Capacity Enhancement Briefs

9 items available

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These briefs share best practices and lessons learned as The World Bank Institute (WBI) pursues its mission to helps people, institutions, and countries to diagnose problems that keep communities poor, to make informed choices to solve those problems, and to share what they learn with others.

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    Tools for Development : Public Sector Governance Reform
    (World Bank, Washington, DC, 2004-05) Wilhelm, Vera A. ; Kushnarova, Inna
    This CE Brief proposes the Public Sector Governance Reform Cycle framework to help Bank staff and clients identify tools and techniques to assess and strengthen capacity in the public sector. A number of lessons and challenges have emerged: Tools relying on large sets of microdata benefit from both quantitative and qualitative data. Highly aggregated data are useful for cross-country comparisons and awareness raising, while design of sector-specific reform programs requires specific and disaggregated data. Employing a wide range of data sources and tools and triangulating results can greatly enhance reform programs, whereas quality control will enhance credibility of results. The degree of impact on policy debate and capacity building depends on client demand, openness, participation, and transparency. It is important to move beyond governance diagnostics to implement reforms and measure progress against poverty reduction targets.
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    Public Financial Accountability in Pakistan : The Impact of PIFRA on Capacity
    (World Bank, Washington, DC, 2004-04) Ceesay, Ismaila B.
    This paper highlights the capacity enhancement support provided under the World Bank-financed Pakistan Improvement of Financial Reporting and Auditing (PIFRA) project and six lessons learned to be considered in designing similar projects: (a) address capacity constraints at every level, that is, individual, organizational, and institutional, (b) avoid addressing an entire large country in one project, (c) avoid introducing state-of-the art technology in an environment of largely unskilled professionals, (d) avoid too many project components, (e) ensure ownership and commitment by the project agency, and (f) ensure collaboration among donors.