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Over the past five years, the World Bank has made significant progress supporting governance as a core element in operations to end extreme poverty and boost shared prosperity. To help its clients, the Bank strives to deepen its understanding of the environment through the design and implementation of its projects. Since the inception of the Governance and Anticorruption (GAC) Strategy in 2008, the Governance Partnership Facility (GPF) has played a vital role in the success of its implementation.

Governance is a major challenge to Cameroons development. Weak governance affects most economic transactions and hampers delivery and quality of services. Based on Cameroon’s development strategy (as expressed in the 2035 vision and the 2009 growth and employment strategy), the objective of the World Bank 2010-2014 Country Assistance Strategy (CAS) is to boost inclusive growth, through increased competitiveness and improved service delivery. Governance is a cross-cutting theme in the CAS and for World Bank operations. To support the governance agenda in Cameroon, the World Bank has mobilized funds through the multi-donor Governance Partnership Facility (GPF) for the Banking on Change Governance Program in Cameroon (hereafter the ‘Governance Program’), which became active in March 2010. The objective of the GPF-funded Governance Program is to increase transparency, accountability, and participation related to key governance issues in selected sectors in Cameroon. This report describes output, lessons, and conclusions from the GDM component. GDM’s main output, the Development Marketplace (DM), is described in detail and results and lessons learned are described for both the DM and the GDM as a whole. Other activities under the GDM include a large knowledge sharing event, support to a South-South exchange and seven DM finale debates. Sources for the report include written material (e.g. Catholic Relief Services’ (CRS) evaluation report of GDM, summaries of financed activities, feature stories, GDM Finale event guide) and interviews with GDM participants and World Bank staff.

The Latin America and Caribbean (LAC) region has seen a decade of remarkable growth and income convergence. Growth has been a key driver for reducing poverty and boosting shared prosperity. It has been debated how much of this decade of growth has been driven by policy reforms and how much was due to the favorable external conditions. While external factors were supportive and relevant, the effect of domestic policies was just as relevant for explaining LAC's recent growth performance. The emphasis of domestic policy has shifted from stabilization policies to structural policies. In addition, a benchmarking exercise reveals which policy gaps will lead to the highest potential growth-payoffs for each country and helps identify potential trade-offs. The authors analyze growth in LAC using descriptive statistics and growth econometrics. The authors use these results for explaining the pattern of growth in LAC over the last decade, for looking ahead, and to identify potential policy gaps.

In 2012, the Mexican Presidency of the G20 introduced inclusive green growth as a cross-cutting priority on the G20 development agenda. The second meeting of the G20 Development Working Group (DWG), hosted by the Government of the Republic of Korea, took place in Seoul the 19th and 20th of March 2012. As agreed during the first DWG meeting, this second meeting focused on the priorities for their presidency in the first half of 2012: infrastructure, food security and inclusive green growth (IGG). At its Seoul meeting, the DWG also agreed that IGG co-facilitators and relevant international organizations (IOs) should work together in 2012 to develop a nonprescriptive good practices guide/toolkit on enabling national policy frameworks for inclusive green growth to support countries who voluntarily wish to design and implement affordable and inclusive green growth policies, with the aim of achieving sustainable development and poverty alleviation. The toolkit is organized as follows. First, the necessity of applying the different tools in the context of a broad inclusive green growth strategy is stressed, and a harmonized framework combining approaches and tools identified by all four IOs is set forth. Second, the document offers an overview of key tools that can be mobilized to implement an inclusive green growth strategy. Quick technical descriptions of these tools are offered along with suggested sources for further details. Finally, capacity building and knowledge sharing initiatives are presented, with the Green Growth Knowledge Platform (GGKP) highlighted as a powerful collaborative tool to advance policies for inclusive green economies.

Bangladesh is one of the world's poorest and most densely populated countries, and subject to annual cyclones and flooding. Despite these challenges, it benefits from strong economic growth, good performance on health and education, and poverty reduction, alongside weak governance and pervasive corruption. The reasons include strong macroeconomic policy, pro-poor spending, credible elections, export growth and remittances, improved capacity for managing natural disasters, and a stronger civil society than comparable countries. After over a decade of intense engagement with the Bank on governance, Bangladesh adopted in 2006 a governance-oriented Country Assistance Strategy (CAS) with four main objectives: to improve implementation capacity; to 'tackle corruption' by fully operationalizing the Anti-Corruption Commission; to lay the foundation for comprehensive legal and judicial reform; and to strengthen 'voice, empowerment and participation.' The choice of a wide range of instruments and areas of intervention was appropriate, given the political instability at the time of 2006 CAS preparation. The Bank signaled it was ready to engage in all areas, and could scale up or pull back depending on emerging political and bureaucratic commitment. The 2006 CAS yielded mixed results, and the subsequent Country Partnership Strategy (CPS) has been more selective on GAC issues. At the project level, governance has been a key priority, in line with the South Asia region's heavy emphasis on GAC-in-Projects. Investments in GAC-in-primary education, a local government project, anti-corruption efforts in the power sector, and projects strengthening the investment climate have yielded positive results. Investments in GAC-in-roads projects have had mixed results in terms of effectiveness. GAC activities were mainly adopted prior to the 2007 GAC strategy. Although Bangladesh was a Country Governance and Anticorruption (CGAC) country, the country team chose not to use CGAC funds because the country had already been intensively using GAC approaches well before the GAC strategy was adopted.

Moldova has suffered over the last two decades from rising poverty, territorial secession, armed conflict, and the spillover effects of a regional financial crisis, with declining population size and life expectancy, and an economy approximately one-half of what it was in 1990. The return of the Moldovan Communist Party (PCRM), which won two major elections after 2001, contributed to increasing centralization of governmental authority along with a reform agenda that emphasized greater state control over the economy, fiscal support to state enterprises and collective farms, land consolidation, economic protectionism, and the tolerance of monopolies in industry and energy. At the same time, the government has increased social expenditures, and taken major steps to improve public financial management. Bank engagement was moderately effective at the country and project levels, and substantially effective at the sector level. There was progress in several aspects of public financial management (PFM). Regulatory streamlining has reduced costs to business, although resistance to civil service reform has left much work to be done. The Bank has also helped achieve progress on Governance and Anticorruption (GAC) issues in primary education, roads, and private sector development. Education progress is highly uneven across regions, for example, overweight trucks continue to tear up roads, and private investment is not enough to make a dent in high unemployment. A graduated approach to country systems and road sector technical audits help address GAC issues at the project level. The overall impact of GAC strategy implementation was moderate. The GAC committees set up at the regional and sectoral Bank department levels are particularly useful mechanisms for disseminating practices from the GAC Council. Staff has been proactive in using Country Governance and Anticorruption (CGAC) resources. However, three applications for window one funding were not approved, reducing the ability of this small program to seize opportunities.

This case study summarizes the findings of desk reviews and a field visit carried out in January 2011 as part of IEG's evaluation of the 2007 Governance and Anticorruption (GAC) strategy. The case study sought to evaluate the relevance and effectiveness of Bank support for GAC efforts over the FY2004-10 period, to assess the contributions of 2007 strategy implementation, and to identify early outcomes and lessons. This Background Paper is based on findings of the mission that visited Liberia in January 2011. The team is particularly grateful for informative meetings with officials from the Government of Liberia, Bank staff, and members of civil society. The evaluation aims to help enhance the Bank's approach to governance and anticorruption and to improve its effectiveness in helping countries develop capable and accountable states that create opportunities for the poor. Pursuant to this objective, the evaluation assessed the relevance of the 2007 GAC strategy and implementation plan, as well as the efficiency and effectiveness of implementation efforts in making Bank engagement with countries and other development partners more responsive to GAC concerns. It also sought to identify early lessons about what works and what does not in helping to promote good governance and reduce corruption. The Liberia case study is based on an extensive desk review as well as a field visit to Monrovia from January 17-22, 2011. It evaluates the relevance and effectiveness of Bank support for governance and anticorruption efforts since the launch of the Bank's GAC strategy in 2007. It elaborates on a desk review of the GAC responsiveness of the Bank's Liberia program and reviews the following GAC entry points: core public sector reform (public financial management and decentralization); demand for good governance (including social accountability issues); GAC in the road sector; and the investment climate. The case study also examines the extent to which the Bank's GAC Strategy has made a difference in staff attitudes toward addressing GAC issues in their operational work. The mission interviewed government, Bank, donor, and nongovernmental organization (NGO) staff based in Washington and in Monrovia.

Cambodia is one of the world's most open economies, sustaining high levels of growth in an environment of relatively weak governance. Emerging from a legacy of genocide and civil conflict, the country has sought to address human and social capital deficits across sectors, weaknesses in public finance, and corruption. Despite improvements in access to basic services, governance constraints persist and may threaten gains from economic integration. Over the 2004-10 period, the Bank's engagement on Governance and Anticorruption (GAC) issues in Cambodia was not defined by a single, overarching priority or entry point (such as core public sector management, natural resource management, or service delivery). Rather, the Bank was opportunistic, opting to support the government's GAC efforts across multiple sectors and institutions. The relevance of this opportunistic approach is judged to be moderately relevant. The Bank's objectives on public financial management (PFM) were highly relevant given Cambodia's nontransparent and weak public expenditure management and limited capacity. The Bank's response to sectoral governance weaknesses such as red tape, inefficiencies, and other forms of rent-seeking in customs is rated modest given the need for the government to implement its World Trade Organization commitments. The Bank's project level engagement is rated as moderately relevant. As a basis for reinstating suspended projects, portfolio-wide measures included the use of an Independent Procurement Agency (IPA) for the International Development Association (IDA) procurements, and the implementation of Good Governance Frameworks (GGF) for all IDA projects.

Several East Asian countries, in the aftermath of the global financial crisis, are considering an expansion of their social safety net programs. In many cases, existing delivery mechanisms for social assistance in the region tend to be basic, in line with the small size of programs. In a context of coverage expansion and proliferation of new programs, the risk of creating increasingly complex systems characterized by cross-incentives is high. Lack of coordination, ambiguous criteria for identifying and selecting beneficiaries, low administrative capacity, lack of transparency and limited beneficiary participation pose risks for program effectiveness and can decrease accountability. Good governance can improve program outcomes through effective program coordination, stronger accountability arrangements, provider incentives and greater transparency and participation. This paper proposes an analytical framework to systematically identify governance risks and constraints which, if removed, could improve the outcomes of modern social assistance programs.

The purpose of this issues note is to review the experience in and outside the World Bank of using different diagnostic tools in fragile state situations. It will identify trends in the use of such tools, lessons learnt, and arrive at suggestions for the future. Because governance has continued to be a major concern in the international community, over the years this has led to a growing diversity in the application of the concept. With this diversification the types of assessment in use have also increased, a process that reflects two things. First, each agency tends to design an assessment to meet its own program needs. Second, diagnostic tools have often fallen short of expectations leading agencies to develop new ones, including more recently political economy studies that go beyond what was at least until recently mainstream types of assessing governance. Accepting the diversity of definitions and assessments, this note does not intend to review the whole field. A diagnostic tool here refers to the approach and methodology used in assessing governance. Choice of tool has a direct bearing on how an activity is designed and carried out. Making the right choice, therefore, is important. A tool may become 'main stream' and the original rationale for its use disappears. It is applied because everyone else is using it or there is pressure to use the same tool as others. A shift to other tools, however, may become necessary because existing tools do not deliver. Such a shift is occurring in the governance field where a focus on institutions is being increasingly complemented, if not replaced, by a studies of underlying political economy factors. This Note tries to trace this process by highlighting both specific and more general experiences with tools used to assess governance. Fragile states or situations are not typical but they give rise to governance challenges that more than other contexts test the limits of particular tools. This becomes an especially important issue given that what works in countries that are not fragile seems to fall short of the same achievement in fragile situations.

Developing a diagnostic and action framework for donor-assisted governance reform in conflict-affected countries and fragile states was the objective of a program implemented by the World Bank's Social Development Department (SDV) and funded by the French Ministry of Foreign Affairs. The first phase of the program developed lessons and outcomes based upon a review of international experience of governance reform in fragile and conflict-affected states. A major objective was to identify specific approaches and activities that will be most effective in strengthening institutions, promoting transparency and accountability, and enhancing capacity at local and national levels. This phase also derived lessons on the utility and shortcomings of governance-related diagnostic tools in designing and evaluating country strategies and programs in fragile states. A key issue concerns methodology. What type of analytical method provides a more useful assessment: country-specific analyses of the political economy, indicators designed for purposes of cross-country comparison, indices that rank state fragility, or some combination of diagnostic tools? The second phase of the program also was in two parts. Cote d'Ivoire's poverty reduction strategy process was used as an entry point for an initiative that facilitated process and method-oriented exercises for local stakeholders on the how rather than the what of policy development in an effort to build governance capacity. One result is a model that may serve for future engagement in other fragile and conflict-affected countries. The second part of this phase is an ongoing effort to work with local partners in the Central African Republic and Chad to identify strategies that could strengthen access to justice at the local level. Activities include assessing the strengths and weaknesses of formal and informal justice systems and mapping community-based practices and informal justice systems, including some under the aegis of NGOs, as well as identifying possible linkages to state justice systems. The paper will first examine the concepts of state fragility and governance in terms of donor engagement. Part two will discuss the lessons (opportunities and constraints), diagnostic tools and entry points for governance reform. Part three will offer conclusions.

This report seeks to inform the development of a framework for addressing governance reform in fragile and conflict affected environments through are view of international experiences. The report analyzes the experience both of countries that sustained a transition to peace and those that fell back into conflict. Pertinent lessons will be drawn selectively from a range of fragile and conflict affected countries, including Haiti, Cambodia, Bosnia and Herzegovina, Mozambique, Liberia, Timor-Leste, Afghanistan, Rwanda, Indonesia, Sierra Leone, and Angola. No specific typologies have been adopted or formed in order to assess these lessons, because typologies can be limiting and experiences can be better assessed based on the specificity of each country's context. The first section of the report sets out broadly accepted definitions of key terms such as governance, state building, and fragility. The second section reviews experiences with diverse governance dimensions and explores the objectives, opportunities, and constraints associated with each.

This publication targets private sector stakeholders who want to reduce a company s risk and vulnerability to corruption. It aims to provide guidance and recommendations for integrating ethics programs into corporate governance mechanisms to safeguard against corruption. Anti-corruption attitudes have changed significantly over the past two decades. Corruption is no longer regarded as a subject to be avoided and is now widely condemned for its damaging effect on countries, industries, governments, and the livelihoods of individual citizens. More importantly, the view of the private sector in the corruption equation is changing. Companies are no longer viewed only as facilitators of corruption - they are increasingly recognized as victims and a valuable source of working solutions, and anti-corruption efforts seen as integral to good corporate governance, Predictable, competitive, and fair economic environments free of corruption are central to sustainable business, economic growth and national development. It has been an easier task to raise this awareness than to reduce the corrosive effects of corruption, especially its worst manifestation of state capture. And though the challenge defies simple solutions, significant progress is being made. Today we have in place numerous international conventions and global collective action initiatives that set higher standards of transparency and accountability in corporate and public governance. More importantly, such standards are buttressed by a growing convergence of ethical values that set the tone for 'doing the right thing' in both the public and private sectors.

The devolution of procurement responsibilities to local levels of government is increasingly occurring across South Asia. This trend is significant because increasingly localized decision-making better enables communities to hold government authorities accountable for the effectiveness of public spending, which can lead to various improved development outcomes, such as improvements in quality of service delivery; greater empowerment and understanding by end-users services supplied through public procurement processes; and improved oversight and accountability of service delivery agencies. The objective of this report is to set out an overview of the strategic approach developed by World Bank Institute (WBI) as a component of the Norwegian governance trust fund (NTF) program `procurement and service delivery: establishing effective collaboration between government and beneficiaries on monitoring procurement outcomes`. WBI received funds under the NTF to facilitate the development of context and audience-specific knowledge products by recognized practitioners and civil society organizations in South Asia as part of a broader effort to create a practical curriculum on social accountability in procurement.

Ghana has done increasingly well in recent years. This report has analyzed these issues in considerable depth, making it a prime reference on Ghana's growth and poverty experience and current policy challenges. The Ghana Country Economic Memorandum (CEM) report presented in these three volumes brings together detailed, relevant analyses of Ghana's growth and the Millennium Development Goals (MDGs), poverty reduction, infrastructure, agriculture, investment climate, export competitiveness, social inclusion and political economy.

The edtion of the Middle East and North Africa (MENA) economic developments and prospects reportsanalyzes the region's short-term growth prospects given global forecasts and current structural features of the economies, as well as the region's prospects for longer-term growth based upon progress in implementing comprehensive structural reforms. MENA region has experienced exceptional growth over the last two years. Over 2003 and 2004, economic growth in MENA averaged more than 5.6 percent a year, the strongest growth in a decade, and up strongly from the 3.6 percent average yearly growth over the 1990s. On a per capita basis, the MENA region's 3.5 percent average growth over the last two years was the region's strongest growth performance since the mid-1970s. Accompanying this strong growth performance, unemployment has declined with the rise in oil prices over 2000- 2004. Unemployment is estimated to have fallen from about 14.9 percent of the labor force in 2000 to 13.4 percent currently, the result of a 37 percent increase in the rate of employment creation over the 1990s. In many respects, the MENA region is in the midst of an economic boom. However, there are caveats to the region's growth acceleration. For one, it has not been especially broad based. Comparing growth over the 1990s with growth over the last two years, 97 percent of the regional growth upturn was driven by just four countries - Saudi Arabia, the Islamic Republic of Iran, Algeria and the United Arab Emirates. In fact, nearly half of the region actually experienced growth downturns relative to the 1990s. Moreover, MENA's recent positive economic developments have been driven largely by external events - in particular, dramatically rising oil prices. And importantly, on a per capita basis, the MENA region's growth over the last two years continues to lag that of other regions, a reflection of both the firming of GDP growth rates across developing regions and the MENA region's high population growth.

This report identifies the following as the fundamental challenges and changes that the Middle East and Africa must meet and make in order to improve living standards over the next two decades: Between eighty and one hundred million new jobs to be created by 2020. Economic growth to be lifted from a sluggish 3.4 percent over the late 1990s to at least 6-7 percent a year. Governance to move from traditional autocracies to more inclusive governments, accountable to the people. Women to be more equitably included in economic activity and to harness the significant potential economic benefits from an increasingly educated and healthy female population. Public sectors to open the door to more private initiative. Economies dependent on oil and workers' remittances to diversify into manufacturing and services. Closed trading regimes to integrate with new trading partners in the region and the world. Impossible? No. Imperative? Yes. The political imperatives for such change and the stability of the old order are two opposing forces. The balance is shifting toward the need for reform as joblessness and slow growth make the old order increasingly costly and unsustainable.