WORLD BANK INSTITUTE

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WBI’s mission is to enable the World Bank’s partner countries to acquire,

share, and apply global and local knowledge to address development challenges,

make informed choices, order priorities, and plan and implement policies,

projects, and programs. The Institute accomplishes its mission by helping

countries develop capacity at the individual, organizational, and institutional

levels through sustained skills-building, knowledge sharing, and diagnostics

and benchmarking.

WBI’s strategy is to build country capacity in close collaboration with the

Bank’s regional operations and other partners—by designing and delivering

customized learning programs for countries; delivering global and regional

activities to address issues that go beyond country boundaries; and developing

diagnostic tools to assess country capacity needs.

representation in the fieldWBI

ABUJAContact: Mr. Gregory NzekwuEmail: Gnzekwu@worldbank.orgAddress: The World BankPlot 433 Yacubu GowonCrescentAssokoro DistrictAbujaNIGERIATel: (234–9) 234 5269 75Fax: (234–9) 234 5267

ACCRAContact: Mr. Kofi MarrahEmail: Kmarrah@worldbank.orgAddress: The World BankDr. Isert Road 69North Ridge Residential AreaAccraGHANATel: (233–21) 229 681, 220 837Fax: (233–21) 227 887

ADDIS ABABAContact: Mr. Jalal Abdel-LatifEmail: jabdellatif@worldbank.orgAddress: The World BankAfrica AvenueBole RoadAddis AbabaETHIOPIATel: (251–1) 62 77 00Fax: (251–1) 62 77 17

BEIJINGContact: Mr. Philip KarpEmail: pkarp1@worldbank.orgAddress: The World BankChina World Tower 2, 16th FloorNo. 1 Jianguomenwai AvenueBeijingP. R. CHINA, 100004Tel: (86-10) 5861-7600Fax: (86-10) 5861-7800

CAIROAddress: The World BankWorld Trade Center1191 Corniche El-Nil, 15th FloorBoulaqCairo 11221ARAB REPUBLIC OF EGYPTTel: (20–2) 574 1670 (20–2) 574 1671Fax: (20–2) 574 1676

DAKARContact: Mr. Mademba NdiayeEmail: mademba@worldbank.orgAddress: The World BankImmeuble S.D.I.H.3 place de l’IndépendanceDakarSÉNÉGALTel: (221) 849 50 00Fax: (221) 849 50 27

DAR-ES-SALAAMContact: Mr. Denis BisekoEmail: dbiseko@worldbank.orgAddress: The World BankSamora AvenueDar-es-SalaamTANZANIATel: (255–51) 36410 (255–51) 38355Fax: (255–51) 113039

MARSEILLESContact: Mr. Jean-Eric AubertEmail: jaubert@worldbank.orgAddress: The World BankVilla Valmer271 Corniche Kennedy13007 MarseillesFRANCETel: (33–4) 91 99 24 45 (2440 for operator)Fax: (33–4) 91 99 24 79

NEW DELHIContact: Ms. Mohini MalhotraEmail: Mmalhotra1@worldbank.orgAddress: The World Bank70 Lodi EstateNew Delhi 110 003INDIATel: (91–11) 24617241Fax: (91–11) 24619393

OUAGADOUGOUContact: Ms. Kadiatou Paté TouréEmail: ktoure@worldbank.orgAddress: The World Bank179 Avenue du President SergeZerboBP 622OuagadougouBURKINA FASOTel: (226) 50 30 62 37Fax: (226) 50 30 86 49

PARISContact: Mr. Jean-Eric AubertEmail: jaubert@worldbank.orgAddress: The World Bank64/66, avenue d’léna75116 ParisFRANCETel: (33–1) 40 69 30 00Fax: (33–1) 40 69 31 51

PHOTOGRAPHYMicheal Foley: Front cover (right middle), 11, 19, 32 (bottom), 33, 38 (bottom), 38 (middle), Back coverRichard Lord: Front cover (left bottom), 16,21 (middle), 25 (bottom), 27 (top), 28 (bottom), 32 (top)Panos Pictures—Rob Cousins: Front cover (right top); Giacomo Pirozzi: 2, Sean Sprague: 18; Robert Wallis: 19; Sven Torfinn: 28 (top)All other photos by World Bank staff and photo library

GRAPHIC DESIGNPatricia Hord.Graphik Design

WBIat a glance

REPRESENTATION IN THE FIELDBurkina Faso, China, Egypt, Ethiopia, France (Marseilles, Paris), Ghana, India, Nigeria,Senegal, Tanzania

Nearly 700 client learning activities annually

75,000 client participants worldwide

20 WBI donor partners

120 Global Development Learning Network (GDLN) affiliates

More than 200 scholarships awarded annually through the Joint Japan/World Bank Graduate Scholarship Program and the Robert S. McNamara Fellowships Program

1818 H Street, NW

Washington DC 20433

USA

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www.worldbank.org/wbi

1Contents

Foreword by Robert B. Zoellick, President The World Bank Group

Overview of the Fiscal Year by Rakesh Nangia, Acting Vice President The World Bank Institute

WBI in Action

Capacity Day 2007

AppendixesBudget for FY06 and FY07 Thematic and Regional Distribution

of Programs, FY05–07 Scholarships and Fellowships Donors, FY07Publications

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Innovation and the application of ideas are critical to economic

growth and overcoming poverty. While the World Bank has many

attributes of a financial organization, its mission is much broader.

It is a unique institution of knowledge and learning—a “brain

trust” of applied experience.

We know that knowledge and learning cannot be imported or

imposed. Knowledge transfer must give way to knowledge sharing

and exchange: effective and sustained development requires the

combined strains of local and global knowledge. By building on

traditional approaches and sharing best practice, the development

community can help ensure that solutions will be locally owned

and yield results.

Since its inception just over 50 years ago as the Economic

Development Institute of the World Bank, the World Bank Institute

(WBI) has played an important role in knowledge sharing and

learning for the Bank’s client countries. Through combinations of

training courses and seminars, policy advice, and global dialogues

that facilitate peer-to-peer exchanges among policymakers and

experts, WBI has influenced a half-million decision makers around

the world, many of whom have become leaders and change agents

in their countries.

ForewordRobert B. Zoellick, President, The World Bank Group

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In recent years, WBI has shifted its focus from the direct training

of individuals to developing the capacity of organizations—think

tanks, leadership institutes, academic, and civil service training

institutes—where clusters of potential change agents can be trained

in mutually reinforcing groups, better equipping them to implement

their countries’ strategies for growth and overcoming poverty.

WBI’s goal in the coming year will be to foster its legacy of knowledge

sharing and innovation in support of the World Bank Group’s brain trust

of applied experience. I look forward to working with the Institute in

accomplishing this task.

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In fiscal 2007 (FY07) WBI continued to deliver thematic and sectoral

learning programs, align its activities more closely with the World Bank

Group’s country programs, and focus on longer-term results. In coordination

with the Bank’s regional staff and through partnerships with local organizations,

bilateral donors, and foundations, WBI designed and delivered learning

events, policy debates, and technical assistance for leaders, policymakers,

and other development practitioners worldwide. WBI focused its learning

events and knowledge-sharing activities on individuals and organizations

in a position to act as change agents in pursuit of agreed goals. The Institute

facilitated peer-to-peer exchanges of experience and expertise among

developing-country participants and international experts; it also

supported newly appointed governments by helping leadership teams

improve the culture of results in their organizations.

Delivering thematic and global programs with partners…

Working directly and through 200 partner organizations, the Institute’s

13 thematic learning programs reached 75,000 participants in nearly

700 client learning events (courses, seminars, conferences, and

other knowledge-sharing activities). In addition to face-to-face events,

WBI developed and delivered distance learning courses and facilitated

the formation and operation of online communities of practice that

enable development practitioners across the globe to share solutions

to common problems. Last year the Institute also awarded 214

graduate-level scholarships through the Joint Japan World Bank

Overview of the Fiscal YearRakesh Nangia, Acting Vice President, The World Bank Institute

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Graduate Scholarship Program

(JJ/WBGSP) for study in

development-related fields.

In FY07 WBI’s core global

programs—in governance and

anticorruption, knowledge for

development, and trade—broke

new ground by publishing increas-

ingly powerful diagnostic tools.

This past year WBI, in collaboration

with the World Bank’s research arm

(DEC), published a new release of the

Worldwide Governance Indicators

(WGI) as well as Governance Matters,

a detailed methodological and data

report on 212 countries and territo-

ries. The Institute also released an

updated version of its Knowledge

Assessment Methodology (KAM)

to help countries compete in the

global economy (see pages 22–23),

and a new set of online World

Trade Indicators, covering 209

economies, to support the design

of country-specific trade polices

and strategies.

…for policymakers, educators, women

WBI concentrated its activities

on high-level policymakers and

other influential people, such as

educators, media figures, and civic

leaders: audiences that can use

their newly acquired knowledge to

have a significant and immediate

impact on development policies

and actions. In FY07, government

officials made up 45 percent of

WBI participants, and educators 20

percent (figure 1). Recognizing the

important role of women as agents

of economic development, WBI has

more than doubled the number of

women participants in its programs

since 2002. In FY07 one-third of all

participants were women.

Measuring results

WBI assesses its training by

tracking outputs and collecting

feedback from participants. Output

measures include the number of

learning offerings delivered, partici-

pant training days, and numbers of

participants reached. Over the past

three years, WBI’s numerical outputs

have declined as we have delivered

fewer but more customized activities,

broadened our work to include

technical assistance, and adjusted

to budget reductions.

In early FY07, WBI’s evaluation

group surveyed members of the

Bank’s country teams in 34 countries

to assess how well WBI had consulted

with the teams and aligned its

programs and activities to the

capacity needs of the country.

Ninety-eight percent of the respon-

dents noted that WBI consults

satisfactorily with the country

teams in selecting activities for

their countries; 87 percent noted

that WBI’s FY06 activities were

aligned with the capacity needs

of their countries; and 73 percent

noted that WBI activities were

effective in actually building

capacity in the countries (figure 2).

Respondents were asked to compare

the quality of WBI’s FY06 activities

in these countries with the quality

of equivalent capacity development

activities of other providers.

Eighty-four percent answered

that WBI activities were better

than those of local organizations,

and 79 percent rated WBI favorably

compared with other international

organizations or donors. When

asked to compare WBI’s offerings

with equivalent activities offered

by other Bank units, 44 percent

answered that the quality was

about the same, and 40 percent

responded that WBI activities

were better (figure 3).

Country teams identified areas for

improvement as well, including the

importance of coordinating more

closely with other Bank teams and

responding more specifically to

country needs and requests.

Sectoral and thematic programs for frontline practitioners

As in previous years, most of

WBI’s FY07 activities were managed

by teams from the Institute’s four

thematic units (figure 4).

Delivery methods were varied,

as in past years. In each unit,

program teams designed and

WBI participants by audience typeFigure 1

Top 5 audiences reached, FY02–07 (percent)

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delivered courses and seminars,

conferences, global dialogues,

online learning modules, and other

print and multimedia products.

Activities ranged from one-day

multisite videoconferences that

raised awareness about important

topics, seminars to impart the

skills needed to implement specific

plans and projects, in-depth

multiweek courses, and two-year

scholarships for graduate study.

Addressing regional priorities

WBI’s continuing coordination

with the World Bank’s corporate

priorities and regional and country

strategies enhanced the geograph-

ical and topical diversification of

the Institute’s programs.

Africa continued to be a top

priority for WBI, with 26 percent

of participants coming from

this region. In response to the

World Bank’s Africa Action Plan,

adopted in 2006, and the

Africa Capacity Development

Management Action Plan (CDMAP),

WBI targeted nontraditional

audiences such as the media,

parliaments, civil society, and legal

and judicial officials—all critical

components of the demand side

of good governance (see page 32).

World Bank country teams rate WBI’s FY06 performance highly

World Bank country teams rank WBI’s FY06 offerings higher than those of other organizations and equal to those of other World Bank units

Figure 2

Figure 3

Percentage of respondents who gave a rating of 5 or above on a 7-point scale (for 34 countries)

Percentage of respondents who gave a rating of 4 or above on a 7-point scale (for 34 countries)

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In East Asia, WBI’s regional coor-

dination was moved to an office

in Beijing jointly funded by WBI

and the Bank’s East Asia and

Pacific region. Topics in governance

dominated many of the country

programs. In China, activities

included the sharing of international

best practices on selected topics.

Support for the implementation

of decentralization was the focus

in Indonesia. Social accountability

and local government management

took center stage in the Philippines.

In four countries of the region,

WBI delivered programs for national

parliaments, while emphasizing

more traditional public sector

management programs in some

of the poorer countries.

In Europe and Central Asia more

than 85 percent of WBI’s programs

directly supported World Bank

operations.

In Latin America WBI targeted

government officials as well as

representatives from the private

sector, academia, and civil society.

Programs addressed priority areas

of the Bank’s regional strategy,

including investment climate and

jobs, infrastructure, education

and innovation, governance and

inclusion, and sustainable use

of natural resources (see pages

20–21). WBI operations in the

Middle East and North Africa sup-

ported the Bank’s regional strategy

in water and infrastructure, gover-

nance and transparency, education

and the knowledge economy, and

health and social protection.

In 2005, WBI and the World Bank’s

South Asia region opened a jointly

funded regional capacity development

hub based in New Delhi. The office

gives priority to five countries:

Afghanistan, Bangladesh,

India, Pakistan, and Sri Lanka.

In each country WBI has been

implementing multiyear programs

ranging from urban management

to health and public sector

management.

Customizing programs to country needs

By aligning its activities with the

Bank’s broad regional and country

work, WBI has increased the

relevance of its programs for

client countries. The scope and

content of thematic programs

vary considerably, from continuing

support on complex structural issues,

such as better management of

FY07 training days by WBI thematic unitFigure 4

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Some examples of WBI’s work in countries in FY07

Box 1

In FY07, WBI launched a multiyear program on Capacity Building for Economic Governance in postconflict Sudan in collaboration with Sudanese counterparts, the World Bank’s Africa Region, and the Bank’s research arm. The program takes into account both the supply and the demand sides of governance, including the roles of media, parliament, and universities. To date, 13 workshops have been delivered on topics such as project management, macroeconomic modeling, and monitoring and evaluation, along with two conferences on institutional reform, generating growth, and fiscal decentralization. These initiatives reached more than 510 Sudanese in government, academia, and civil society.

In Brazil, the Urban Management and Municipal Development Program facilitates policy dialogues and provides training to senior government officials at the municipal level on issues of metropolitan development, city competitiveness, and urban and municipal management. The program is delivered in partnership with the Ministry of Finance’s School of Fiscal Studies (ESAF).

In China, WBI supported capacity development for urban environmental management through a program for local government officials in the Pearl River Delta area of China, a region that is at the forefront of China’s challenge of balancing rapid economic growth and environmental protection.

In Sri Lanka, WBI’s program on social accountability conducted action-learning field exercises and training-of-trainer courses at the village level. Working with local facilitators, villagers, and their service providers, WBI helped develop performance indicators, recommendations, and action plans for the completion of a World Bank project to access potable water.

The Governance Institutes Forum for Training in the Middle East and North Africa (GIFT-MENA) is a locally owned consortium of 35 schools and institutes that specialize in training civil servants. GIFT is building the region’s capacity for good governance and anticorruption reform. It supports the organizational development of its member institutions; instills a culture of reform, problem-solving, and results in new cohorts of mid-level and senior civil servants; and creates networks of reformers and agents of change in the public sector. In FY07, the program held a training-of-trainers course on performance-based budgets for 20 directors, middle managers, and professional trainers from ministries of finance and institutes specialized in public finance in Egypt, Jordan, Lebanon, Morocco, and Tunis. The course was organized by the Institute of Finance of Lebanon-Basil Fuleihan Institute, the Moroccan Ministry of Finance and Privatization, and WBI.

In April 2007, WBI organized a leadership seminar for Tajikistan, the fourth in a series of annual events, with the participation of the International Finance Corporation and International Monetary Fund. The seminar, which included all line ministries and the president’s adviser, provided a forum for a high-level exchange of ideas and perspectives on the cross-sectoral implications of policy reforms touching on Tajikistan’s most pressing development challenges.

natural resources, to stand-alone

workshops on specific topics.

Similarly, these activities achieve

varied outcomes, including enhanced

individual skills, improved awareness

among participants of their

strengths and weaknesses in a

given field, development of more

favorable institutional environments,

strengthened organizational

arrangements for implementation

of development actions, and

even reforms at the national and

subnational levels of government.

WBI offers products and services

that help build long-term institutional

capacity. In FY07 WBI continued to

implement multiyear programs in

selected countries (including 14 in

Africa) identified jointly with the

World Bank’s Regions. Some 70

percent of WBI’s program budget

was devoted to work in these countries

in FY07, up from 50 percent in

FY06; and country programs in

FY07 accounted for 50 percent of

total outputs. WBI’s efforts have

been generally well received by

the Bank’s country directors,

who have suggested that WBI

deliver fewer but more intensive

programs on topics that support

the objectives of the country

assistance strategies that the

Bank agrees on with individual

countries every few years (see box 1).

Addressing global issues

Many of the most salient topics in

development cut across national

lines. Examples include governance

and corruption, climate change and

environment, investment climate,

trade facilitation, and knowledge

for development. WBI addresses

such cross-cutting topics through

its regional and global programs.

Monitoring the quality of governanceOur Governance and Anticorruption

Program responds to the consensus

among policymakers and academics

that good governance matters for

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economic development. The growing

recognition of that link has stimu-

lated demand for indicators that

monitor the quality of governance

across countries and within individual

countries over time. With the Bank’s

Development Economics vice

presidency, WBI publishes

Worldwide Governance Indicators

for 212 countries and territories.

Governments, media, and civil society

organizations use these indicators

to track changes and trends in

governance, to stimulate discussion,

and to develop consensus for change.

As in years past, WBI’s work on the

indicators was complemented by the

design and delivery of governance

diagnostic surveys in selected

countries, thereby contributing to

their governance reform programs.

This year, for the first time, virtually

all the individual data sources

underlying the aggregate governance

indicators are, along with the

aggregate indicators themselves,

available electronically at www.

worldbank.org/wbi/governance/

govdata. (See pages 22–23.)

Preparing to compete in the global knowledge economyWBI’s Knowledge for Development

Program (K4D) engages with

countries that have both the will

and the potential to stimulate

growth and improve competitiveness

by accentuating the role of knowledge

in their economy. A notable example:

the program’s FY07 report on

Enhancing China’s Competitiveness

through Lifelong Learning. The

report discusses the issues and

steps involved in building a lifelong

learning system in China, among

them a coherent policy framework,

a sound incentive and institutional

framework, a sound regulatory

environment, a coordinated

governance process, a timely and

reliable management information

system, a dynamic link with the

evolving global system, and the

optimal use of limited resources.

WBI’s Knowledge Assessment

Methodology (KAM) (www.world-

bank.org/kam) is a Web-based tool

that provides a basic assessment

of countries’ and regions’ readiness

to compete in the knowledge

economy (not their performance).

KAM allows policymakers to pinpoint

their country’s problems and

opportunities, revealing areas

where policy attention or investments

may help them make a successful

transition to a knowledge economy.

The updated KAM, released in

FY07, covers 140 countries and 9

regional groupings. The compari-

sons are presented on the Web in

charts and figures that highlight

similarities and differences across

countries. The accompanying fig-

ure compares the performance of

China and India (figure 5).

For examples of WBI’s work on other

global themes, see pages 20–21 (cli-

mate change), pages 28–29 (invest-

ment climate), and pages 31–32 (trade).

WBI’s approach

WBI relies on three elements to

increase its reach and effectiveness.

It leverages resources from trust

funds set up by government donors

The Knowledge Assessment Methodology (KAM) Basic Scorecard for China and India

Figure 5

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(see appendix 4), program fees

paid by participants and partners,

and sales of WBI’s services to other

World Bank units. It cooperates with

training partners to deliver activities,

thereby reducing costs, increasing

the number of events, building the

capacity development skills of local

partners, and fostering the exchange

of knowledge and expertise across

countries. And it capitalizes on the

use of technology—videoconfer-

encing, radio, and the Internet—to

reach a greater number of clients

rapidly and efficiently, and to

facilitate professional networking

among participants.

Leverage through technologyAs in previous years, WBI’s activities

were carried out face to face in

locations across the globe and

through distance learning, using

two-way videoconferencing and

the Internet. Most were “blended”

activities that incorporated

combinations of printed course

materials, textbooks, instructional

video, CD-ROMs, interactive

multimedia, facilitated online

courses, Web forums, radio, and

online communities of practice.

Although WBI has long used a

range of learning technologies,

most activities are still delivered

face-to-face. In FY07, 20 percent

of activities were conducted

through e-learning and 6 percent

by videoconference. In FY08 WBI

will take a more proactive approach

in using new technologies for distance

and distributed learning. Among

the probable implications of that

approach are moving larger amounts

of content online, designing more

mediated learning modules that

can be easily wholesaled through

partners, and working more closely

with delivery partners to develop

stand-alone distance learning

courses on topics in high demand.

WBI’s Multimedia Center provided

advice and support to the World

Bank and other organizations on

training techniques and facilitation

of distance learning activities.

Over the past year, the Center’s

facilities and services added an

important dimension to 130 WBI

projects. A prominent example

in FY07 was the conference on

Improving Governance and

Fighting Corruption: New Frontiers

in Public-Private Partnerships

(see box 2). Other highlights include

the development of electronic

sourcebooks on CD-ROM for

projects on urban slum upgrading

and on gender statistics; interactive

database solutions for trade,

governance, and knowledge

assessment that allow people to

learn in intuitive ways; and support

for interactive and visible events

such as the GDLN World Forum

and WBI’s annual Capacity Day

(see pages 34–35).

WBI’s thematic learning program

Web sites reached more than

331,000 unique visitors last year.

Our Development Education site

(www.worldbank.org/wbi/develop-

menteducation) was the most

popular of all WBI sites, attracting

more than 380,000 visitors. WBI’s

Governance and Anticorruption

site is also among the most viewed,

receiving about 170,000 visitors

this past year (www.worldbank.

org/wbi/governance).

The Global Development Learning

Network (GDLN), incubated by

WBI and now decentralized to the

Bank’s regional vice presidencies,

serves the Bank and external

partners, connecting clients

through advanced distance

learning technologies. The

Institute still provides a secretariat

for the GDLN, and WBI teams

continue to use its 120 network

affiliates for the delivery of

distance learning events.

B-SPAN, the World Bank’s

Webcasting Service, reaches

people across the world with

broadcasts of World Bank seminars,

conferences, and workshops. In 2007,

B-SPAN recorded 150 presentations

and produced 20 podcasts to which

users can subscribe. Text summaries

of the events are posted with the

videos. B-SPAN expands the reach

of World Bank events significantly.

About 11,000 unique visitors come

to the site every month.

Leverage through partners and other organizations The Institute has resource partners

and delivery partners; some organi-

zations act in both capacities.

Resource partners augment WBI’s

financial, intellectual, and technical

resources by providing funding,

expertise, content, staff, facilities,

Public-Private Partnerships to Fight CorruptionBox 2

The proceedings of the March 2007 anticorruption

conference in Brussels were to be used as input for

imminent decisions by the World Bank, International

Monetary Fund, and Organisation for Economic

Co-operation and Development. So the stakes were

too high to rely on “just another meeting.”

What would it take to elicit a personal commitment

from leaders in industry and government to fight

corruption in and through their organizations? The

WBI team organizing the conference realized that

the answer lay in putting those leaders in touch with

young people—future leaders in business schools and

universities around the world. A 24-hour videoconfer-

ence marathon—staged in parallel with the March

2007 conference on Improving Governance and

Fighting Corruption: New Frontiers in Public-Private

Partnerships—did just that. Attendees in Brussels,

finding their own deliberations assessed, validated,

and questioned by young people from 35 countries,

stepped up to the challenge and committed to

concrete steps and actions to roll back corruption.

The idea to inspire the conference attendees through

a 24-hour web link to the outside world (with real-time

updates by podcast) was the brainchild of WBI’s

Multimedia Center. A team of learning experts, web

designers, programmers, and video and audio producers

who help WBI teams use technology in innovative ways.

Asking a course team to define its objective is the first

step. From there the group works backward. Based on

an analysis of the behaviors and cognitive processes

that can bring about the changes envisaged by the

course, the team decides on methods (for example,

in the case of the anticorruption conference,

validation and questioning through outside groups),

tools (discussion with young leaders) and delivery

modalities (24-hour videoconferencing).

What happened in Brussels?

On March 14 and 15, 2007, senior decisionmakers

from firms and public institutions around the world

met to discuss opportunities for fighting corruption

and improving governance at the public-private interface.

And they invited the rest of the world to watch: all

sessions were audio recorded, edited into a digital

format, and posted within one hour on the conference

Web site. WBI’s multimedia team chose audio over

video to ensure that the recordings would be available

to audiences with slow Internet connections.

The conference participants took a second important

step by engaging through videoconference with

500 students from leading business and public

administration schools worldwide. Hosted by 27

affiliates of the Global Development Learning Network,

12 consecutive two-hour videoconferences literally

“followed the sun” as students passed the baton from

region to region as the day went on. At several critical

points the videoconferences were broadcast live into

the Brussels discussions, so that conference attendees

were able to take into account the perspectives of the

next generation of leaders and innovators. In the end,

careful design and deliberate use of multimedia tools

and techniques created an extraordinary experience

for the participants in Brussels as well as for those who

connected from around the world.

The conference was organized by WBI, the OECD, and the

government of Belgium. www.improvinggovernance.be

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and other inputs. Delivery partners,

most located in WBI’s client

countries, collaborate with the

Institute to deliver a wide range

of capacity development programs

and activities. These partners

mobilize local resources, apply

local knowledge, customize content,

strengthen local ownership, and

develop their own capacity.

In each of the last few years about

half of WBI’s activities have been

delivered jointly with partners,

but in FY07 the share rose to 75

percent (figure 6). In accordance

with WBI’s partnership principles,

partners share with WBI the costs

of, the credit for, and the risks

associated with the agreed activities

(see box 3). Partners also share a

common approach for measuring

outcomes and results.

WBI has had longstanding

relationships with Finlands’s

Ministry of Foreign Affairs,

the U.K.’s Department for

International Development (DfID),

and the Canadian International

Development Agency (CIDA),

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among other donors (see appendix

4). The Joint Japan–World Bank

Graduate Scholarship Program,

funded by the government of

Japan and administered by WBI,

awards scholarships to mid-career

professionals for graduate study

in economic and social develop-

ment at renowned universities

around the world. The largest

graduate degree program in the

United Nations system celebrated

its 20th anniversary this year (see

appendix 3).

The Institute currently relies on

trust funds for half of program

costs. Trust fund partnerships

have sometimes been difficult

because of rigidities in donor

preferences on the use of their

resources, which may not always

be in line with WBI’s strategic

direction. In FY08 WBI will pay

closer attention to the selection of

partners whose interests converge

with WBI’s objectives and who are

well-positioned to advance the

quality and depth

of learning activities.

Looking to the future

A focus on resultsIn response to recommendations

by the World Bank’s Committee

on Development Effectiveness

(CODE), which suggested in

October of FY05 that WBI is

spread too thin (delivering

too many activities in too many

sectors), the Institute began to

implement some important changes.

Among the recommendations were

that WBI continue to help build and

support leading-edge institutions

in client countries, help countries

in transition toward middle-income

status, work with nontraditional

partners on the demand side of

good governance (such as civil

society, parliamentarians, and

the media), increase coordination

with regional partners, and

strengthen the Bank’s framework

on capacity development.

Partners now deliver most WBI programsFigure 6

Partner-delivered

0

20

40

60

80

100

FY07FY06FY05FY04FY03FY02FY01FY00

40%

54%60%

49%57%

51% 52%

75%

FY00–07 partner-delivered vs WBI-managed (client training only)

A profusion of successful partnershipsBox 3

… with the British Council

Jointly funded by WBI and the British Council, Debate to Action trains

trainers in youth organizations in Africa. Participants learn about international

and national frameworks for sustainable development (including the Millennium

Development Goals and their countries’ poverty reduction strategies), their

own roles within these frameworks, the contributions they can make to

sustainable development in their countries, and how to share this information

with other young people to promote sustainable development. To date, the

program has reached more than 17,000 participants. Begun in Nigeria, where

the government has scaled up the program to reach all 37 states and territories,

the program has now expanded into Ethiopia, Ghana, and the United

Kingdom, with further expansion planned into Kenya, Sudan, and Tanzania.

The program is part of a larger strategic partnership between the British

Council and the World Bank.

… with the parliament of Finland

WBI and the Finnish parliament have been collaborating since 2000 to

produce seminars, workshops, and training sessions on parliamentary

oversight, control of corruption, and the role of parliaments in conflict-affected

countries. FY07 was an especially productive year for the partnership, as

significant work was done on gender and women’s issues.

In July 2006 WBI, the Commonwealth Parliamentary Association and the

parliament of Pakistan collaborated on a seminar for women members

of parliament entitled Balancing Political Participation: Moving Towards

Gender Equality. Held in Pakistan, the seminar brought together members

of national and provincial parliaments from Bangladesh, Maldives, Pakistan,

and Sri Lanka. The participants conceived strategies for empowering women

MPs, setting performance criteria, and providing training and capacity

building on parliamentary practice and procedure, leadership skills,

and effective networking and communications.

In 2006 the Finnish parliament celebrated the centennial of full political

rights for women in the country. In October, Finland hosted an international

seminar on women’s parliamentary leadership that brought together participants

from Afghanistan, Ethiopia, Georgia, Indonesia, Pakistan, Sri Lanka, Tanzania,

Thailand, and Vietnam. The seminar examined women’s leadership in

anticorruption, poverty reduction, conflict resolution, campaign financing,

and parliamentary administration.

… with Carbon Finance Assist, a multidonor trust fund

WBI’s Africa Assist program is a component of the Carbon Finance Assist

program (CF-Assist), a multidonor trust fund managed by the World Bank.

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WBI implements the program in close collaboration with World Bank

regional teams from Africa and the Middle East and North Africa, and

with the Bank’s Carbon Finance Unit. The program helps build the

capacity of countries to create and manage their carbon assets. Partners

and collaborators include the Agence Française de Développement,

the Development Bank of Southern Africa, and the Mediterranean

Environmental Technical Assistance Program. The program’s efforts

have borne fruit. By 2007 some 45 projects in Africa under the Clean

Development Mechanism had emerged from the capacity building

activities of CF-Assist, carried out in partnership with the UNEP-Risø

Centre and the Policy and Human Resource Development trust fund

from Japan.

In October 2006, WBI, supported by CF-Assist and in partnership with

the International Emissions Trading Association and Koelnmesse, helped

organize Carbon Expo Asia in Beijing. In May 2007, at Carbon Expo 2007

in Germany, WBI helped developing countries to showcase their emission

reduction projects.

… with Germany’s InWEnt Capacity Building International

In FY07 InWEnt Capacity Building International and WBI jointly hosted

the 11th International Business Forum: The Business Challenge in Africa,

building on the previous year’s forum on private sector roles in achieving

the Millennium Development Goals. The forum brought together 150

business representatives, mostly from Africa, to share their experiences

and lessons. A report of the highlights and findings of the forum will be

presented at the next forum—in October 2007.

Also in FY07 InWEnt and WBI organized a series of seminars on

corporate social responsibility hosted by German chambers of

commerce in Argentina, Paraguay, and Uruguay. The seminars focused

on the importance of understanding and implementing socially and

environmentally responsible business practices. Building on discussions

initiated at the seminars, WBI and InWEnt organized in February 2007

a training-of-trainers workshop on corporate social responsibility in

Mercosur, the common market for the southern cone of Latin America.

After the workshop, WBI’s online course in corporate social responsibility

was made available to private sector practitioners in all Mercosur

countries. And in Brazil, WBI and InWEnt worked closely with

private sector representatives who had already taken the online

course to develop a new training tool to implement social responsibility

strategies in their organizations.

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Responding to the recommenda-

tion for better design, implementa-

tion, and measurement of

Bank-sponsored capacity develop-

ment and learning programs

in partner countries, WBI, in

consultation with the Bank’s

Operations Policy and Country

Services vice presidency (OPCS),

developed a framework for planning

and measuring capacity develop-

ment results. The Capacity

Development Results Framework

(CDRF) provides a basis for ex-ante

evaluation of the results chain of

capacity development programs, as

well as a logic for evidence-gathering

efforts to assess outcomes and

impact by WBI staff and clients

during the implementation

and evaluation stages of the

programs (see box 4).1 The CDRF

will be piloted in a sample of organi-

zations with which WBI is conduct-

ing or plans to conduct long-term

capacity development programs.

About 20 pilot organizations have

been selected in consultation with

the Bank’s regional vice presidencies.

The plan is to complete baseline

assessments and track progress

over the course of the coming year,

and to report to Bank management

and the Board on the results of

this first phase.

Aligning thematic programs with country strategiesAlso in response to CODE’s recom-

mendations, WBI continued to

streamline the number of themes

and programs it offers. Working

closely with country directors and

program leaders, the Institute has

aligned its activities with priorities

identified in country assistance

strategies and with the objectives

of the World Bank’s regional op-

erations. Feedback and demand

from the Regions will continue to

shape our programs in FY08.

Reshaping the product linesClient demand is rising for longer

and more in-depth training courses

that combine state-of-the-art theo-

retical work with the Bank’s unique

experience in applying theory “on

the ground.” WBI will respond by

increasing the depth of content

coverage and the quality of its

learning activities. In the coming

fiscal year we will design a select

number of thematic, or “flagship,”

courses to test the market, in

some cases on a cost recovery

basis. This will require careful

management and monitoring to

ensure successful outcomes.

Supporting corporate goalsThe Institute will continue to

support the Bank’s corporate

priorities, playing a complementary

role to the capacity building

work of the Bank’s Regional

vice presidencies and thematic

Networks. The Institute will define

its position and product lines

more sharply as Regional needs

and priorities evolve.

WBI currently plays a direct role

in 11 of the 20 priority actions in

the Africa Action Plan and has been

designated as the Bank-wide focal

point for four of them. We will con-

tinue to work with country teams

on governance and anticorruption

diagnostic studies, on demand-side

institutions (media, parliaments,

and judiciaries), and on innovative

ways to enhance public-private

partnerships in infrastructure (see

pages 29–30).

WBI will also support the

Bank’s strategy on middle-income

countries by facilitating South-South

exchanges of knowledge and

leveraging the expertise of those

countries that are world leaders

in areas such as HIV/AIDS,

conditional cash transfers, and

clean energy. The Institute

will do this while maintaining

and strengthening its much

appreciated work on leadership

and governance in fragile and

post-conflict countries.

1. The CDRF does not aim to replace or substitute for traditional analytical tools, methods, or indicators. Instead, it provides a logical structure for using these instruments to design, monitor, and evaluate capacity development interventions—that is, a structure suitable for WBI and other knowledge-intensive Bank operations.

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Capacity Development Results Framework (CDRF)Box 4

The CDRF assumes that the capacity of a country to define and pursue its

development objectives in an effective, efficient and sustainable manner is

mainly determined by three broad factors:

The political, social, and belief systems that shape public policy and ❚❚

determine the priority given to the different development objectives and

accountability for their attainment;

The policies, rules, laws, regulations, standards, and norms that deter-❚❚

mine the formal incentives, constraints, and enforcement mechanisms

that condition efforts to attain development objectives; and

The organizational arrangements, personnel, and materials that are ❚❚

brought together to achieve specific development objectives.

New knowledge and information—well targeted in time and place—can

make all three factors more conducive to achieving a given development

objective. WBI capacity development program emphasizes six basic types of

learning outcomes: raised awareness, greater consensus and team-orientation,

agreement on a policy or strategy, implementation of a strategy or plan,

enhanced skills, and richer networks. When the right change agents are

involved in the learning process, they can catalyze or facilitate change that

will improve the capacity factors (see accompanying figure).

Thus, the challenge for capacity development is to:

Identify change opportunities and change agents, ❚❚

Determine the knowledge-related outcomes needed to drive ❚❚

the change process, and

Design and deliver a sequence of activities that will produce ❚❚

the required outcomes.

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Looking to the future, we will aim

to deepen our core business of

providing sectoral and thematic

learning programs for development

practitioners, and will continue to

leverage the strong brand name

WBI has built over more than

50 years as a focal point for and

emblem of the Bank’s commitment

to knowledge sharing for develop-

ment. At the same time we will

take advantage of the flexibility

weare afforded as a neutral

and quasi-independent body

by piloting innovations, raising

difficult issues for debate, and

developing new approaches

to capacity development.

Never before has the exchange

of knowledge and information

been so critical to a country’s

successful development. I am

glad to share with you this report

describing WBI’s FY07 contributions

to furthering that endeavor.

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WBI in Action

Thematic learning programs WBI’s 13 thematic learning programs include courses, seminars, and policy

advice on topics that are central to successful development (see box on

page 20). Most programs are tailored to specific country needs, but some

address global issues, such as the roles of good governance and knowledge

in development. Aligned with the Millennium Development Goals adopted by

the international community in 2000, and with the World Bank’s corporate

goals, WBI’s thematic programs undergo extensive peer review and draw

on state-of-the-art theory and practice.

The Web site of each program provides learning resources, information

on events and courses, and online newsletters and materials. Some offer

access to extensive interactive data sets.

Education

WBI’s Education program responds to the need among client countries for

capacity development to improve the quality, efficiency, equity, and sustain-

ability of education reforms, with particular emphasis on basic education

and the requirements of today’s knowledge economy. Although global in

reach, the program recognizes that one size seldom fits all. To maximize

effectiveness, capacity building solutions must be tailored to a country’s

specific context and vision and undertaken with long-term institution

building in mind. Consider the following example.

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Program launch: education for development and competitivenessHow should a country’s post-basic

education system be configured to

meet the needs of the labor market

in an increasingly global knowledge

economy? To answer that question,

WBI’s Education program, in

partnership with the Knowledge

for Development program, piloted

a new course on Education for

Development and Competitiveness:

Challenges and Opportunities for

Post-Basic Education. The two-week

course, launched in May, was attended

by some 65 senior participants

from ministries of education,

nongovernmental organizations,

and academic institutions in Armenia,

Burkina Faso, The Gambia, Ghana,

Grenada, Kenya, Madagascar, Mali,

Mozambique, Nigeria, Saudi Arabia,

Senegal, Sierra Leone, Sri Lanka,

Thailand, Zanzibar, and Zambia.

Many of the African participants

were funded by the Norwegian

Education Trust Fund for Africa.

Issues covered in the course modules

include the impact of the knowledge

revolution on education, responsive-

ness and flexibility in the education

system, core competencies and skills

for the knowledge economy, school-

to-work linkages, new trends in edu-

cation governance and management,

and the uses of information and

communication technologies.

Pedagogically, the course was

designed around a series of case

studies, group activities, and

presentations from scholars and

practitioners from universities, think

tanks, and global corporations. Case

studies and experiences were shared

from Armenia, Canada, the European

Union, Hong Kong/China, the

Republic of Korea, Latin America, the

Philippines, the Russian Federation,

Singapore, and the United States.

As a follow-up response to the

burgeoning demand for capacity

development in the area of post-basic

education and knowledge for devel-

opment, customized versions of the

course will be designed for client

countries and regions interested in

policy reform in this area.

The new post-basic course is

one of WBI’s fee-paying offerings

in education. Others are the

program’s core course, “Strategic

Choices for Education Reform,”

and an e-learning course on

“Educational Statistics and

Indicators.” Registration revenue

covers a significant share of course

costs, and the large numbers of

registrants reflect healthy demand

from WBI’s clients. Funds are

invested back into the program

for continuous improvement and

content development.

Environment and Natural Resources Management

WBI’s Environment program helps

client countries manage natural

resources and environmental public

goods. The program aims to improve

understanding of the links that

connect the economy, ecosystems,

and society, and to enable institu-

tions to take action to address

the following challenges: managing

the urban environment to improve

health and the quality of life;

managing natural assets that

sustain economic growth and

reduce poverty; conserving

ecosystems and biodiversity; and

mitigating and adapting to climate

change. What follows is an example

of WBI’s work on the last topic.

Promoting the carbon market in Africa and the Middle EastAs part of the World Bank’s effort

to help Africa take advantage of

the emerging carbon market, WBI

has launched capacity building

programs in several countries,

focusing on developing clients’

portfolios of projects under the

Clean Development Mechanism

(CDM). The CDM is an arrangement

Education❚❚

Environment and Natural ❚❚

Resources Management

Financial Sector Learning ❚❚

Program

Public Sector Governance❚❚

Health and AIDS❚❚

Knowledge for Development❚❚

Poverty and Growth❚❚

Private Sector Development ❚❚

(Business Competitiveness and Development; Investment Climate)

Public-Private Partnerships in ❚❚

Infrastructure

Social Protection and Risk ❚❚

Management

Trade❚❚

Urban and Local Government❚❚

Water and Rural Development❚❚

FOR FY07

WBI’s 13

THEMATIC LEARNING PROGRAMS

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under the Kyoto Protocol that

allows countries seeking to meet

their commitments to reduce

greenhouse gases to invest in

projects that reduce emissions

in developing countries.

During FY07, WBI’s capacity build-

ing program, known as CF-Assist,

partnered with the International

Emissions Trading Association

to organize the African Carbon

Finance Forum. Held in Nairobi

on November 13–14, 2006, to

coincide with the Annual

Conference of the United Nations

Framework Convention on Climate

Change (UNFCCC), the first-of-its-

kind event attracted more than

440 registered participants, in-

cluding 30 exhibitors.

A similar event, intended to

showcase the potential of the

CDM in North Africa, the First

Carbon Finance Forum in the

Middle East & North Africa region

was held in Rabat on April 4–5,

2007. Jointly organized by WBI’s

CF-Assist program and the World

Bank’s vice-presidency for the

Middle East and North Africa, this

Forum was the first carbon trade

fair in the region. It was designed

to help beneficiary countries to

market their carbon assets and

to make mutually beneficial deals

under the CDM.

With WBI support, representatives

of 23 African countries participated

in the premier annual global event

for the carbon market. Carbon

Expo 2007, held in Cologne on

May 2–4, 2007, was organized by

WBI and the World Bank’s Carbon

Finance Unit, in partnership with

the International Emissions Trading

Association and Koelnmesse. The

event combined a trade fair with

an intensive three-day program

of seminars, workshops, panel

discussions, and side events. WBI’s

CF-Assist helped African technical

missions arrange three regional

pavilions and conduct project

transactions with carbon buyers

from Europe and Japan.

Most recently, WBI co-sponsored

a successful Carbon Finance

Investment Forum in Johannesburg

on June 5–7, 2007. The event featured

a set of matchmaking roundtables

aimed at attracting regional banks

and other financial institutions

into the carbon market.

Financial Sector Learning Program

Without a well-functioning financial

sector, the private sector cannot

grow and provide jobs, which provide

the quickest route out of poverty.

A well-functioning financial sector

also provides the poor with access

to credit and other financial services,

allowing them to smooth consump-

tion flows and take advantage of

income-generating opportunities.

A deep, robust financial sector is

also less susceptible to financial

crises, which can burden countries

with crippling costs, set development

back, and increase poverty. WBI’s

Financial Sector Learning Program

helps the Bank’s clients build a firm

foundation for financial services,

sound banking systems, strong

capital markets, a diversified

financial system, and improved

access by the poor and small-and

medium-sized enterprises to

financial services. The program’s

work with the Central Bank of

Bangladesh is a case in point.

Strengthening policy analysis in the Bangladesh Central BankTwo years ago, WBI began a

long-term program with the Central

Bank of Bangladesh to develop the

analytical skills of the bank’s staff and

create an incentive environment that

would reward excellence. WBI helped

set up a Policy Analysis Unit (PAU) in

the central bank’s research depart-

ment to strengthen the analytical

underpinnings of its monetary

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policies, based on the best practices

of central bank research departments

around the world.

Focusing on specialized aspects

of monetary and fiscal policy,

trade issues, and economic fore-

casting, PAU provides just-in-time

policy advice on emerging policy

issues to senior management and

assists the central bank in its role

as an advisor to the government

on economic and fiscal policy issues.

PAU’s regular policy papers, including

the Monetary Policy Review and

the Financial Sector Review, are

also required reading in economics

courses at Dhaka University. The

national press covers PAU closely,

knowing that it provides reliable

information to the public.

To develop the unit WBI staged

seminars on macroeconomics,

econometrics, trade, capital markets,

and issues unique to central banks.

The training was accompanied

by broader personnel reforms so

that capacity improvements would

become sustainable. A resident

economic advisor seconded by WBI

oversees the unit, which numbers

20 highly motivated and dedicated

professionals.

“By helping to create a better

informed, more responsive, and

stronger central bank, economic

policies can be better targeted to

reach the poor, thus reducing

poverty in the long run,” says

Shamsuddin Ahmad, senior

financial sector specialist at the

World Bank’s office in Dhaka.

The governor of the central bank

agrees. “The Central Bank’s senior

management, policymakers, and

stakeholders benefit greatly from

PAU’s thoroughly researched,

policy-relevant products,” declares

Dr. Salehuddin Ahmed, Governor

of the Bangladesh Bank, adding

that “we are grateful to the World

Bank Institute for the support

provided to create the unit.”

Public Sector Governance

Governments that meet citizens’

needs for services, manage fiscal

resources prudently, and sustain

an environment in which private

enterprise can thrive are those

most likely to vanquish poverty

and meet the Millennium

Development Goals. WBI’s

Governance programs advance

these objectives by disseminating

knowledge and facilitating mutual

learning about ideas and practices

that promote responsive, respon-

sible, and accountable governance.

WBI’s Governance programs

combine action-oriented learning,

capacity-building tools, and the

power of data, usually in collabora-

tion with other units in the World

Bank Group, to support countries

seeking to improve governance

and control corruption. Action-

learning methods link empirical

diagnostic surveys, the practical

application of those diagnostics

through collective action,

and prevention. This integrated

approach is supported by operational

research and a comprehensive

governance databank.

Worldwide Governance Indicators 2007Following a decade of pioneering

development in the field of gover-

nance metrics, the developers of the

Worldwide Governance Indicators

(WGI) took this work to a new level

by expanding the frequency and

depth of reporting to better serve

clients and colleagues. Produced

by the World Bank Institute in

collaboration with the World Bank’s

Development Economics vice presi-

dency (DEC), the September 2006

release of the WGI provides electronic

access to the underlying disaggre-

gated governance data from each

contributing institution. The

refurbished WGI website contains

a detailed data report for each

indexed country with trending

from 1996 to 2006 (see box 5).

A sample of the detailed data now available on www.govindicators.org

Box 5

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Chile

governance indicator sources year percentile rank

governance score

standard error

(0-100) (-2.5 to +2.5)

Voice and Accountability 11 2006 87.5 1.15 0.17

7 1998 63.0 0.48 0.23

7 1998 63.0 0.48 0.23

Political Stability 10 2006 77.4 0.85 0.22

6 1998 50.5 0.13 0.24

Government Effectiveness 13 2006 87.7 1.25 0.16

8 1998 87.7 1.36 0.15

Regulatory Quality 10 2006 91.7 1.41 0.18

8 1998 92.7 1.23 0.26

Rule of Law 16 2006 87.6 1.15 0.13

12 1998 83.8 1.08 0.16

Control of Corruption 13 2006 89.8 1.31 0.15

10 1998 87.4 1.35 0.17

Governance indicators (1996-2006) and detailed data source information, as shown for Chile below, are now available for 212 countries at: www.govindicators.org.

COLOR CODING

Above 90th percentile 75th to 90th percentile 50th to 75th percentile

source type valueGlobal Insight Business Conditions and Risk Indicators Experts 0.88

Freedom House Experts 0.90

Political Risk Services International Country Risk Guide Experts 0.79

Economist Intelligence Unit Experts 0.94

Reporters Without Borders Press Freedom Index Experts 0.89

Cingranelli Richards Human Rights Database & Political Terror Scale Experts 0.88

Institute for Management and Development World Competitiveness Yearbook Survey 0.57

World Economic Forum Global Competitiveness Report Survey 0.67

Latinobarometro Survey 0.39

Bertelsmann Transformation Index Experts 0.90

Gallup Poll Survey Survey 0.59

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WBI and DEC also published

accompanying papers that

provided a detailed methodological

and data report, with citations.

With coverage of 212 countries

and territories from 1996 to

2006, the WGI is one of the

largest governance databases.

Visit: www.govindicators.org

Country-level governance diagnosticsTo assist countries formulating

actions to control corruption on

the ground, WBI has developed

an in-depth, policy-oriented

tool. The Governance and

Anticorruption (GAC) Diagnostic

Surveys are an important

complement to the worldwide

indicators, giving more detailed

information to citizens, policymakers,

and service providers.

Paraguay conducted a national

dissemination of its second-round

governance survey results in

December of 2006. The govern-

ment has since developed

a reform action plan based in part

on the diagnostic’s findings of

acute weaknesses in the judicial

branch. Malawi held a national

dissemination of the survey results

on its inaugural Anticorruption

Day in February 2007 and is currently

working to develop a national

anticorruption strategy based

on the results. Both Haiti and Benin

completed the data collection and

drafting of their results in FY07;

Haiti hosted 300 stakeholders in a

four-day results dissemination and

discussion workshop in July 2007.

Dissemination in Benin is planned

for later in 2007.

Prosecuting corruption in Malawi The task of the Anticorruption

Bureau of Malawi (ACB) is daunting.

But with assistance from WBI, the

World Bank’s legal department,

and other partners, the ACB’s staff

is gaining the technical capacity it

needs to investigate and prosecute

corruption in the country.

In the Judicial Reform Learning

Program for Malawi, international

legal experts and front-line

investigators come together to

present successful experiences

in prosecuting corruption—among

them the National Prosecution

Authority of South Africa (and its

special division, “The Scorpions”),

the Peruvian investigations of

presidential corruption, the World

Bank’s Department of Institutional

Integrity, and the International

Criminal Court in The Hague.

By probing these and other cases,

ACB’s staff and representatives

of civil society organizations in

Malawi have devised new ways

to fight corruption. The program

spurred demand for similar initia-

tives in neighboring countries. In

response, WBI is designing a two-

part learning program for regional

investigators, prosecutors, and

other actors in the fight against

corruption in southern Africa.

Health and AIDS

Every week parents in the develop-

ing world mourn the deaths of

200,000 children under five.

Most die from preventable causes,

such as poor nutrition and diarrhea

stemming from unsafe drinking

water and poor sanitation.

Every week 10,000 women die

of complications of pregnancy

and childbirth. And every week

HIV/AIDS, malaria, and tuberculosis

claim another 50,000 lives. WBI’s

Health and AIDS program is part

of the worldwide response to this

devastating toll. In the example

that follows, WBI is working to

build the capacity of the health

sector in the Philippines.

Raising health sector capacity in the Philippines WBI’s Health and AIDS program,

World Bank operations, and several

international donors are cooperat-

ing on the multiyear Philippines

Flagship Program for Health Sector

Reform and Sustainable Financing.

As the vital capacity-building com-

ponent of the government’s effort

to reform the health sector, the

course is required for all central

government decisionmakers and

local government units.

Sixty carefully selected learners

took the course in FY07, including

the undersecretary and several

assistant secretaries of health,

as well as ranking health officials

in several local government units.

WBI’s Health and AIDS team

worked with the international

partners, local presenters, and

Bank staff to ensure that the

course content focused on the

policy issues most important to

participants—financing, regulation,

service delivery, and governance.

The course taught a new set of

principles (ethics behind policy

choices, political analysis, economics

and health, and diagnosis of prob-

lems) and an integrated analytical

framework for policy reform.

Face-to-face instruction was

complemented by videoconference

sessions (facilitated by WBI’s Global

Development Learning Network)

that enabled international experts

to join their Filipino colleagues,

including government officials

overseeing the policy reform

process. Group work sessions

held after each main concept was

introduced enabled participants

to immediately apply what they

had learned to actual policy work.

The group work that followed the

lectures demonstrated that the

participants had gained in critical

thinking and application skills.

WBI coordinates closely with donors

and other international partners

assisting the government with

the reform. The World Health

Organization, Germany’s Deutsche

Gesellschaft für Technische

Zusammenarbeit (GTZ), the Asian

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Development Bank, and the

U.S. Agency for International

Development helped to design

and deliver the course, as did

several organizations in the

Philippines. The Philippines

boasts considerable local capacity,

including first-rate trainers with

excellent academic credentials

and teaching experience. By working

in tandem with local talent, WBI

amplifies the impact and reach

of the flagship course and helps

ensure its sustainability.

The flagship course has received

high marks from participants and

the government, so high, in fact,

that several donors have expressed

interest in providing new funds to

make the course available to

more participants.

Knowledge for Development

“Capacity building for the knowledge

economy.” Those are the watchwords

of WBI’s Knowledge for Development

(K4D) program, which provides policy

advice to client countries wishing to

develop those facets of their economy

that depend on the acquisition and

exploitation of knowledge.

Innovation in AfricaBecause it is essential to the devel-

opment of new products, services,

and practices that drive productivity,

efficiency, and economic growth,

innovation has enormous implications

for Africa. Over the past year, the

K4D program has been working

to make Africa fertile ground for

innovation. A conference on

Knowledge for Africa’s Development:

Education, Innovation and ICTs, in

Johannesburg in May 2006, was

organized in cooperation with the

governments of South Africa and

Finland. In Johannesburg, 200

high-level international participants

looked for ways to multiply the

contribution of knowledge to

Africa’s development and to further

Africa’s integration with the global

knowledge economy in ways that

would benefit the continent. As

a follow up, the Department of

Science and Technology of the

South African government hosted

a seminar on Knowledge for Africa’s

Development: Going Forward

(September 2006) to critically

analyze the recommendations of

the Johannesburg conference and

to present its outcomes to a broader

audience. More recently, K4D, in

partnership with Development

Cooperation Ireland, organized a

forum on Innovation in the African

Context for policymakers from six

African countries (March 2007),

with the objective of advancing

innovation policy and developing

the innovation capacity of leaders

and their institutions.

The K4D program, in partnership

with WBI’s Sustainable Development

unit, has also delved deep into

agricultural innovation. A series

of three videoconferences for

participants from Benin, Burkina

Faso, Cameroon, and Senegal

brought together many partners,

including the French Ministry of

Foreign Affairs, the Francophone

University Agency (AUF),

Inter-Réseaux Développement

Rural, and the International Center

for Agronomic Research for

Development (CIRAD). Participants

included academics, agricultural

producers, representatives of

producer organizations, and

ministries of agriculture and

education. The dialogues had

three objectives: to highlight

the importance of interactions

between researchers and producers;

to elucidate the conditions under

which those interactions can

develop most favorably; and to

identify institutional mechanisms

to facilitate exchange. From among

many excellent submissions received

for these sessions, eight were

selected for presentation. A WBI

team on a week-long field mission

developed five probing films—the

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medium proved effective for stimu-

lating thought and dialogue among

participants.

Participants in the videoconfer-

ences engaged in a substantive

dialogue that has led to a new

conversation between actors in

the field. Participants from Burkina

Faso and Madagascar announced

the creation of a discussion network

on the issues of agricultural innova-

tion. Other country teams have

requested capacity-building

events on sectoral themes,

requests that will be taken

up by WBI in the coming year.

Poverty and Growth

The overarching goal of WBI’s

Poverty and Growth program is

to help poor and middle-income

countries design and implement

poverty reduction strategies that

leverage the resources of the

development community. In low-

income countries, WBI’s support

is provided within the framework

of the national poverty reduction

strategy. In middle-income countries,

the Poverty and Growth program

may either support the nation’s

overall poverty strategy or provide

analysis or evaluation of a specific

set of poverty reduction policies.

The program has four components.

The Poverty Analysis Initiative

promotes increased use of informa-

tion and analysis in poverty mea-

surement and diagnostics, poverty

monitoring, and poverty impact

evaluation. The Macroeconomics

and Policy Assessment Skills

program designs policy responses

to the increasing flow of capital

across national borders and builds

relevant analytical and practical

skills in policy assessment.

The program on Poverty

Reduction Strategy Design and

Implementation enhances local

capacity to design and implement

poverty reduction strategies, while

the Gender and Macroeconomics

Initiative promotes the incorporation

of gender analysis in the design of

poverty reduction strategies.

Promoting balanced regional development in ChinaA partnership among WBI, China’s

Ministry of Finance, and the gov-

ernment of Canada is improving

access to public services for women

and the rural poor through better

public and fiscal management in

China’s provinces. In FY07 a series

of seven workshops trained more

than 1,000 provincial and local

officials in public and fiscal

management, intergovernmental

finance, public service delivery,

local governance, rural finance,

and regional development.

A subsequent reform summit

generated cabinet-level dialogue

on these same issues, while an

international seminar on public

finance brought together

senior policymakers and

international experts.

The main outcome of the

partnership has been strong local

ownership of the reform agenda.

Premier Wen Jiabao acknowledged

its contributions in a meeting

with WBI’s program leader, after

which he announced that balanced

regional development and social

harmony were top priorities for

his government. Vice Ministers

Li Yong and Wang Jun of the

Chinese Ministry of Finance

agreed that “WBI’s participation

in our program has improved our

capacity to acquire and absorb

native and global knowledge

and enhanced the capacity of

relevant government agencies

in policymaking and execution.”

Zhang Jun, director general of

the Ministry of Finance, went

further, remarking that the program

“had the highest impact on policy

discussions in China and should be

seen as a model to be replicated by

all our learning institutions.”

Knowledge-based policy formulation in emerging Europe and Central AsiaIn partnership with UNDP and

the United Nations Economic

Commission for Europe (UNECE),

and in line with the World Bank’s

gender action plan (“Gender

Equality as Smart Economics,”

FY07–10), WBI launched a three-year

capacity-building program on gender

statistics in emerging Europe and

Central Asia. WBI’s goal is to im-

prove the quality of data on gender

statistics in areas where gaps are

significant and to develop a corps

of trainers on the production

and use of gender statistics

to underpin gender-sensitive

public policies.

A multistakeholder Task Force on

Gender Sensitization Training for

Statisticians has been established

with the participation of the

International Labour Office,

the UN Food and Agriculture

Organization, the United Nations

Development Programme, the

U.S. Census Bureau, the United

States Agency for International

Development, and the UN Fund

for Population Activities. The task

force is collecting materials on

gender-sensitization training for

statisticians and developing a

how-to module that will build on

existing training materials. Later,

a comprehensive manual on gender

statistics will be developed in coop-

eration with the national statistical

offices from the region. Bosnia &

Herzegovina, Kazakhstan, Kyrgyz

Republic, and Uzbekistan will be

the first countries to deliver na-

tional courses using the manual.

Private Sector Development: Business, Competitiveness, and Development

Business has an important role

in meeting today’s development

challenges. In its capacity-building

activities, WBI’s Private Sector

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Program emphasizes corporate

governance, transparency, and

social responsibility as integrated

components of corporate strategy.

The program mobilizes private

sector action in support of poverty

reduction, greater competitiveness,

and efficient, corruption-free

governance. An example of program

activity is WBI’s partnership with

industry and the Global Alliance for

Improved Nutrition (GAIN), a foun-

dation established to fight malnu-

trition, including through private

sector engagement.

Business action to combat malnutrition—a multistakeholder partnershipHalf of all deaths among children

under the age of five can be traced

to malnutrition. The countries

worst affected include many of

the largest emerging markets for

private investment—among them

China, India, Indonesia, Nigeria,

and Vietnam. Recognizing the

potential for private sector action

to defeat mulnutrition, WBI and

GAIN convened a Business Alliance

to remove the barriers that have

kept affordable fortified foods from

the market—that is, foods that

compensate for dangerous defi-

ciencies in micronutrients. Those

barriers include a lack of commitment

from government and industry,

uneven regulatory and quality-

control environments, low consumer

awareness, and the absence

of clear strategies to cover the

additional cost of fortification.

The private sector’s interest in

tackling the problem was evident

at the GAIN Business Alliance

Global Forum, cohosted by WBI,

in India (March 22–23, 2007).

The Forum brought together

200 business leaders from the

food and agriculture industries,

as well as government ministers

and officials. The participants

explored ways of improving

public health benefits for the

poor while also generating

profits for businesses. The GAIN

Marketplace was the heart of the

program in New Delhi. Inspired

by the World Bank’s Global

Development Marketplace, the

GAIN Marketplace offered space

for companies from around the

world to highlight new ways of

producing and marketing products

designed to prevent malnutrition.

The Business Alliance has chapters

in Africa, China, Europe, India, and

North America. WBI’s participation

makes it easier for companies

around the world to share knowledge

about preventing and fighting mal-

nutrition by reaching poor consumers

with affordable fortified foods.

Investment Climate Capacity Enhancement WBI and the World Bank’s Private

Sector Development vice presidency

established the Investment Climate

Capacity Enhancement Program to

support the implementation of one

of the Bank’s most salient corpo-

rate priorities: improving the in-

vestment climate and empowering

and investing in people, two funda-

mental pillars of long-term growth

and poverty reduction. A sound

investment climate is basic to

the development of enterprises,

especially small and medium

enterprises and farms, which are

so important in creating the jobs

that lift people out of poverty.

A better investment climate in Ethiopia What is the right industrial strategy

for low-income countries like

Ethiopia? To help the country’s

leaders identify problems with

the country’s investment climate

and define a long-term industrial

strategy, WBI organized a two-day

conference on Investment Climate

and Competitiveness Strategy for

Ethiopia. Staged in Addis Ababa

on June 27–28, 2007, and

cosponsored by the Ethiopian

government, the private sector

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unit of the World Bank’s Africa

Region, and a donors’ working

group on private sector develop-

ment and trade, the conference

drew some 300 participants from

the government, private firms,

think tanks, nongovernmental

organizations, and international

organizations.

Designed as a broad consultation

on the country’s investment

climate, the conference nevertheless

sought to identify solutions to

specific problems identified in

the World Bank’s 2006 Investment

Climate Survey—among them

policies related to land, finance,

and competition. Discussion topics

included the government’s industrial

strategy, the potential of cluster

development and trade as the

linchpins of a competitiveness

strategy, and the use of the

Ethiopian diaspora to promote

trade and investment.

Unexpected gains in the policy

agenda were made at a reception

for participants hosted by the

country’s prime minister, Meles

Zenawi. Recognizing the eminence

of the participants and the

salience of the conference topics,

the prime minister suggested that

the closing session be held in his

office. Joining him in a three-hour

session with 120 conference par-

ticipants who had stayed until the

end of the conference were state

ministers of trade and industry.

After fielding questions and sug-

gestions concerning the investment

climate, industrial policy, financial

sector liberalization, and other

topics, the prime minister made

commitments on several key points

of policy and requested further

analysis or support in several

areas—among them cluster

development, financial sector

capacity building, reform of

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competition policy, and branding

for trade purposes. The prime

minister vowed to implement

the Diaspora Trade and Investment

Center (a one-stop shop for

prospective investors) proposed

by the conference. A follow-up

workshop on this issue will take

place in September 2007.

Public-Private Partnerships in Infrastructure

WBI’s program on Public-Private

Partnerships in Infrastructure

builds the capacity of client

governments to develop successful

and sustainable public-private

partnerships (PPPs) and provides

technical assistance on issues

related to the design, development,

and implementation of partnership

programs. Currently focused

on the core infrastructure

sectors—energy, water, transport,

and telecommunications—the

program is expanding to social

sectors such as education, health,

and housing, where the potential

for productive PPPs is great.

Better infrastructure through public-private partnershipsWith a grant from the Spanish

government and the support of

several units in the World Bank’s

Latin America and Caribbean

region, the program on

Public-Private Partnerships in

Infrastructure staged two seminars

(the second building on the

success of the first) to help

Honduras’s government improve

basic infrastructure through PPPs.

Aimed at managers in ministries of

finance, line ministries, the national

audit office, and other agencies

dealing with PPP issues, the first

seminar addressed basic PPP

concepts: What is a PPP, and how

is it structured and implemented?

Participants heard from PPP prac-

titioners—among them investment

bankers, attorneys, and environ-

mental specialists.

The second seminar probed more

deeply into the ports and highway

sectors. Specialists exposed par-

ticipants to regional and interna-

tional lessons learned in the

implementation of PPPs in both

sectors, exploring best practices

and the risks inherent in each

sector. Participants also explored

modes of private financing of

infrastructure projects (to get

a better understanding of the

investor’s perspective); basic

financial instruments for evaluating

the financial feasibility of projects;

and transaction design.

Following the seminars, the

Honduran government applied

to the International Finance

Corporation for help in promoting

PPP projects in several sectors.

Public-private partnerships in infrastructure in KazakhstanKazakhstan’s government asked

WBI to design a five-day course

on PPPs in infrastructure in coop-

eration with the country’s Ministry

of Economy and Budget Planning.

The government has adopted an

ambitious program to promote

PPPs in energy and transportation.

If central and local (oblast)

officials are to play the important

roles assigned to them, they must

improve their understanding of

PPPs in infrastructure.

Disparities in the level of knowledge

of central and local officials led

WBI to a two-tier approach in the

workshop delivered in Almaty in

February 2007. The first session,

lasting two days, introduced local

officials to the PPP concept.

Speakers focused on the most

frequently used structures, their

advantages and disadvantages,

and the lessons learned from inter-

national experience. They also

reviewed risk allocation between

the private and the public parties;

legal, institutional, and regulatory

frameworks; and fiscal risk

management. In the second session,

participants were joined by policy-

makers from the Ministry of

Economy and Budget Planning, the

prime minister’s office, and various

line ministries. Speakers analyzed

practical issues in project design

and implementation, such as selec-

tion and prioritization of projects,

financial models, bidding and con-

tract documents, and financial

closure and contract monitoring.

WBI developed the workshop in

cooperation with the World Bank’s

regional operations with funding

from several sources, including the

Joint Economic Research Program,

the Japanese government, and

the Korean Export-Import Bank.

The course was a solid success.

WBI now will develop, with the

Development Bank of Kazakhstan

(DBK), a series of related capacity-

building and training events to take

place over the next three years.

The objective of the proposed

program is to deepen DBK’s

capacities to design and manage

PPPs in infrastructure.

Water and Rural Development

WBI’s Water and Rural Development

program supports the World Bank’s

efforts to improve rural livelihoods

and incomes through greater

agricultural productivity and

quality management. It advances

policy dialogue, shares best practices,

and strengthens partnerships

with training institutions to develop

curricula to meet the needs of rural

populations for skills and knowledge

in agricultural matters, primarily

in Africa. The program covers

topics such as land policies,

agricultural growth and horticulture

development, and strategies to

alleviate rural poverty.

WBI’s Water program strengthens

institutions that manage water

resources and deliver water and

sanitation services. The program

operates within the framework

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of established World Bank policies

and strategies on water resources

management and sanitation, as

well as the policies of related sectors,

notably environment, rural

development, and health.

Strengthening capacity for agricultural value chains in AfricaSince 2004, WBI’s work in

agriculture and rural development

has focused on agricultural value

chains in Africa in partnership

with the World Bank’s Africa region

and regional training institutions.

A multiyear program has raised

the awareness and strengthened

the capacity of African stakeholders

about the health and safety

requirements of the European

market, while also helping those

stakeholders calculate their

comparative advantages and so

identify constraints within their

supply chains. A regional network

now enables these practitioners

to exchange intelligence and

experience on a continuous basis.

The group includes small-scale

producers, private firms, trade

associations, logistics providers,

exporters and importers, training

institutions, and other actors that

have traditionally not gathered in

a single forum to share knowledge

and insights. In December 2006, a

workshop on Capacity Building for

the Strategic Development of

Horticulture and Agriculture

Supply Chains brought together

80 of these practitioners, training

specialists, and project managers

from five West African countries

who were working on projects

of the World Bank, USAID,

the Canadian International

Development Agency, and

Germany’s GTZ. Participants

asked the organizers to take

concerted action against the

threat posed by a particular fruit

fly, Bactrocera Invadens, to

supply chains throughout Africa

for mangoes and other fruits and

vegetables. Through its established

network, WBI and its partners were

quickly able to assemble 170 critical

actors to discuss issues, exchange

ideas, and plan actions to begin

to address the threat. Using tools

such as videoconferencing and

electronic discussion groups,

WBI linked research centers,

private firms, and specialists in

supply chains and phytosanitary

regulation in the six main export

countries in West Africa (Benin,

Burkina Faso, Ghana, Ivory Coast,

Mali, and Senegal.

In the pipeline: a “water MBA” from the Arab Water Academy Water is scarce in the Arab world.

The ability to manage it well has

enormous social, economic, and

budgetary consequences. The

Arab Water Council consists of

water ministers from 22 Arab

states and representatives from

NGOs, private firms, academic

institutions, and regional organiza-

tions. Recognizing the need to

raise the profile of the region’s

water professionals and scientists,

the council asked WBI to work

with it to create a new Arab Water

Academy to promote sustainable

water use and address the multiple

water-related challenges facing

the societies of the region. The

new academy will reach water

agency staff and opinion leaders

through intensive learning modules

of one to two weeks, with follow

up through virtual knowledge

communities and real-time expert

coaching for teams engaged in

introducing change at the national,

sector, or organizational level.

Also contemplated is an advanced

degree program, a “Water MBA,” to

widen the spectrum of hydrological—

and “hydropolitical”—expertise

in the Arab world. Over the past

year WBI helped the academy

formulate its terms of reference,

select a host country and host

institution, and sell the academy

to potential host countries. As an

adviser, WBI will continue to

provide support in evaluating

and selecting the host country.

Social Protection and Risk Management

Poverty’s toll on human life and

dignity extends beyond the immedi-

ate lack of food, schooling, and

healthcare. Chronic poverty is

marked by feelings of vulnerability,

helplessness, and fear of the future.

Those feelings are not misplaced—

the livelihoods of the poor stand

perpetually at risk of natural and

man-made disasters, unemployment,

exclusion and discrimination, crime

and violence, and old age—but they

do compromise efforts to change

the status quo. When the poor feel

empowered, with skills and voice,

to overcome their fear and isola-

tion, the path out of poverty is

easier. WBI’s Social Protection and

Risk Management program provides

milestones to mark that path, as

shown in the following examples.

Safety nets and pro-poor human development in PakistanIn Pakistan, only 57 percent of

girls and women read and write.

Only 22 percent of rural girls

have completed primary school,

compared with 47 percent of boys.

What is the best way to increase

the number of girls in school?

Conditional cash transfers

(CCTs) are a promising solution.

CCT systems pay out cash when

specific conditions are met.

In Pakistan’s Punjab province,

for example, families receive 200

rupees each month for every girl

who attends school (as verified

by the headmistress). As a result

of the program, girls’ enrollment

in secondary schools in the 15

poorest districts in Punjab has

increased by 60 percent since

2003—from 175,000 to 280,000.

The potential power of CCTs, still

relatively new in most of the countries

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in South Asia, was featured

at a regional workshop on

Promoting Pro-Poor Human

Development: The Role of Safety

Nets, held in Lahore, Pakistan,

in March 2007. Jointly designed

and organized by WBI and the

South Asia Human Development

Department of the World Bank,

and hosted by the Government of

Punjab, the workshop drew more

than 100 representatives of minis-

tries of social welfare, education,

and health from Afghanistan,

Bangladesh, India, Maldives, Nepal,

Pakistan, and Sri Lanka. Peer

participants exchanged ideas and

experiences, while helping Pakistan

fine-tune its national social protec-

tion strategy, the first of its kind

in the region. Over the past two

years WBI has created a consen-

sus-building and learning forum

that shares the results of analytical

work on social protection and

fosters debate on alternative re-

forms of social policy dealing with

these issues. CCTs were an impor-

tant focus of that forum in FY07.

In the coming year, the WBI team

will support the expansion of CCT

approaches in Pakistan, in part

through efforts to build managerial

capacity. With a national social

protection strategy in place, the

program will support the govern-

ment’s implementation of the

strategy by organizing local

workshops to address key issues

and inviting individuals and teams

to global courses for exposure to

international experience.

Trade

Trade matters in today’s economi-

cally integrated world. Countries

that have intensified their links

with the global economy through

trade and investment tend to grow

more rapidly and more steadily,

and experience larger reductions

in poverty, than other countries.

Unfortunately, many low-income

countries have not been able to

benefit from booming internation-

al trade because of their poor poli-

cies, institutions, and infrastruc-

ture, and because of protectionist

measures and other policies in rich

countries that restrict their ex-

ports. WBI’s Trade program fo-

cuses on both problems.

An executive course in trade policy for development Government officials and their

advisors in think tanks and academia

must assess and act on complex

matters of international trade policy,

often under the pressure of multi-

lateral negotiations. To help them

better represent their countries’

interests, the School of International

and Public Affairs at Columbia

University—in cooperation with

Columbia’s economics department

and law school, WBI, and the

International Trade Department

of the World Bank—have developed

a comprehensive executive course

in Trade Policy for Development.

First offered in May 2007, the

new flagship course emphasizes

the economic and development

implications of trade policy and

negotiations (unilateral, multilateral,

or regional), while providing an

overview of international trade

architecture and the institutional

and practical aspects of policymak-

ing and negotiation. Making ample

use of case studies, equal weight

is given to trade policy principles;

lessons from trade policy experi-

ence; the debate over the interplay

of trade, growth, and poverty; the

WTO and Doha agendas; regional

trade agreements; and unilateral

trade reforms.

Fee-based, the annual course

aims at full cost-recovery to ensure

its sustainability. At its debut in

May, the course attracted 18 par-

ticipants from trade and economic

ministries and other agencies.

Sessions were held on the

Columbia University campus in

New York and at the headquarters

of the World Bank. As part of the

week in Washington, an open

roundtable featuring senior

trade panelists discussed the

prospects for further trade

integration through unilateral

liberalization and international

negotiations.

At the end of the course, 93

percent of participants judged

the course to have been useful

(4 or 5 on a 1–5 scale), pointing

to the value of focusing on the

development implications of trade

policy and negotiations and of

striking just the right balance be-

tween academic rigor and policy

applications. The course will be

offered again in spring 2008.

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Urban and Local Government

WBI’s Urban and Local Government

program provides city officials

with a platform from which they

can master the details of urban

management. The program

consists of core courses for city

managers, local policymakers, urban

planners, and directors of training

institutes. The program’s objectives

are to advance participants’ knowl-

edge and understanding of a broad

range of urban issues and to equip

participants with the tools needed

to plan, manage, and govern the

world’s burgeoning megacities.

Program offerings are determined

by demand and aligned with the

priorities established by the World

Bank’s Urban Sector Board.

Demand-side governance in Africa Government and civil society leaders

from across Africa met in December

2006 in Pretoria, South Africa,

to launch a WBI-led initiative to

support demand-side governance

across Africa. The Affiliated Network

for Social Accountability (ANSA) is

working to build capacity among

civil society groups that strive for

open and transparent governance

across the continent.

ANSA-Africa partners with South

Africa’s Human Sciences Research

Council (HSRC) in Pretoria to

promote and support civil society

actors in implementing initiatives

in “social accountability,”

broadly defined as an approach

to accountability that relies on civic

engagement. Tools include citizen

report cards, participatory budget-

ing, social audits, citizen charters,

and participatory surveys to track

public expenditures. The purpose

of all of these tools is the same: to

give greater voice to citizens who

may be excluded from service de-

livery and who suffer from

misallocation of funds and

poor quality of services.

ANSA-Africa works to increase

the rigor of social accountability

initiatives among civil society

organizations that may lack the

technical skills and resources to

deliver results that will be widely

accepted. For example, in South

Africa, ANSA-Africa will build on

the results of a recently completed

consultative citizen report card in

the Tshwane metropolitan area.

The report card used statistically

representative sampling,

GIS mapping, and innovative

dissemination methods to survey

household satisfaction with

service delivery. The results have

been well received by Tshwane

metropolitan administrators, in

large part because the information

was compiled in a sound and

persuasive manner.

ANSA-Africa offers an opportunity

for donors to rally around a single

model of regional assistance, rather

than pursuing diverse forms of

support that may not be comple-

mentary. With this initiative, WBI

acts as a catalyst in the creation

of an African-owned and African-

led regional entity that one day

could lead civil society’s efforts

to improve government account-

ability on the continent.

Making waves with digital radioThe Radio Waves digital radio

initiative of WBI’s Urban and

Local Government program

concluded its first full cycle in

July 2007 with the delivery of

a course in municipal finance

and participatory budgeting that

complemented earlier offerings

on civic participation, and a course

on governing municipalities without

corruption. The program owes

much of its success to a dynamic

partnership between WBI

and the Municipal Development

Partnership for Eastern and

Southern Africa (MDP–ESA);

to national-level associations of

municipalities from Ghana, Kenya,

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Tanzania, and Uganda; and to First

Voice International, a provider of

digital radio services. The successful

radio program has received

funding from many sources, among

them the U.K.’s Department for

International Development, the

Finnish Ministry for Foreign Affairs,

Development Cooperation Ireland,

and the World Bank–Netherlands

Partnership Program.

Digital radio programs depend

on low-cost radios that receive

satellite transmissions. In addition

to receiving broadcasts, the

receiver can download Web-based

information to a personal computer,

thereby providing a one-way

Internet connection to communities

in isolated or remote areas.

The power of radio programs is

enhanced when the programs are

combined with telephones, face-to

face learning, and print media.

Developed and delivered by

associations of local governments

and other partners in four countries

(Ghana, Kenya, Tanzania, and

Uganda), programs are conducted

in two phases. In the first phase,

radio broadcasts help listeners

understand, diagnose, and discuss

plans to solve specific local problems.

In the second phase, participants

become the main actors, as lessons

are culled from phase one and the

views of participants in different

sites are combined. The programs

feature interviews with stakeholders,

while a peer review panel ensures

quality and relevance. A printed

workbook guides participants

through the course. Accountability-

enhancement programs built

on digital radio can be flexibly

enhanced, as additional

communications infrastructure

becomes available.

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Capacity Day 2007

Leaders on Leadership

What blend of traits, practices, skills, and knowledge makes a good na-

tional leader? How do good leaders lay the groundwork for change? And

how can the international community best support them in promoting

development? Those are some of the challenging questions that faced a

varied group of leaders at WBI’s third annual Capacity Day on April 19 at

the World Bank’s headquarters in Washington.

Speakers and themes

Moderated by former BBC anchor Martyn Lewis, the event was

divided into four interactive thematic sessions:

New leadership teams in fragile states❚❚

Institutionalizing leadership development in middle-income countries❚❚

Leadership development through accountability and results❚❚

Building an agenda for more effective leadership development. ❚❚

Visionary keynote speakers sparked dialogue on each of these themes

with ideas and concepts rooted in highly diverse experience. Heading the

lineup were Liberian President Ellen Johnson-Sirleaf, Xue Lan, executive

associate dean of the School of Public Policy and Management at

Tsinghua University in China, and Haja Nirina Razafinjatovo, minister

of national education and scientific research in Madagascar.

Howard Wolpe, left, Director of the Africa Program at the Woodrow Wilson International Centre for Scholars, joined Alan Gogbashian, from the Centre for Leadership Development, Yerevan, Armenia, and Lamine Cissé, Special Representative of the United Nations Secretary General in the Central African Republic, in the session on leadership in fragile states.

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The discussants and commentators

were of equal eminence. Among

them were Peter Senge, senior

lecturer at the Massachusetts

Institute of Technology; Emelia

Arthur, British Council development

partner of InterAction in Ghana;

Henry Mintzberg, Cleghorn professor

of management studies at McGill

University and visiting scholar at

INSEAD; General Lamine Cissé,

special representative of the

United Nations Secretary General

in the Central African Republic;

Jennifer L. Dorn, president and

CEO of the National Academy of

Public Administration; Annie

McKee, co-founder of the Teleos

Leadership Institute; and Graham

Teskey, head of governance

and social development, U.K.

Department for International

Development.

Leadership in fragile states

World Bank Managing Director Juan

José Daboub launched the event

with energy: “The challenges faced

by countries in their fight against

poverty demand leaders who are

committed to promoting the common

good and who can build consensus

around strategic visions, set priori-

ties, and inspire others to deliver

sustainable results,” Daboub

declared. Adding a word of wisdom

about the seemingly impossible

hurdles development leaders often

face, Daboub added, “Those who

say it can’t be done should not in-

terfere with those who are doing it.”

The first session drove to the heart

of leadership. Ellen Johnson-Sirleaf

stirred the audience with her tale

of Liberia’s rediscovery of hope

after decades of conflict and despair.

“Change and transformation mean

a fundamental break from the past,

a vision based on new concepts

and structures,” said the president

of a still-fragile state in which the

World Bank is heavily invested.

“This requires leadership that

is courageous, unafraid of risks,

unafraid of criticisms or labels,

unafraid to challenge itself and

the members of the team that work

with it, to be creative and

innovative, to look forward to

the future in a new environment.”

Johnson-Sirleaf insisted on the

importance of a participatory

system, where strong leadership

with a vision never loses sight of

the interests of the people. She

ended with a plea. It is crucial for

leaders of post-conflict states to

have the support of the international

community in creating jobs for

young people to prevent them

from being recruited into conflict

once more.

Madagascar has been led by

President Marc Ravalomanana

for the past five years, during

which the country has made rapid

advances. For keynote speaker

Haja Nirina Razafinjatovo, a minister

in the Malagasy government, the

reason was clear. “Real leadership

I would compare to an art,” said

Razafinjatovo—“and President

Ravalomanana is an artist.”

The minister explained that

Ravalomanana had surrounded

himself with a leadership team

at the national level, which was

working with the leaders of 10,000

villages to understand development

needs. Dean Williams of Harvard

University, chief advisor to the

president of Madagascar, styled

the key role of the national

leadership as creating room for

local leadership to grow.

Leadership in middle-income countries

Academic Xue Lan tackled the

challenges posed by middle-income

countries, focusing on the

renewal of leadership in China.

Xue described the emergence of a

strong leadership training capacity

as the country transitions very

Top: Panelists confer.

Middle: Rakesh Nangia, right, WBI’s acting vice president, responds to question from moderator Martyn Lewis.

Bottom: Abdou Diouf, former president of Senegal, speaking by videoconference: “You’re not a leader for just one moment, even in a time of crisis or catastrophe.”

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rapidly from a planned to a liberal

economy. Leadership programs

are being created throughout the

country, Xue explained, noting

that China had many innovative

ideas to share and was attracting

increasing numbers of foreign

nationals to its programs.

“International partnerships

bring China experience and facili-

tate the reform process,” he said.

The ensuing discussion, led by

participants from academia and

the private sector, homed in on the

question of how to develop leaders.

McGill’s Henry Mintzberg observed

that although it was impossible

to create a leader or a manager

in a classroom, it was possible to

enhance leaders’ skills. The best

way to do that, he said, is to bring

leaders together so they can learn

from one another. MIT’s Peter

Senge agreed: “Space needs to

be created for leaders to reflect.”

Thomas Timm, executive

vice-president and CEO of the

German-Brazilian Chamber of

Industry and Commerce in São

Paulo, added that in his view, best

practice is one of the key concepts

that young leaders need to be

taught in our world.

Vision, effectiveness, and accountability

Stimulated by what they heard

in the first three sessions,

participants made the fourth

and last session the liveliest of all,

as questions and comments poured

forth from the audience. Among

the more controversial comments:

development of a “leadership index.”

Samuel Otoo, manager for WBI’s

global programs, including its

leadership program, summed up

the day’s findings: “The discussion

shows that our three themes of lead-

ership are very appropriate: vision,

effectiveness, and accountability.”

Participants discussed the critical

ability of leaders to inspire, mobilize,

and motivate people—in short, the

power to project a vision. Equally

important was effectiveness,

defined as the ability to diagnose,

prioritize, to recognize linkages,

to focus on results, and to organize

action through teams and networks,

as well as through more traditional

systems energized with the right

mix of incentives and rewards.

Under accountability, participants

focused on the role of the private

sector and civil society as instru-

ments for enforcing accountability.

Going forward

Otoo closed Capacity Day, evoking

two agendas to consider. The

first is improved awareness and

communication among the three

main stakeholder groups in this

emerging industry: the clients of

leadership services, such as the

governments of Burundi, Liberia,

and Madagascar; the intermediaries

that supply or broker such services,

such as development organizations;

and the providers—the growing

stock of learning and consulting

institutions designing and

delivering leadership development

services. The second agenda is a

stock-taking to determine the need

for new initiatives to strengthen

the focus on leadership in support

of enhanced accountability and

results in partner countries.

“It’s clear we’ve raised a lot more

questions than we’ve answered,”

said Moira Hart-Poliquin, who led

the WBI team that designed and

delivered the event. “But that

was the goal—to surface new

challenges, new ideas, and

new opportunities.”

“Effective leaders have much to

teach us—and each other,” agreed

WBI’s acting vice president, Rakesh

Nangia. “We do well to bring them

together to share their experiences

Top: Three of the participants in the session on leadership development were Annie McKee, left, managing director and co-founder, Teleos Leadership Institute; Brian McQuinn, Conflict Prevention Adviser, Bureau for Crisis Prevention and Recovery, United Nations Development Programme; and Graham Teskey, Head of Governance and Social Development, UK Department for International Development.

Middle: Richard Shapiro, left, executive vice president, CEMEX, and John Adair, fellow of the Windsor Leadership Trust, were two of the discussants in the session on institutionalizing leadership development in middle-income countries.

Bottom: Keynote speaker Ellen Johnson-Sirleaf, president of the Republic of Liberia, addressed the gathering by videoconference from Monrovia. Her paper, “Challenges for New Leadership Teams in Fragile States,” is available at http://info.worldbank.org/etools/capacityDay2007/index.htm.

37

in relaxed settings such as this.”

Capacity Day 2007 has generated

considerable interest in the

subject of leadership development.

A new working group consisting

of representatives from the

United Nations, the U.K.

Department for International

Development, the Canadian

International Development Agency,

the Windsor Leadership Trust, and

the World Bank aims to register

the importance of leadership

development on the global agenda,

notably for improved governance

and managing for development

results. The group is developing a

series of case studies that will shed

light on what seems to work in

different contexts and environments.

In particular, the group will explore

ways of assessing leadership

development needs and of

measuring the impact of different

approaches, while flagging

critical issues for action and

future research.

For more information, access

the Capacity Day Web site at

www.worldbank.org/capacity/

leadership.

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Top: Haja Nirina Razafinjatovo, Minister of National Education and Scientific Research, Madagascar, addresses the audience on the topic of leadership development through accountability and results.

Bottom: Dr. Xue Lan, Executive Associate Dean, School of Public Policy and Management, Tsinghua University, China, gave the keynote address in the session on strategies for institutionalizing leadership development in middle-income countries.

Appendixes

Budget for FY06 and FY07

Thematic and Regional Distribution of Programs, FY05–07

Scholarships and Fellowships

Donors, FY07

Publications

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Sources of Funds FY06 FY07

Administrative Budget 61.0 60.2Donor Funding 12.4 13.2Subtotal 73.4 73.4 Japan/World Bank Graduate Scholarship Fund 10.9 8.0 Total Sources 84.3 81.4

Uses of Funds FY06 FY07

Staff Learning 2.3 2.1Client Learning & Capacity Enhancement 71.2 71.3Subtotal 73.4 73.4 Japan/World Bank Graduate Scholarship Fund 10.9 8.0

Total Uses 84.3 81.4

Appendix 1Budget for FY06 and FY07 (US$ millions)

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Appendix 2Thematic and Regional Distribution of Programs, FY05-07

FY05 FY06 FY07

OfferingsClient 900 812 686

Staff 25 16 24

Total 925 828 710

Participants (thousands)

Client 108.9 90.2 75.0

Staff 0.7 0.2 0.4

Total 109.6 90.4 75.4

Training Days (thousands)

Client 497.4 315.4 277.5

Staff 0.7 0.1 0.4

Total 498.1 315.5 277.9

Training days by theme FY07 (percentage of total)

Client participants by region FY07(percentage of total)

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Appendix 3Scholarships and Fellowships

THE JOINT JAPAN/WORLD BANK GRADUATE SCHOALRSHIP PROGRAM

The goal of the Joint Japan/World Bank Graduate

Scholarship Program (JJ/WBGSP), funded wholly by

the government of Japan, is to create a community

of highly qualified professionals in economic and

social development in developing countries. Now in its

twenty-first year, the program has received more than

50,000 applications and awarded 3,700 scholarships

to mid-career professionals from developing countries

to pursue graduate studies leading to master’s

degrees in development-related fields.

The Regular ProgramFor the 2007/8 academic year, 135 Regular Program

scholars representing 78 countries were selected from

2,221 applicants. Of the new scholars:

47 percent are female.❚❚

61 percent have humble backgrounds (parents ❚❚

with no more than a high school education).

44 percent are from Africa.❚❚

71 percent work in the public sector.❚❚

Major fields of study are: public policy/international ❚❚

development (26 percent); economics (24 percent);

and environment (18 percent.)

The Partnership ProgramThe JJ/WBGSP supports 11 Partnership Programs

leading to a master’s degree in universities in Africa,

Japan, and the United States, enabling scholars to

receive specialized training in key areas of development.

For the 2007/8 academic year, there are 79 Partnership

Program scholars.

Scaling-up activities Launched in 2005, the Scaling-Up Program aims

to leverage the knowledge generated by the scholars

and foster a JJ/WBGSP network. This year two re-

gional conferences were held in Dar es Salaam (March

2007) and in Tokyo (June 2007). The conferences in-

cluded presentations on development by prominent

professionals representing the government of Japan,

the World Bank, academic institutions, and outstand-

ing recent alumni.

Twenty years of investing in human capitalThe JJ/WBGSP marked its 20th anniversary in 2007

with a conference in Tokyo during which testimonials

from scholarship recipients illustrated how the

program had helped them contribute to their countries’

development. The JJ/WBGSP also conducted the

seventh in a series of evaluations that showed that

the vast majority of the scholars attain their degrees,

return to their countries, and find employment, usually

at senior and executive levels, in areas that contribute

to development.

THE ROBERT S. MCNAMARA FELLOWSHIPS PROGRAM (RSMFP)

The RSMFP was established in 1982 with a $1 million

contribution from the World Bank and $1.8 million

from the governments of Bangladesh, China, India,

Kuwait, Nigeria, Pakistan, Peru, and Yugoslavia. In

2001, the program was restructured into a master’s

degree program at the Woodrow Wilson School of

International and Publics Affairs, Princeton University.

“While Africa grapples with environmental degradation, high mortality rates, and low access to education, programs like this one should be applauded for creating an enabling environment to help empower people in developing economies. Creating a critical mass of enlightened people from the world’s poorest and most marginalized countries will help improve the lives of the people in those countries. Had I not taken courses at Harvard, the challenges I currently face would have been even greater. How I wish more mid-career professionals could have such an opportunity!”

—(Ms.) Beatrice Kiraso, Deputy Secretary General, East African Community

Alumni of the Joint Japan/World Bank Scholarship Program, reunited in Tokyo in June 2007 for a conference on Twenty Years of Investing in Human Capital.

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Country Partner(s)

Austria Austria Development Agency

Belgium Directorate General for Development Cooperation (DGDC)

Canada Canadian International Development Agency (CIDA)

Denmark Danish International Development Agency (DANIDA)

Finland Ministry for Foreign Affairs

France Ministère des Affaires Etrangères

Ministère de l’Agriculture et de la Pêche

Germany Federal Ministry for Economic Cooperation and Development

Ireland Irish Aid

Italy Ministry of Foreign Affairs

Japan Ministry of Finance

Korea Korea Development Institute (KDI)

Netherlands Ministry of Foreign Affairs

Norway Royal Ministry of Foreign Affairs

Spain Ministry of Economy and Finance

Sweden Swedish International Development Cooperation Agency (Sida)

Switzerland Swiss Agency for Development and Cooperation (SDC)

United Kingdom Department for International Development (DfID)

United States United States Agency for International Development (USAID)

William & Flora Hewlett Foundation

Appendix 4Donors, FY07

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Books

Building Knowledge Economies: Advanced Strategies for Development

World Bank Institute

In many parts of the world, knowledge is being put to work to accelerate and deepen the development process, promoting innovation and helping to generate wealth and jobs. This book discusses advanced development strategies that take into account education, information and communication technology, infrastructure, innovation, and economic and institutional regimes favorable to the acquisition, adaptation, and application of knowledge to generate wealth.

2007. ISBN: 0-8213-6957-1 ISBN-13: 978-0-8213-6957-9 SKU: 16957

Enhancing China’s Competitiveness through Lifelong Learning

Edited by Carl J. Dahlman, Douglas Zhihua Zeng, Shuilin Wang

At the request of the Chinese government, WBI pre-pared this report together with the World Bank’s East Asia region and Human Development network. The report outlines the key elements of a lifelong learning system and highlights policy directions to help build such a system in China.

Among the requirements for a lifelong learning system in China are a coherent framework of policies and incen-tives, a sound regulatory environment, a coordinated governance process, a timely and reliable management information system, dynamic links with the global system, and the optimal use of limited resources.

2007. ISBN: 0-8213-6943-1 ISBN-13: 978-0-8213-6943-2 SKU: 16943

Establishing Private Health Care Facilities in Developing Countries: A Guide for Medical Entrepreneurs

Seung-Hee Nah, Egbe Osifo-Dawodu

This book is a practical guide for medical professionals with little or no business experience who are interested in establishing health care facilities in developing

countries. The authors introduce readers to the kinds of basic research and planning required to identify viable solutions and reduce the risk of failure.

2007. ISBN: 0-8213-6947-4 ISBN-13: 978-0-8213-6947-0 SKU: 16947

Expanding Access to Finance: Good Practices and Policies for Micro, Small, and Medium Enterprises

Mohini Malhotra, Yann Chen, Alberto Criscuolo, Qimiao Fan, Iva Ilieva Hamel, Yevgeniya Savchenko

To grow and create jobs, small enterprises need access to financial services. But financial sector policies in many developing countries often work against the ability of commercial financial institutions to serve this market segment, often unintentionally. Marshaling empirical evidence from around the world, this book suggests a policy framework that governments can use to make the necessary services available. The framework guides governments on how to focus scarce resources on developing an inclusive financial sector policy; building healthy financial institutions; and investing in information infrastructure, such as credit bureaus and accounting standards.

2007. ISBN: 0-8213-7177-0 ISBN-13: 978-0-8213-7177-0 SKU: 17177

The Role of Parliaments in Curbing Corruption

Edited by Rick Stapenhurst, Niall Johnston, Riccardo Pelizzo

In most countries, parliament has the constitutional mandate to both oversee government and to hold government to account. Often, audit institutions, ombuds, and anticorruption agencies report to parliament as a means of ensuring their independence from government and reinforcing parliament’s position at the apex of public accountability. In other ways, as well, parliaments can promote accountability—through constituency outreach, public hearings, and parliamentary commissions. This title will be of interest to parliamen-tarians and parliamentary staff, development practitioners, students of development, and those interested in curbing corruption and improving gover-nance in developing and developed countries alike.

2006. ISBN: 0-8213-6723-4 ISBN-13: 978-0-8213-6723-0 SKU: 16723

Establishing Private Health CareFacilities in Developing Countries

a guide for medical entrepreneurs

Appendix 5Publications

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Social Health Insurance for Developing Nations

Edited by William Hsiao, R. Paul Shaw

Specialist groups often advise health officials and other decisionmakers in developing countries on the use of social health insurance as a way of mobilizing revenue for health, reforming health sector performance, and providing universal coverage. Featuring case studies on Ghana, Kenya, Philippines, Colombia, and Thailand, this book reviews the design and implementation challenges facing social health insurance in low- and middle-income countries.

2007. ISBN: 0-8213-6949-0 ISBN-13: 978-0-8213-6949-4 SKU: 16949

To order books: http://publications.worldbank.org/ecommerce

Working Papers

Parliamentary Oversight for Government AccountabilityEdited by Riccardo Pelizzo, Rick Stapenhurst, and David Olson2006. 59 pages. Stock No. 37262

Reducing Corruption at the Local Level Maria Gonzalez de Asis2006. 20 pages. Stock No. 37263

Anticorruption Reform in Rule of Law ProgramsMaria Gonzalez de Asis2006. 18 pages. Stock No. 37264

Beyond Public Scrutiny: Stocktaking of Social Accountability in OECD CountriesJoanne Caddy, Tiago Peixoto, and Mary McNeil 2007. 194 pages. Stock No. 37265

Empowering the Marginalized: Case Studies of Social Accountability Initiatives in AsiaPublic Affairs Foundation (Bangalore, India), Karen Sirker, and Sladjana Cosic (World Bank Institute)2007. 86 pages. Stock No.37266

A Leadership Approach to Achieving Change in the Public Sector: The Case of MadagascarGuenter Heidenhof, Stefanie Teggemann, and Cia Sjetnan2007. 23 pages. Stock No. 37267

Madagascar: Building Decentralization Capacity through Rapid Results InitiativesGovindan Nair, Eric Champagne, and Cia Sjetnan2007. 12 pages. Stock No. 37268

How Parliamentarians Can Help Ensure Accountability for Spending on HIV/AIDS and Reproductive Health Amanda Glassman2007. 35 pages. Stock No. 37270

E-Leadership Institutions for the Knowledge EconomyNagy K. Hanna

2007. 118 pages. Stock No. 37271

Empowerment in Practice: Analysis and Implementation A World Bank Learning Module2007. 72 pages. Stock No. 37272

Capacity Development Briefs

Capacity Development in the World Bank Group: A Review of Nonlending ApproachesBy Nansia Constantinou, World Bank InstituteJune 2007, Issue No.23

A Market-Based Approach to Capacity Development: How Uganda’s Local Governments Are Breaking New GroundBy Mark Nelson, World Bank Institute

May 2007, Issue No.22

Challenges for New Leadership Teams in Fragile StatesBy Ellen Johnson-Sirleaf, President of the Republic of LiberiaMarch 2007, Issue No.21

South-South Capacity Development: The Way to Grow?By Ajay Tejasvi, World Bank Institute February 2007, Issue No.20

Linking Individual, Organizational, and Institutional Capacity Building to Results By Vinod Thomas, Director-General, Independent Evaluation GroupDecember 2006, Issue No.19

The Transport Sector: A Laboratory for Good Practices in Capacity DevelopmentBy Deborah DavisOctober 2006, Issue No.18

Development Outreach

A flagship magazine in the field of global knowledge for development, Development Outreach reflects the learning programs of the World Bank and presents a range of viewpoints by renowned authors and specialists worldwide. The magazine is designed to occupy

a middle ground between the scholarly journal and the general interest magazine. Articles on complex topics are written in transparent language accessible to the general reader.

Visit our Web site athttp://www.worldbank.org/devoutreach

OutreachD E V E L O P M E N T

SCIENCE & TECHNOLOGYFOR DEVELOPMENT

Outreach

D E V E L O P M E N T

HUMAN RIGHTS

A N D D E V E L O P M E N T

Social Health Insurance for Developing Nations

Social Health Insurance for Developing N

ations

Edited byWilliam C. HsiaoR. Paul Shaw

Hsiao • Shaw

WBI DEVELOPMENT STUDIES

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