2011年-世界发展银行全球_Resourcing_Implementation_of_the_World_Banks_2007_Governance_and_Anticorruption_Strategy_104页_1mb

Summary of the IEG Working Paper: Resourcing Implementation of the World Bank's 2007 Governance and Anticorruption Strategy

Core Content

This working paper provides a detailed analysis of the World Bank's resourcing approach for the implementation of its 2007 Governance and Anticorruption (GAC) Strategy. It evaluates whether the strategy's implementation was effectively supported by the available funding mechanisms, particularly the Governance Partnership Facility (GPF), and whether the Bank's resourcing strategy aligned with the strategic goals of the GAC initiative.

Main Goals and Objectives

• To assess the effectiveness of the Bank's resourcing strategy for the GAC Strategy.
• To evaluate whether the GPF and other funding mechanisms were appropriately utilized to support the implementation of the GAC Strategy.
• To determine if the Bank's approach to resourcing created the necessary incentives for increased governance spending at the country and sector levels.
• To highlight the need for better financial management, transparency, and accountability in the use of GPF and Bank budgetary resources for GAC work.

Key Findings

1. Resourcing Approach and Funding Mechanisms

• The Bank has a long-standing engagement in anticorruption, with significant activities from FY1998 to FY2000.
• The 2007 GAC Strategy aimed to scale up engagement across all Bank operations, improve project design, and strengthen monitoring and supervision to reduce corruption opportunities.
• The strategy emphasized a consistent, country-level approach based on national strategies and Country Assistance Strategies (CASs), without altering the existing performance-based allocation system for IDA and IBRD countries.

2. Funding Allocation and Utilization

• From FY08 to FY10, the Bank allocated an incremental budget of approximately $21 million for GAC work.
• Despite this, the overall regional spending on governance decreased by nearly $10 million, indicating a shift of resources away from governance.
• The GPF, established in 2008, was designed as a competitive trust fund to support the implementation of the GAC Strategy. It allocated $65 million by December 2010, with the majority of funds going to the PREM Network and three regions: AFR, ECA, and SAR.
• GPF grants were not systematically allocated based on governance performance (measured by CPIA scores), nor were they focused on increasing initial funding for CGAC processes in 27 countries.

3. GPF Grant Characteristics

• The majority of GPF grants were linked to the "GAC-in-countries" pillar, with fewer linked to "GAC-in-sectors" and even fewer to "GAC-in-projects."
• Only one grant was explicitly linked to global initiatives.
• Most grants had entry points in the public sector, with around 70% and over a third involving civil society and demand-side considerations.
• The GPF grant proposals did not require mainstreaming plans, but they were expected to contribute a GAC-specific dimension to Bank operations in the country.

4. Monitoring and Financial Management

• Project completion timeframes were mostly set for 2011 and 2012, but monitoring reports as of April 2010 did not provide clear evidence of progress or outcome achievement.
• The GPF Secretariat is responsible for monitoring and reporting, with task team leaders accountable to the GPF Council.
• There is no systematic tracking of outputs and staff time across all funding sources (Bank budget and GPF), which limits transparency and accountability.

5. Staffing and Learning

• GAC staffing funded by the incremental budget was close to the strategic staffing plans for the four regions reviewed.
• However, the time-recording system across all operational activities does not capture the full extent of GAC-related staff time.
• A competency framework for governance and public sector specialists is under development, but its alignment with current skill requirements is unclear.
• There has been significant management attention to skills enhancement and learning for GAC work, especially through the PREM Network and regional implementation plans.

Main Conclusions

1. The GAC Strategy was considered critical for development effectiveness, but the Bank did not redirect its FY07 base budget for governance work in line with the strategy.
2. The reliance on external funding (GPF) for a major operational strategy is questionable, especially given the availability of Bank budgetary resources.
3. An incremental resourcing approach is not suitable for a strategic change initiative like the GAC Strategy, as it lacks the predictability and long-term consistency required for mainstreaming governance across the Bank.
4. The Bank needs a more comprehensive and strategic plan for deploying its own budgetary resources to implement the GAC Strategy, especially as the GPF's expiry date approaches.
5. A top-down approach, directed by senior management, is necessary to redeploy existing budgetary resources in line with the identified priorities.
6. The use of GPF funds for GAC implementation through a competitive process is not aligned with the Bank's internal budgetary allocation process, which may limit accountability and prioritization.
7. Stronger oversight and decision-making functions at the institutional level are needed to improve strategic planning and accountability for GAC implementation.
8. A robust monitoring system is essential for tracking the use of resources for GAC work, including consistent organizational structures, clear definitions of "GAC work," and systematic tracking of spending, staff time, and deliverables across all funding sources.
9. Emphasis should be placed on the cost-effectiveness of GAC learning programs, ensuring rigorous cost-benefit justification for new platforms and continued use of existing ones.
10. Greater use of online delivery methods is recommended to improve the reach and efficiency of GAC-related training and knowledge-sharing.

Recommendations

• Develop a clear, strategic plan for the use of Bank budgetary resources in support of the GAC Strategy.
• Strengthen the integration of GPF and Bank budgetary resources into a unified financial management framework.
• Improve the monitoring and reporting mechanisms for GPF-funded projects, ensuring alignment with strategic objectives and transparency.
• Enhance the institutional capacity for oversight and decision-making, particularly for the GAC Governance Council.
• Ensure the competency framework aligns with current and future skill requirements for GAC work.
• Focus on cost-effectiveness and demand-side considerations in the design and implementation of GAC learning programs.