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World Bank Document World Bank Institute Annual Report 2006 38907 Developing Capacities in Countries Public Disclosure Authorized CONTENTS Foreword 2 External Advisory Council 4 The Year in Review: Sharpening WBI’s Comparative Advantages 7 Capacity Development: WBI’s Stock in Trade 19 Working in Tandem with the Bank’s Regions: Deepening Our 29 Country Focus Public Disclosure Authorized WBI’s Global Programs 41 WBI’s Thematic Programs: FY06 Highlights 49 Capacity Multipliers: Technology and Partnerships 57 Learning through Evaluation 63 Appendixes 1. Budget for FY05 and FY06 67 2. Management 68 3. Thematic and Regional Distribution of Programs, 69 FY04–FY06 4. Focus Countries by Region, FY06 70 Public Disclosure Authorized 5. Partners 71 6. Scholarships and Fellowships 75 7. Publications 77 Public Disclosure Authorized 2006 annual report FOREWORD Paul Wolfowitz, World Bank President CAPACITY IS AT THE HEART OF DEVELOPMENT EFFECTIVENESS. It is the ability of individuals, institutions, and societies to solve problems, make informed choices, define their priorities, and plan their futures. The development community recognizes that increasing resources alone will not, in and of itself, reduce poverty. The Paris Declaration on Aid Effectiveness, signed by more than 100 multilateral and bilateral donors and developing countries, states that the “capacity to plan, manage, implement, and account for results…is critical for achieving development objectives.” Public, private, and nongovernmental organizations must have the skills to manage resources effectively. But strong capacity cannot be achieved overnight. monitoring, urban management, social accountability, It is like a garden that needs to be cultivated over time. climate change, HIV/AIDS, trade, improving the investment Capacity development is a long-term process requiring climate, and leveraging public-private partnerships. WBI’s both supply- and demand-side solutions—the supply clients include government policy makers, educators and of well-structured and efficient public and private trainers, private sector leaders, media professionals, and organizations and institutions, and civil society’s parliamentarians, who attend a range of learning activities demand for government accountability and improved including courses, seminars, multicountry policy dialogues, public sector performance. and leadership training activities. The World Bank Institute (WBI) is one of the World Bank’s As part of its work to support and develop leaders the main instruments for developing capacity through the Institute has worked with cabinet ministers to help them exchange of knowledge and learning. In addition to gain access to information and ideas, stay abreast of its regional and global programs, WBI supports key issues like globalization and trade, achieve strategic long-term capacity development in 45 focus countries objectives through action planning and results-based through multiyear programs. Fourteen of these countries management, and work across multidisciplinary and are in Africa, where WBI will be playing a key role in interministerial teams. These kinds of programs have the Bank’s Africa Action Plan. The Institute helps these been offered in Madagascar, Senegal, and Tajikistan. countries define their learning needs and works with local officials and Bank operational staff to design In Ghana, Kenya, Tanzania, and Uganda WBI is using national capacity development strategies and programs digital radio technology to develop the capacity of local to fill those needs. public officials, mayors, and civil society representatives to design tools for combating corruption. In Morocco, In FY06, more than 90,000 people took part in WBI the Institute delivered a high-level leadership program training and capacity building activities on such topics for 33 governors of Moroccan provinces and regions as strengthening parliamentary oversight, poverty in support of judicial reform that would help increase world bank institute 2 citizen access to public services. In Brazil’s Amazon economic hardships, rely the most on public services, region, WBI is developing capacity at the municipal and are least able to pay the extra costs associated level in public administration and management of with bribery, fraud, and the misappropriation of environmental and social issues. In Asia, WBI has been economic privileges. working with the Administrative Staff College of India to create certification programs for city managers. WBI’s Global Governance Program supports the Bank’s governance and anticorruption agenda by conducting In the past year, I have traveled to nearly 30 countries empirical research and publishing worldwide indicators and met with people from all walks of life. Across all of the prevalence and socioeconomic impact of societies, people from all economic and cultural corruption in more than 200 countries and territories. backgrounds have voiced the same aspirations again It also works with the media, legislatures, and civil and again: people want opportunities, and they want society to support public demand for good governance. a better future for their children. In FY06 the program was active in more than 30 countries. But they will achieve these things only if they have a Where local knowledge is allowed to flourish and government that can deliver on its promises and uphold contribute to global knowledge, where people learn the law; one that knows how to listen, treats its citizens from one another as they also innovate on their own, fairly, and protects their rights. People need transparent and where global and local knowledge inform choices, and accountable institutions, an independent judiciary, people are better able to rise to the challenge of a free press, and a vibrant civil society. fighting poverty. I invite you to explore this annual report, which highlights some of the innovative ways in Poor governance and corruption hurt every citizen—but which WBI has helped countries share their knowledge especially the poor. They are already hit the hardest by and experiences in the service of development. 2006 annual report EXTERNAL ADVISORY COUNCIL The World Bank Institute’s External Advisory In considering WBI’s role in supporting the development of capacity, the council first identified WBI’s comparative Council, founded in 1997, convened in advantages and key attributes: Washington for its annual meeting on ● As the only multisectoral, global vice presidential unit in the World Bank Group, the Institute is able to apply October 25–26, 2005. On the agenda frameworks from one network to sector operations in were several critical challenges facing another and to broker inter-regional cooperation. ● Unlike other Bank units, WBI is able to work with WBI and other capacity development a wide range of nontraditional and subsovereign institutions—among them aid parties—including parliaments, NGOs, civil society, journalists, and youth. WBI is the hub of a global range harmonization, state building, conflict of partnerships with hundreds of institutions worldwide. prevention, the development of ● WBI’s activities are increasingly integrated with country finance and investment operations. foundational capacity, knowledge ● Because it works within a longer time frame than sharing through technology-based investment operations, WBI has staying power. ● WBI is agile, innovative, adaptable, and able to learning, and exchanging knowledge respond rapidly to emerging issues. It thus is able and best practices in capacity development to pilot innovative responses. ● WBI provides space for thought and innovation—a with middle-income countries and the laboratory to generate and test new ideas. countries of the Organisation for Economic The Council advised WBI to continue on its path of Co-operation and Development. A key becoming more selective, counseling that—despite its motif running through the discussions inclusiveness and vision, and fast-growing demand for its products and services—the Institute cannot hope was the best means of leveraging the to do everything, everywhere. As demonstrated in the comparative advantage of a global report that follows, WBI has responded to the council’s recommendations through program consolidation and institution such as WBI to achieve the by further concentrating its resources on focus countries. greatest benefit from fixed resources. world bank institute President Paul Wolfowitz and Vice President Frannie Léautier, with members of the External Advisory Council, before their meeting with the World Bank’s Committee on Development Effectiveness on October 25, 2005 BACK ROW FRONT ROW Mme. Huguette Labelle Baroness Helena Kennedy Chair, Transparency Queen’s Counsel International, Germany Former Chairperson, British Council Former Chancellor, United Kingdom University of Ottawa Canada Ambassador Ruth Jacoby Director General, Dr. Adele Simmons Ministry of Foreign Affairs Vice Chair, Chicago Metropolis 2020 Sweden USA Professor Pepi Patron Dr. Jan-Olaf Willums Professor of Philosophy, Head, Inspire Management AS Pontificia Universidad Católica Norway del Perú Peru Mr. Syed Barbar Ali Advisor, Packages Ltd., Lahore Professor Heba Handoussa Pakistan Advisor, Economic Research Forum for Arab Countries, Iran, and Turkey Ms. Kim Jones Arab Republic of Egypt Vice President, Global Education and Research, Sun Microsystems USA Professor Sir Partha Dasgupta Chairman, Faculty Board of Economics and Politics University of Cambridge 2006 annual report United Kingdom world bank institute 6 From Frannie
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