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STRENGTHENING THE WORLD BANK’S PUBLIC INFORMATION CENTERS
EXTERNAL AFFAIRS AND OPERATIONS POLICY AND COUNTRY SERVICES
August 6,2003
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AFR
CAS
EAP
ECA
EXT
FTE
FY
HR
IBRD
IFC
IDA
ISG
LCR
MIGA
MNA
NGO
PIA
PIG
PI0
PRSP
SAR
ABBREVIATIONSANDACRONYMS
Africa Region
Country Assistance Strategy
East Asia and the Pacific Region
Europe and Central Asia Region
External Affairs
Full-Time Equivalent
Fiscal Year
Human Resources
International Bank for Reconstruction and Development
International Finance Corporation
International Development Association
Information Solutions Group
Latin America and the Caribbean Region
Multilateral Investment Guarantee Agency
Middle East and North Africa Region
Nongovernmental Organization
Public Information Assistant
Public Information Center
Public Information Officer
Poverty Reduction Strategy Paper
South Asia Region
STRENGTHENING THE WORLD BANK'S PUBLIC INFORMATION CENTERS
CONTENTS
Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . v
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . -. . . . . . . . . . . . . . . . . .vii
I. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
II. Public Information Services: Growth and Evolution ............................................... .2 A. Facilities and Services .............................................................................................. .2 B. Evolving PIC Functions ........................................................................................... .4 C. Staffing and Management ......................................................................................... . D. Partnerships .............................................................................................................. .6
III.Going Forward: Challenges and Opportunities ........................................................ .6 A. Strategic Programming and Outreach ...................................................................... .7 B. PIC Functions ........................................................................................................... .9 C. Staffing and Management ........................................................................................ .l 1
D. Outcomes and Costs ................................................................................................. .13
Tables Table 1. Current PICs and PIC Services, by Region .......................................................... .3 Table 2. Bank Lending Activity and PIC Use - Selected Countries .................................. .4 Table 3. Current PIC Staffing ............................................................................................. .5
Figure Figure 1. Washington-EXT Regional Affairs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
Annexes Annex A. Country Offices, PICs, and Country Office Websites/PIC Web Pages . . . . . . . . . . . . . . 15 Annex B. Proposed Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
ACKNOWLEDGMENTS
In the preparation of this paper, Operations Policy and Country Services and External Affairs have benefited greatly from consultations with and contributions from colleagues in the World Bank Group, both in Washington, D.C. and in all country offices.
Contributors included the Office of the Publisher, Communications Network, Development Communications, World Bank InfoShop, Regional External Affairs, Country Management units, General Services Department Country Offices Real Estate, Information Solutions Group Global Connectivity, Library Services, Legal Vice Presidency, Corporate Resource Management, Development Economics, and the World Bank Institute.
STRENGTHENING THE WORLDBANK'SPUBLICINFORMATIONCENTERS
EXECUTIVESUMMARY
1. In August 2001, while discussing and approving revisions to the World Bank’s disclosure policy, Executive Directors noted that disclosure of information would be complemented by outreach and dissemination, and would include an active role for Public Information Centers (PICs).’ This report aims to inform Executive Directors about the actions that Management is taking to strengthen PICs’ capacity to carry out their original mandate as physical repositories and to respond to the newer demands for outreach being placed upon them. Such actions also seek to exploit potential synergies between the PIC functions and other outreach and dissemination efforts. Executive Directors endorsed an earlier draft of this report at the January 28, 2003 Board Meeting but requested that Management make clear its intention to provide the budget resources to cover implementation costs before the report is made publicly available. This version responds to that request.
2. Background of PZC Policy, Facilities, and Services. In 1994, as the Bank implemented the 1993 revisions to its disclosure policy,2 it established the first set of PICs (now the InfoShop in Washington, D.C., PIC Europe in Paris, and PIC Tokyo). Over the years, the number of PICs has increased and PICs have spread widely to country offices in borrowing countries. As of October 2002, 65 of the Bank’s 89 country offices had PICs. Today, besides serving as repositories of Bank information, roughly half of the Bank’s country office PICs actively disseminate information through a variety of methods and customized packages-such as road shows, brochures in English and local languages, weekly or monthly e-mail listings of newly disclosed information and publications, monthly or quarterly newsletters or booklets, and “mini” PICs established throughout the country. Other PICs are being restructured into proactive public information service providers. There is also an increasing number of partnerships with other donors and host governments in developing these services.
3. Challenges Going Forward. The key challenge now facing PICs is to evolve further into publicly accessible centers from which proactive and coordinated outreach and knowledge dissemination also take place. In doing so, PICs would need to further capitalize on investments made during the 1990s in document holdings and facilities (which were intended to enable PICs to perform their original functions more effectively and efficiently) and the opportunities created by the broadened scope and enhanced professionalization of external communications.
4. Expected Evolution. The specific emphases going forward will be on (a) a stronger role for PICs in borrowing countries, articulated through Regional communication strategies, and
World Bank Disclosure Policy Review: Proposals for Revisions of the Policy, Chairman’s Summary and Final Text (R2001-0166, IDA/R2001-0151) September 6, 2001. The revisions to the disclosure policy approved by the Executive Directors in 2001 and the procedures for implementing them emphasize the critical role of the InfoShop and PICs in disseminating information, but there is also greater recognition that information disclosure needs to be linked to the requirements of participation (especially by beneficiaries), partnerships (especially when borrowers are in the driver’s seat), and knowledge dissemination (especially when it empowers the poor). Some PICs are already beginning to rise to this challenge. World Bank’s Policy on Disclosure of Information, World Bank, Washington, D.C., 1994.
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upgraded staffing to implement these strategies (since about two-thirds of PICs are staffed by 0.5 full-time staff equivalent or less-and these staff are often inadequately trained); (b) expanded services, taking advantages of complementarities and synergies with other Bank (and partner and country) communication activities; and (c) the realization that because country situations differ across Regions, decisionmaking should remain with business sponsors.
5. Key Responsibilities. Upgraded country office PIC staff will serve as in-house experts on disclosure, foster the production of documents in the local language and advise staff on translation matters (in conjunction with the proposed Translation Services Core Facility),3 safeguard restricted Bank information, develop outreach programs to raise awareness of Bank operational activities (in collaboration with EXT counterparts), develop and maintain country Websites in local languages, and facilitate dissemination partnerships within and outside the Bank. These activities will be aided by Regionally appropriate managerial oversight (depending on the degree of decentralization of the Regional communication function) and a small PIC coordinating unit located within the External Affairs Vice Presidency and attached to the newly established Communications Network.
6. Expected Results. More extensive, targeted, and effective dissemination of Bank and development-related information through strengthened PICs will enhance public understanding of the Bank’s role in member countries, widen informed participation in program and project design, and increase indigenous ownership of programs and projects-all of which will contribute to greater effectiveness and better results. More broadly, strengthened PICs will foster the goal of the “Knowledge Bank.” Management will monitor progress, take stock periodically, and take necessary steps to adjust the pace and scope as implementation proceeds.
7. Implementation Timeline and Costs. Setting up the PIC coordinating unit and upgrading PIC staff in country offices, as proposed in paragraph 5 above and chapter III, sections B and C of the main text, is expected to take two years. The deployment of the training program and the creation of facilities would represent a one-time cost of US$O.12 million in each of the two years of implementation. Beyond this, the principal costs would be associated with the requirements for increased staffing: recurrent costs of US$2.86 million in year one for the Regions and EXT; and an additional US$O.85 million in year two for ECA, LCR and MNA. Details are provided in Annex B. Management has provided for these amounts in the FY04-06 budget framework.
3 For the role of the Translation Services Core Facility, see A Document Translation Framework for the World Bank, Operations Policy and Country Services, January 2003.
STRENGTHENING THE WORLD BANK’S PUBLIC INFORMATION CENTERS
I. INTRODUCTION
1. In August 2001, while discussing and approving revisions to the World Bank’s disclosure policy, Executive Directors noted that disclosure of information would be complemented by outreach and dissemination, and would include an active role for Public Information Centers (PICs).’ Since then Management launched pilot programs in disclosure, some of which have involved enhanced outreach and dissemination through PICs2, and has begun to transform several PICs from a physical repository to which interested individuals came for information, to platforms-with suitable staff, strategic focus, and operational linkages-on which the Bank is building to implement proactive communication strategies. At the January 28, 2003 Board Meeting, Executive Directors endorsed an earlier draft of this report which summarized Management’s steps for consolidating, reinforcing, and facilitating this evolution of PICs. However, they also requested that Management make clear its intention to provide the budget resources to cover implementation costs before the report is made publicly available. This version responds to that request.
2. Context and Scope of Paper. This paper looks at one established pillar of the public information service delivery mechanism-public information centers-identifies potential synergies between the PIC functions and other outreach and dissemination efforts, and highlights actions that Management is taking to fully exploit those synergies. Management’s commitment to outreach is already reflected in activities, such as the preparation and implementation of communications strategies by Regions and country offices, investments in information technologies and Global Distance Learning Centers, and the growth in the complement of staff classified as external affairs officers, nongovernmental organization (NGO) liaison specialists, communications associates, and so on.
3. Data Sources and Related Work. In the absence of central monitoring of and data on the operations of PICs, this paper has relied on a survey of PICs that was conducted in December 2000 (and initially reported in the World Bank Disclosure Policy Review), supplemented by extensive data gathering through October 2002, and information drawn from the disclosure pilots. In parallel with this paper, Management is proposing a translation framework for the World Bank Group that would rely more heavily on local vendors and would involve PICs in helping country offices manage their translation needs more systematically and effectively.3 Relevant data and perspectives from the translation framework are referenced in this paper.
1 See World Bank Disclosure Policy Review: Proposals for Revisions of the Policy, Chairman’s Summary and Final Text (R2001-0166, IDA/R2001-0151), September 6, 2001. See also World Bank Disclosure Policy Review: Revised Discussion Draft (R2001-146), July 27,200l.
2 To date, 20 countries/pilots are participating in the IBRD/IDA disclosure pilots (Armenia, Bolivia, Brazil, Bulgaria, Dominican Republic, East Asia Hub [which includes Cambodia, Indonesia, Lao PDR, Malaysia, Thailand], Indonesia, Lithuania, Mexico, Mozambique, Nicaragua, Philippines, Tanzania, Ukraine, Yemen, and Zambia). In addition, one pilot is looking at easing access to information for visually and hearing impaired people across a number of PICs worldwide.
3 See A Document Translation Framework for the World Bank, Operations Policy and Country Services, January 2003.
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4. Organization of Paper. Following this introduction, chapter II of the paper traces the evolution of PICs within the larger context of the Bank’s approach to disclosure. Chapter III identifies the challenges facing PICs and the plans for significantly more strategic outreach and efficient business practices. It also summarizes the budget and timetable for achieving those improvements. Annexes provide additional information.4
II. PUBLICINFORMATIONSERVICES:GROWTHANDEVOLUTION
5. In 1994, as the Bank implemented the 1993 revisions to its disclosure policy,5 it established the first set of PICs (now the InfoShop in Washington, D.C., PIC Europe in Paris, and PIC Tokyo). Some country offices opened PICs as well, adding them to the internal library or internal records functions. These PICs were intended to serve as passive physical access points for Bank information at a time when many more documents were becoming available to the public and the use of the World Wide Web was more limited than it is today. Around the same time, the Bank began to increase its emphasis on public consultations, participatory processes,6 and knowledge sharing.7
A. Facilities and Services
6. Over the years, the number of PICs has increased from the handful established in 1994. As of October 2002, 65 of the Bank’s 89 country offices had PICs. Their facilities and services have also grown.
7. Facilities. The size and layout of PICs are influenced by the existing structure of country offices. Centers vary in size from 150 to 500 square feet. Good facilities include a reference desk area, a reading area, library shelving for books and operational reports, display shelving for new items and free brochures, a photocopier, and a computer/printer area with at least one computer equipped with a CD-ROM drive and linked to the Internet. Fully established PICs provide physical and virtual access to an organized collection of all disclosable country operational documents, a current library of World Bank publications, and a collection of local material on
Annex A provides details on country offices, their PICs, and their websites. Annex B summarizes the costs attendant upon the paper’s recommendations for enhancements to public information services. See The World Bank Policy on Disclosure of Information, World Bank, Washington, D.C., 1994. Whereas in 1992-94 only one Country Assistance Strategy (CAS) involved significant civil society participation in its preparation, now almost 90 percent do; and unlike 1994, when 40 percent of new projects entailed participatory approaches, in 1998, 70 percent did (see Participation Process Review, Operations Evaluation Department, January 2001). To trace the documentation on consultation and participation, see The World Bank and Participation (Washington, D.C.: September 1994); The Contribution of People’s Participation: Evidence from 121 Rural Water Supply Projects (Washington, D.C.: World Bank, 1995); and Can the Poor Influence Policy? Participatory Poverty Assessments in the Developing World, World Bank Directions in Development Series, 1999. See also Additions to IDA Resources: Tenth Replenishment (Report No. IDA/R92-168), December 1992, the first IDA replenishment report that contained extensive recommendations on participation. For the shift in the Bank’s collaboration with NGOs, see NGO Progress Report (FY98), World Bank, Social Development Department, May 1999; and “Nongovernmental Organizations in World Bank-Supported Projects: A Review,” OED P&is, No. 177, Spring 1999, at httn://www.worldbank.orrr/oedi . The Knowledge Bank includes knowledge gained and shared through the Bank’s activities in economic and sector work, nonlending technical assistance, Development Economics research, OED studies, launch of the Development Gateway, and World Bank Institute training. The Bank endeavors to mobilize and make knowledge about development accessible f?om inside and outside the organization.
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development, economic, and legal topics. In addition, in every country that has a PIC, the internal library has merged with the PIC, and often the office has been reconfigured to increase access to the PIG/Library. Only a handful of Bank libraries are now reserved solely for staff. However, as Table 1 indicates, there are wide Regional variations in physical access and reading rooms.
Table 1. Current PICs and PIC Services, by Region
Service (% of PICs) Outreach (% of PICs) Number of PIGS Reading Public Number of Systematic Systematic
country Adequate room Internet PIC country dissemination outreach Region offices No. 0% access” facility” accessb Web pages activities strategy’ AFRd 32 26 81 50 75 43 5 50 0 EAP 9 8 89 80 80 80 3 90 0 ECA” 22 19 86 18 73 45 14 9 0 LCRf 14 3 21 100 100 50 3 66 0 MNAg 6 5 83 33 33 83 0 17 0 SARh 6 4 67 100 100 100 3 75 0
~- Total 89 65 73 64 17 67 28 51 0 a Data from survey of December 2000. Adequate access is measured by whether there is a separate room and an entrance to access
the center. Particularly in MNA, security concerns physical access. b Data from survey of December 2000. Some countries provide public access to the Internet via the Bank’s network. ’ Planned yearly strategy involving dissemination beyond capital city. d No PIC in Central African Republic, Chad, Gabon, Sierra Leone. e No PIC in Kyrgyz Republic, Macedonia FYR, Tajikistan. PIC offsite in Albania. f No PIC in Argentina, Colombia, Ecuador, Dominican Republic, Guatemala, Haiti, Honduras, Nicaragua, Paraguay, Peru,
Venezuela. PIC offsite in Jamaica. g No PIC in Saudi Arabia. PIC offsite in Tunisia. h No PIC in Nepal, Sri Lanka.
8. Internet Access and Country Office Websites. The importance of public access to PIC facilities has grown with the importance of the World Wide Web. In many countries Internet access is unavailable, slow, or prohibitively expensive. Most PICs have computers through which the public can access the Web, and particularly the Bank’s Website. Today the Bank’s Website is a valuable communications resource: it contains a growing range of information about the Bank and its operations, supplied for audiences that include bond investors, potential suppliers, students, job seekers, NGOs and civil society, and so forth. New visitors rose from around 500,000 per month in January 2002 to about 1 million per month in December 2002, and the number of 200-page book equivalents downloaded went from about 530,000 per month to about 1.3 million per month over the same period.’ In addition, about 60 percent of country offices have country Websites dealing more actively with issues affecting operations within the country, and a few PICs have developed PIC Web pages within these sites, giving direct access to their holdings and informing the public of newly released documents (see Tables 1 and 2).
9. Potential Liabilities. The slow, uncertain, and costly nature of local Internet systems has led some PICs to provide public access to the World Wide Web through computers directly linked to the Bank’s network. This introduces an element of risk: users could access restricted Intranet information. Moreover, the element of risk associated with PICs as currently configured and staffed is not restricted to technology. In countries where the task of running PICs has been entrusted to untrained, junior staff whose responsibilities also comprise internal records
8 A “book equivalent” is a measure of the amount of content requested (e.g., the number of “bytes”). It is equal to one megabyte of information, roughly the amount of information in a 200-page, text-only book.
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management, the lack of knowledge about the Bank’s disclosure policy may lead to the release of restricted documents or alternatively to the denial of information covered by the policy. For example, during 2001 site visits, restricted President’s Reports were available on the shelves in the PIC of one country office, while in another country, released Staff Appraisal Reports were not displayed. In the latter case, PIC staff did not know what documents should be made publicly available and had to clear each request with the task team leader.
Region AFR
Table 2. Bank Lending Activity and PIC Use-Selected Countries (June 2001-July 2002)
Projects Approved for IBRDLIDA Commitments
Countiy Active assistance a (US$ million) a PIC use ’ Ghana 40 2 330.5 3,120 Kenya 26 1 16.5 2,590 Senegal 30 2 44.7 3,115 South Ahica 4 0 0 345 ______-_--__-___________________________~~~~--~~-~~~-~~--~~-~-----~-~----~---------------~~~~-~---~~~~~~~~~~~~~~~~~~~~~~~~~
EAP Vietnam 31 5 593.0 16,450 ECA Bosnia and Herzegovina 19 4 102.0 915
Croatia 15 1 1.0 80 Kazakhstan 8 0 0 560 Romania 24 2 60.0 650 Ukraine 10 ___________-____________________________------------------------.
LCR Mexico 35 3 330.2 4 660.0
740 _______________ 615 ________________________________________~~~~~~~~~~~~~~~~~~~~~~~~~-~~~~~~~~~~~~~~---~~~----~~~-~------~-~~~~~~~~~~~~~~~~~~~~
MNA J%mt 17 1 50.0 2,285 West Bank and Gaza 17 0 0 1,600 Morocco 72 1 5.0 1,765
SAR Bangladesh 32 4 321.4 1,560 India 72 10 2 1895 6 685 ~~~~..-~-~~~~~.....~~~~..~...~~~~~~~~~~..~~~~~~..~~~~..~~..-~-~~~~~--~-.--~..-~~~~~~.~..~~~..-~.~?.~~~~~~~~.~~~~~~~~~,~~~~~~~~~~~~~~~
Total 452 40 4,703.s 43,075 a Source: The World Bank Annual Report 2002, Vol. 2 Financial Statements and Appendixes. b PIC use includes visitors, phone calls, e-mails, and mail requests. Includes data gathered through an electronic request from
selected libraries and PICs in October 2002 and data from Library Network statistics.
B. Evolving PIC Functions
10. Besides serving as repositories of Bank information, roughly half of the Bank’s country office PICs actively disseminate information through a variety of methods and customized packages-such as road shows (India); brochures in English and local languages (Brazil, Burundi, Indonesia, South Africa); weekly or monthly e-mail listings of newly disclosed information and publications (Nigeria, Philippines); monthly or quarterly newsletters or booklets (Burundi, Madagascar, Mali, Philippines); electronic libraries (Pakistan); regularly updated PIC Web pages (Indonesia, Vietnam); static informational PIC pages on services (Cameroon, Croatia, Madagascar); and “mini” PICs established throughout the country (Indonesia, Madagascar, Philippines). Other PICs-for example, those in Bolivia, Kazakhstan, Kosovo-are being restructured into proactive public information service providers; although they are attempting to improve their dissemination of information, they tend to be insufficiently staffed, often because of inadequate resources.
C. Staffing and Management
11. The number, skills, and training of PIC staff and the way they are managed tend to correlate with PIG’ capacity to provide basic services and to innovate in outreach activities. In the offices in Washington and most borrowing countries, a university degree is one of the standard minimum requirements for employment as an information services professional. As Table 3 indicates, about 90 percent of PIC staff have a university degree or equivalent, but Regional variations are notable. However, only 10 staff assigned to PICs work full time on PIC issues, while another 15 staff work more than half time on such issues. In fact, the majority of PIC staff spend less than half their time [or that of a full-time equivalent (FTE)] on PIC issues (see Table 3).
12. Staff Training. Training for PIC staff is now provided through various means, including Regional external affairs retreats, hub training arranged by the Country Office Library Program Unit, in PICs themselves, and through Bank programs in Washington, D.C. For example, in May and June 2002, the Library Network organized an intensive, hands-on, hub training program for country office PIG/Library staff. The training-held in Hanoi, Nairobi, Paris, and Washington, D.C.-was attended by 46 staff representing 25 countries from all Regions. (The Bank’s Information Solutions Network organized similar hub training in 2000.) As in past years, the InfoShop collaborated with the Library Network to provide a full day of training on PIC- related activities, this year focusing on the revised disclosure policy. As another example, in 1999-2001 the InfoShop and Africa Region’s external affairs conducted an internship program to train country office staff through six-month work programs in Washington. Staff members from C8te d’Ivoire, Egypt, Ethiopia, Kenya, Mauritania, Nigeria, and Vietnam passed through the program; three of them remained in Washington.
Table 3. Current PIC Staffing
PIC staffing Level and education of PIC staff PICs with PIGS PIC staff PIC staff PIC staff
No. oj Total PIC PICs with 1 more than with .5 FTE grade C grade D with college Region PICs staff
AFR 26 26 FTE
5 .5 FTE
7 or less
14 or below
18 or above
8 degree
21 EAP 8 8 2 3 3 4 2 6 ECA 19 19 0 2 17 14 5 19 LCR 3 3 0 0 3 2 1 3 MNA 5 5 0 3 2 5 0 5 SAR 4 4 3 0 1 0 4 4
Total 65 65 10 15 40 43 20 58 Note: Total PIC staff (column three) include those whose responsibilities include PIC work, even if it represents only S-10
percent of their work program.
13. Management. Through the years and across Regions, various arrangements for managing PICs have emerged, often in an ad hoc manner that reflected the largely passive character of PICs as originally conceived. There has often been no relationship between the function of PICs and the skill and knowledge of the direct supervisor. PIC staff may be supervised by a country manager, human resources officer, administrative officer, executive assistant, or External Affairs (EXT) staff.
D. Partnerships
14. Partnerships have long enhanced the outreach and effectiveness of many PICs. In recent years, however, as a more country-focused development paradigm has emerged and the external communication function has become more professionalized, the breadth and depth of PIC partnership arrangements have grown.
15. External Partnerships. A small but growing number of PICs are entering strategic partnerships to deliver public information services. For example, in Vietnam, the Bank has established a Development Information Center in partnership with the government, United Nations, and bilateral and multilateral development agencies. In Mindanao, Philippines, the ongoing disclosure pilot involves the creation of Knowledge Development Centers in partnership with three local universities. Madagascar has established a partnership with Alliance Francaise to disseminate World Bank information on the country.
16. Internal PaknershipdExternal Aff airs. Improvements in PICs have coincided with the steady decentralization of the external communications function. In 1993, only 27 percent of the Bank’s external communication staff (communications advisers, communications specialists, librarians, and so on) was based in country offices. By June 2002, the number of such staff had roughly doubled and 49 percent of them were based in country offices. More recently, the Bank established a Communications Network to unite staff who deal with communications. This will help foster the professionalization of PIC staff by providing a forum to share good practice and knowledge. Another institutional innovation is the decentralization of the external affairs function and its integration with the management and staffing of PICs that has taken place in Africa (AFR), East Asia and the Pacific (EAP), Europe and Central Asia (ECA), and South Asia ww
17. Internal Partnerships/Librarians. The emerging Communications Network should also help strengthen the relationship between PIG/Library and EXT staff in each country. The importance of having a librarian in country offices using cutting-edge technology to respond to staff and public information needs was recognized in 1999, when the Information Solutions Group (ISG) established the Country Office Library Program in collaboration with the InfoShop and the Library Network. A training program has been developed to ensure that the skill level of country office librarians/information officers is comparable to that of their counterparts in Washington, D.C. The program includes an information management component. PIG/Librarians (grade D and above) are being mapped to the Communications Network (CommNet) and, in some cases, to the Information Solutions Network as well.
III. GOING FORWARD: CHALLENGES AND OPPORTUNITIES
18. As indicated earlier, PICs have typically been created, structured, and staffed in line with the approach fundamental to the 1993 disclosure policy-that is, that the Bank makes information about its activities available to those who seek it out.’ The revisions to the disclosure policy approved by the Executive Directors in 2001 and the procedures for implementing them do not make outreach and dissemination a requirement. However they
9 See World Bank Disclosure Policy Review: Revised Discussion Draft, op. cit., p. 24, para. 54.
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emphasize the critical role of the InfoShop and PICs in disseminating information, and recognize that information disclosure needs to be linked to the requirements of participation, partnerships, and knowledge dissemination. Some PICs are beginning to rise to this challenge.
19. Further PIC Evolution. The key challenge now facing PICs is how to further capitalize on investments made during the 1990s in document holdings and facilities (which were intended to enable PICs to perform their original functions more effectively and efficiently) and the opportunities created by the broadened scope and enhanced professionalization of external communications, to evolve further into publicly accessible centers from which proactive and coordinated outreach and knowledge dissemination also take place. To guide this evolution, PICs will require clear outreach strategies, strengthened oversight and management, and staffing with clear accountabilities.
20. Synergies and FZexibiZity. Although some PICs may also require additional investments in facilities, the emphases going forward will be on (a) a stronger role for PICs in borrowing countries, articulated through Regional communication strategies; (b) expanded services, taking advantage of complementarities and synergies with other communication activities such as those involving EXT, the Global Distance Learning Network, and work with NGOs, civil society, and partners; and (c) the realization that country situations differ across and within Regions, and that decisiomnaking responsibilities should thus remain with business sponsors.
A. Strategic Programming and Outreach
21. Regions have begun to develop Regional and country-specific communication strategies for expanded outreach. PICs are an integral part of these strategies, and support for staff managing specific lending and nonlending operations is an important and explicit objective. The following summaries provide Regional examples.
l AFR. The Africa Region has integrated all its external relations work by merging its communication and partnership units. As part of this reform, AFR is strengthening its staffing in Washington and upgrading the communication function in country offices to improve the Bank’s capacity to understand and interact with stakeholders, clients, and partners; undertaking risk analysis; improving the availability of information about the Bank itself; supporting governments’ efforts to undertake strategic communication on Poverty Reduction Strategy Papers (PRSPs) and important reform programs; and developing better and more locally appropriate communication products. Communication strategies will be developed for each country, grounded in PRSPs and integrated into Country Assistance Strategies (CASs). PICs will be integrated into these country strategies and will be managed by country office communication officers. This program envisages a notable expansion in the number of staff working on communication issues, and an upgrade in their professional skills.
l EAP. In the East Asia and Pacific Region, the communication plans recognize that “in much of the Region, demands for information and transparency now occupy the same priority as did the demands for money a few years ago.” Proposals call for (a) developing and implementing country-specific communication and civil society
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plans, including moving to a more proactive dissemination (as in Cambodia, Lao PDR, and Papua New Guinea); (b) collaborating with EXT in strategic communications and support to operational staff involved in difficult reform projects, such as those involving improvements to legal and judicial systems; (c) providing customized communication tools in local languages; (d) upgrading PICs to reach wider audiences (Indonesia, Papua New Guinea, and the Philippines are priorities for FY03); and (e) using client surveys, global surveys, and Regional reviews to establish baseline and tracking data to help to assess the effectiveness of the proposed activities.
l ECA. In the Europe and Central Asia Region, the priorities are to build communication capacity in country offices through staff development and training, and to support operations-for example, by conducting communication needs assessments for projects and country programs, and by developing good practice guides on disclosure of information and on activist PICs, with an emphasis on proactive and innovative outreach. The strategy also proposes developing country- specific plans, with the expectation that such plans would elaborate on the role, business products, and resource requirements of individual PICs.
l LCR. In the Latin American and Caribbean Region, the communications strategy recognizes that the Bank’s engagement at the national level, and increasingly at the subnational and provincial levels, entails a variety of communication and outreach challenges. It proposes methods to help task managers and other Bank staff to effectively handle interactions with the public and media, as well as more strategic, systematic, and expanded use of the Bank’s Websites, particularly those in Spanish and Portuguese. The strategy recognizes the need to substantially enhance communication and outreach capacity in the Bank’s country offices (from a relatively low base), and it provides a framework for monitoring and evaluating the effectiveness of both Regional and country communication efforts. It highlights Brazil as a model in country management unit communication, for featuring a full- time professional staff, high-quality communication products and services, and partnerships with other agencies in communication outreach activities (such as seminars, symposia, and public speaking invitations).
l MNA. Key objectives in the Middle East and North Africa Region are to improve communications between Washington and country offices; assist country directors in implementing their outreach strategies, either from Washington or through local staff and consultants; and, most important, to root all EXT, outreach, and PIC activities in the core work of the Bank. Although MNA has only one person at the country level designated as EXT staff (in the West Bank and Gaza office), all country offices have someone whose responsibilities include PIC functions. In Morocco, a new model is being put in place with the hiring of a communication and outreach expert, who is also supervising the PIC officer; and other country offices may replicate this approach. An internal dialogue has been launched with all MNA Regional units to raise Bank staffs awareness of the importance of communication and outreach to their work and to help them build outreach capacity.
9
l SAR. South Asia appears to be the Region with the most fully articulated Regional and country-specific communication strategies (covering FY03-05). Regional communication objectives include strengthening the Bank’s reputation as a Knowledge Bank and conducting deeper outreach, using multiple technologies at the country, program, and project levels. The strategy recognizes that the PIC and library function is increasingly associated with the EXT work program-for example, the librarians in Bangladesh and India are now fully mapped to EXT. The Region envisages that as demand grows for specific communication support and risk management work at the program and project level, EXT officers will begin overseeing and supervising communication strategies outsourced to local capacity. These objectives and approaches are reflected in country-specific plans. For example, a key objective for EXT staff in India is to improve outreach, including by providing information in languages appropriate to enable participation by beneficiaries, developing partnerships with civil society, and disseminating knowledge to empower the poor. Another objective is to provide development communication advice and support to operations staff and the Bank’s clients and counterparts. The India strategy envisages tailoring communication plans to the needs of focus states and updating PIC services, including creating state-level PICs as satellite offices of the PIC in New Delhi that would offer touch-screen displays, and that would be operated in partnership with educational institutions and NGOs.
22. Beyond Current Regional Strategies. Regional strategies are an important first step to strengthening PICs, but they vary in their coverage of PIC issues, including the steps to be taken, the timeframe for such actions, and the resource implications. Meanwhile, evidence from various sources suggests a need for further improvement in strategic programming and outreach, including better integration of the disclosure of information with outreach on specific operational issues, and a vision of PICs that promotes such integration and outreach.” Accordingly, the rest of this chapter offers a systemic Bankwide perspective of enhancements in two key areas- definition and clarification of functions (with attention to facilities), and staff and management- with modifications that reflect the outcome of Bankwide discussions as well as feedback from external stakeholders.
B. PIC Functions
23. Going forward, PICs will be expected to carry out the following responsibilities and provide the following services within the Bank and at the interface with the public:
lo For example, a recent review of participatory processes for 28 CASs prepared in FYOl-02 across the Bank found that information relevant to the preliminary work on the CAS was made publicly available in only 10 cases (36 percent); in only 4 cases (14 percent) was relevant information made publicly available during the CAS consultation process itself. And most of the countries for which CASs were prepared had PICs. See “Participatory Processes in Country Assistance Strategies: Retrospective FYOl,” note prepared by Vidhya Muthuram and Parmesh Shah of the Bank’s Participation and Civic Engagement Unit, 2002; available at h~://www.worldbank.or~participation/pa~rocessCAS2001 .pdf .
10
1. Internal Functions
l Provide guidance to Bank staff on the release of documents, and respond to requests for documents.
l Facilitate and promote compliance with the disclosure policy as it relates to projects, and monitor the prompt release of all disclosed documents.
l Advise on the production of documents in the local language and in forms and languages best suited for target audiences, in consultation with the proposed Translation Services Core Facility.”
l Maintain a complete current collection of all public documents and, in many offices, an up-to-date reference library of World Bank publications, supplemented by governmental, NGO, and local publications dealing with economic, statistical, and development topics.
l Safeguard restricted Bank information.12
2. External Functions
l Provide to the public (including people affected by projects, grassroots movements, NGOs, civil society, academia, businesses, agents working on projects, and government agencies) information on how to acquire Bank information, and summary information on Bank activities in the country.
l Develop and implement, in collaboration with others within and outside of the Bank as appropriate, an outreach program to raise awareness of Bank operational activities, and disseminate information locally.
l Help develop and maintain the country Website in local languages,13 and regularly inform the population of documents available on it.
l Serve as centers for development information and knowledge sharing, fostering the dissemination of the Bank’s development messages in coordination with Development Economics, and World Bank Institute.
l Promote and facilitate partnerships with local International Finance Corporation (IFC) and Multilateral Investment Guarantee Agency (MIGA) offices, other donor institutions, and local institutions such as NGOs and universities, to enhance
See A Document Translation Frameworkfor the World Bank, op. cit. l2 ISG’s Global Connectivity unit has developed a separate, secondary Internet link for Bank computers, which
PICs and Distance Learning Centers could use to give the public access to nonrestricted Bank data. This system has been tested in ECA, where the varying costs averaged about $1,500 a month. On the nontechnical front, to ensure proper document release PIC staff should be fully trained on all aspects of the disclosure policy and serve as the in-country expert handling public requests for information and assisting operational staff on disclosure, outreach, and dissemination matters.
l3 According to A Document Translation Framework for the World Bank, op. cit., about 93 percent of the Bank’s website is in English, and there are no f&y established criteria for selecting information to be translated. Since the Bank has no systematic criteria for managing information on country office websites, work on them is done on ad hoc basis and is not comprehensive, strategic, nor consistent throughout PICs.
11
cooperation in delivering information on Bank Group and other development activities in the country.
24. Facilities. Regions will decide what facilities are best suited to support these PIC functions. Where appropriate, PICs would be secure and readily accessible to the public, and their location would be widely known. This would be accomplished, for example, by colocating the center within the country office, when the office is in a central, accessible location in town, while providing a separate entrance (as in C&e d’Ivoire, Lao PDR, and Mauritania). In countries where the Bank’s office is far from the capital center or inaccessible by public transportation (as in Kenya and Yemen), consideration could be given to locating the PIC at a separate, more convenient site.
C. Staffing and Management
25. To adequately manage their responsibilities, PICs will require suitable staff with clear accountabilities and oversight. They will systematically exploit synergies between closely related functions, especially with external affairs within the Bank, and between the outreach activities of the Bank and those of other development agencies.
26. StafJilzg. Management will address issues of skills, recruitment, and training for PIC staff required to implement the Bank’s dissemination and outreach goals. As Table 3 shows, while a staff member is assigned to PIC activities in every PIC, of the 65 PICs, only 10 are staffed with one full-time staff equivalent. Moreover, staff handling reference requests and dissemination of information often work in isolation from their Bank counterparts around the world, with no one coordinating their activities and ensuring the sharing of good practice and continuous training. To meet the Bank’s outreach objectives, public information services would have to become an integral part of a worldwide network, staffed by appropriately trained professionals who have a broad understanding of Bank policies, procedures, and lending instruments, and knowledge of the information management systems of the Bank, the Bank’s disclosure policy, and appropriate dissemination strategies.
27. Oversight. While no single PIC model is likely to be universally applicable, consultations with Regions conducted for this report suggest the following broad approach:
l AFR, EAP, ECA, and SAR have a strong decentralized communication function supported by local communication officers reporting to country management and the Regional external affairs unit. In these Regions, the officers will be responsible for developing the dissemination and outreach strategy, in line with the Regional and country communications strategy. They will provide direct management to PICs, guiding, supporting, and monitoring the public information assistants.
l In Regions with a centralized communication function (LCR and MNA), public information officers will manage PICs under a Regional PIC hub. The officer will report directly to the external affairs senior communication officer in the Region, and indirectly to country directors and country managers of the countries supported by the hub, thus ensuring close coordination with the Regional communications strategy. Countries with very large lending programs and fully decentralized country teams
12
often have a full-time external affairs officer. That officer will manage the country’s overall dissemination strategy and directly supervise a public information associate or librarian in charge of implementation.
l Public information assistants, associates, and librarians will be locally hired and fluent in the local language, and will possess an excellent command of English. The public information assistant or associate, under the guidance of the communication officer, public information officer, or librarian, will deliver day-to-day services, maintain the physical collection, and implement the country outreach dissemination strategy.
28. PIG Coordination Unit. Management will designate a small team in the External Affairs Vice Presidency to function as the PIC coordination unit within the newly established Communications Network. The team will comprise a manager, an information officer, and a team assistant, and will work closely with Regional communication advisors and staff managing civil society relations. The immediate tasks of this unit will be to advise Regional management on PIC enhancements in specific countries and assist in the initial training and upgrading of PIC staff. The unit will also be responsible for the following:
l Developing job descriptions for PIC staff, in consultation with the HR CommNet Committee, and advising on the recruitment of PIC staff;
l Identifying good practice in PIC organization, including service delivery and service standards in areas such as PIC holdings, partnerships, advisory services to staff, and country Websites, and disseminating this information through the CommNet knowledge portal. With an area dedicated to PICs, this portal will support both PICs and the information providers;
l Establishing a professional public information community;
l Developing and ensuring the delivery of customized and continuing training in coordination with CommNet;
l Overseeing the strengthening of PICs;
l Partnering with Development Economics and World Bank Institute to inform Bank departments of country needs, and disseminating information through the PICs;
l Overseeing the disclosure portal on the Bank’s Website, and providing an ongoing knowledge management/sharing function;
l Maintaining a mechanism to receive and review complaints from the public about denial of information under the disclosure policy; and
l Producing an annual report of PICs operations, including results achieved and lessons learned.
Figure 1 illustrates the proposed management structure.
13
Figure 1. Washington-EXT Regional Affairs
I
Country without Bank offices Country without Bank offices
0 Resource and liaison for EXTRN managers, EXTOP, ISG, GSD, HR, DEC, OED, WBI, CommNet
0 Ongoing monitoring and evaluation 0 Design and delivery of training + Best practice sharing 0 Maintenance of complaint mechanism
D. Outcomes and Costs
29. Two conclusions have emerged: (a) the PIC role demanded by the revised disclosure policy and the commitment to transparency is complementary to existing Bank communication and information dissemination activities, and (b) the systematic and efficient provision of this service is undermined by inadequate staffing and training. Given a clear mandate and supporting organizational structure and resources, the Bank’s provision of public information would be measurably enhanced across several dimensions: the number of country offices with PICs, the number of country Websites, access to Bank information in countries without Bank offices, PIC staff qualifications and knowledge, and the average number of full-time-equivalent staff dedicated to PIC activities and outreach and dissemination.
30. Expected Results. More extensive, targeted, and effective dissemination of Bank and development-related information through strengthened PICs will enhance public understanding of the Bank’s role in member countries, widen informed participation in program and project design, and increase indigenous ownership of programs and projects-all of which are expected to contribute to greater effectiveness and better results. More broadly, strengthened PICs will foster the goal of the “Knowledge Bank.” Management will periodically monitor and review results and take the necessary steps to adjust course.
31. Implementation Timeline and Costs. Establishing a PIC coordination unit, and upgrading PIC staff in country offices is expected to take two years. The principal costs during this period are those associated with the requirement for increased staffing: US$2.86 million for recurrent staff and program costs in year one, plus an additional US$0.85m in year two for ECA, LCR, and MNA Regions. In addition, there is a one-time cost of US$O.24 million associated with the deployment of the training program and the creation of facilities over a two-year period. Details are provided in Annex B. Management has provided for these amounts in the FY04-06 budget framework.
ANNEX A
COUNTRY OFFICES, PICs, AND COUNTRY OFFICE WEBSITES~PIC WEB PAGES
This annex provides details about the number of country offices that have PICs and the extent of their PIC staffing (Figure Al and Table Al) and about country office Websites (Table A2). Regarding the former, note that while all countries have a Website with general country information, these pages are provided in English and are maintained by staff in the Washington office, many of the Websites and Web pages cited in Table A2 are maintained by country offices, and some are provided in the local language. However, with the nominal exception of Romania and LCR countries, all country office PIC Web pages are now provided in English. The Web pages for the PICs are mostly just pages with general information about the existence of a public information center. The LCR sites of the offices in local language are the most complete and localized information of our Web.
Figure Al. Distribution of PIGS by Region, and Staffing
PlCs as of October 2002
Totals
SAR
MNA
LCR
ECA
EAP
AFR
Cl PlCs in Country Offices
H # of Country Offices
0 20 40 60 80
16 ANNEX A
Table Al. Overview of Country Offices and PICs (as of October 2002)
I AFR SAR EAP LCR ECA MNA / Total
Country I offices
Full Liaison
PIGS
Full offices Liaison
offices
1 ate: The typeface used for the country office/PIG indicates its status: (No PIG); Liaison office; Less than .5 FTE;
33 6 10
32 6 9 1 1
26 (81%) 4 (67%) 8 (89%)
1
18 24 8 99
14 22 6 89
4 2 2 10
3 (21%) 19 (86%) 5 (83%) 65 (73%)
1 1 3
(Angola)
Benin
Burkina Faso
Burundi
Cameroon
(Central African Rep.1
(Chad)
Congo, DR
Congo R
CBte d’lvoire
(Eritrea)
Ethiopia
(Gabon)
Ghana
Guinea
Kenya
Lesotho
Madagascar
Malawi
Mali
Mauritania
Mozambique
Niger
Nigeria
Rwanda
Senegal
(Sierra Leone)
South Africa
Tanzania
Togo
Uganda
Zambia
Zimbabwe
Afghanistan Cambodia
Bangladesh China
India Indonesia
(Nepal) Lao PDR
Pakistan Mongolia
(Sri Lanka) Papua New Guinea
Philippines
Timor-Leste
(Thailand)
Vietnam
(Argentina)
Bolivia
Brazil (Brasilia)
Brazil (Fortaleza)
Brazil (Recife)
(Colombia)
(Dominican Rep.)
(Ecuador)
(Guatemala)
Guyana
(Haiti)
(Honduras)
Jamaica
Mexico
(Nicaragua)
(Paraguay)
(Peru)
(Venezuela)
Albania
Armenia
Azerbaijan
Belarus
Bosnia and Herzegovina
Bulgaria
Croatia
Georgia
Kazakhstan
Kosovo
Wwz Republic)
Latvia
Lithuania
Macedonia, FYR
Moldova
Poland
Romania
Russian Fed.
(Tajikistan)
Turkey
Turkmenistan
Ukraine
Uzbekistan
Yugoslavia, FR
Algeria
Egypt, Arab Rep. of
Lebanon
Morocco
(Saudi Arabia)
Tunisia
West Bank and Gaza
Yemen
.5 or more FTE
17 ANNEX A
Table A2. Country Office Websites and PIC Web Pages / PIG /
Countty ; Country Website address/NC Web page address Language / Web I 1 page
: Argentina, http://www.bancomundial.org.ar/ I Chile,
/ Spanish i
Paraguay, Uruguay
/ Bangladesh h~://lnweb18.worldbank.orn/lo+web+sites/Banaladesh+web.nsf/ English J / Bangladesh?OpenNavigator
PIC:http://lnweb18.worldbank.org/lo%2Oweb%20sites/Banglades h%20web.nsf/98a64a665c7lOadc852569clOO578dl8/ab13009d04
PIC:http://www.worldbank.org.by/ECAIBelarus.nsf/ECADocBy : Unid/01A1C91E8CA08F1F85256C2AOO6AFF45?Onendocument
Bolivia
Bosnia and Herzegovina
www.bancomundial.ora.bo PIC:http://www.bancomundial.org.bo/BancoMundial~Bolivia/PIC
bolivia.asp -~--. - -.--- --- ._.. - . . . ..__ -__.- . ...” ..._.,. ,,,..” _-.-.....,..., h~://WWw.worldbank.or~.ba/ECA/Bosnia&Herzegovina.nsf/EC ADocBvUnid/E2FF78505BAD85E585256BBBOO6A5OC7?Onend ocument PIC:http://www.worldbank.ba/eca/bosnia&herzegovina.nsf/ECA DocByUnid/71B52B297858F4A5C1256C5COO449AE3?Opendoc ument
Spanish
English c.. ..“““--l
J
Brazil
Bulgaria Cameroon China
www.bancomundial.org.br Portuguese I PICSite:h~://~.bancomundial.org.br/index.php?action=/cont Brazilian
ent/view&cod-object=lO&PHPSESSID=813057e2dcb62fecf140f 1994356450d http://www.worldbank.bg/ -.-..I- ..-------- ..... ..,.. ..,._ ..Ex!!sh ..I_
~://www.worldbank.orglinfo~lpiccameroon.htm English http://www.worldbank.org.cn/ Chinese,
Enplish C&e d’Ivoire httn://www.banouemondialeci.org/indexf.html French and i d
,... ^ ...^-I”. PIC:http://www.banquemondialeci.org/centre.html ..-.^-“._ ^.^- -_ ” ” -._--_- _” -- English ” .^ “- -^ .^---.^^ L- . Croatia ; httn://www.worldbank.hr/ English 1/
/ PIC:h~://www.worldbank.hrleca/croatia.nsEIECADocByUnid/85 256B89006F7C7085256B600048ECBE?Opendocument -_--~.“.... ~-- ” ” “---.““--“l..- I. “. ---- ..I..... I “l--..-“-” .”
Czech Republic
ht&://www.svetovabanka.cz/
- .-- .-... .“. PIC: http://www.worldbank.cz/2publication.htm __- ..-. _l.l. -” .-.. .” . ..__ ~-1”” . . . I ._...._ ..- ._“.x_ . ..-........................-........ Ecuador “...” -. ^ ““.” ” ” www.bancomundial.org.ec : ..--_ “--” .“... -“._ .__” ---_-. .._ --_. .“_” Ethiopia http://www.worldbank.org/aWet/
,...... -. PIC: http://www.worldbank.org/afr/et/pic.htm _ .^ ^, _..... ^ “^-^- _- ^ ..” ” _ ̂ “^ ̂ .^ : Hungary httn://www.worldbank.hu/hunweb/index.htm
PIC: http://www.worldbank.hu/3pic.html Hungarian I / : PIC: http://www.worldbank.hu/hunweb/3pic.htm
’ Kazakhstan httn://www.worldbank.orrr.kz/ / English, J
-__-- PIC:http~.kz/content/hbrary es.html 1 Russian I Kenya httn://www.worldbank.org/afr/kenva/ English i J
Kosovo - PIC:http://www.worldbank.org/afr/kenya httlJ://lnweb18.worldbank.org/ECA/kosovo.ns~CADocBvUnid/l -1 .- . . . -.- ~.-.- -..~ -.. -----...-..-.-.il_-.. ,,..._. “” l_ll_.ll_,.,” __I-~.
18 ANNEX A
1 j PIG county j County Website addresflIC Web page address Language : Web
; page 03209F7FOAF7D7285256B3BOO7OD82C?Opendocumem PIC:http://lnweb18.worldbank.org/ECA/kosovo.nsf/ECADocByU
“.” .-., ,...... _ ._” .._ nid/2D3ECF07A58426B400256C2A005601EB?Opendocument .~ . --..- ---- . . . . . .._..... -~.--.- ..___ - .” .~“_-...--“l-._ ” --.l..““.“~l.. “. “““-1 .I -. Kyrgyz Rep. http://worldbank.org.kg/ru/
--~ India http://www.vishwabank.org/
-_-~_-._-. http://www.prapanchabank.org/ u Indonesia h~://lnwebl8:worldbank.or~/eap/eap.nsE/CountrvOffce/Indonesi English j J
a/EOOD8DE5A3B7BAB3472569AF001857DO?OnenDocument PIC:http://www.worldbank.or.id/eap/eap.ns~2500ec5fla2d9bad8 52568a3006f557d/be176736f056dfff472569afO18576a?OpenDo 1 cument ---
Latvia 1 h~://~.worldbank.orn.lv/eca/Latvia.ns~ECADocByUnid/852 ; 56B8E0055F16585256ACEOO72BCCO?Opendoc~1ment j PIC:http://www.worldbank.org.lv/ECA/Latvia.nsf/ECADocByUn
--__. - ._. _ -“-. .“,- id/85256B8E0055F16585256B6EOO692718?Opendocument .““l .~-l”““..“” ..--- .” ...” ...” “.- - .----,-._ Lithuania I http://www.worldbank.lt/ .” ..^.- “” “.. .^ _ . ..““-^..-_..- ._........ ._._._.- . . . -. ._...__ i-f. English ._ .” _. Macedonia, http://www.worldbank.org.mk/ lF;\IR..
English / ._._....I ..__._......................... __^ . ._ “, .^__ ̂ ^““. ..“” II ;.
Madagascar ,PIC: httn://www.worldbank.ora/infoshon/madaa.htm French j 4 .“.._ .^ .^ ..l”-^“_-, ” ” ..“..l”-_-“---. .._-.-. _ _- _.... ..-.“.. .^_” ..__ -- ” _ Mali http://www.banouemondiale.orrr.ml/index.html Mexico - httn://w&.bancomundial.orp..mx/
French j Spanish
” “_- _ Moldova
: /Menu6?OpenForm&pag=6.O&nivel=6 .a..-.. -..........................-. ..-..................................................................-.-........................... ^ ^ .-................ . ..-.............................-.-....................................... : httn://lnweb18.worldbank.orrr/ C2256BA4003F5E49.nsf/Conten 1 English 4 i tInEnglishWelcome+Message?OnenDocument
PIC:http://lnweblS.worldbank.org/ C2256BA4003F5E49.nsf/C I
-“~ Mongolia
; ontentInEnglish/Public+Inf~enDocument ! http://www.~orldbank.org.mn/
~~- Mongolian,
htt&/www.bish~abank.org.np/ .l-_l- - English
Nepal English, / J - PIC:http://wblnlOl8.worldbank.org/sar/sa.nsf/d722d09e93ee6888 Nepali 852567d7005d7b35/fld9f8697ee3a653852569440052aea6?0pen Document I ,I ~,,I ,,,,,,, I, ” ,..L... . -““” . .._...___ --..- ._ -.- -.-- -...--...-._---...- -- _- _-.--
Pakistan http://lnweb18.worldbank.ora/sar/sa.nsf/pa~stan?Ope~avi~ator ._ -.-~ .-...... ---.-;- -.--- ._-..I English j J
ocument .--“l._-“-“.. l..l ” __i_l.““.i .._. .---- ---..- Peru www.bancomundial.org.pe -.- ” - _” - __--- - _ - Philippines httn://www.worldbank.org.ph/
-.. --- _. “.“^^.” _- ” Romania ; httn://www.worldbank.org.ro/
_.,-.........,” ..-,., ..- -..i..---..--.- ~ -. .- “” “- .._.. ..“..“...““.l”..ll”“” Russian http://www.worldbank.org.ru/rus/ Federation Slovakia httn://www.worldbank.sk/index.htm
,--___” -..,... “. ,. PIC: httpl//www.worldbank.sk/3pic.htm ..,_. ----.-- -- I -l_ll ..___ -~ I” ._. 1-“--- Slovenia httn:f/www.worldbank.si/ ” .,...,..,,,iil I -.-.. ~- _“.-... ..__ ..l.--_l~““.--- .._ -.
1
19 ANNEX A
Table A2. Country Office Websites and PIC Web Pages i PIG
j county County Website address/lPIC Web page address Language j
Web 1 page
PIC: http://www.worldbank.siJ3pic.html 1
_~- Turkey i http://www.worldbank.org.trl English I
Ukraine 1 h~://www.worldbank.or~.ualeca~aine.nsf/ECA~ocBvUnid/8 English j 5256B91004DDDA585256B6C007C652F?Opendocument
--;‘::I
PIC:http://www.worldbank.org.ua/eca/Ukraine.nsf7b294fcl lob45 / /
5dc685256b680051f08b/85256b91004ddda585256b870069dcee? OpenDocument I
~““-.l-. Vietnam http://www.worldbank.org.vnNietnamese/i English, / J
--_ ~://www.vdic.org.vn/vn/the centerVN/centerOOl vnhtm Vietnamese 1 ---- -~ Yugoslavia http://www.worldbank.orrr.vu/
j FR PIC:http://www.worldbank.org.yu/ECA/yugoslavia.nsf/ECADoc ByUnid/4CA51B87BE791434C1256BF20028B81A?Opendocum
j”--_ ent -,,, ,, ” I_” ..” .,......., _.l.,i_i_ -..- - -- -.- .-“__.“l _” -- . l.“““l---““...“... ..-L-- Zimbabwe http://www.worldbank.org.zw/field.htm ^_^ ” English .,- “._ ,- .______. -...-..-- -_ - _““” * ““““.l ...^-
ANNEX B
PROPOSED BUDGET
This annex provides details of the costs associated with the strengthening of the PICs. Table Bl shows the incremental recurrent costs of the program during FY04-05. Of the total US$6.6 million, US$2.9 million would be required in the first year of implementation, and the remaining US$3.7 million in the second year as program implementation is completed. The annual cost of the program will be maintained at US$3.7 million thereafter. In addition, Table B2 shows the one-time costs of US$O.24 million, which are expected to be divided evenly over the first two years of implementation.
Table Bl. Recurrent Costs
Funds Reauired /FYO3%000)
Unit Activity FY04 FY05
AFR Staffing 662 662 Program Funding 188 188
Subtotal 850 850 EAP PICs Staffing 196 196
Program Funding 103 103 Subotal
ECA PICs Staffing 299 221
Program Funding 54 144 Subotal 275 661
LCR PICs Staffing 448 643 Program Funding 125 149
Subotal 573 792 - -.. ..-- -.--- MNA PICs Staffing 88 299
Program Funding 58 89 Subotal 146 388
SAR PIGS Staffing 114 114 Program Funding 73 73
Subotal PIC Unit Staffing
187 187 420 420
Program Funding 110 110 Subotal 530 530 TOTAL 2,861 3,707
Note: Under Activity column, Staffing includes salaries, benefits, and indirect costs; and Program Funding, calculated per country office, includes local travel (calculated according to the number of country offices, and other countries supported). In the PIC coordination unit, Program Funding includes trips from the Washington, D.C. office to country offices to provide training and support
Table B2. One-Time Costs Activity Cost (FYO3$000)
Design and delivery of capacity-building 120 training program worldwide
Creation of PIC facilities where needed 120
Total 240
