33086 Capacity Enhancement b r i e f s S H A R I N G B E S T P R A C T I C E S A N D L E S S O N S L E A R N E D TOOLS FOR DEVELOPMENT Public Sector Governance Reform Vera A. Wilhelm, Senior Economist, PRMVP, and Inna Kushnarova, Consultant, PRMVP 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 1 lessons and challenges have emerged: Tools relying on large sets of microdata benefit from both quanti- tative 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 pol- icy 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. Supporting client countries in their efforts to build building and governance has expanded and become more efficient and transparent public institutions more complex. These tools are intended to help users requires capacity building in areas such as policy better understand the nature and sources of gover- making and implementation, regulation, service deliv- nance problems and capacity constraints and develop ery, and administrative management. It also requires strategies to address them. Use of these tools can con- a two-pronged approach--enhanced accountability of tribute to public transparency and fuel a participatory the state, both internally among the executive, legis- process that mobilizes civil society and generates lators, and judicial systems and externally to citizens, pressure for reform. users of public services, and other stakeholders. A recent stocktaking exercise by the World Bank Initiatives in each of these areas contribute to good Institute (WBI) and the Poverty Reduction and governance, understood as the exercise of public Economic Management (PREM) network yielded a authority for the common good. To succeed, this diverse inventory of tools in public sector governance approach must be based on a solid diagnosis of weak- (PSG). Some tools provide guidance on how to design 2 nesses it is trying to address, accompanied by aware- interventions to achieve a desired objective; others are ness and buy in from political stakeholders, citizens, designed to assist the client directly in building capac- and the international community. ity needed to strengthen public sector functions; a few How Tools Can Help others attempt to monitor progress and results. For example, indicators of good governance focus mainly In the World Bank, analytical tools and techniques on identifying institutional weaknesses and raising have proliferated as the work on public sector capacity the awareness of key stakeholders. Other diagnostic M A Y 2 0 0 4 NUMBER 7 tools help assess institutional context, ownership, which yields information for use in policy adjust- and commitment from stakeholders, reform readi- ments and diagnostics in the next round. ness, and institutional and political risks. Although each of the tools discussed in this note is Few of the existing instruments are widely known primarily affiliated with just one phase of the cycle, and used even within the PREM network. This note most of the tools cover more than one phase or are proposes a dynamic framework, called the "Public closely linked with other instruments in other phases. Sector Governance Reform Cycle," to help Bank staff For example, the design of reform goes hand in hand and clients identify tools that may be useful in their with monitoring and assessing the scope for reform work. For each phase of the cycle, examples are given has elements of awareness raising. The following sec- of tools that are either currently in use or under tions discuss various tools for each phase. development. Phase 1: How to Identify Strengths and The Public Sector Governance Reform Cycle Weaknesses and Raising Awareness The proposed framework is a self-renewing gover- Few data were available less than a decade ago with nance cycle, designed to capture five main stages of which to assess governance performance across coun- reform (see figure 1). Its main purpose is to illustrate tries and time. However, based on research within the process that helps to assess and enhance capacity and outside the Bank, significant progress has been to build efficient and accountable institutions, while made in recent years. providing a menu of tools and techniques that can be Country policy and institutional assessments 3 used along the way. The cycle moves from (a) recog- (CPIAs). These assessments, which are annually pro- nizing strengths and weaknesses in governance and duced by Bank country teams and reconciled region- building awareness to (b) assessing the scope for ally and across regions, are used to assess the quality political change to (c) technical diagnostics and the of a country's present policy and institutional frame- design of reforms. The next step (d) is managing the work in terms of how conducive it is to fostering politics of reforms in terms of engaging clients on pol- poverty reduction, sustainable growth, and the effec- icy recommendations and ensuring sustainability. tive use of development assistance. CPIAs also serve The cycle closes with step (e) evaluating results, to identify challenges and current capacities in allo- Public Sector Governanance Cycle: A Reformer's perspective M A Y 2 0 0 4 NUMBER 7 cating International Development Association into quintiles, and the results are made publicly avail- resources in response to country performance. Twenty able. 5 equally weighted criteria constitute the CPIAs, Cross-country governance indicators. Developed grouped in four clusters: mainly by WBI, a number of perception-based cross- country governance indicators can be used to measure · Economic management and monitor the quality of governance and institu- 6 · Structural policies tions. These indicators provide a relative measure of · Social inclusion policies and equity governance across countries based on survey data. · Public sector management and institutions. Their purpose is to create awareness and debate, both globally and within countries, on country-level perfor- The last cluster is intended to capture key aspects of mance in six dimensions of governance (see box 1). good governance, which is vital for sustained growth Multicountry survey instruments. Although aggre- and poverty reduction. PREM recently started to com- gate governance indicators perform a crucial role in pile a range of quantitative, objective governance monitoring governance in general terms, they provide indicators on individual countries as guideposts to little information on more specific governance issues assist Bank staff in their assessment and rating of at the country level. Multicountry survey instruments, this cluster of five public sector governance­related such as the Business Environment and Enterprise CPIA questions. The average CPIA ratings for gover- 4 Survey (BEEPS) in 1999 and 2002 and Doing nance and the four clusters are used to place countries Business Indicators, permit the analysis of recent developments in institutional quality, performance, and constraints in the public and private sectors from a firm-level perspective. BEEPS is an interactive tool 7 Tools in Action designed to generate comparative measurements in Box 1: Raising Awareness with Aggregate such areas as corruption, state capture, lobbying, and Governance Indicators the quality of the business environment, which can then be linked to specific firm characteristics and firm Based on empirical research in 200 countries, WBI has devel- performance. The "Doing Business" data base pro- oped six governance indicators intended to capture how govern- ments are selected, monitored, and replaced; a government's vides indicators of the regulatory costs of business capacity to formulate and implement such policies; and citizen and and can be used to analyze specific regulations that state respect for the institution of governance. By aggregating many variables, this approach allows assessment of each country enhance or constrain investment, productivity, and and comparison with other countries for six dimensions of gover- growth. nance: Other survey instruments. More in-depth analysis at · Voice and external accountability the country level is made possible by survey instru- · Political stability and lack of violence ments that collect feedback from citizens (service · Government effectiveness delivery users), enterprises, and public officials and · Lack of regulatory burden that ask detailed questions about types, manifesta- · Rule of law tions, extent, costs, and private return of misgover- · Control of corruption nance and corruption. An integrated approach called "governance and anticorruption diagnostics" com- The findings provide insight into why previous attempts at bines these instruments and helps assess the scope capacity development and institution building have failed. A 8 detailed analysis at the country, regional, or even provincial levels for political change and reform (see box 2). reveals problems and raises awareness that can help reformers and civil society to promote change. The indicators have received Phase 2: How to Assess the Scope for Political international recognition and are used for country comparisons. Change and Reform Five of the governance indicators constructed by WBI are among sixteen concrete indicators used by the Millennium Challenge The challenge of reforming public institutions and Account to allocate funds to low-income countries. Special 1 the increased focus on institution building in country emphasis is given to corruption; countries scoring below the median on this indicator are ineligible for funding from this assistance strategies and Bank lending programs have source. encouraged development of institutional assessment tools. These enable practitioners to assess the scope 1 The Millennium Challenge Account is a new development initiative announced for political change and reform, identify processes and by President Bush's Administration in March 2002 with the intention of increasing core U.S. development assistance to countries that govern justly, invest in their constraints, find country-specific starting points, and people, and encourage economic freedom. Please see http://www.mca.gov for more match them with options for public action. Several information. Tools in Action Governance and anticorruption diagnostics. Surveying the users of public services and dissemi- Box 2: Assessing the Scope for Reform: Sierra nating the findings can help to enhance transparency Leone Governance and Anticorruption and accountability in government and build momen- Assessment tum for institutional reform. One such approach is governance and anticorruption (GAC) diagnostics The GAC assessment in Sierra Leone responds to a 2002 request from the President of Sierra Leone for action on gover- developed jointly by WBI and the PREM Sector Unit nance and capacity building. Carried out in collaboration with the 1 for Europe and Central Asia. GAC consists of in- U.K. Department for International Development (DFID), GAC pro- motes an in-depth diagnosis of the quality of governance and pro- depth, country-specific surveys of households, firms, vides needed information for the World Bank­assisted Sierra and public officials assessing the extent and causes of Leone Institutional Reform and Capacity Building Project. corruption. GAC surveys are used to help countries To ensure sustainable collaboration among local stakeholders, DFID and WBI first promoted creation of a steering committee prepare action programs and promote capacity build- responsible for implementing the GAC assessment and designing a ing by institutionalizing participatory approaches (see national governance strategy. The steering committee comprises the Sierra Leone Governance Reform Secretariat, representatives box 2). from the Sierra Leone Vice President's office, other parts of gov- ernment, the Anti-Corruption Committee, civil society, the Central Statistical Agency, the media, and the donor community (i.e., Phase 3: How to Specify Problems and Design DFID, United Nations Development Program, and European Union). Reforms In a second step, with World Bank technical assistance, a local The Bank's current emphasis on a "good fit" survey firm designed and implemented three governance diagnos- tic surveys of public officials, households, and business people, approach has encouraged development and use of which identified institutional strengths and weaknesses. The analytical tools for identifying underlying problems results provided the steering committee with information needed for design of the national governance strategy and were compiled in a report released at a October 2003 national workshop by the Vice President of Sierra Leone. The national workshop offered the opportunity to discuss the survey findings and identify key areas for reform. The workshop also facilitated drafting of a governance Tools under Development action plan, which the steering committee is currently revising for discussion at four regional workshops in March 2004. Box 3: Programmatic Approach to Public Expenditure Work 1 For more information, please see http://www.worldbank.org/wbi/governance/sierraleone/index.html. Following the World Bank­International Monetary Fund Board paper of 2003 on collaboration in public expenditure issues, the Bank is proposing a new programmatic approach to public expen- diture work that is based on supporting a country-owned reform tools are available to assess the scope for political strategy, coordinating donor effort on diagnostic work and techni- change and reform: cal assistance, and measuring performance periodically for feed- back on the reform effort. Emphasizing building capacity and 1 Participatory approaches. Based on the premise supporting reforms to strengthen performance of budget systems, that reforms must be politically desirable, feasible, this approach would combine a number of diagnostic fiduciary and public finance management modules into a standardized and sustainable if they are to succeed, such participa- assessment to respond to the specific needs of each country. tory approaches as reform readiness analysis, stake- The standardized assessment would evaluate the performance holder assessments, beneficiary assessments, and of the public finance management system, assess the fiduciary systems in terms of strength and weaknesses, and identify gaps in others have been developed in recent years. They 9 knowledge and local capacity building. The assessment would be provide a structured method to assess client commit- complemented by a set of high-level indicators, enabling the Bank and client to monitor the performance of public finance manage- ment to specific reform initiatives, as well as possible ment systems and demonstrate progress with time. At the same political and institutional obstacles to implementation. time, standardized assessments would provide donors with infor- mation on a country's effort to improve its public finance manage- Institutional and governance reviews. Participatory ment system and inform policy dialogue with the country as well tools and surveys also feed into preparation of insti- as decisions on aid modalities; hence, a standardized assessment would minimize the need for individual donors to undertake sepa- tutional and governance reviews (IGRs), which facili- rate fiduciary assessments, thereby reducing transaction costs for tate analysis in a broad range of public sector reform clients. A public expenditure working group consisting of Bank areas. IGRs are highly country and situation specific 10 (PREM, financial management, and procurement staff), the International Monetary Fund, and bilateral donors has prepared a and require a customized design and good adaptation few pilot desk assessments to test the usefulness of this approach to local context. Carried out for a number of countries in selected countries. in five regions, IGRs attempt a broad assessment of the quality of accountability, policymaking, or service 1 The paper is available at http://www1.worldbank.org/publicsector/pe/NewDocumentsDetails.cfm?ID=24. delivery institutions and help countries to identify actions needed for institutional change. M A Y 2 0 0 4 NUMBER 7 and unique conditions of each country and for design Tools under Development of feasible reform options for specific local settings. Assessment of fiduciary risk. In recent years, a Box 5: Managing the Politics of Reform: demand for assessment of fiduciary risk has been Stakeholder Assessments in East Asia added to the developmental purpose of public expen- Two East Asian pilot studies were conducted based on the diture work. The Bank has designated "public expen- Expected Utility Stakeholder Model, a framework for analysis of diture reviews," "country procurement assessment stakeholder perceptions and potential policy outcomes. The model simulates a bargaining process among stakeholders, predicts how reports," and "country financial accountability assess- they will shift their positions, and assesses the level of consensus ments" as core economic and sector work, in part in support of a particular outcome. A similar approach is currently because they provide a critical understanding of client being used in Morocco. In these pilot studies, country experts were used to help identify budget systems and their fiduciary aspects. Recent all stakeholders in the reform process, the relative stance of each proposals to link these instruments better suggest stakeholder on a reform continuum, relative power exerted by each stakeholder, and importance that stakeholders attributed to replacing individual reports with a module-based the reform outcome. In one country, the mapping of this informa- standardized assessment (see box 3). 11 tion for procurement reform revealed that (a) stakeholder opin- ions varied widely, (b) the most powerful single coalition was Improving fiscal performance. An important goal of against any level of reform, and (c) one player with veto power public sector reform is to improve fiscal performance. only supported marginal reforms. The most reformist stakeholders were new small- and medium-sized enterprises, which were likely The Tax Administration Diagnostic Toolkit was devel- to suffer most from unfair practices. The simulation of a dynamic oped to uncover the most critical tax administration bargaining process revealed that positions toward reform might deficiencies and environmental constraints and iden- change slightly, but no overall consensus could be expected. A recalibration of the model with a slightly less demanding reform tify key reform priorities. The Diagnostic Framework 12 proposal by the Bank, however, indicated that, in softening its for Revenue Administration attempts a more compre- position, the Bank could win support from more stakeholders, allowing for a second-best solution. hensive analysis of revenue administration to evalu- ate systemic dysfunctions and illustrate commonly encountered problems and possible solutions ; use of 13 cessful strategy for revenue administration reform 14 this framework is a prerequisite for developing a suc- (see box 4). HIPC expenditure tracking uses objective indica- 15 tors to evaluate the capacity of heavily indebted poor countries (HIPC) to track poverty-reducing public Tools in Action spending, set priorities, and formulate action plans for additional improvement. Box 4: Designing Reforms: Latvia State Modernization Project Phase 4: How to Manage the Politics of Reform Political winners and losers from policy reform can In Latvia an integrated diagnostic framework was used to ensure that a proposed reform fits well with the country's objec- influence reform outcomes; resistance by potential tives and institutional context. The Latvia State Revenue Service losers can undermine Bank-supported reforms. (SRS) Modernization Project was designed to meet the country's Stakeholder analysis, used by different sectors in the need to reform its revenue administration in terms of technical efficiency and to facilitate its entry into the European Union. A Bank, uses interviews, qualitative data, and quantita- basic questionnaire identified deficiencies in organizational struc- tive analysis of secondary data to assess the level of ture, management practices, and operational tasks and served as a basis for project design. An assessment of vulnerability to corrup- commitment to reform proposals among individuals, tion in the tax and customs administration was accompanied by groups, and organizations. Implementation of stake- in-depth surveys of businesses, households, and public officials, which helped to prioritize areas for reform. With the support of the holder analysis requires substantial country-specific prime minister, a corruption survey of government officials was analysis and can be an expensive and time-consum- undertaken and followed up by the creation of an SRS Asset Declaration Unit, which was later expanded to cover the Customs ing effort. Service. A new approach to stakeholder analysis based on In 2001 a law was adopted creating legal and financial account- game theory was recently piloted in the East Asia ability for executive agencies. The design of a three-level organi- zational structure, piloted in two regional offices, helped to consol- region to understand better the preferences and idate and integrate functions and restructure all local offices to behaviors of key stakeholders on civil service and enhance service delivery. After the first round of diagnostic work, 16 SRS undertook periodic internal and client surveys to assess client anticorruption reforms (see box 5). A similar exer- satisfaction, staff morale, and ethics and started a public informa- cise is currently underway in Morocco. tion campaign. Findings of the surveys have led to changes in management Reforms are most successful when implemented in a and business processes, including an internal reporting and audit participatory manner, which can be achieved by build- strategy, guidelines to deal with corruption cases, a bonus system, and a code of ethics. ing coalitions of key stakeholders (e.g. government, civil society, and nongovernmental organizations Tools in Action Once such surveys are conducted periodically, service providers are expected to use the findings to adjust Box 6: Monitoring and Evaluating with their programs. Scorecards Capacity enhancement needs assessments (CENA) are participatory approaches designed to evaluate Originating in the work of an independent NGO in Bangalore, India, the first scorecard survey in 1994 ranked the performance existing capacity gaps and identify capacity enhance- and degree of user satisfaction of urban services such as electric- ment needs. The CENA focuses on the development ity, health, water, and telephone in the format of a report card action to be carried out, or the specific task(s) to be (hence the name) and launched a strong advocacy campaign on the basis of the findings. The result was that the worst-rated performed, and relies on development actors to carry agency--the Bangalore Development Authority--reviewed its out their own needs assessment and propose remedial internal systems for service delivery, introduced training for junior staff, and along with the Bangalore Municipal Corporation, began actions. By helping development actors to identify the to host a joint forum of NGOs and public agencies to consult on obstacles to action, the CENA approach ensures that solving high-priority problems such as waste management. The Karnataka Electricity Board also formalized periodic dialogues adequate attention is paid to the institutional environ- with resident associations to garner feedback from users, while ment, that is, the set of formal and informal rules, two other public agencies tried to strengthen their grievance redressal systems. procedures, and arrangements that can either provide Since then, scorecard surveys have been applied in different incentives for action or create constraints that prevent geographic and sectoral contexts by different agencies. At the action or distort the results of action. WBI is piloting national level, they have been applied to assess pro-poor services 20 in the Philippines and to specifically assess the quality of gover- these assessments in Nigeria, Tajikistan , Burkina nance in Bangladesh, Ukraine, and Vietnam. Faso, Ghana, and Southern Sudan (see box 7). The community scorecard, a more local and rural hybrid of the citizen report card, emerged recently through the work of Care- Emerging Lessons Malawi. Instead of surveys, these scorecards rely on focus group discussions with communities and providers to monitor perfor- As the nature of tools and the context in which they mance of local public facilities. The two groups can thereby inter- face locally to establish feedback loops and action plans for have been applied varies considerably, it is difficult to reform. draw robust lessons. But a few general conclusions [NGOs]). These coalitions not only help to sustain Tools under Development reform, but can also strengthen political will to Box 7: Capacity Enhancement Needs improve governance. WBI has been working on a Assessment in Nigeria strategy that is intended to identify existing capacity to solve problems and monitor implementation and to In Nigeria, the Community Empowerment CENA addressed the question of how the Bank (and other partners) can effectively increase transparency and access of civil society to support a community that wants to strengthen its capacity to par- services. 17 ticipate actively in local, state, and national affairs and influence, and hold government and elected officials accountable? The 1 Phase 5: How to Monitor and Evaluate Results assessment was conducted in the states of Ekiti and Imo, in the south, and Bauchi and Kano, in the north. It was facilitated by Given the increasing emphasis on results in the local partner organizations commissioned by the World Bank Bank's work, significant efforts have been made to Institute. The community members who participated in the CENA identified the dysfunctional political and administrative system as identify tools and governance indicators for measur- a main reason for their inability to act in the pursuit of their ing and monitoring institutional performance: development objectives. They noted that they have a large degree of internal group cohesion, which is critical for the type of collec- Public expenditure tracking surveys and related tive action required for community empowerment, but they lack quantitative service delivery surveys are used to track the capacity to influence other development actors, access the the flow of resources through the various layers of resources that are allocated for community development, and monitor and evaluate the quality of programs that are carried out government bureaucracy and evaluate the incentives in their name. As long as the political and administrative system responsible for public expenditure leakages. 18 remains alien to local communities, they fear that they will not be able to play a more active role in defining and shaping their Citizen report cards and community scorecards are future. The assessment also showed that a fair number of commu- client feedback surveys that collect both qualitative nity members have highly developed entrepreneurial skills, and most communities have groups of people, especially among and quantitative data on the performance of public women and youth, who show a great degree of enterprise and ini- services from their actual users. These surveys have tiative within their professional domains. The outcome of the assessment is now being used to prepare multiyear capacity emerged in recent years as powerful tools for monitor- enhancement programs that WBI and other training agencies will ing results, increasing public accountability, and stim- help deliver. ulating positive reforms (see box 6). They are 19 intended to increase public awareness and generate 1 Najma Siddiqi, Kofi Anani and Guy Darlan. April 2004. "Capacity For bottom-up pressure against poor service delivery. Community Empowerment: The Case of Nigeria." World Bank Institute. M A Y 2 0 0 4 NUMBER 7 can be reached in terms of analytical content and this area is underway and will be reflected at process. http://www-wbweb.worldbank.org/prem/premcom- The first step in addressing capacity weaknesses is pass/know_learn/tools4dev/index.htm. to collect detailed, specific, and reliable information to address the relevant questions. For tools that rely on large sets of microdata (business environment sur- Peer Reviewers: Poul Engberg-Pedersen, Senior veys, BEEPS, and GAC), a combination of quantitative Public Sector Specialist, PRMPS, and Gregory and qualitative data has proved useful, allowing Kisunko, Public Sector Specialist, PRMPS. description not only of inputs and outputs, but of the functioning of services and processes and related con- straints. Highly aggregate data (e.g., CPIA and WBI Endnotes governance indicators) are useful for cross-country comparisons and awareness raising. The design of 1 Here, a tool is defined as a technique or skill intended to sector-specific reform programs requires the use of help a task manager or client to prepare, design, implement, or monitor operational work. Public sector governance tools in this specific and disaggregated data (e.g., public expendi- note are limited to ones that (a) focus on PSG diagnostics, (b) ture tracking surveys and GAC). Reform programs are come with a manual or other reports documenting their use, greatly enhanced by the use of a wide range of differ- and/or (c) have documented results in one or more countries. ent data sources and tools (official statistics, surveys, 2 A draft WBI/PREM web site describing tools discussed in this note is available at and external agency ratings) and the triangulation of http://www- the results. Quality control, achieved through open- wbweb.worldbank.org/prem/premcompass/know_learn/ ness and transparency and the use of rigorous analyt- tools4dev/index.htm. A more comprehensive inventory and ical methods, can enhance the credibility of results. mapping of PSG tools along a PSG cycle by WBI/PREM is under preparation. Another lesson is that client buy in and participa- 3 For the CPIA 2003 Assessment Questionnaire, please see tion matter. The degree to which tools can affect the http://siteresources.worldbank.org/IDA/Resources/ policy debate and promote capacity building is closely CPIA2003.pdf. related to the degree of client demand, openness, par- 4 The questions cover (#16) property rights and rule-based ticipation in the assessment process, and trans- governance, (#17) the quality of budget and financial manage- ment, (#18) the efficiency of revenue mobilization, (#19) the parency when disseminating results. efficiency of public administration, and transparency, and (#20) Challenges Ahead accountability and control of corruption in the public sector. For CPIA guideposts see http://www- The effective use of governance tools throughout wbweb.worldbank.org/prem/prmps/publicsector/indicators.htm. the PSG cycle largely depends on the sustained politi- 5 Please access the 2003 CPIA ratings at cal buy in they receive. Although political commit- http://siteresources.worldbank.org/IDA/Resources/ Quintiles2003CPIA.pdf. ment can be leveraged by partnering with other 6 Please see http://www.worldbank.org/wbi/governance/pubs/ donors and civil society, it is subject to constant aggindicators.html. change. As the stocktaking exercise reveals, tools to 7 For the interactive datasets for BEEPS 1999­2000 and 2002, manage the politics of reform are scarce and only a please see http://info.worldbank.org/governance/beeps/ and http://info.worldbank.org/governance/beeps2002/. For few pilots are under development. Teaming up with ""Doing Business," please see partner institutions and academia may help to inten- http://rru.worldbank.org/DoingBusiness/default.aspx. sify these efforts. 8 Please see Another challenge lies in the need to move beyond http://www.worldbank.org/wbi/governance/capacitybuild/pdf/ guide_pdfs/01-survey_intro.pdf. governance diagnostics to implementing reforms and 9 For more information on the three examples, please see, measuring progress against poverty reduction targets. respectively, http://www1.worldbank.org/education/ Complementing diagnostic tools with specific indica- globaleducationreform/pdf/haggarty.pdf, http://poverty.world- tors that would allow tracking of progress in line with bank.org/files/12761_1_Stakeholders.pdf, and http://www.worldbank.org/participation/ the targets embodied in poverty reduction strategy beneficiaryassesment/beneficiary%20assessment.pdf. papers and the Millennium Development Goals could 10 Please see be a next step. http://www1.worldbank.org/prem/PREMNotes/premnote75.pdf. In addition, the diversity of available tools calls for 11 For more information on PERs, please see more consolidation and quality control to make them http://www.worldbank.org/education/economicsed/finance/ public/perev.htm, and for country procurement assessment easily accessible and relevant for operations. Work in reports, http://www1.worldbank.org/publicsector/cpar.htm. 12 Please see http://www1.worldbank.org/wbiep/ http://www.worldbank.org/wbi/governance/pdf/ decentralization/Module7/Toolkit.pdf. coalition_summit.pdf. Civil society has been playing an increas- 13 Please see http://www1.worldbank.org/publicsector/ ingly important role in generating pressures for reform toolkitstax.htm?OpenDocument. 18 For information on these surveys, please see 14 Please see http://www1.worldbank.org/publicsector/ http://www1.worldbank.org/publicsector/pe/PETS1.pdf. toolkitstax.pdf. 19 For information on citizen report cards and community 15 Please see scorecards, please see, respectively, http://www1.worldbank.org/publicsector/pe/Newsletter/ http://lnweb18.worldbank.org/ESSD/sdvext.nsf/81ByDocName/ JanJune2003D.htm. ToolsandMethodsMonitoringandEvaluationCitizenReportCard 16 This section draws on "Getting Serious about Stakeholder and Analysis," a PowerPoint presentation by Barbara Nunberg, http://lnweb18.worldbank.org/ESSD/sdvext.nsf/81ByDocName/ September 2003. For a detailed description and limitations of ToolsandMethodsMonitoringandEvaluationCommunityScoreCard the East Asia pilots, see the forthcoming PREM Note, 20 For information on the methodology used in Tajikistan, see "Operationalizing Political Analysis: the Expected Utility http://www.worldbank.org/wbi/communityempowerment Stakeholder Model and Governance Reform." 17 The strategy is based on "Coalition-Building to Fight Corruption" by Maria Gonzalez de Asis, November 2000, About World Bank Institute (WBI): Unleashing the Power of Knowledge to Enable a World Free of Poverty WBI 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. Through traditional and distance learning methods, WBI and its partners in many countries deliver knowledge-based options to policymakers, technical experts, business and community leaders, and civil society stakeholders; fos- tering analytical and networking skills to help them make sound decisions, design effective socioeconomic policies and programs, and unleash the productive potential of their societies. WBI Contacts: David Potten, Lead Specialist, Country Programs Tel: 202-458-7873, Email: dpotten@worldbank.org Imtiazuddin Ahmad, Sr. Operations Officer Tel: 202-458-1878, E-mail: Iahmad2@worldbank.org Visit our website for more information and download the electronic copies of all Capacity Enhancement Briefs: http://www.worldbank.org/capacity M A Y 2 0 0 4 NUMBER 7