Dealing with Governance and Anticorruption Issues in Fragile and Conflict-Affected States : Ten Things Team Leaders Should Know
Over the past several years, to improve development outcomes, the Bank has developed new and more effective tools and approaches for dealing with governance and anticorruption (GAC) issues at the country, sector, and project levels. At the same tim...
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| Format: | Other Poverty Study |
| Language: | English en_US |
| Published: |
Washington, DC
2013
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| Online Access: | http://documents.worldbank.org/curated/en/2013/01/17450988/dealing-governance-anticorruption-gac-issues-fragile-conflict-affected-states-ten-things-team-leaders-know http://hdl.handle.net/10986/13227 |
| Summary: | Over the past several years, to improve
development outcomes, the Bank has developed new and more
effective tools and approaches for dealing with governance
and anticorruption (GAC) issues at the country, sector, and
project levels. At the same time, the Bank has increased its
focus on fragile and conflict-affected states (FCS), as
reflected in the 2011 World Development Report (WDR):
conflict, security, and development. Helping these countries
achieve their development objectives, including the
Millennium Development Goals (MDGs), is a critical part of
the Bank s mission to reduce poverty. On a parallel track,
the Bank is working to strengthen its support to the FCS.
The approach includes both near-term policy and procedural
changes to improve the Bank s operational effectiveness, and
the preparation of a more comprehensive strategy for
longer-term engagement, building on the analysis and
recommendations of the 2011 WDR. In attempting to integrate
the GAC and FCS agendas, it is clear that we have much to
learn. For example, that governance and corruption risks
pose a serious threat in many of the FCS, not just to the
achievement of development objectives but to the prospects
for sustaining peace and building more accountable state
institutions. However, emerging good practice GAC tools and
approaches may not work in FCS, or at least they will need
to be adapted to FCS circumstances. This note aims to share
what authors have learned so far about some of the practical
things that task team leaders (TTLs) should take into
account in designing and supervising Bank-financed projects
in FCS. |
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