ultimate clients
    • Measuring and being accountable for development impact
    • Taking risks to achieve new goals and learning from them

    The Ideas:

    Refocus client engagement around impact and results
    Results would be the starting point of conversations with clients. These conversations would be broadened to include citizens and other stakeholders to ensure that the goals of the country program reflect what people need. Replace Country Partnership Strategy (CPS) model with one that strategically identifies programmatic results instead of project-based activities and outputs. This would involve an evaluative approach that will help us learn about which interventions work and enable us to make mid-course corrections easily.

    Bring the view of citizens more systematically into our work
    Broaden the definition of “clients” to include citizens as our ultimate clients. Take stock of client feedback mechanisms that work best under different contexts. Also provide better guidance to staff and clients on good practice and find innovative ways to fund citizen feedback tools. This entails looking at different approaches that will help identify staff, who can provide implementation support to TTLs.

    Measure what we value with results monitoring that aligns with World Bank Group goals
    The proposal would be to incorporate intermediate performance benchmarks into a new results framework, including developing a Corporate Scorecard for the entire Bank Group and working with IEG to align their evaluation methodology to this new approach. An important element would be to leverage monitoring and evaluation (M&E) by building a Group-wide community of practice and improving results monitoring systems so that we can look at Group-wide results, as well.

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