using an approach to Bank assistance that maximizes the effectiveness of scarce resources

1
using an approach to Bank assistance that
maximizes the effectiveness of scarce resources

• Greater emphasis on dialogue and analytical work
  that builds ownership and capacity
• Strongly engages the client and other partners in
  the design and execution of AAA to ensure
  relevance and complementarity with other
  development actors
• Systematically assesses and pinpoints key policy,
  institutional, and organizational constraints to
  allow baselining and tailoring of interventions
• Feeds analytical work findings more directly into
  sector dialogue, sector strategies, and lending,
  including PRSCs
• Focuses on entry points where there are champions
  for reform
• Uses lending as an entry point to address
  cross-cutting constraints within overall
  strategic frameworks (e.g., RMP-2)
• Targets lending and non-lending to complement and
  support the effective use of other development
  resources
• Nests Bank assistance within broader sector
  strategies and frameworks
• Leverages CB grant funding with
• Emphasizes and strengthens systems to measure
  development outcomes
• Creates a platform for broader stakeholder
  participation in implementation and monitoring
• Retrofits the ongoing portfolio toward CAS goals
  as needed

2
Doing Business Differently

• AAA
• Diagnostic work and Core ESW (CFAA, CPAR)
  baselines cross-cutting capacities using 3-level
  framework
• Sector strategies identify constraints at the 3
  levels, and make recommendations for eliminating
  those constraints to achieve results. (e.g.
  decentralizing organizational capacities in RMP2)
• Analytical work should involve participation of
  local experts and/or partners upstream in design
  and implementation to build capacities for future
  replicability.

• PRSC
• The higher order results matrix is an
  opportunity for GoL and donors to agree on the
  capacity constraints and to coordinate assistance
  to eliminate those constraints.

• Lending
• New Lending In the design stages of the
  project identify with counterparts baseline
  capacities and key constraints, structure CE
  interventions and select monitoring indicators to
  assess progress
• Ongoing Lending Determine baseline capacities
  at any stage of a project, identify key
  constraints, target interventions and select
  indicators to measure progress

3
An Example of CE on the Ground in the Transport
Sector

• Rationale
• RMP1 made credible case with GoL and donors for
  road maintenance culture so that investment in
  transport is balanced between maintenance and new
  road construction
• Scaling up the road maintenance program requires
  CE at the sub-national level and in engaging the
  local private sector and mobilizing smaller
  communities
• RMP1s success in decentralization was limited to
  two piloted provinces
• In RMP2 a comprehensive HR strategy was developed
  for the Ministry to institutionalize skills and
  processes required for decentralization in all
  provinces

How does RMP2 reflect new approach to capacity
enhancement?

• WB has played an influential role in developing a
  road maintenance culture, harmonizing donor
  activities, and introducing a systematic approach
  to capacity as well as making the important link
  between capacity and results
• Explicit Agreement between the WB and GoL to
  submit a satisfactory CE proposal
• Intense consultative work with client resulted in
  agreement to move to systematic approach to CE
  using 3-level framework (consultancy process
  currently underway to determine baseline
  capacities and evidence progress in CE at both
  national and sub-national levels)
• Agreement among Donors to embody a financing
  plan for RMP2 which integrates support to hard
  physical resources with soft capacity building
• Monitoring and review/supervision of the project
  will be undertaken jointly by donors
• PHRD capacity building grant tied to RMP2 to
  build sub-national capacity and more effectively
  implement the maintenance program