Strengthening
World Bank Group
Engagement on Governance &
Anticorruption
Presented to:
World Bank Staff
Core Course on Public Sector Governance
PREM Knowledge & Learning Week
Washington, DC
April 23, 2007
The World Bank
Presented by:
Sanjay Pradhan
Director
Public Sector Governance
Poverty Reduction & Economic
Management (PREM)
Outline
A. Context
B. The World Bank’s Governance
& Anticorruption Strategy
1. Country Level
2. Project Level
3. Global Level
C. Implementation
The World Bank
Sanjay Pradhan
Public Sector Governance Course
Page 2
An Unprecedented Global Consensus
 Consultations held in 35 developing countries, 12 donor
countries, & four global events, reaching more than 3,200 people
Europe
MNA
ECA
Egypt, Jordan (planned), Morocco,
Brussels, the Hague,
Tunisia (planned), Yemen
London, Madrid, OECD,
Paris, Rome, Stockholm
Albania, Bulgaria,
Georgia, Moldova,
Russia
EAP
North America
Ottawa, Washington
DC (IMF, MDBs, US
Government, CSOs,
private sector,
unions)
LAC
SAR
Bangladesh,
Argentina, Bolivia,
India, Nepal
Dominican Republic,
El Salvador, Guatemala,
AFR
Mexico, IACC
Burkina Faso, Botswana, Cameroon, Kenya,
Mauritania, Mozambique, Republic of Congo,
Rwanda, Senegal, Tanzania, Uganda
Australia,
Cambodia,
China, Japan,
Indonesia,
Lao PDR,
Mongolia,
New Zealand,
Philippines,
Thailand,
Vietnam
 Proactive engagement & unanimous endorsement by
the
Board
Sanjay
Pradhan
The World Bank
Public Sector Governance Course
Page 3
Governance is the door to anticorruption
Governance The manner in which the state acquires
and exercises its authority to provide
public goods & services
Corruption
Use of public office for private gain
• Corruption is an outcome – a consequence of
weak or bad governance
• Governance reform – strengthening capacity &
accountability – helps combat corruption by
addressing its underlying causes
The World Bank
Sanjay Pradhan
Public Sector Governance Course
Page 4
Seven Guiding Principles
Governance &
Anticorruption for
Poverty Reduction:
Poor governance and
corruption undermine the
World Bank’s mission of
poverty reduction
Working Together:
7 Guiding
Principles
Country Leadership &
Ownership:
Strengthening Country
Systems:
The World Bank is
committed to supporting a
country’s own governance
& anticorruption priorities
Consistent Approach:
While there is no ‘one-sizefits-all’, the World Bank will
apply a consistent
approach across countries
& continue to allocate more
aid to better governed
environments (PBA)
The World Bank
The World Bank will work
with donors & other actors at
the country & global levels to
ensure a harmonized
approach—“the World Bank
should not act in isolation”
Better national institutions
are the long term solution
to mitigating fiduciary risk
for all public money
Staying Engaged:
The World Bank will seek
creative ways to provide
support, even in poorlygoverned countries—
“don’t make the poor pay
twice”
Multi-Stakeholder
Engagement:
The World Bank will scale up
good practice in engaging with
civil society, media, parliaments,
judiciary, private sector in its
operational work
Sanjay Pradhan
Public Sector Governance Course
Page 5
Key Elements of World Bank’s Strategy
Country Level
Global Level
Deepening support
to countries to
strengthen
governance
Working with
development
partners, sharing
experience &
addressing
transnational
issues
The World Bank
Project Level
Combating
corruption in
World Bank Group
operations
Sanjay Pradhan
Public Sector Governance Course
Page 6
Helping Countries to Improve Governance
Through Various ‘Entry-Points’
Private Sector
Public
Management
Civil Society, Media
& Oversight
Institutions
Competitive
investment climate
Responsible private
sector
Public financial
management &
procurement,
monitored by PEFA
Administrative & civil
service reform
State oversight institutions
(parliament, judiciary, SAI)
Transparency & participation
(FOI, asset declaration, user
participation & oversight)
Civil society & media
Local Governance
Governance in Sectors
Community-driven development
Local government transparency
Downward accountability
Transparency & participation
Competition in service provision
Sector-level corruption issues (EITI, forestry)
Coalition building across stakeholders
Sanjay Pradhan
The World Bank
Public Sector Governance Course
Page 7
Strengthening PFM Systems a key priority
The new
international aid
architecture
emphasizes the
principle of mutual
accountability
Increasing
recognition that
"ringfencing"
projects will not work
– need to strengthen
country systems
Scaling up of donor
assistance requires
sound PFM systems
and reduced
corruption in partner
countries
The World Bank
Sanjay Pradhan
Public Sector Governance Course
Page 8
PEFA’s Performance Measurement
Framework
Budget Realism:
Is the budget realistic,
and implemented as
intended in a
predictable manner?
Comprehensive,
Policy-based, budget:
Does the budget
capture all relevant
fiscal transactions, and
is the process, giving
regard to government
policy?
Comprehensive Fiscal
oversight:
Are the aggregate fiscal
position and risks are
monitored and managed?
The World Bank
Six PFM
System
Aspects
Accountability and
Transparency:
Are effective external
financial accountability
and transparency
arrangements in place?
Control:
Is effective control and
stewardship exercised
in the use of public
funds?
Information:
Is adequate fiscal, revenue and expenditure
information produced and disseminated to
meet decision-making and management
purposes?
Sanjay Pradhan
Public Sector Governance Course
Page 9
Strengthening Demand for Public
Financial Accountability
Transparent,
competitive eprocurement
(Latin America)
Civil Society Oversight;
transparent, competitive
procurement
Strengthening Public
Accounts Committees
of Parliament
(Slovakia)
Strengthening Supreme
Audit Institutions
(Hungary)
(Kenya, Ghana, Zambia -AFR)
Accountability,
Transparency & Integrity
Project
Procurement
oversight by
CSOs
(Philippines)
(Tanzania)
Participatory
Budgeting,
Puerto Alegra
(Brazil)
Strengthening Public
Accounts Committees of
Parliament
(India)
Public Expenditure Tracking & Information Campaigns
(Ghana, Madagascar, Mozambique, Peru, Senegal, Tanzania, Zambia)
Key Issue: Instrument to Support Demand-side Interventions
Sanjay Pradhan
The World Bank
Public Sector Governance Course
Page 10
Tackling Corruption in Key Sectors
Tracing Vulnerabilities in Value-Chain:
Pharmaceuticals
Manufacturing
Transparency
Registration
Random
inspections
Monitoring
based on
transparent &
uniform
standards
Tracking
systems
Selection
Procurement
Media
coverage
of drug
selection
committee
meetings
Distribution
Prescription &
Disbursement
Reference: Jillian Clare Cohen, Assistant Professor, Faculty of Pharmacy and Director, Comparative
Program on Health & Society, University of Toronto
The World Bank
User
surveys
Sanjay Pradhan
Public Sector Governance Course
Page 11
Innovative Examples of Multistakeholder
Engagement in WB Operations
Participatory
prioritization of
policies & public
spending
Investment Operations
Brazil Rural Poverty Reduction
Project Rio Grande do Norte;
Malawi Third Social Action
Fund
Development Policy Lending
Armenia SAC IV; Laos PRSC1;
Timor-Leste Consolidation
Support Program Policy Grant,
Vietnam PRSC (I to IV)
Strengthening
participatory local
governance
Investment Operations
Albania Community Works 2
Project; Bangladesh Local
Governance Support Project;
Ethiopia Capacity Building for
Decentralized Service Delivery;
Indonesia KDP
Development Policy Lending
Sierre Leone ERRC III
The World Bank
Strengthening
transparency &
oversight over the
use of budgetary
resources
Investment Operations
Bangladesh Public
Procurement Reform Project
Development Policy Lending
Haiti Economic Governance
Reform Operation I and II
Strengthening
other formal
oversight
institutions
Investment Operations
Guatemala Judicial Reform
Project; Kenya Institutional
Reform and Capacity Building
Project; Legal & Judicial Other
WBI Parliamentary
Strengthening Program
User participation
& oversight in
service provision
Investment Operations
Andhra Pradesh, India District
Poverty Initiatives Project;
Morocco Initiative for Human
Development Support Project
Development Policy Lending
Brazil PHDSRL I; Georgia
PRSC; Peru PSRL III
Ethiopia, Protection of Basic
Services
Other actions
Development Policy Lending
Bangladesh DSC III
Other
WBI Media Program
Community Radio Initiatives
Partnership for Transparency
Fund
Sanjay Pradhan
Public Sector Governance Course
Page 12
Decentralization
The Challenge

Decentralization is more likely to work when there is
adequate capacity and two sets of accountabilities
are in place
 Downward accountability between local governments and
citizens
 Allocation of responsibilities between central and local
governments
• Assignment of service provision responsibilities
• Assignment of fiscal resources (including local tax base)
• Central fiduciary and performance oversight over local
In practice, the impulse for decentralization is
political; high risk of being stuck in institutional
‘limbo’ (Albania; East Asia review – Cambodia,
China, Indonesia, Philippines, Thailand and Vietnam)
The World Bank
Sanjay Pradhan
Public Sector Governance Course
Page 13
Making the Private Sector an Advocate of
Governance Reform
 The two faces of the private sector
 Competitive, productivity-focused firms thrive on a level-playing field
 Corrupt, rent-seeking firms thrive in the shadows
 How to support competitive, responsible private sector?
 Create sound business environments, benchmarked internationally (Doing




Business Indicators)
Showcase examples & evidence that ‘avoiding corruption is good for
business’ (Celtel’s Mohammed Ibrahim)
Support initiatives to promote business ethics and voluntary codes of
conduct (ICC Code of Conduct, TI’s Business Principles, WEF PACI, UN
Global Compact) – and create external verification mechanisms
Build coalitions of businesses and other stakeholders for anticorruption
(Indonesia Business Link, Makati Business Club, Global Integrity Alliance)
Enforce global/regional laws & regulations (OECD Convention, UNCAC)
The World Bank
Sanjay Pradhan
Public Sector Governance Course
Page 14
Monitoring for Results

Use aggregate governance indicators (e.g., CPIA, KKZ, TI
CPI) to indicate of extent and mix of governance problems
 Use actionable & outcome indicators (e.g., PEFA, Global
Integrity Index) to monitor progress in implementing
priority governance and anticorruption reforms

Support participatory mechanisms for monitoring and
mutual accountability (private sector, civil society)
Frontier challenge:
Improve menu of actionable and
outcome indicators
The World Bank
Sanjay Pradhan
Public Sector Governance Course
Page 15
Combating Corruption in World Bank
Operations
Prevention
 Strengthen country systems
 Identify high-risk operations, mitigate risk
upstream
 Prepare project anticorruption action plans
 Increase disclosure and transparency; greater
oversight and participation from civil society
organizations
 Create anticorruption teams composed of field
staff to review project design & rate risk
 Focus on corruption in portfolio review
 IFC-MIGA to strengthen ethical corporate
practices across their operations
The World Bank
Sanjay Pradhan
Public Sector Governance Course
Page 16
Combating Corruption in Bank
Operations (cont.)
Enforcement
 Independent review of INT in
order to strengthen investigation
of corruption in projects
 Continue to publicly sanction
corrupt firms
 Implement the Voluntary
Disclosure Program (VDP)
 Sanctions reform: on separate
track, Board approved
The World Bank
Sanjay Pradhan
Public Sector Governance Course
Page 17
Global Collective Action Against
Corruption
Global &
Regional
Conventions
(UNCAC, OECD, AU,
OAS, Asia-Pacific
Action Plan)
need to be enforced to
curb transnational
corruption & facilitate
asset recovery
Coalitions
Donor
Collaboration
with civil society,
private sector,
MDB harmonization
in high-risk settings
to avoid ‘mixed-
others (e.g., GOPAC,
PACI, Global Integrity
signals’;
Alliance) to combat
coordinated donor
action to support
parliamentarians, and
entrenched
corruption networks
demand-side
initiatives
The World Bank
Sanjay Pradhan
Public Sector Governance Course
Page 18
One Key Priority:
The Stolen Asset Recovery (StAR) Initiative
The Problem
 Cross-border proceeds from criminal
activity, corruption & tax evasion estimated
to be $1-1.6 trillion per year— half from
developing & transition countries
 Bribes received by public officials from
developing & transition countries is
estimated at $20-40 billion
 TI’s estimates of stolen assets include:
Mohamed Suharto
(President of Indonesia
1967-1998) $14-35 billion
Sani Abacha
(President of Nigeria 19931998) $2-5 billion
Ferdinand Marcos
(President of the Philippines
1972-1986) $5-10 billion
Mobuto Sese Seko
(President of Zaire 1965-1997)
$5 billion
A Global Effort
StAR is a joint initiative with the
Bank & UNODC. Partnerships are
being developed with the OECD,
Norad, IMF, other MDBs, the G8,
& developing countries
Proposed activities include:
 Persuading all jurisdictions to ratify
& implement the UN Convention
Against Corruption (UNCAC)
 Helping developing countries build
capacity for requesting mutual legal
assistance for asset recovery
 Developing partnerships to share
information & experience
 On a voluntary basis, offering
expertise to monitor the use of
recovered assets in order to ensure
transparency & development impact
(e.g., Nigeria)
Sanjay Pradhan
The World Bank
*Source for estimates of former Presidents above: Transparency International Global
Corruption Report 2004. All sums are estimates of alleged embezzlement in US dollars.
Public Sector Governance Course
Page 19
Global Collective Action Against
Corruption
Global &
Regional
Conventions
(UNCAC, OECD, AU,
OAS, Asia-Pacific
Action Plan)
need to be enforced to
curb transnational
corruption & facilitate
asset recovery
Coalitions
Donor
Collaboration
with civil society,
private sector,
MDB harmonization
in high-risk settings
to avoid ‘mixed-
others (e.g., GOPAC,
PACI, Global Integrity
signals’;
Alliance) to combat
coordinated donor
action to support
parliamentarians, and
entrenched
corruption networks
demand-side
initiatives
The World Bank
Sanjay Pradhan
Public Sector Governance Course
Page 20
Entrenched Corruption Networks:
The Case on Montesinos in Peru
Judiciary
Civil Society
International
Political Parties
Legislative
Branch
Alberto
Fujimori
1
State
(Bureaucracy)
Vladimiro
Montesinos
Media
Private
Sector
Municipal
Government
Military
Sanjay Pradhan
Public Sector Governance Course
The World Bank
Case C14-04-1722.0, based on research by Professor Luis Moreno Ocampo; Peru: Resource Dependency Network, 2000
Source: “Robust Web of Corruption: Peru’s Intelligence Chief Vladimiro Montesinos,” Kennedy School of Government Case Program,
Page 21
Forging Coalitions for Reform
Philippines: Procurement Reform
Transparency and Accountability
Network (20+ member groups)
PAGBA &
AGAP
(w/in
Gov’t)
Procurement Watch:
Drew other civil society groups
into the advocacy efforts and
coordinated the activities
Local chambers of Commerce
(Private sector)
The World Bank
Walang Ku-Corrupt Movement
(Youth)
CBCP
(Church)
Philippine Contractors
Association
(private sector – main
stakeholder)
Sanjay Pradhan
Public Sector Governance Course
Page 22
Moving Forward:
What Will the World Bank do Differently?
Scale up governance
work where it matters
most for development
– alleviate governance
constraints to poverty
reduction
Systematically integrate
governance in sectoral
projects & programs –
in extractive industries,
infrastructure, forestry,
health, education
The World Bank
Scale up multistakeholder
engagement – with civil
society, media,
parliaments, local
communities in policy
making & service delivery
Systematically scale up
engagement with private
sector & industrialized
countries – to tackle the
supply side of corruption
Strengthen country systems
while enhancing
anticorruption measures in
WB operations –
a/c action plans; enhanced
disclosure, participation &
monitoring
Work with donors & other
int’l actors to ensure a
harmonized approach &
collective action –
based on respective
mandates & comparative
advantage
Sanjay Pradhan
Public Sector Governance Course
Page 23
Emerging Elements of GAC
Implementation Plan
-
-
–
–
–
–
–
–
–
Country Governance &
Anticorruption implementation
plans (CGAC)
Competitive fund for topping
up country Bank budgets
Performance reward &
innovation fund for teams
–
1
Countrydriven
Process &
Incentives
–
–
–
–
Bankwide leadership team to
coordinate GAC work
Regional clusters (2 pilots)
Multisectoral organizational
arrangements
Field advisors in high-risk
settings
2
Leadership
Capacity &
Organizational
Arrangements
Guidance & good practice in
integrating GAC in sectors
New instruments for private
sector work to curb ‘supplyside’ of corruption
Guidance on engaging with
non-governmental
stakeholders (media, etc.)
3
Country-level:
Sectoral
Governance &
Engagement
The World Bank
4
Diagnostics,
indicators &
knowledge
5
Project-level:
Risk
Management
–
–
–
–
–
6
Global
Collective
Action
–
–
Diagnostics for CASs & key
sectors
Guidance & good practice
notes for staff
Accelerate development &
use of actionable & outcome
indicators
M&E to evaluate impact
Integrated fiduciary
assessments in project
preparation
Risk reviews
AC action plans & teams
Enhanced disclosure & 3rd
party monitoring
More regional supervision
Donor coordination in highrisk settings (OECD-DAC
GovNet & MDG Task Force)
StAR Initiative-asset recovery
Multi-statkeholder alliances in
sectors (EITI, FLEG, PROFISH,
MeTI, CoST, GIA)
Sanjay Pradhan
Public Sector Governance Course
Page 24
Q&A
The World Bank
Sanjay Pradhan
Public Sector Governance Course
Page 25
Civil Society Monitoring
Service Provision: Bangalore
100
94
96
92
85
Percent Satisfied
90
80
73
73
78
73
77
67
70
60
47
50
42
41
34
40
32
32
25
30
16
20
10
34
5
6
4
14
9
1
n/a
n/a
0
Agencies
1994
The World Bank
1999
Source: Public Affairs Center, India
2003
Sanjay Pradhan
Public Sector Governance Course
Page 26
Media, Transparency & Combating
Corruption
“BIR [Tax Collector] Officials Amass Unexplained Wealth”
By Tess Bacalla, Philippine Center for Investigative Journalism
Owner: Regional Director in the Bureau of Internal Revenue forced to resign;
currently facing corruption charges; other officials suspended, also facing charges
CAR MODEL
BENEFICIAL OWNER
Edwin Abella
BIR Reg'l Director,
Quezon City
Suzuki Grand
Vitara
Nissan Cefiro
Ditto
BMW
Lucien E. Sayuno
BIR Reg'l Director,
Makati City
Ditto
Nissan Patrol
BMW
Honda Accord
Mitsubishi L200
Honda-VCR
The World Bank
Ditto
Danilo A. Duncano
BIR Reg'l Director,
Quezon City
Corazon P. Pangcog
Asst.Reg'l Director,
Valenzuela City
Ditto
REGISTERED OWNER
Sulpicio S. Bulanon Jr.
1817 Jordan Plains Subd.,
Quezon City (listed address of
Abella in his SALs)
Merrick Abella (son of Abella)
24 Xavierville, Loyola Heights,
Q uezon City
Elizabeth S. Buendia
152 Road 8, Quezon City
Limtra Dev. Corp.
Zone 4, Dasmariñas, Cavite
Marie Rachel D. Mene ses
c/o Metrocor and Holdings, G&F,
Makati City
Daniel Anthony P. Duncano
2618 JP Rizal, New Capital Estate,
Quezon City
Alberto P. Pangcog (husband)
B2 L23 Lagro Subd., Quezon City
Alberto P. Pangcog
9 Ricardo St., Carmel 1 Subd.,
Quezon City
Sanjay Pradhan
Public Sector Governance Course
Page 27
Improving PFM – A Platform Approach
Cambodia –
Sequence of Platforms
Enables focus on
what is done with
money
Enables a basis
for accountability
Platform 1
Platform 2
Improved internal control
and public access to key
fiscal information to hold
managers accountable
A credible budget delivering a
reliable and predictable
resource to budget managers
 Re-design
• Integration of
budget
(recurrent &
capital budgets)
 Strengthen
macro and
revenue
 Forecasting
 Streamline
spending
processes
The World Bank
Platform 4
Integration of accountability
and review processes for
both finance and
performance management
Platform 3
Improved linkage of
priorities and service
targets to budget planning
and implementation
Broad Activities
 Full design of
FMIS
Broad Activities
 Develop IT
 Management
Broad Activities
Broad Activities
Enables more
accountability for
performance
management
 Budgeting
 Classification
system
 Initial design of
FMIS for core
business
processes
 Re-design
budget cycle
(e.g. MTEF)
 Pilot program
based budgeting
& budget
analysis
 Strategy
 Initial design of
asset register
 Further fiscal
 Decentralization
 Strengthen
external audit
and define
internal audit
function
Sanjay Pradhan
Source: See “Study of measures used to address weaknesses in Public Financial Management
systems in the context of policy-based support,” by Peter Brooke, Public
at www.pefa.org
Sector Governance Course
Page 28
Do community-based approaches support –
or subvert – decentralization?

Early experience with social funds was
problematic
• Politicization of FONCODES in Peru (targeted swing localities)
 But subsequent learning ...
• Harness bottom-up synergies to strengthen local governance
• Kecamatan Development Program in Indonesia
• Afghanistan, Albania, Kyrgyz, Tanzania, etc.
• Even Peru ...
 Since 2003, performance-based transition to fiscal
transfer to district governments …
 By end 2005, 384 of 1,578 districts accredited
The World Bank
Sanjay Pradhan
Public Sector Governance Course
Page 29
Empowering Local Communities with
Information Can Reduce “Leakages”
Tracking Education Dollars in Uganda
Equiv. US$ per student
3.5
3.0
Public info campaign
2.5
2.0
1.5
1.0
0.5
0.0
1990
1991
Intended grant
The World Bank
1993
1994
1995
1999
Actual grant received by primary school (means)
Sanjay Pradhan
Source: Uganda Public Expenditure Tracking
Surveys
Public Sector Governance Course
Page 30
Strengthening Oversight: Judicial Reform
Three emerging lessons
1. Work simultaneously on independence and accountability

ECA: independent courts, w/o accountability, result:
corruption
court
2. Without explicit change management process, efforts to
overhaul justice system will fail

Latin American failure of efforts to modernize criminal justices
3. Informal, local justice systems govern as much as 95% of
the population in some countries

If goal is to improve justice for average citizen, look at both formal
and informal systems
…but we still don’t know much about what types
of justice reforms are most effective in different
country circumstances …
The World Bank
Sanjay Pradhan
Public Sector Governance Course
Page 31
Governance System
Actors, Capacities and Accountability
Citizens/Firms
Political Governance
• Political Parties
• Competition, transparency
Formal
Oversight
Institutions
• Parliament
• Judiciary
• Oversight
institutions
Cross-cutting Control
Agencies (Finance, HR)
Civil Society
& Private
Sector
• Civil Society
Watchdogs
• Media
• Business
Associations
Citizens/Firms
Citizens/Firms
Executive-Central Govt
Service Delivery &
Regulatory Agencies
Subnational Govt &
Communities
Outcomes:
Services,
Regulations,
Corruption
Citizens/Firms
The World Bank
Sanjay Pradhan
Public Sector Governance Course
Page 32
Transparency: A Cross-Cutting Imperative
Citizens/Firms
Transparency:
Formal
Oversight
Institutions
• Parliament
• Judiciary
• Oversight
institutions
Transparency:
• Fiscal transparency
• Public Expenditure
Tracking Surveys
(PETS)
Political Governance
• Political Parties
• Competition, transparency
Transparency:
• Free press
• Freedom of information
• Citizen Report Cards
Executive-Central Govt
Civil Society
& Media
Cross-cutting Control
Agencies (Finance, HR)
Service Delivery &
Regulatory Agencies
Subnational Govt &
Communities
Private Sector
Interface
Citizens/Firms
Citizens/Firms
• Parliamentary
votes
• Income & Assets
• Campaign
contributions
Transparency:
• ‘Blacklisting’ firms bribing
in public procurement
• E*procurement
• Extractive Industries
Transparency Initiative
(EITI)
Citizens/Firms
The World Bank
Sanjay Pradhan
Public Sector Governance Course
Page 33
A Country Approach
Countries differ in their trajectories & entry points
 Trajectories are driven by political forces
 Key issue: How to sequence reforms?
Quality of bureaucracy
Ι
ΙΙ
ΙΙΙ
Quality of checks and balance institutions
Source: Global Monitoring Report, 2006
In some countries, this will mean moving from reforms of
bureaucracy to support checks and balances
The World Bank
Sanjay Pradhan
Public Sector Governance Course
Page 34
Context
 In 1996, corruption was a taboo “c-word” –
since then, the World Bank’s governance and
anticorruption work has evolved rapidly
 In recent years, stakeholders in recipient &
donor countries are demanding better
governance & corruption control – scaling up
of aid also requires strengthening governance
 On March 20, the World Bank’s governance &
anticorruption (GAC) strategy was
unanimously endorsed by the Board, and
approved by the Spring Meetings in April
 The strategy represents an unprecedented
global consensus – a product of in-depth
consultations
The World Bank
Sanjay Pradhan
Public Sector Governance Course
Page 35