World Bank Support for Global and Regional Initiatives Under the Development Grant Facility (DGF) Compendium of DGF Programs Resource Mobilization and Cofinancing World Bank 2002 TABLE OF CONTENTS Foreword Acronyms Introduction Role of the World Bank in Supporting Global and Regional Development Initiatives Communicable Diseases Onchocerciasis Control Program ................................................................................... African Program for Onchocerciasis Control ................................................................ Research and Training in Tropical Diseases ................................................................. Global Forum for Health Research1............................................................................... UNAIDS & Regional Initiatives .................................................................................... Roll Back Malaria in Africa........................................................................................... Stop TB Initiative........................................................................................................... Environment Commons Consultative Group on International Agricultural Research ......................................... Critical Ecosystems Partnership Fund ........................................................................... UN Convention to Combat Desertification .................................................................. Forest Partnership Program ........................................................................................... Global Water Partnership .............................................................................................. Natural Resource Degradation of Arid Lands................................................................ World Resources: 2002-2003: Living in Ecosystems.................................................... Solar Development Group ............................................................................................. Information and Knowledge The World Links for Development Program ................................................................ Information for Development Program ......................................................................... Development Gateway Foundation ............................................................................... The Global Development Network ............................................................................... Trade and Integration Integrated Framework for Trade .................................................................................... 1The Global Forum for health Research is an umbrella organization that also supports programs under Health Corporate Advocacy Priority. International Financial Architecture The Global Corporate Governance Forum .................................................................... Financial Sector Strengthening Facility ........................................................................ Global Financial Management Partnership.................................................................... Empowerment, Security & Social Inclusion The Consultative Group to Assist the Poorest .............................................................. Post-Conflict Fund ........................................................................................................ Small Grants Program ................................................................................................... Poverty and Social Welfare Monitoring in ECA ........................................................... Support to Autonomia Foundation................................................................................. ProVention Consortium ................................................................................................. Gender & the Rural Travel and Transport Policy ......................................................... Establishing a MENA Gender & Development Network .............................................. Investment Climate The Public-Private Infrastructure Advisory Facility ..................................................... The Cities Alliance......................................................................................................... Business Partners for Development .............................................................................. Public Sector Governance Partnership in Statistics.................................................................................................. Partnership for Capacity Building ................................................................................. Forging Partnership for Good Governance in Public Exp. & Rec................................. Institutional Development Fund .................................................................................... Caribbean Reg. Tec. Assistant Centre ........................................................................... Education Development of Education in Africa ........................................................................... Forum for African Women Educationalists .................................................................. Program for the Assessment of Student Achievement .................................................. Program for Education Statistic .................................................................................... Health (Especially Maternal Child Health and Nutrition) Research & Development in Human Reproduction ...................................................... Pop. & Reproductive Health Capacity Building Programs............................................ Global Micronutrient Initiative ...................................................................................... Partnership for Child Development .............................................................................. Foreword ________________________________________________________________________ The DGF is the Bank's principal instrument to extend grant assistance for global and regional development initiatives that cannot be adequately supported through country lending operations alone. These initiatives work across national boundaries to develop and disseminate technology and best practice, build capacity, develop standards and regulatory frameworks, and coordinate development assistance ­ tasks indispensable to poverty reduction. Indeed, the success of country based efforts in poverty reduction may depend on complementary initiatives at the regional and global levels. This compendium serves to bring together the major global and regional partnership initiatives which the World Bank supports through its Development Grant Facility (DGF). Through the DGF programs are assessed in a strategic manner to ensure that they are closely aligned with the Bank's objectives and priorities. These initiatives reach across a wide range of sectors, including the environment, rural development, health, education, urban development, infrastructure, governance, financial systems, private sector development and social development. Over the past four years, the DGF has provided support to a total of 77 priority programs with a Bank contribution of US$580 million, catalyzing about US$3.2 billion from major Bank partners. The 47 programs highlighted here are making important contributions in the fight against problems that know no borders. Disease prevention and control are being tackled by programs that combat the ravages of river blindness, malaria and AIDS. The challenges of explosive urban growth are being addressed by initiatives like the Cities Alliance. The Post-Conflict Fund is providing countries recovering from conflict with the means to respond quickly to urgent needs. The Institutional Development Fund and Partnership for Africa Capacity Building are providing countries with strategic interventions in capacity building. The impact of these and other global and regional programs will depend on their ability to build inclusive, coordinated, and supportive partnerships across countries and sectors, and to link institutions in civil society, the market and the state. This compendium describes the objectives, activities, partnership arrangements and financing of some 47 programs financed in FY02. Its principal purpose is to assist potential partners identify opportunities for collaboration. This can include co-funding, close coordination of activities, and information sharing. It is also intended to assist Bank staff and clients who may want to access global and regional programs in order to help implement national and community-based development activities. We hope the descriptions of programs will help identify areas of common interest and help stimulate effective global and regional collaboration. We encourage interested parties to follow up with the contacts listed for each program. The Resource Mobilization and Co-financing Vice Presidency is also ready to assist potential partners. Motoo Kusakabe Vice President, Resource Mobilization and Cofinancing Acronyms ACBF Africa Capacity Building Fund ADEA Association for Development of Education in Africa APOC African Program for Onchocerciasis Control BPD Business Partners for Development CAP Corporate Advocacy Priorities CARTAC Caribbean Regional Technical Assistance Center CEPF Critical Ecosystems Partnerships Fund CCD UN Convention to Combat Degradation of Arid Lands CGAP The Consultative Group to Assist the Poorest GCGF Global Corporate Governance Forum CGIAR Consultative Group on International Agricultural Research DGF Development Grant Facility EFA Education for All ESSD Environmentally and Socially Sustainable Development FAWE Forum for African Women Educationalists FPP Forest Partnerships Program FSE Financial Sector FSSE Financial Sector Strengthening Facility GDN Global Development Network GPP Global Public Policies GMI Global Micronutrient Initiative GRSP Global Road Safety Program GWP Global Water Partnerships HRP Research and Development in Human Reproduction HDN Human Development Network IAD Internal Audit Department infoDev Information for Development Program IDF Institutional Development Fund ISG Information Solutions Group OCP Onchocerciasis Control Program OED Operation Evaluation Department OPCS Operational Policy and Country Services PACT Partnership for African Capacity Building PASA Program for the Assessment of Student Achievement PCD Partnership for Child Development PCF Post-Conflict Fund PES Program for Education Statistics PIRLS Progress in International Reading Literacy Study PPIAF The Public-Private Infrastructure Advisory Facility PREM Poverty Reduction and Economic Management PRH Population and Reproductive Health Capacity Building Program PSI Private Sector Development and Infrastructure RBM Roll Back Malaria RTTP Rural Travel and Transport Policy SDP Solar Development Program SmGP Small Grants Program TDR Special Program for Research and Training in Tropical Diseases TIMSS Trends in International Mathematics and Science Study UNAIDS Joint United Nations Programs on HIV/AIDS WorLD World Links for Development Program The Role of the World Bank in Supporting Global and Regional Programs ______________________________________________________ Why Are Global and Regional Programs Important? The World Bank's mission is to fight poverty. Today, one-and-a-half billion people live on less than a dollar a day. Over the next half century world population will expand by an additional two billion people with almost all of this growth occurring in developing countries. Meeting basic needs for food, housing, education and employment will pose challenges that must be addressed at both the country and regional/global levels. At the country level, the Bank and its partners have initiated the Comprehensive Development Framework (CDF), an approach that recognizes the importance of building inclusive, coordinated programs across sectors and involving all stakeholders within a national economy. But the success of the CDF approach may depend on complementary efforts at the regional and global levels to tackle issues that cannot be effectively addressed at the country level alone. The Challenges of Globalization. The ability of countries to combat poverty is increasingly shaped by global and regional forces. On the one hand, expanded markets, rapid technological change, and improved communications offer developing countries the opportunity to reap the benefits of world-wide research, replicate best practice and participate in global regulations and standards. Globalization also allows development practitioners to deliver services and programs more efficiently and effectively through economies of scale. On the other hand, the forces of globalization and integration pose considerable risks. The wholesale movement of capital around the world can lead to financial instability. And just as capital flows freely, air and water pollution do not heed national boundaries, and debilitating diseases like AIDS, tuberculosis and schistosomiasis cannot be fenced in. Global and Regional Programs. The pace of globalization and the lessons of experience in fighting poverty call for a strategy in which stakeholders work in an inclusive and coordinated way. Just as a "go-it-alone" approach has its limitations at the country level, regional and global development challenges cannot effectively be addressed without the full participation and concerted action of multiple stakeholders, including governments, the private sector, civil society, bilateral and multilateral institutions, and beneficiaries themselves. Through global and regional programs, stakeholders are: Elevating issues on the global agenda Galvanizing partners to agree on sector-wide priorities and measurable goals Sharing work among partners to leverage scarce resources and seize the advantages of economies of scale Coordinating with others in the sector to ensure adequate financing in critical areas and geographic coverage Giving a voice to poor countries in international fora Sharing information and best practice, and Building capacity Box 1. Global and Regional Programs in Action InfoDev is bringing communication technology to developing countries, giving them access to the global knowledge economy. The scientific advances produced by the Consultative Group for International Agricultural Research are being applied all over the world, allowing developing countries to increase crop yields and keep food prices low and affordable to the poor. The Consultative Group to Assist the Poorest is pioneering best-practice in micro-finance among the very poor. The Global Development Network is increasing the capacity of countries to develop and share economic research and, as a result, take ownership of their economic policies. The International AIDS Vaccine Initiative is promoting the development of vaccines that are affordable to the poor who constitute the vast majority of people afflicted with AIDS. The World Bank/World Wildlife Fund Forest Partnership is protecting rich tropical forests and building local capacity for sustainable forest management. The Global Corporate Governance Forum is sharing best practice in strengthening the institutional framework and practices of corporate governance. The Post Conflict Fund is an important mechanism to enable early intervention in post- conflict situations. The World Links for Development builds capacity to use information and communication technologies to improve educational outcomes and employment opportunities. The Public-Private Infrastructure Advisory Facility is helping developing countries to improve the quality of their infrastructure through private sector involvement. How is the Bank Involved in Global and Regional Programs? The Bank has a long history of support for global and regional programs. Some of the main features of its efforts are summarized below. Identifying where and how development efforts can be enhanced through global and regional initiatives. The Bank has a matrix organizational structure in which Sector Boards, which are responsible for developing the Bank's sectoral strategies, identify where and how the Bank is engaged with global and regional programs. Developing and disseminating "lessons learned" and providing analytic support for emerging global priorities. Through its considerable sectoral expertise and worldwide experience, the Bank assists governments in project design as well as the overall policy framework pertaining to key development issues. The Bank's emerging role as a "knowledge institution" includes efforts to support the expansion of the electronic infrastructure necessary for developing countries to participate systematically in global learning and policy dialogue. Using its convening power as the world's leading development institution to elevate global and regional issues on the development agenda. The Bank helps organize conferences and task forces on particular topics, monitors and evaluates issues of importance to its clients and highlights the incentives needed for others to participate. Linking global programs to country operations. The Bank has a large country-based lending program ($15 - $25 billion per year) and conducts extensive country-specific economic and sector work. Many global and regional programs have country-level activities, and some programs have been purposefully housed within the Bank in order to facilitate global-country linkages. This works two ways: global programs can usefully influence the design of country assistance strategies and operations, and country clients can participate in shared learning and contribute to decision-making on global priorities. Mobilizing financial support for global and regional initiatives. The Bank is helping to channel donor provided trust funds to programs and plays a fiduciary role on behalf of donors in managing these funds. It also provides direct grant funding (some $177 million a year) to programs through the Development Grant Facility. In addition, the Bank supports global and regional programs through other means, including (i) multi-country loans (ii) closer partnership with the private sector and foundations, (iii) promoting more explicit financial involvement by the developing countries themselves, and (iv) increased support and staff involvement from its own budgetary resources. The Development Grant Facility The Development Grant Facility was established by the Bank's Board in 1997 to place all global and regional programs receiving World Bank grant funding under a single management umbrella, enabling the Bank to assess them in a strategic manner and determine priorities for funding. Through the DGF, the Bank aims to ensure that such programs are consistent with the Bank's sectoral and institutional objectives, and that they address development challenges that cannot adequately be supported through country lending operations. DGF financing is critical to an important subset of the Bank's total partnership portfolio. The DGF provides funding of about $177 million annually to some 47 programs which are largely independent of the Bank Group (program work priorities are set by their respective governing bodies). The Bank's contribution typically represents 15 percent or less of the total budgets of these programs, so that the total amount of funding being catalyzed with other partners is upwards of $1 billion. Over the past four years, the DGF has provided support to a total of 77 priority programs with a Bank contribution of US$580 million, catalyzing about US$3.2 billion from others, including other international financial organizations, regional development banks, bilateral donors, UN agencies, foundations, the private sector and recipient organizations themselves ( Box 2). Box 2. Partner Organizations in DGF Supported Programs Multilateral Agencies. African Development Bank, Asian Development Bank, Inter- American Development Bank, International Monetary Fund, Organization for Economic Cooperation and Development, Food and Agriculture Organization of the United Nations, International Fund for Agricultural Development, Global Environment Facility, European Commission, Organization of American States, United Nations Fund for Population Assistance, United Nations Development Programme, United Nations Environment Programme, United Nations Organization for Education, Science and Culture, World Health Organization, World Food Program, OPEC Fund, UN Center for Human Settlements. Bilateral Agencies and Governments. Australia, Austria, Belgium, Canada, China, Denmark, United Kingdom, Ethiopia, Finland, France, Germany--GTZ and KFW, Tunisia, Zambia, India, Ireland, Italy, Japan, Luxembourg, Malaysia, Netherlands, Norway, Uruguay, Singapore, Spain, Sweden, Switzerland, Tunisia, United States. Foundations. Rockefeller, Carnegie Corporation, Gates, Ford, Gulbenkian, Joyce Mertz­ Gilmore, Charles Stewart Mott, Packard, Kellogg, Goldman, MacArthur, Rockefeller Brothers, Stichting Triodos. Other. (Private Sector, NGOs, Universities, etc.). 3M, Daimler Chrysler, Ford/Volvo, Royal Dutch Shell, Money Manager/Insurance, Open Society Institute, Conservation International, Council of Europe Youth Directorate, Chile-University of Chile, World Wildlife Federation, IDRC. Although DGF financed programs support organizations external or at arm's length to the Bank, many have a strong direct bearing on Bank financed activities in individual countries. Outputs, even if often global and regional in nature, are widely taken into consideration in the preparation of country assistance strategies and individual lending operations (Box 3). Box 3. Links to Bank-Financed Country Programs Cities Alliance has led to an increase in urban upgrading projects in the Bank's lending portfolio. ProVention activities have formed the basis for Bank lending in a number of countries, and have contributed to Country Assistance Strategies. WorldLinks activities have been scaled up through a number of Bank operations. PPIAF Country Framework Reports have helped identify opportunities for Bank lending. CGAP technical advice has been an important precursor to Bank lending for microfinance. The Partnership for Child Development has been working to provide the technical basis and understanding of school health programming, leading to the launch of the FRESH Partnership, and 12 school health components of World Bank projects in Africa. The Global Alliance for Vaccines Immunization has influenced Bank lending for vaccines and immunization, which totaled more than US$200 million over the last three years. Roll Back Malaria activities have influenced more than US$450 million in direct Bank financing for malaria control activities. The Stop TB initiative complements Bank lending of over US$350 million in countries most affected by TB. The UNDP/World Bank/WHO Programme for Research and Training in Tropical Diseases has undertaken research for the control of six major tropical diseases, leprosy, leishmaniasis, schistosomiasis, trypanosomiasis, filariasis and malaria which has been important for our lending operations linked to these diseases. The Bank's decision to provide grant funds in support of a particular program is evaluated against DGF objectives and eligibility criteria within the contexts of a limited budget and the Bank's priorities for working within a particular sector. Grant-Making Objectives. Through DGF support to global and regional programs, the Bank seeks to: Encourage innovation through provision of seed money and supporting cutting edge approaches Catalyze partnerships through convening and building coalitions, and raising funds Broaden Bank services and increase the effectiveness of country programs and projects DGF-supported programs are expected to: Deliver high returns which are not captured in a single country or through market mechanisms Address externalities: e.g through global rule setting, research, statistics, capacity building, knowledge sharing, advocacy and services Give a voice to the poor in global fora and have a clear impact on poverty reduction on the ground Eligibility Criteria. The Bank's Executive Directors have approved the eight criteria summarized below which must be substantially met before a DGF grant is approved. A DGF supported program should: · Further the Bank's development objectives but not compete with regular Bank instruments · Operate where the Bank has a distinct comparative advantage and not replicate the role of other donors · Encompass multi-country benefits or activities not appropriate to undertake at the country level · Reinforce partnerships with key players in the development arena · Provide significant leverage for generating financial support from other donors · Have grant recipients possessing a record of achievement and financial probity · Have an arms-length relationship with the Bank's regular operational activities · Have an explicit disengagement strategy tailored to its individual circumstance In addition to sector priorities there are also institution-wide priorities which may change over time. For FY02-04 the Bank's priority area for global initiatives includes: (a) Global public goods priorities: (i) communicable diseases; (ii) environmental commons; (iii) trade and integration; (iv) information and knowledge; and (v) international financial architecture (Figure 1). Figure 1. FY02 DGF Funding for Global Public Goods Priorities Trade & Int'l Financial Information & Communicable IntegrationArchitecture Knowledge Diseases 0.6% 1.8% 12.5% 18.1% Envrionmental Commons 67.0% (b) Corporate advocacy priorities: (i) investment climate; (ii) public sector governance; (iii) empowerment, security and social inclusion; (iv) education; and (v) health (Figure 2). Figure 2. FY02 DGF Funding for Corporate Advocacy Priorities Empower., Health Security & Education 11.1% Social Inclu. 3.9% 22.2% Investment Climate 5.2% Public Sector Governance 57.6% Grants Review Process. Programs requesting grants by the Bank through the DGF must be sponsored by relevant Bank staff in a particular sector. Under the DGF, Sector Boards and Networks within the Bank have primary responsibility for (i) vetting grant proposals for quality and consistency with sector objectives, and (ii) prioritizing them for funding within a tight budget envelope. The DGF Council, comprised of representatives from Network, Regional and Central units is responsible for reviewing programs in terms of institutional priorities and recommending allocations to senior management and the Bank's Board under annual DGF budgets. The DGF Secretariat provides advice to the Council on program quality. It also advises programs on best practices in areas like governance, evaluation and resource mobilization, and it facilitates access to potential partners. Duration of Support. In year 2000 a "two-window" funding approach was introduced to enhance DGF's ability to allocate resources for new programs within a defined budget constraint. It will more clearly differentiate between programs that the Bank will support through grants over the medium- and long-term (usually 5 years or more, typically for established programs with long-term development objectives, track records of success and strong partnership arrangements) and those that the Bank plans to assist for a limited time (no more than 3 years, usually for programs that require seed capital for starting up or testing new ideas). Development Grant Facility (DGF) "DGF funded programs, undertaken with a wide range of partners, have made critical contributions in addressing shared problems that know no borders", James D. Wolfensohn 1999 DGF Prioritization Process Criteria Objectives INITIAL MANAGING DIRECTORS' MD Review DGF Eligibility GRANT-MAKING REVIEW Criteria for Criteria (details on New next page) · Encouraging innovation · (Per OP/BP 8.45) MDs' early clearance of potential partnerships Partnership through seed money and Furthers the cutting edge approaches APPLICATION Clear linkage Bank's development Catalyzing partnerships to Bank's core · objectives but does through convening and · Sponsoring Bank staff prepares institutional not compete with building coalitions and raising application objectives & regular Bank funds · But proposals are normally implemented country instruments · Broadening Bank services and by outside agencies operations, including link Operates where increasing the effectiveness of country programs and projects SECTOR BOARD REVIEW and coordination the Bank has a with other distinct comparative · Vets against quality country, advantage. Does not GLOBAL & · Ranks against sector priorities regional and replicate the role of REGIONAL global programs, other donors INITIATIVES NETWORK CLEARANCE and how the partnership will Encompasses BANK-PRIORITIES · Adjusts Sector Board submissions to reflect support poverty multi-country (From Strategic Directions Paper Network priorities reduction. benefits or activities for2002-2004: Implementing the not appropriate to World Bank's Strategic DGF ENDORSEMENT Strong case undertake at the for Bank country level Framework) · DGF Council reviews proposals against: participation Global Public Goods Priorities DGF Criteria (additionally, Provides · Communicable Diseases significant leverage · Environmental Commons Objectives in grant-making and comparative advantage, for generating · Information and Bank wide priorities for global and regional opportunity financial support Knowledge Initiatives costs). from other donors · Trade and Integration · Proposes grant allocations within constraint of (DGF $ < 15%) · International Financial DGF budget envelope Potential Architecture risks to be Recipient has a record of SENIOR MANAGEMENT assessed, with achievement and Corporate Advocacy Priorities RECOMMENDATION accounting on how they will be financial probity · Recommend annual DGF budget to Board · Empowerment, Security managed. Recipient has an and Social Inclusion BOARD APPROVAL Account for arms-length · Investment Climate · Board approves budget and sets overall policy resource needs, relationship with the · Public Sector Governance direction availability and Bank's regular · Education programs · Board has delegated limited authority to leverage. · Health Management to reallocate funds How the new Program has an With links to: commitment explicit Sector Strategy will be managed disengagement Country Operations ­ including exit strategy tailored to its strategy. individual Bank's Poverty Reduction circumstances Objectives Plan for communication Promotes and with key reinforces stakeholders partnerships with key (Partners, Staff, development partners Management, Board). FY02 DGF Programs by Global Public Goods and Corporate Advocacy Priorities $9.57 million $16.14 million $59.85 million $11.20 million $0.50 million $1.65 million $19.10 million $4.45 million $49.63 million Health (Especially Empowerment, $3.39 million Communicable Environment Information & Trade & Inter'l Financial Investment Public Sector Maternal Child Security & Education Diseases Commons Knowledges Integration Architecture Climate Governance Health & Social Inclusion Nutrition) - - Cons Grp on - WorLD - Integrated - Global - Post Conflict - Public- - Partnership - Devlpt of -Research & Onchocercia Int'l Agric'l Links Framewo Corporate Program Private in Statistics Ed. in Develop. sis Control Research (WorLD) rk for Governance (PCF) Infra. Africa in Human Program (CGIAR) - PACT Trade Forum Advi. (ADEA) Reproduc (OCP) - infoDev (GCGF) - Small Grants Faci. (including . - Critical Program AVU) - Forum for - Develop. (PPIAF) - African Ecosystems - Financial African Gateway - Poverty & - Forging - Pop. Program for Partnership Sector - Cities Found. Social Partnership Women Health Oncho Fund Strengthenin Alliance Welfare s for Good Educ Capacity Control (CEPF) - Global g Facility Monitoring - Business Gov. in (FAWE) Building (APOC) Develop (FSSF) Public - UN in Transition Partners ment - Global Expend. & - Prog. for - Research & Convention - Global Economies for Network Micronutr Records the Training in to Combat Financial of ECA Develop (GDN) ient Mgmt. Assessmen Tropical Desertificati Management . - Support to t of Student Initiative Diseases on (CCD) Partnership (BPD) Autonomia - Instituti'l Achievem. - Partnershi (TDR) Foundation Develop. (PASA) - Forest p for Fund - Global Forum Partnerships - ProVention Child (IDF) - Prog. for for Program Consortium Education Develop. Health (FPP) - Caribbean Statistics (PCD) Research* - Integ. Gender Regional (PES) - The Global Into the Technical - UNAIDS & Water Rural Travel Assistance Regional Partnership & Transport Center Initiatives (GWP) Policy (CARTAC) - Roll Back (RTTP) Malaria in - Natural - Establishing Africa Resource a MENA (RBM) Degrad of Arid Lands Gender & - Stop TB Dev. Initiative - World Network Resources - Consultative - Solar Group to Develop. Assist the Program Poorest (CGAP) *The Global Forum for Health Research is an umbrella organization that also supports programs under our Health Corporate Advocacy Priority. FY02 DGF Budget Allocations By Global Public Goods and Corporate Advocacy Priorities Funding Funding Priorities ($ m.) Priorities ($ m.) Communicable Diseases 16.14 Empowerment, Security & Social Inclusion 19.10 Onchocerciasis Control Programme 1.73 Post Conflict Fund 8.00 African Programme for Oncho Control 2.76 Small Grants Program 2.41 Research and Training in Trop. Diseases 2.50 Poverty & Soc. Welfare Monitoring in ECA 0.10 Global Forum for Health Research 2.95 Autonomia Foundation 0.50 UNAIDS & Regional Initiatives 4.00 Consult. Group to Assist the Poorest 7.13 Roll Back Malaria 1.50 ProVention Consortium 0.33 Stop TB Initiative 0.70 Gender & the Rural Travel and Transp. Policy 0.33 Estab. a MENA Gend. and Dev. Network 0.30 Environmentally Commons 59.85 Investment Climate 4.45 Consultative Group on Int'l Agr. Reseaarch 50.00 Public-Priv. Infras. Advisory Facility 2.50 Critical Ecosystem Partnership Fund 5.00 The Cities Alliance 1.70 UN Convention to Combat Desertification 1.25 Business Partners for Development 0.25 Forest Partnerships Program 0.75 The Global Water Partnership 0.40 Public Sector Governance 49.63 Natural Resource Degrad of Arid Lands 0.30 Partnership in Statistics 0.50 World Res. 2002-2003: Living in Ecosystems 0.15 Partnership for African Capacity 30.00 Solar Development Corporation 2.00 Forg. Partner. for Good Gov. in Pub. Exp. & Rec. 0.90 Institutional Development Fund 17.50 Information & Knowledge 11.20 Caribbean Reg. Tech. Assist. Center 0.73 World Links for Development 0.75 Information for Development 4.00 Education 3.39 Development Gateway Foundation 1.00 Development of Education in Africa 0.30 Global Development Network 5.45 Forum for Afr. Women Educationalists 0.40 Program for the Assess. of Student Achievement 1.62 Trade and Integration 0.50 Program for Education Statistics 1.07 Integrated Framework for Trade 0.50 Health (Maternal Child Health & Nutrition) 9.57 Research & Development in Human International Financial Architecture 1.65 Reproduction 2.00 Global Corporate Governance Forum 0.50 Pop. & Reprod. Health Capacity Bldg Program 2.00 Financial Sector Strengthening Facility 0.50 Global Forum for Health Research 3.98 Global Financial Management Partnership 0.65 Global Micronutrient Initiative 1.20 Partnership for Child Development 0.39 Communicable Diseases Combating Communicable Disease is a key to achievement of the Health Nutrition and Population (HNP) sector objectives of improving health outcomes for the poor, and reducing the impoverishing effects of ill health. Communicable diseases ­ chief among them HIV/AIDS, TB, malaria, acute respiratory infection and diarrheal disease ­ are the main cause of death of children worldwide, and a top killer of adults in the developing world. They account for almost 80 percent of the mortality gap between rich and poor countries. Underlying many of these deaths is malnutrition, a major factor in the developing world's toll of death and disease. The gap between developed and developing countries is widest of all for maternal outcomes, with huge disparities in lives lost, permanent disability endured, and consequent effects on families. The task of addressing these problems of health and poverty is huge, and one that can only be tackled by partnerships between countries, donors, NGOs, and civil society more broadly. The Bank is playing a vital role in these partnerships, seeking to support action at the national level through its country operations, and strengthen alliances at the global and regional level. At the global and regional level, the Development Grant Facility is the chief mechanism facilitating partnerships in HNP. Currently (FY02) the HNP programs receive $25.32 million in grant support, of which just under 70% goes to communicable disease, 25% to nutrition, and maternal and child health, and the remainder to initiatives that underpin these efforts through developing information, and understanding of what works. The Global Forum for Health Research, set up with strong Bank support to help allocate research and development (R&D) funding to those areas that contribute most substantially to global disparities in health, is the largest of the HNP programs ­ channeling support to emerging priorities, and building public/private alliances for R&D. With regard to support of the Bank's global priorities, our efforts emphasize HIV/AIDS, tropical disease including malaria, childhood diseases, and tuberculosis. In several cases, the priority areas are addressed by more than one program, thus sharpening strategic focus: for example UNAIDS, Roll Back Malaria, and the Integrated Management of Childhood Illness programs address issues of operational coordination while the International AIDS Vaccines Initiative (IAVI), the Medicines for Malaria Venture (MMV) and the Global Alliance for Vaccines and Immunization (GAVI) lead related R&D initiatives. At the regional level, we support the two Riverblindness programs, (OCP and APPC) which not only treat and prevent this vector-borne disease, but in the process free up major areas of arable land in affected African countries. Key Information Program The Onchocerciasis Control Programme (OCP) Bank Contact Person Bruce Benton, Phone ­ 473-5031 Responsible Network and Sector HD - Health Nutrition & Population Web Address of Program http://www.worldbank.org/gper/ Financial Arrangements for FY02 (Amount in US$) Total Budget: 14,653,066 DGF Funding Request: 1,733,066 Other Bank Sources: 0 Partners: 12,920,000 Recipient's Contribution: 0 DGF Burden Sharing Percentage: 11.83% Projected DGF Funding Request FY2003: 1,700,000 Objectives The objectives of OCP are 1.) to eliminate Onchocerciasis as a disease of public health importance and as an obstacle to socioeconomic development throughout the West African 11-country program area and 2.) to assist in ensuring that the beneficiary countries are in a position to safeguard that achievement. This objective will be largely achieved by the end of FY2002. Following a winding-down period, OCP will be brought to a conclusion in FY03. The beneficiaries comprise the rural poor who are at greatest risk from the disease throughout a sub-region in West Africa roughly three times the size of France. The Program's long-term strategy remains unchanged. That strategy is to combine treatment with the drug ivermectin (a microfilaricide, also known as Mectizan, provided free of charge by the producer, Merck & Co.) with vector control through aerial spraying operations to stop transmission of the disease and to eventually eliminate the adult worm reservoir throughout the human population. Elimination of the parasite reservoir throughout the Program area will require approximately 2 more years of Program operations. The exit strategy remains to bring the Program to an orderly and lasting conclusion by FY2003. After FY2003, no further donor contributions will be required. Activities and Achievements The Onchocerciasis Control Program was created in 1974 with two primary objectives. The first is the elimination of onchocerciasis as a public health problem and as an obstacle to socioeconomic development throughout an eleven-country area: Benin, Burkina Faso, Cote d'Ivoire, Ghana, Guinea, Guinea-Bissau, Mali, Niger, Senegal, Sierra Leone, Togo. The second is to leave participating countries in a position to maintain this achievement by enhancing national capacity to maintain control of the disease. The principal tool has been vector control. By halting reproduction of the intermediate host by destroying blackfly larvae, vector control effectively interrupts transmission of the disease. In the late eighties, the program initiated the distribution of Ivermectin (Mectizan) as a complementary method of control. Mectizan is a microfilaricide which effectively kills off 95% of the microscopic worms for up to a year, with virtually no side effects. However, it does not kill the adult worm. The OCP program has been hailed as one of the most successful partnerships in the history of development assistance. The results of the program include: (i) virtually halting transmission of onchocerciasis throughout the eleven-country program area; (ii) preventing 600,000 cases of blindness by the conclusion of the program in FY03; (iii) sparing 16 million children born since the program's inception from any risk of contracting onchocerciasis; and (iv) freeing up estimated 25 million hectares of arable land for resettlement and cultivation Partnerships OCP unites a wide range of partners, including donor governments, the private sector, participating countries and non-governmental organizations. Together the dedication of these partners has virtually eliminated onchocerciasis in the Program's eleven-country area. As the program approaches its conclusion in 2002, the Program's primary objective is to sustain this achievement by further enhancing national capacity to maintain control of the disease. As such, NGOs continue to work in direct partnership with oncho-endemic communities, not just participating governments, to strengthen local capacity and promote community-directed drug distribution. In addition, a multi-disease surveillance center will be maintained at the OCP headquarters to ensure that African nationals throughout the region continue to be trained in surveillance techniques and epidemiology. In this manner, NGOs, participating West African countries and the private sector will continue to remain partners in order to prevent recrudescence of a disease that once devastated entire communities and will extend these working relationships to address other similar (communicable, vector-borne) diseases. Governance and Management Management and work program of the Onchocerciasis Unit (In-House Secretariat) are determined by the Memorandum of Agreement (MOU) which sets out the structure and role of the various partners and constituent bodies of OCP. The responsibilities of the World Bank are clearly spelled out in this document and it is the task of the Oncho Unit to fulfill these responsibilities. The Oncho Unit acts as fiscal agent for OCP and as such mobilizes all donor funding for the program and regularly consults with all 20 donors of the Program and chairs periodic donor conferences. It also consults with the coalition of non-governmental development agencies (NGDOs) and Health Ministries of the Participating Countries who also finance OCP activities. The Oncho Unit under the MOU is required to report regularly to the Program's Governing Board-- Joint Programme Committee (JPC)--which consists of all partners in OCP, on plans for, and the status of financing of APOC. This includes an assessment of the costs and benefits of the Program over time. The MOU also stipulates the responsibilities of the Sponsoring Agencies of OCP (WHO, UNDP, FAO, World Bank) including the terms of reference of the Committee of Sponsoring Agencies (CSA) which functions as the steering committee of the Program and reports to the JPC (Governing Board). Monitoring and Evaluation An External Evaluation was carried out in 1997 which found that transmission of onchocerciasis had been eliminated from the core area, and only residual foci remained. The rotation of insecticides proved successful in limiting resistance, and the cost-effectiveness of vector control operations has continuously improved. Also, the Expert Advisory Committee (EAC), having a membership of twelve independent scientists, carries out annual evaluations of OCP and provides scientific and technical advice to JPC, CSA, and to the Program Director. The 1999 Expert Advisory Committee evaluation found that nearly 6.5 million people in 17,600 villages had been treated with ivermectin during 1998-99, and coverage rates were approximately 80%. Most prevalence levels observed during epidemiological surveillance remained at zero, while in the Extension areas there was a considerable decrease where treatment had been carried out for eight or nine years. Key Information Program The African Programme for Onchocerciasis Control (APOC) Bank Contact Person Bruce Benton, Phone - 473-5031 Responsible Network and Sector HD - Health Nutrition & Population Web Address of Program http://www.worldbank.org/gper/ Financial Arrangements for FY02 (Amount in US$) Total Budget: 26,198,383 DGF Funding Request: 2,758,798 Other Bank Sources: 0 Partners: 18,517,189 Recipient's Contribution: 4,922,396 DGF Burden Sharing Percentage: 10.53% Projected DGF Funding Request FY2003: 2,850,000 Objectives The overriding objective is to rid the remainder of Africa (i.e. in the African countries outside of the boundaries of the Onchocerciasis Control Program) of onchocerciasis (riverblindness) where the disease remains endemic and to halt the transmission of lymphatic filariasis (LF) where the two diseases coexist. The intended beneficiaries consist of 60 million people living in 19 countries in Africa (outside the West African OCP area) who are infected with onchocerciasis or are at immediate risk of contracting the disease. The principal strategy of APOC is the establishment of sustainable Community-Directed Treatment with Ivermectin (CDTI) systems to ensure that a high proportion of the at-risk population receives the drug at least once a year. The beneficiaries comprise the poorest segments of society throughout the 19 countries. Activities and Achievements Program activities include disease assessment, surveillance, vector control, training and distribution of ivermectin through Non-Governmental Development Organizations (NGDOs) and community-directed health services. Ivermectin, donated by Merck & Co., Inc., as Mectizan for the treatment of onchocerciasis in Africa, is also effective in clearing the bloodstream of microfilarial infection with LF when combined with albendazole. Merck has announced the extension of their Mectizan donation program to control LF in Africa. Ivermectin (Mectizan) will be given free of charge to control LF in every country in Africa where onchocerciasis and LF coexist. All 30 countries which currently participate in APOC and in OCP are coendemic with oncho and LF. Eighteen million people had received annual treatment with ivermectin up through May 2000. Over 34,440 communities have begun to be actively involved in planning and managing the distribution of ivermectin. To date, 63 projects in 14 countries are operational, some of them already in their fourth year. APOC's strategy of community directed treatment with ivermectin (CDTI) is a strategy which could be used as a model in developing other community based programs, and is a potential entry point in the fight against other diseases of public health importance. The program has further developed useful new techniques, tools and models with the potential for wider application, such as participatory monitoring, cost recovery, and handling side effects in mass distribution programs. Through its efforts, the program has positively influenced the health services in the participating countries in a variety of ways. Capacity has been built; resources provided; enthusiasm and motivation generated. APOC has also established a large number of partnerships at different levels, between Ministries of Health, NGDOs, donors, private sector and civil society, where stakeholders pool their ideas and resources in planning and executing the common program. Partnerships APOC, built upon a diverse partnership of donor countries, non-governmental development organizations (NGDOs), the private sector and the affected communities, ensures that donated drugs reach the infected populations, primarily consisting of the poorest Africans in the most remote regions. Each partner contributes to the Program in its respective area of expertise, fostering an environment of increased resource allocation efficiency based on the exploitation of economies of scale and the principles of comparative advantage. The annual meetings of all partners ensure that governments in participating countries are held accountable to the international community so that the health concerns of their poorest citizens are properly addressed. The primary goal of APOC and its partners is the establishment of sustainable, community- directed drug distribution systems. All parties recognize that even when extensive coordination occurs to ensure uniformity of purpose and priorities, the role of individual NGDOs in the community is time limited due to resource constraints. Accordingly, the most important legacy of the Program will be the empowerment of endemic communities so that they are able to take ownership of their own health care needs on a sustainable basis. In order to do so, implementation in the field relies upon community directed treatment, whereby local community members choose who will distribute the drug and other strategic components. Hence, NGDOs dedicated to promoting local capacity establish linkages between local health ministries and their constituents to ensure that even the poorest gain access to the health care necessary to be economically and socially productive. Governance and Management Management and work program of the Onchocerciasis Unit (In-House Secretariat) are determined by the Memorandum of Agreement (MOU) which sets out the structure and role of the various partners and constituent bodies of APOC. The responsibilities of the World Bank are clearly spelled out in this document and it is the task of the Oncho Unit to fulfill these responsibilities. The Oncho Unit acts as fiscal agent for APOC and as such mobilizes all donor funding for the program and regularly consults with all 26 donors to the Program and chairs periodic donor conferences. It also consults with the coalition of non-governmental development agencies (NGDOs) and Health Ministries of the Participating Countries who also finance APOC activities. The Oncho Unit under the MOU is required to report regularly to the Program's Governing Board-- Joint Action Forum (JAF)--which consists of all partners in APOC on plans for, and the status of, financing of APOC. This includes an assessment of the costs and benefits of the Program over time. The MOU also stipulates the responsibilities of the Sponsoring Agencies of APOC (WHO, UNDP, FAO, World Bank) including the terms of reference of the Committee of Sponsoring Agencies (CSA) which functions as the steering Committee of the Program and reports to the JAF (Governing Board). The CSA oversees program operations including evaluations and reviews of the budget of the Program. It also takes interim policy and planning decisions and approves all APOC projects for financing pending final ratification by the JAF. In addition, it coordinates socioeconomic development activities in the oncho controlled areas. The Oncho Unit represents the Bank on the CSA and often chairs the CSA. The chair of the CSA is selected by the Sponsoring Agencies and rotates among those agencies. Monitoring and Evaluation APOC conducted its first external evaluation in FY01. The review found that APOC has been remarkably active and effective in stimulating projects in its participating countries. By the end of CY2000, 63 projects in 14 countries were operational. Since its inception, the number of people treated yearly has doubled, to nearly 17 million. APOC's community directed treatment with (the drug) ivermectin (CDTI) has been a timely and innovative strategy for fighting the disease. The review found that communities have been deeply involved in their own health case on a massive scale, and CDTI could be sustainable if it is fully integrated into district and national level health services. It also found that CDTI could be used as a model in developing other community based programs, and is also a potential entry point in the fight against other diseases. Key Information Program Special Programme for Research & Training in Tropical Diseases (TDR) Bank Contact Person Bernhard H. Liese, Phone - 458-4491 Responsible Network and Sector HD - Health Nutrition & Population Web Address of Program http://www.who.int/tdr Financial Arrangements for FY02 (Amount in US$) Total Budget: 43,500,000 DGF Funding Request: 2,500,000 Other Bank Sources: 0 Partners: 40,500,000 Recipient's Contribution: 0 DGF Burden Sharing Percentage: 5.7% Projected DGF Funding Request FY2003: 3,000,000 Objectives The UNDP/World Bank/WHO Programme for Research and Training in Tropical Diseases (TDR) was started in 1975-76 with the two-fold objective of research and development of new and improved tools for the control of six major tropical diseases and the strengthening of national research capabilities in countries where the diseases are endemic. The six diseases were: leprosy, leishmaniasis, schistosomiasis, trypanosomiasis, filariasis and malaria. In order to maintain its leading position in the development of new tools and the training of researchers from disease-endemic countries, a new strategic vision promotes closer interaction with health systems and disease control programs, capacity strengthening, and full utilization of scientific and technological advances in the biomedical, social and information sciences. In addition, the disease portfolio was expanded to include tuberculosis and dengue. By investing in the research of these six diseases, largely neglected prior to TDR because of their concentration in lesser developed countries, the program's research has led to the development and implementation of control tools which aid in reducing the global disease burden in developing countries. Hence, the primary beneficiaries will be the most disease-endemic countries. Activities and Achievements TDR's activities can all be classified within four categories: i) basic and strategic research, ii) product research and development, iii) field research, and iv) the training of human resources and research capability strengthening. The implementation of large-scale, multi-centric field studies at the global level, combined with successful coordination of diverse partners and a dedication to incorporating scientific and technological advances in research activities, has resulted in new drugs for malaria, onchocerciasis, schistosomiais and African trypanosomiasis, and a field test of a preliminary vaccine for malaria. It has created new therapeutic procedures such as multi-drug therapy for leprosy and vector control methods against the blackfly and the vectors of Chagas disease. Partnerships TDR works with a diverse group of partners, linking academia, governments, donors, industry, non- governmental organization, health professionals and affected communities. It seeks to establish a closer interaction with health systems to ensure that drug administration coverage reaches, and is sustained at, levels that are needed to achieve disease control (i.e. among the poorest individuals and regions in developing countries). Governance and Management TDR is governed by three bodies: the Joint Coordinating Board, the Standing Committee, and the Scientific and Technical Advisory Committee. The JCB is made up of thirty members which include representatives from twenty-four governments, the three co-sponsoring agencies, and other cooperating parties. The Standing Committee consists of the three co-sponsors: the Bank, UNDP and WHO, as well as the chairperson on the JCB. The STAC consists of 15-18 scientists selected on the basis of their professional and scientific expertise. Monitoring and Evaluation The most recent review of the program found that TDR should continue to exist as a special program dedicated to research, development and training and not be funded by WHO's regular budget. Recently some of TDR's management functions have been devolved to the Cluster of Communicable Diseases within WHO with the expectation of facilitating optimal utilization of human resources. However, this has not occurred and TDR's administrative and managerial structure has been weakened. The last program report cited the need to continue to research new possibilities for disease control (i.e. disease prevention measures, such as vaccines), even while ongoing control programs continue to save lives using existing treatment technologies, in order to have even greater and more cost-efficient developmental impacts. Key Information Program The Global Forum for Health Research Bank Contact Person Maureen Law, Phone - 458-8413 Responsible Network and Sector HD - Health Nutrition & Population Web Address of Program http://www.globalforumhealth.org Financial Arrangements for FY02 (Amount in US$) Total Budget: 66,176,000 DGF Funding Request: 6,925,000 Other Bank Sources: 66,100 Partners: 28,914,900 Recipient's Contribution: 30,195,000 DGF Burden Sharing Percentage: 10.5% Projected DGF Funding Request FY2003: 7,050,000 Objectives Only 10% of global funding for health research and development goes to the problems causing 90% of the global burden of disease and death - overwhelmingly the diseases that affect the poor in developing countries. The human and economic costs of such misallocation of resources are enormous. It is to correct this imbalance - the 10/90 gap - that the Global Forum for Health Research was established in June 1998, with the strong support of the Bank. Its specific objectives are to help focus research efforts on the health problems resulting in the heaviest burden on the world's health, seek to improve the reallocation of health research funds, and facilitate collaboration between partners in both the public and the private sectors. The reluctance of the pharmaceutical industry to invest in the development of products for the diseases affecting the developing world, given no assurance of commercial viability, is a major factor in the 10/90 gap. Forging public/private alliances to bridge this gap is an essential dimension of the Global Forum's work. The partnerships formed - the "initiatives" - are either nurtured for a couple of years within the Global Forum, or when capacity and funding is assured, launched as independent programs, for which the Global Forum continues to encourage support. Most donors make their financial contributions directly to the initiatives. In the case of the Bank, the Global Forum has agreed to continue to be a channel for Bank funding for initiatives already launched ­ such as Child Health and Nutrition/IMCI, and Medicines for Malaria (MMV) and - where there is fit with the 10/90 mandate - to other programs, such as GAVI. Thus, for FY02, the Bank has requested the Global Forum to act as an "umbrella" for its funding to IAVI (an early initiative), and to INDEPTH and the European Observatory. Activities and Achievements In the four years of its existence, the Global Forum has held three annual Forums, and one major international conference, and built growing support for the Global Forum initiatives. It has developed a robust methodology for priority setting in health research, played a catalytic role in the development of global initiatives such as IAVI and Medicines for Malaria Venture; and has contributed greatly to the growing recognition of the importance of previously underestimated and under-addressed causes of ill-health and poverty in developing countries - e.g. the high toll of mental illness, and road traffic accidents. The International AIDS Vaccine Initiative was an early initiative supported by the Global Forum It finances and helps to manage AIDS vaccine research activities, targeting the HIV strains found in developing countries. Several candidate vaccines are now either in, or close to, Phase I clinical trials. IAVI negotiates special intellectual property agreements with the companies with whom it works to ensure accessibility of the final products to developing countries, and is working with the World Bank and other partners to explore an internationally supported Vaccine Purchase Fund. IAVI is successfully mobilizing donor support and building and strengthening partnerships at global, regional and national levels. The INDEPTH and European Observatory are two programs being funded by DGF in FY02 for the first time. The INDEPTH Health Surveillance and Experimentation Program seeks to strengthen 28 field sites in many of the poorest countries in Africa and in Asia, and link them together in a network. The program has two objectives: to monitor health trends in poor countries, especially PRSP countries; and to provide an infrastructure for the field testing of new health technologies and delivery approaches. The Observatory supports evidence-based health policy making and senior level training in dynamics of health care systems in Europe and Central Asia. One of its objectives is the transfer of lessons of experience from Western Europe to countries in transition in Eastern Europe and Central Asia, with particular emphasis on protecting the poor from the impact of the fiscal crisis. The Observatory is becoming an influential force in guiding health sector direction in countries in transition. Partnerships The Global Forum and IAVI bring together representatives of all key players in the international health R and D field. The Bank's early involvement in IAVI was a factor attracting support from the Gates Foundation. The INDEPTH field sites are supported by a wide variety of donors, and the Rockefeller Foundation took the initiative in joining them together in a network to provide South-to-South support and cross-country data. The European Observatory joins governments, academic institutions and NGOs with the Bank to promote health sector policy and financing reform. Governance and Management The Global Forum and the other programs are independent, not-for-profit legal entities. The Bank is represented on the governing bodies of all programs, with the exception of INDEPTH, which is re-casting its structure to reflect the initiative. The Bank has been represented at all major meetings. Monitoring and Evaluation The first major independent evaluation of the Global Forum, and the value it adds to health R & D relevant to the needs of developing countries is planned for completion in FY02 ­ four to five years after its inception. IAVI's evaluation is planned for CY02. Both INDEPTH and the European Observatory will be reviewed in FY04. Key Information Program UNAIDS Global and Regional Activities for Intensified Response to HIV/AIDS Bank Contact Person Dr. Debrework Zewdie, Phone - 473-9414 Responsible Network and Sector HD - Health Nutrition & Population Web Address of Program http://www.unaids.org Financial Arrangements for FY02 (Amount in US$) Total Budget: 85,000,000 DGF Funding Request: 4,000,000 Other Bank Sources: 0 Partners: 81,000,000 Recipient's Contribution: 0 DGF Burden Sharing Percentage: 4.71% Projected DGF Funding Request FY2003: 4,000,000 Objectives The proposed grant will support an expanded response to HIV/AIDS, one of the biggest threats to human development and efforts to alleviate poverty. It will support the global Secretariat of UNAIDS to (a) reduce the transmission of HIV/AIDS, (b) provide affordable, cost-effective care for persons living with HIV/AIDS, and (c) mitigate the impact of HIV/AIDS on individuals, households, and communities. As the principal advocate for global action against HIV/AIDS, UNAIDS is leading an expanded response to the epidemic. Since its establishment in January 1996, UNAIDS has assumed the lead responsibility as the nerve center of the fight against HIV/AIDS, a disease complex that has claimed more lives in the past decade than all civil wars combined. The challenge for the worst affected countries is to reverse the course of an epidemic that is eliminating rapidly the hard-worn gains in human development. If implemented on a massive scale, the most cost-effective interventions would make it harder for the virus to spread and make it possible for those affected to live productive lives. The DGF has supported focused efforts in Southern and Eastern Africa (Southern and Eastern Africa Regional HIV/AIDS Program), West Africa (West Africa HIV/AIDS Prevention Program), LAC (LAC Regional Initiative for AIDS/STD Control), Asia (South-East Asia HIV/AIDS Project), and the UNAIDS Core Program (unrestricted). These need to continue, especially in Africa and South-East Asia, where the epidemic threatens overall development and the poverty reduction efforts of the Bank. At the same time, an additional area of focus is being proposed for South Asia, which has some of the highest infection rates in the world. In response to the global challenges posed by HIV/AIDS, this grant will support the following program components and objectives: Activities and Achievements 1) Western and Central Africa Regional HIV/AIDS Program, 2) Southern and Eastern Africa Regional HIV/AIDS Program, 3) Latin America and Caribbean Regional Initiative for HIV/AIDS/STD control, 4) South-East Asia Regional HIV/AIDS Program, 5) South Asia, 6) UNAIDS Core Program: To support the core activities of UNAIDS that will guide and coordinate HIV/AIDS policies, programs, and funding. UNAIDS will intensify these functions through advocacy and information sharing, policy analysis and development, operational research, technical support to national programs on HIV/AIDS, coordination of the programs of its seven Cosponsors, and facilitation of the programs of bilateral organizations, NGOs, and the private sector. Given the importance of HIV as the strongest risk factor for the progression from latent infection to active tuberculosis (TB), UNAIDS will intensify assistance to countries to develop scientifically sound and sustainable programs of preventive therapy against TB in persons living with HIV. Partnerships In addition to strengthening existing partnerships, UNAIDS seeks to catalyze a broader approach to dealing with HIV/AIDS by bringing new partners into the global response. These new partners, which range from the World Economic Forum to the Security Council of the UN and Rotary International, bring additional resources, expertise, and/ or leverage to the response to HIV/AIDS.In addition, UNAIDS promotes and reinforces partnerships among its seven Cosponsors and member states. The partnerships are reinforced through official commitments, country-level forums, and ongoing dialogue and negotiations. The Bank is an active member of the PCB, the CCO, the UN Theme Groups on HIV/AIDS, and the IPAA. Given the link between poverty and the spread of HIV, there is much room for cooperation between UNAIDS and "Voices of the Poor." Governance and Management The management of UNAIDS is independent of the Bank Group. Monitoring and Evaluation Specific evaluations carried out in 1999 include an evaluation of the UNAIDS Best Practice materials and an evaluation of the UNAIDS/World Bank Regional Initiative for AIDS/STD Control in Latin America and the Caribbean (SIDALAC). The purpose of the latter evaluation has been to assess the relevance, effectiveness, and efficiency of the initiative, and to make recommendations regarding its future direction. The evaluation plan was prepared by the UNAIDS Secretariat in Geneva, with the participation of the Executive Coordinator of SIDALAC, and shared with concerned staff at the World Bank. In FY02 evaluations of UNAIDS/World Bank support to Western Africa and South-East Asia will be done. A monitoring and evaluation plan for UNAIDS was approved in December 1998 by UNAIDS' principal governing body, the UNAIDS Program Coordinating Board (PCB). The plan provides the overall framework for the monitoring and evaluation of UNAIDS, and is based on recommendations of a PCB Working Group on Monitoring and Evaluation in which the World Bank also participated. The plan presents the general principles for evaluation of UNAIDS and describes the processes for assessing the outputs, outcomes, and impacts of the Program. According to the monitoring and evaluation plan, an overall evaluation of UNAIDS will be conducted in 2001, five years after the establishment of the Program. In the interim, ongoing monitoring of the Program is being done, and specific evaluations of national and regional efforts and key activities and functions of the Program are being carried out. To monitor the performance of the Program, indicators have been developed to assess progress in the implementation of activities and the achievement of objectives, and studies have been carried out to assess the performance of the Program at country level. Further refinement of the tools and methods used will continue in the coming biennium. Indicators for monitoring the epidemic itself and the national response to HIV/AIDS have also been developed. Another evaluation is planned in FY02-03. Key Information Program Roll Back Malaria Bank Contact Person Ok Pannenborg, Phone - 473-4415 Responsible Network and Sector HD - Health Nutrition & Population Web Address of Program http://www.rbm.who.int Financial Arrangements for FY02 (Amount in US$) Total Budget: 33,579,315 DGF Funding Request: 1,500,000 Other Bank Sources: 0 Partners: 28,466,315 Recipient's Contribution: 3,613,000 DGF Burden Sharing Percentage: 4.47% Projected DGF Funding Request FY2003: 1,500,000 Objectives The Roll Back Malaria global partnership (RBM) was founded in 1998 with the objective of halving the malaria burden world-wide by the year 2010. In order to achieve this global objective, WHO's RBM Cabinet Project has planned its activities around 6 major outputs, each with its own objectives, components, products, activities and tasks. With the strategies and partnerships developed, Roll Back Malaria has begun the implementation phase, focusing on scaling up action in endemic countries. This grant will be utilized to (i) strengthen the Roll Back Malaria partnership effort managed by the RBM Secretariat in Geneva; and (ii) support regional and multi-country activities by the RBM Africa Secretariat. Activities and Achievements Planned activities of the Global RBM Secretariat for Financial Year 2002 include: (1) World Malaria Day 2002: In 2002 Africa Malaria Day will expand to World Malaria Day and include all malaria endemic countries; (2) completion of mapping of partners at both global level and extension to country specific level; (3) Fourth Annual Global Partners Meeting to be hosted by World Bank will be completed and reported on and Fifth Annual Global Partners Meeting to be held in 2002; (4) expansion of partnerships with NGO's with greater focus on emergency affected countries. Consolidate partnerships with the corporate sector; (5) brokering of partner resource commitment to RBM action; (6) provide consistent technical advice and guidance to malaria endemic countries on updating their antimalarial drug policies; (7) strengthen capacity of endemic countries through provision of technical guidelines for establishing monitoring and evaluation systems for the implementation of RBM; (8) collaboration between the Organization of African Unity (OAU) and WHO is also established to monitor commitment made by African Heads of State at Abuja Summit on Roll Back Malaria; (9). to provide consistent advice to Member States on cost-effectiveness of malaria control interventions in different eco-epidemiological settings as well as on efficiency of different modalities of implementation; (10) to develop well-coordinated mechanisms for sustainable donor-consortium and inter- agency collaboration at country level, in order to expand access to home treatment with effective drugs and ITNs to most vulnerable groups; (11) country support for the development and implementation of strategic plans for "going to scale" on Insecticide Treated Netting Materials (ITNs); (12) review and updating of the Trial Edition on Guidelines for the use of ITNs for the prevention and control of malaria in Africa; (13) development of manuals on specific aspects of ITN interventions targeting program managers; and (14) monitoring and evaluation of RBM action at country level will be intensified, based on key outcome and impact indicators, to mobilize partnership and International Support to the populations in greatest need; (15) The RBM Secretariat will work with WHO regional offices and countries in Asia and Latin America to adapt the global indicators for monitoring and evaluation of RBM to each of the regions; (16) methodologies and tools will be developed for measuring the core indicators and validate the methods through pilot testing in selected. countries. Within the African Region Activities supported by DGF funds over the past year have included: * Short-term consultants recruited to support 25 countries in RBM development · RBM situation analysis completed in 14 countries · RBM facilitators group constituted and trained in 25 countries · RBM strategy plan developed in 4 countries · Country specific community-based interventions identified by 15 countries * Human and technical capacity of the Regional Office and intercountry teams strengthened * Human capacity for RBM development strengthened in 3 countries * RBM management and activities coordination strengthened in the African Region * RBM partnership meetings held in 12 countries Partnerships The RBM's core theme of partnership collaboration is also in accordance with the Bank's Comprehensive Development Framework (CDF) which emphasizes "strong partnerships among governments, donors, civil society, the private sector and other development actors in contributing towards the Bank's goal of poverty reduction." The proposed program strengthens partnerships between the Bank and regional institutions in Africa, as well as among global RBM partners and the African Secretariat. Governance and Management The grant will be executed by WHO/AFRO and by the RBM Secretariat at WHO/Geneva. Monitoring and Evaluation An independent evaluation is planned in FY03. Key Information Program Stop Tuberculosis Initiative Bank Contact Person Skolnik Richard Lee, Phone ­ 458-0298 Responsible Network and Sector HD - Health Nutrition & Population Web Address of Program http://www.stoptb.org Financial Arrangements for FY02 (Amount in US$) Total Budget: 13,496,000 DGF Funding Request: 700,000 Other Bank Sources: 15,000 Partners: 12,381,000 Recipient's Contribution: 400,000 DGF Burden Sharing Percentage: 5.19% Projected DGF Funding Request FY2003: 700,000 Objectives The Stop Tuberculosis Initiative aims to improve coordinated and effective action against the global tuberculosis epidemic that is worsening with nearly 2 million deaths and 8 million new cases each year, with most among persons in their most productive years. The epidemic especially affects the poor in countries throughout the world. Drug-resistant disease is rapidly increasing, and today TB as the top killer of HIV- infected persons worldwide. The epidemic hits the poor The Initiative is directed by a Coordinating Board and a full Partner's Forum. The World Health Organization serves as the host for the Secretariat of the Initiative and is the Executing Agency. The Initiative has evolved to encompass a larger partnership of agencies, with increasing involvement of high burden countries and non-governmental organizations and foundations in addition to its founding technical, bilateral and international partners. For FY02, the Stop Tuberculosis Initiative requests support to continue to provide seed monies to help high burden countries and their partners to jointly overcome impediments to implementation of effective TB control programs on all continents. The focus is on resolving common problems so that nations make progress towards 2005 global targets for TB case detection and treatment success, and lay the groundwork for more sustainable control efforts. Activities and Achievements (1) To support management and monitoring of a global TB drug facility: Inadequate and inefficient drug procurement and quality control in high burden countries has been a significant obstacle to safely treating and curing infectious patients. It is expected that a facility will be launched in the second half of FY2001 to help countries finance and/or procure drugs as part of explicit plans for expanded TB control. Capitalization of the facility for drug procurement is being pursued by other donors (including CIDA). World Bank support will defray oversight and management costs during the start of the facility, under the umbrella of the Stop TB Secretariat, hosted by WHO. It is expected that, in calendar year 2002, an independent governance structure for the drug facility will be created and major support for administration will be obtained from other sources. Support from the DGF will ensure participation of developing country participants on technical advisory boards, in monitoring activities and in problem-solving efforts of the drug facility. The FY2002 support directly builds on DGF support in FY00-01 which helped assess needs, best practices and design the facility. (2) To support best practice exchange among non-traditional partners in TB control: this support will cover developing country participation in working groups and in the Global TB Partnership Forum. It will also offer a fund for high-burden country participants and non-governmental organizations to organize small workshops at a sub-regional level, or to bring together pairs of partners working on different continents, to discuss solutions to common operational problems (such as building decentralized supervisory capacity, or contracting out for clinical, outreach or communications functions, etc.) The resources might also be used to finance partner visits to best-practice sites. Workshop reports will be published and disseminated to Stop TB partners and other public health colleagues and stakeholders. . (3) Communications and advocacy: Among the fundamental objectives of the Stop Tuberculosis partnership is to increase public, political and provider attention on the TB epidemic and to provide new means of disseminating lessons learned and information on progress and challenges. DGF support will enable ongoing electronic communication among partners through newsletters, issuance of widely disseminated annual reports on progress on the numerous fronts addressed by Stop TB working groups, and continued production and dissemination of other forms of media (e.g.,videos on success stories and problem-solving in specific areas). Partnerships The Stop TB Initiative has been established as a means of increasing partnerships among all governments, agencies and other organizations in civil society that aim to respond to the TB epidemic, serve patients and the overall public health concerns of the poor and populations in developing nations. Support from the DGF aims to ensure that smaller organizations and non-traditional partners are involved and that participants from developing countries are involved in the oversight of international mechanisms aiming to facilitate TB control and are able to assist their counterparts in other nations through problem-solving and sharing of best practices. Governance and Management The recipient institution (the Stop TB Initiative partnership) is managed by a Coordinating Board and utilizes the administrative and financial structures of the World Health Organization. The governance structure has just been formalized with the assistance of a management consultant and all principal partners' inputs. The Stop TB Initiative is expected to be transformed into a long-term partnership to reverse the course of the epidemic and substantially reduce the burden of disease over the coming decades. It is proposed that the DGF reconsider whether multi-year funding (FY2003-2004) is warranted prior to the conclusion of FY2002, and when reports of the Stop TB Coordinating Board and the first independent evaluation of DGF support (for FY2001) are completed. Monitoring and Evaluation An independent evaluation will be conducted in FY02. Environment Commons Environmental issues pose complex challenges for public policy at all levels, from the local to national, as well as from the regional to the global. The degradation of environmental commons often affects the poorest people most, threatening their livelihoods, health, and security. Sustainable environmental management, therefore, is essential for lasting poverty reduction. The cross-sectoral, long-term, and cross-boundary nature of environmental issues makes it difficult to address them through traditional projects or programs, and requires joint efforts of countries. Neither the Bank nor any other institution or even a country can by itself reach the development goals needed to reduce poverty. Partnerships and sense of community at all levels -- in client countries, multilateral organizations, donor countries, non-governmental organizations, and the private sector -- are critical if we are to help build an equitable, sustainable, and peaceful world. In support of the Millennium Development Goals, the Bank's new Environment Strategy aims to support client countries in improving their quality of life affected by environmental factors; enhancing the quality of their growth through effective institutions and regulatory framework, and protecting the quality of the regional and global commons through equitable approaches and international collaboration. Global initiatives such as Consultative Group on International Agricultural Research, Critical Ecosystems Partnership Fund, Global Distance Learning Network, Forest Partnership Program, UN Convention to Combat Desertification, and the Global Water Partnership will play a critical role in supporting this strategy. Key Information Program CGIAR Bank Contact Person Francisco Reifschneider, Phone - 473-8918 Responsible Network and Sector ESSD - Rural Development Web Address of Program http://www.cgiar.org Financial Arrangements for FY02 (Amount in US$) Total Budget: 345,000,000 DGF Funding Request: 50,000,000 Other Bank Sources: 0 Partners: 295,000,000 Recipient's Contribution: 0 DGF Burden Sharing Percentage: 14.5% Projected DGF Funding Request 50,000,000 FY2003: Objectives The objectives of CGIAR's research go to the heart of the Bank's poverty reduction, environmental protection, and food security agenda. By improving the productivity of tropical agriculture, CGIAR research directly benefits poor farmers by making available higher-yielding food crops and more productive livestock, fish, and trees, improved farming systems that are environmentally benign, better policies, and enhanced scientific capacities in developing countries. There is incontrovertible evidence that efficient agriculture generates multiple benefits for producers (poor farmers), consumers (the poor and hungry in rural and urban areas), and the environment. To protect the global environmental commons, CGIAR's research agenda focuses on strategic and applied research. It extends across the entire range of problems affecting agricultural productivity and links these to the broader concerns for poverty reduction, sustainable management of natural resources, protection of biodiversity, rural policy, and building of scientific capacities in developing countries. The 16 Centers supported by the CGIAR mobilize cutting-edge science, apply it to problems of tropical agriculture, and promote global public goods that benefit all. Research by these Centers is geographically dispersed in over 100 countries, many of which are in the most ecologically fragile zones. Activities and Achievements CGIAR research focuses on five principal challenges that directly affect people and the global environmental commons: (i) increasing productivity: CGIAR research makes developing country agriculture more productive through improvement of plants, livestock, fish and trees, and the promotion of better natural resource management practices; (ii) protecting the environment: CGIAR research conserves natural resources, especially land and water, thereby enhancing environmental quality in ecologically fragile zones where the poor live; (iii) saving Biodiversity: CGIAR holds in public trust the world's largest collection of plant genetic resources (over 600,000 accessions of more than 3,000 crop, forage and pasture species). It also contributes to research on biodiversity of animal, tree and fish species; (iv) improving policies: CGIAR policy research improves national policies to enhance food security, and encourages the adoption and dissemination of new technologies and the improved management and use of natural resources; (v) strengthening national research: the CGIAR works with developing countries in strengthening national research capacities. More than 75,000 scientists and technical personnel have already been trained by the CGIAR CGIAR research has a direct bearing on poverty and food security in developing countries, increasing incomes on millions of small farms and generating agricultural employment for the poorest. Recent studies have shown that land saved from deforestation as a result of increased crop productivity in seven key mandated food crops was in the range of 170 to 420 million hectares, with another 50 million hectares in reduced requirements for permanent pasture attributable to forage/livestock research. In light of recent concerns about agriculture's role in global climate change, it bears noting that productivity gains from new crop technologies prevented over half a billion tones of carbon from being discharged into the atmosphere. Partnerships Since its inception, the CGIAR has been a development partnership engaging private foundations, industrialized countries and developing countries. In the last few years, this partnership has been strengthened as twenty two developing countries have become paying members of the CGIAR. Scientific partnerships have had a long history in the CGIAR. Initially, they were the vehicle through which improved plant materials were distributed, tested, and further improved, and information and better practices were disseminated. These partnership evolved to become avenues for two way interactions, with information and physical products flowing among the participants. Recently the CGIAR has sought to expand its partnerships with the private sector and civil society by establishing two separate consultative committees. The CGIAR is presently reviewing all aspects of its partnership and governance as part of the Change Design and Management process, with results expected by May 2001. Governance and Management The programs are governed by the CGIAR membership as a whole. Each center implements its program under the supervision of its independent board of trustees. The Secretariat serves the membership and the Centers by serving as a sole implementing agency for decisions taken by CGIAR members, providing governance, finance and information services. Administratively the Secretariat reports to the Chairman of the CGIAR, Vice President of ESSD. Monitoring and Evaluation The main conclusion of a 1998 independent evaluation were as follows: Support for the CGIAR has been the single most effective investment in ODA, one with the greatest impact - bar none. The international community needs the CGIAR today more than it ever did before. Achieving food security will be more challenging in the new century than it was in the 1970s with little land to expand production into, and heightened concerns over the environment. The scientific revolutions taking place in biology and information technology are a major cause for optimism. However, many of the innovations (particularly in biology) are proprietary and are geared toward the needs of only the North. A strong research system like the CGIAR - trusted by both the North and the South - is needed to form the scientific and institutional bridges necessary for ensuring that the poor will benefit from the best that science can offer for global food security. The CGIAR should continue to conduct public goods research and its major source of financing would continue to be ODA. As partnerships with the private sector increase, new means of financing joint activities will emerge, but a major shift to private sector financing of CGIAR activities is unrealistic. The CGIAR will need the Bank's unflinching support and leadership. In addition, the Bank, along with the other cosponsors, should reinforce the impact of investments in the CGIAR and the international agricultural research system, by helping strengthen national agricultural research capacities in developing countries. Another independent evaluation is planned for FY03. Key Information Program Critical Ecosystem Partnership Fund (CEPF) Bank Contact Person Gonzalo Castro, Phone - 473-1107 Responsible Network and Sector ESSD - Environment Web Address of Program http://www.conservation.org/www.cepf.net Financial Arrangements for FY02 (Amount in US$) Total Budget: 20,200,000 DGF Funding Request: 5,000,000 Other Bank Sources: 100,000 Partners: 10,100,000 Recipient's Contribution: 5,000,000 DGF Burden Sharing Percentage: 24.8% Projected DGF Funding Request FY2003: 5,000,000 Objectives The protection of the earth's biological diversity is one of the highest priorities for long-term global well- being. The loss of species and natural habitat is proceeding at an alarming pace, with unknown but potentially disastrous future consequences. The Critical Ecosystems Partnership Fund (CEPF) takes aim at this global problem by providing timely, strategic assistance for conservation work in the planet's most biologically rich and threatened ecosystems. The CEPF represents a new initiative by the World Bank to partner with the Global Environment Facility (GEF), Conservation International (CI) and other institutions to create a new biodiversity funding instrument that combines technical and financial strength, field knowledge, administrative agility and flexibility, and a knowledge system to facilitate information communication. The combination of these strengths allows CEPF to provide a significant total amount of targeted funding in small- to medium-sized field projects in a more streamlined fashion than has been possible to date. The CEPF is a new strategy for project delivery that attempts to overcome typical obstacles and delay through a non-traditional set of working arrangements between the Bank and non-governmental organizations (NGOs). CEPF will make grants to the leading international, national, regional and local NGOs and other conservation- oriented stakeholders in the world's most critically threatened ecosystems in Bank client countries. Activities and Achievements The Critical Ecosystem Partnership Fund (CEPF) is a joint initiative between Conservation International (CI), an international conservation NGO, the Global Environment Facility (GEF), and the World Bank. The project will contribute to the conservation of 21 critical ecosystems around the world -- ones which are the most biologically rich and currently under great threat -- mainly through small grants to local community groups, civil society organizations, NGOs and private companies. Each critical ecosystem qualifies for $2.5 to 6 M (sub-grants are expected to be $2,000-250,000). During the first year of its operation (CY2001), the CEPF will focus only on three ecosystems: (i) Madagascar and Indian Ocean Islands; (ii) Upper Guinean Forest ecosystems in West Africa; and (iii) the Andes in South America. Funding provided by the Bank in FY2001 was used to operationalize the Critical Ecosystem Partnership Fund. Planned activities for this phase were successfully completed and included the following: (i) development of a business plan for CEPF; (ii) preparation and approval by the CEPF Donor Council of three Ecosystem Profiles and investment strategies, which form the framework for CY 2001 project funding. (iii) creation of an online grantmaking system that incorporates a logframe approach to project development, monitoring and evaluation; (iv) hiring of core staff members; (v) preparation of an Operational Manual, as required by the World Bank; and (vi) 6. Ongoing discussion with potential additional major donors to the Fund. The World Bank Board of Directors approved the GEF portion of the CEPF (which will be managed by the World Bank as one of the implementing agencies for the GEF and treated as a regular GEF project) in December 2000. The legal agreement between the IBRD and Conservation International (for both the IBRD / DGF and GEF contributions) was also signed in December 2000. The FY2001 DGF funding will begin to be disbursed to Conservation in February 2001. In addition, planning for 2002 has begun. Seven additional biodiversity "hotspots" (areas of exceptionally high biological diversity that are threatened with destruction) have been approved by the CEPF Donor Council for funding in 2002 based on biological and political criteria as well as potential leveraging opportunities. The CEPF Donor Council includes James D. Wolfensohn, President, World Bank Group (Chairman of CEPF), Mohamed T. El-Ashry, Chairman and CEO, Global Environment Facility (GEF), and Peter Seligmann, Chairman and CEO, Conservation International. Ecosystem profiles and investment strategies will be developed in 2001 for five of the seven hotspots to guide 2002 CEPF grantmaking. Partnerships The purpose of the CEPF is to fund NGOs and community groups working in biodiversity conservation and to encourage them to work closely with other key stakeholders, such as the private sector, local and central government and other institutions. The establishment of CEPF alone demonstrates the willingness of other institutions to form collaborative partnerships with the Bank. Additional major donors to the Fund are expected to include other multi-lateral institutions, bilateral donors, NGOs, foundations and possibly private funds. Governance and Management Conservation International is an independent NGO legally incorporated in the United States with non-profit 501(c)(3) status. It is governed by a board of directors. CI has ongoing programs in 25 countries worldwide and seeks to establish each of its affiliate offices as legally established NGOs in their own right. The CEPF is managed by a core team that includes the following: (i) executive director, who is responsible for overall strategic management and direction and primary fundraising for the CEPF; (ii) senior director, who is responsible for day-to-day operations and grantmaking of the fund; (iii) grant directors for Latin America, Africa, and Asia, who are responsible for grant disbursement, monitoring and evaluation, and (iv) knowledge manager responsible for information management and Internet web site content. Monitoring and Evaluation The CEPF includes an institution-wide learning system that will evaluate program performance at varying levels, ranging from in-house financial management and operations to the field-level impact of CEPF-financed initiatives. This information will be compiled in an annual report at the end of each FY. An independent evaluation is planned in FY02. Key Information Program UN Convention to Combat Desertification (CCD) Bank Contact Person Hassan Mohamed Hassan, Phone -473 -1376 Responsible Network and Sector ESSD - Environment Web Address of Program http://www.ifad.org/gm/index.htm Financial Arrangements for FY02 (Amount in US$) Total Budget: 8,750,000 DGF Funding Request: 1,250,000 Other Bank Sources: 0 Partners: 7,500,000 Recipient's Contribution: 0 DGF Burden Sharing Percentage: 14.3% Projected DGF Funding Request FY2003: 0 Objectives The Global Mechanism (GM) has been established under the United Nations Convention to Combat Desertification (CCD) to assist the efforts of the country parties to mobilize and improve the availability of financial resources to support the implementation of the Convention. The overall objective of the GM, as stated in the Convention (Article 21), is " to increase the effectiveness and efficiency of existing financial mechanisms" by " promoting actions leading to the mobilization and channeling of substantial financial resources, including for the transfer of technology, on a grant, and/or on concessional or other terms, to affected developing country Parties". A strong emphasis is placed by the Convention on a multi-source funding approach through existing and/or new financial mechanisms. As such it is an innovative mechanism with a unique character among existing financial mechanisms. Although the GM is housed by IFAD, UNDP and the World Bank are considered major partners of the GM through what is called the Facilitation Committee (FC). In addition to IFAD, UNDP and the World Bank, the FC currently includes the following members: African Development Bank, Asian Development Bank, Inter-American Development Bank, GEF Secretariat, UNEP, FAO and the CCD Secretariat. The extent to which member institutions of the FC may be able to assist the GM to carry out its functions was addressed in a joint memorandum of understanding signed by IFAD, UNDP and the World Bank and endorsed by the CCD. Activities and Achievements The role of the GM, as defined by the Convention, is to mobilize and channel financial resources for the implementation of the CCD. Some of the specific activities include: (i) identifying and promoting broad measures and actions to optimize the use, effectiveness and efficiency of existing resources. To this end sub-regional and regional workshops on resource mobilization for CCD implementation have been held in Eastern and Southern Africa (IGAD/SADC resource mobilization workshop in Kenya) Asia (regional workshop in Bangkok), North Africa (Algeria), Latin America (El Salvador); (ii) support to project identification, missions roundtable meetings and adapting local development methodologies in project activities; (iii) technical assistance and financial support to member countries, sub- regions and regions for the development and implementation of National Action Programs, Sub-Regional Action Programs and Regional Action Programs to combat desertification respectively; and (iv) report and provide advice, as appropriate, to the Conference of Parties (COP) on issues related to funding of CCD implementation. In this regard DGF resources have been used to support the timely production of National reports contribution to the UNCD Secretariat as required by the COP. Partnerships Promoting partnership consitutes the core objective of the Global Mechanism. Resources provided under this facility will go to support activities of the CCD's Global Mechanism in this direction. The activities of the GM are facilitated by a "Facilitation Committee" created on the basis of a Collaborative Institutional Arrangement (CIA) with IFAD, UNDP, and the World Bank. This arrangement has been expanded and now includes major regional banks (IADB, AfDB, AsDB), UNEP, GEF, FAO and CCD Secretariat. These players are engaged in major development initiatives and bringing them under the umbrella of the GM for common approaches and activities has the potential to catalyze and promote stronger partnerships and coordination for sustainable development. This is a great opportunity to contribute toward strengthening this structured partnership and provide ways and means for effective implementation of mutually agreed upon interventions in implementing the CCD. Governance and Management IFAD, a specialized agency of the United Nations, was established in 1977 as an international financial institution as one of the major outcomes of the 1974 World Food Conference. The Conference was organized as a response to the food crises of the early 1970's primarily affecting the Sahelian countries of Africa. An Executive Board, consisting of 18 members and 18 alternate members, oversees the Fund's operations, particularly the approval of loans and grants. A President, elected by the Governing Council for a four-year term renewable for a further term, serves as the Fund's chief executive officer and chairperson of the Executive Board. Monitoring and Evaluation The fourth Conference of the Parties met in December 2000. The discussion on the Global Mechanism and the experience of its operations over the past two years can be summerized as follows: (i) the relevance of the work of the GM and the achievements obtained over the last year were unanimously recognised by developing and developed country parties and their respective regional groups at the COP4; (ii) there is thus a consensus among the developed country parties and a growing recognition by the developing country parties of the relevance and potential of the GM as an innovative institutional set up to foster partnerships and promote resource mobilisation to combat land degradation and poverty; (iii) given the close relationship between CCD objectives, poverty reduction strategies and sustainable development, there is a widespread agreement about the most promising approach to resource mobilisation, i.e. through mainstreaming the CCD objectives into the Governments' development planning and budgetary processes on the one hand (i.e. on the demand side) and, on the other, into the development partners' respective planning frameworks (i.e. on the supply side). This would ensure that the Governments' stated political commitment to CCD translates into financing priorities, thereby increasing the chances of CCD funding through regular ODA resources, without neglecting the options for channelling new and additional resources to CCD implementation; (iv) the challenge of mainstreaming the NAP on both the demand side and the supply side as discussed above, will require closer operational collaboration with Member Institutions of the GM Facilitation Committee and with the Bilateral Development Cooperation Agencies; (v) the policy environment, or the enabling environment (policy, legal and institutional aspects at national level, and partnership building at local level) must be given due consideration in developing the right conditions for mobilizing and channelling resources for Action Programme implementation; (vi) new and additional resources such as proceeds from Debt Relief, contributions from the Global Environmental Facility (GEF), funding through carbon sequestration and the Clean Development Mechanism (CDM), as well as opportunities for private sector partnerships need to be explored in a more systematic way. Key Information Program Forest Partnership Program (FPP) Bank Contact Person James A. Douglas, Phone-458-2273 Responsible Network and Sector ESSD Web Address of Program http://www.esd-worldbank.org/wwf/; http://www.forest-trends.org; http://www.fulano.org Financial Arrangements for FY02 (Amount in US$) Total Budget: 6, 447,358 DGF Funding Request: 750,000 Other Bank Sources: 1,242,000 Partners: 3,876,722 Recipient's Contribution: 578,636 DGF Burden Sharing Percentage: 11.6% Projected DGF Funding Request FY2003: Objectives The recent OED review of the implementation of the Bank's 1991 forest strategy recommended that the Bank take a more active role in forest-related activities, extending its reach by mobilizing additional concessional resources for the sector, and entering into partnerships with national and global stakeholders. It called for the Bank to mainstream its forest activities by giving them more weight in macroeconomic analysis and paying attention to forest issues in its operations in other sectors. It also noted the impact that national governance issues have on forests and recommended that the Bank mobilize national stakeholders to demand and monitor improved governance. The Bank's new forest strategy, currently under development, is addressing these issues by focusing on three main goals: (i) harnessing the economic potential of forests to reduce poverty; (ii) integrating forests into sustainable economic development and (iii) protecting vital local and global values. Its emphasizes, that partnerships are an important part of success, emphasizing the need to build on the Bank's comparative advantages in addressing forest issues though a broad spectrum of cross-sectoral strategies and policies developed in close collaboration with national governments and in partnership with other entities. This partnership approach will allow the Bank to focus on its own strengths without diffusing its resources while drawing on and contributing to the strengths of its partners. In this context, this year's DGF grant is to an expanded and coordinated partnership. In past years, the program comprised the World Bank-World Wide Fund for Nature (WWF) Forest Alliance and Forest Trends. This year, two additional components are included, PROFOR (Program on Forests) and the Amazon Network on Forests. Activities and Achievements WWF-World Bank Alliance: In 1998 the Bank joined forces with WWF to form the World Bank-WWF Alliance with the goal of promoting conservation of forests and sustainable forest management. This partnership has embraced the World Bank goal of ensuring sustainable livelihoods for forest-dependent poor and indigenous peoples and was founded to achieve the following global targets by 2005: 50 million hectares of new forest protected areas , a comparable area of existing but highly threatened forest protected areas secured under effective management, and 200 million hectares of production forests under independently certified sustainable management. Through the Alliance, WWF and the World Bank are committed to finding ways to achieve more than either organization could accomplish independently. By combining the World Bank's financing operations, access to policy dialogue, convening power, private-sector partnerships, and analytical capacity with WWF's field presence, and expertise in forest conservation, the Alliance provides a mechanism for tackling forest management issues much more widely. Already three-quarters of the new protected areas' target have been committed through Bank and GEF-supported operations. The Alliance is now moving into implementation of its protected areas and forest management targets. The PROFOR Initiative. The move of PROFOR to the Bank (from UNDP) has been actively proposed and encouraged by several donors as it would allow the work of PROFOR to support country dialogues on forest issues while building on the analytic capacity of the Bank particularly in the areas of cross-sectoral analysis, governance and financial mechanism. PROFOR would supplement the World Bank's operations in economic and sector work and support governments in their policy reforms and planning. Specific provision will be made, for Regional operational staff of the Bank to work with PROFOR on both the definition of priority countries and tasks, and then on implementation of the work program. Forest Trends is a Washington-based NGO, created in 1998 with support of the World Bank and the MacArthur Foundation. Forest Trends grew out of an earlier multi-stakeholder Bank-supported Forest Market Transformation Initiative. Forest Trends has built a coalition through its board of directors of northern and southern private sector entities and NGOs actively engaged in the forest sector. Forest Trends focuses its work on two strategic directions: (i) is the development of markets for forest ecosystem goods and services and sustainable forest management that will lead to healthy and expanding forest ecosystems and sustainable livelihoods for forest-dependent peoples; (ii) is improving the efficiency of forest product use and the development of alternative sustainable sources of fiber to take the pressure off natural forests and sustainable use. Amazon Network on Forests: The Amazon Network on Forests aims to create and maintain a platform for effective knowledge sharing on experiences, lessons learned, best practices and policy instruments related to sustainable rain forest management, community forestry and biodiversity conservation in and among the countries of the Amazon. Growing from the ongoing work of the Pilot Program to Conserve the Brazilian Rain Forest, currently focused to Brazil, the Amazon Network on Forests is being created as a regional response to a growing demand from a wide array of stakeholders to improve knowledge, coordination and cooperation on conservation and sustainable use of the Amazon rain forest. Partnerships WWF-WB Alliance: WWF US, Netherlands, Norway, World Bank; Forest Trends: Netherlands, MacArthur Foundation, Ford Foundation Emily Hall Tremaine Foundation, Surdna Foundation, Packard Foundation, Wallace Global Fund, Summit, Rockefeller Brothers, Kholberg Foundation, World Bank PROFOR: Netherlands, Germany, United Kingdom, Finland, World Bank Amazon Network on Forests: Rain Forest Trust Fund, InfoDev, GEF, EC, Netherlands, WWF Brazil, Germany GTZ, Germany KfW, UK/DFID, FAO Latin America, OAS, private sector, recipient, World Bank Governance and Management The component programs of the Forest Partnership are managed separately. The WWF-World Bank Alliance is Chaired by the Bank and WWF and managed jointly through coordinators in both institutions. Forest Trends is an independent NGO with its own Board of Trustees, which includes a representative from the Bank. PROFOR will be housed and managed by the Bank while reporting to an independent Board. The Amazon Network will be managed by the Fundacion Futuro Latino Americano under its Board of Directors and an advisory panel made up of global stakeholders, including the Bank, WWF, Conservation International and FAO. Monitoring and Evaluation An independent evaluation is planned for FY04. Key Information Program The Global Water Partnership (GWP) Bank Contact Person John Briscoe, Phone - 473-5557 Responsible Network and Sector ESSD - Rural Development Web Address of Program http://www.GWPFORUM.ORG Financial Arrangements for FY02 (Amount in US$) Total Budget: 5,502,000 DGF Funding Request: 400,000 Other Bank Sources: 0 Partners: 5,102,000 Recipient's Contribution: 0 DGF Burden Sharing Percentage: 7.27% Projected DGF Funding Request FY2003: 1,500,000 Objectives : The mission of the Global Water Partnership (GWP) is to support countries in the sustainable management of their water resources. The four years of GWP operations, through the Associated Programs, the Regional Technical Advisory Committees, and the Vision to Action process in the regions, have witnessed increased regional awareness, convergence of views, and increased focus on the big issues in water management. The GWP Comprehensive Work Program and Follow up to the Framework for Action January 2001 to December 2003 harmonises these outputs with other GWP activities and tries to establish a solid foundation on which appropriate actions will take place. The purpose of the programme is to help countries to apply water resources management in a participatory manner as a means to provide equitable, efficient and sustainable management and use of water. The programme purpose will be achieved by considering four programmatic objectives: (i) establishing partnership and mobilising political will; (ii) building strategic alliances for action; (iii) promoting good practice in Integrated Water Resource Management (IWRM); and (iv) developing and implementing regional actions. Activities and Achievements The GWP activities are mainly focused at the regional and country level with the central GWP providing key advice and support from a network of experts. The primary beneficiaries of the programme are the people of the countries in which GWP is involved. At present GWP is working in nine regions i.e. Southern Africa, West Africa, South Asia, South East Asia, Central America, South America, Mediterranean, Central & Eastern Europe and China. Providing water services has been a principle activity in the search of poverty elimination. Whilst there has been considerable success in providing basic drinking water services, there are many concerns over sustainability of the services provided-both urban and rural. Also, water service provision for improving the livelihoods of the poor has been given little attention, similarly risks to livelihoods from environmental degradation are still poorly appreciated. GWP work programme aims to address the wider water resource management issues that enable a more sustainable service to be provided to the poor whilst protecting the environment. Partnerships The GWP was launched in 1996 by the World Bank, UNDP and the Swedish International Cooperation Agency (which houses a small Secretariat). The Netherlands and the United Kingdom have since become co- sponsors. The GWP is an international network open to all organizations dealing with water, including national governments, research and non-governmental organizations, UN agencies, multilateral banks and private companies. They comprise the Consultative Group (CG), the GWP's highest decision-making body. The GWP is supported by a Governance and Management The GWP is a reinforced international network partnership that operates on trust between different partner organisations. To operate effectively, an open and transparent governance structure has been set up that is managed by the secretariat. The secretariat is presently hosted by Sida in Stockholm and headed by the Executive Secretary. The GWP comprises over 400 Consultative Partners (CP) who are effectively `the GWP'. The CP meets once a year to suggest strategic directions and policies of the GWP, appoint the GWP chair and members of the Steering Committee (SC). The SC is the decision making body and is composed of 22 members including ex-officio members and representatives from GWP's partners. It meets twice a year. A Financial Partners Group (FP) brings together External Support Agencies and provides a forum for debate among funding agencies on criteria and norms for support to all programmes of water resources development with a view to harmonise practices and ensures sustainable core funding for GWP's essential functions. The Bank is actively participating in the Governance structure of GWP where it has a seat on the SC. The Bank has actively shaped the GWP to what it is today. Bank representatives take part in the GWP-FPG meetings. Through its programming cycle GWP offers a quality control mechanism that the Bank may apply in its funding for strategic water programs. Monitoring and Evaluation The decentralised, self-reliant character of the Partnership is taking shape through the active and constructive role of regional groups. It is through regional and country activities that GWP mobilises stakeholders and fosters the implementation of IWRM at all levels. In the past two years the existing RTACs in Southern Africa (SATAC), South Asia (SASTAC), South America (SAMTAC), and South East Asia (SEATAC) have developed in different ways depending on the circumstances and the choices that stakeholders made in these regions. In 1999 and 2000 four new Regional Technical Advisory Committees (RTACs), have been formed in Western Africa (WATAC), the Mediterranean (MEDTAC), Central and Eastern Europe (CEETAC), and China (CHINATAC). The RTACs are not supposed to be the end products at the regional level but play the role of "start-up engines" for promoting the development of Regional Water Partnerships (RWPs) with strong and diverse institutional base. At present there is one Regional water partnership established in Southern Africa (SAWP) with 90 member institutions. The Southern Asia water partnership will be established soon. Nine country water partnerships are in place and several partnership arrangements are in the making. The 2nd World Water Forum in The Hague in March 2000 was a landmark event for GWP. The GWP partners were actively involved in the preparatory work of country, regional, sectoral, and network vision consultations. In every region where a GWP RTAC was established, it took the lead in the regional vision process. The way forward after The Hague was worked out in a consultation process within GWP during the year 2000, resulting in a Work Programme for the coming three years. Recent reviews on the GWP management, governance and its future legal status all indicate progress and its establishment as a key actor in the field of water. Key Information Program Initiative for Collaboration for Control of Natural Resource Degradation of Arid Lands in the Middle East Bank Contact Person Jitendra P. Srivastava, Phone -473-8975 Responsible Network and Sector ESSD - Rural Development Web Address of Program Financial Arrangements for FY02 (Amount in US$) Total Budget: 3,176,000 DGF Funding Request: 300,000 Other Bank Sources: 160,000 Partners: 2,183,000 Recipient's Contribution: 533,000 DGF Burden Sharing Percentage: 9.45% Projected DGF Funding Request FY2003: 200,000 Objectives The World Bank, as friend of the Chair of the Multilateral Working Group on the Environment (WGE) of the Middle East Peace Process, was requested to assist with an initiative to promote technical cooperation between the Arab States and Israel. As a result, The Initiative for Collaboration to Control Natural Resource Degradation of Arid Lands in the Middle East, was prepared by technical experts from Egypt, Israel, Jordan, the Palestinian Authority and Tunisia, and has been implemented since 1995. In spite of a difficult political environment during the past three years, the Initiative is positioned on several fronts: (a) in terms of a firm commitment for the Initiative among participating countries, notwithstanding the current setback in the peace process; (b) administratively in the form of National Management Committees and improved accountability; (c) regionally through renewed commitment to forge developmental linkages to solve problems of rural poverty and natural resource degradation and (d) the existence of many national activities already in place that can now be connected in regional cooperation. The Initiative has achieved significant technical accomplishments on a country-by-country basis; however, given the political difficulties in Arab-Israeli relations in the past few years, the Steering Committee and External Review (13 June to 3 July 1999) of the projects requested the Bank to maintain its leadership role for the coming 3 years for regional integration to take root. The work will concentrate on sharing of results through incrementally funded regional exchanges that will be focused on development project sites in each country. The Initiative will launch activities as follows: Improved targeting and accountability: The Initiative will continue to focus on Germplasm for Arid Lands; Economic Forestry and Orchards; Rangeland Management; Marginal Water and Saline Soils; and Capacity Building; however, these themes will be linked to integrated problem-solving objectives that will be underpinned by a strong Monitoring and Evaluation (M&E) and Management Information System (MIS), the initiative will also assist the countries to meet their obligations to conserve biodiversity and control desertification. The project will work closely and compliment the overall objectives of the global mechanism in the Middle East. Development Project foundation for the work: The project will use existing development projects as the foundation for incremental regional cooperation funded by the Initiative. It is a prerequisite for governments to link existing or pipeline projects relevant to the Initiative whose activities can be joined in regional cooperation. Policy Dimension: The project will concentrate on solving problems, many of which, such as wastewater and bio-solids treatment and reuse or rangeland access lack policies that will enable positive change. Activities and Achievements (i) develop watersheds using water harvesting technologies, suitable plant resources, and appropriate land management practices for the benefit of local communities; (ii) prepare guidelines, develop monitoring systems, and promote the reuse of treated wastewater and biosolids in healthy and sustainable ways; and (iii) identify policy options for reversing natural resource degradation in the region. Partnerships As already demonstrated, the Initiative has excellent contacts with several bilateral programs, CCD, Global mechanism and with GEF that will help to regionalize or make global the lessons learned. In addition, the Initiative is in position to leverage a key research agency into the project as a full partner ­ i.e. the Agricultural Research Service of the USDA. One of the recommendations of the External Review was to find the ways and means to inject new technologies into the project they have a good potential to stimulate private sector investment. The national and regional meetings/workshops/consultations would provide this opportunity. The project is focused on harsh environments that are characterized as having poor inhabitants. The themes ­ dryland germplasm, forestry, horticulture, range and reuse of treated wastewater and bio-solids apply directly to disadvantaged communities. Management of the natural resources mentioned above is the main thrust of the project. Governance and Management The initiative is implemented by ICARDA, which is one of 16 international centers under the umbrella of the Consultative Group for International Agricultural Research (CGIAR). The Technical Advisory Committee (TAC) for the CGIAR is based in the World Bank and it provides the associated policy and direction for the CGIAR system; however, ICARDA's Director General, supported by an internationally recruited Board of Trustees, independently governs each center. Monitoring and Evaluation Year 2000 was a transitional year for the Initiative, as this year was used for winding-up activities of the first phase and preparation of detailed work plans and budgets for the next. The second phase of the Initiative commenced on January 1, 2001. Notwithstanding the current political situation in the region, the last supervision mission (November, 2000) found that National Coordinators and government officials in the region, and the partners in the Initiative have reaffirmed their commitment to cooperation and the Phase II objectives and work-plan. It was agreed that the Initiative will continue its strategy of building regional technical cooperation through implementation of the national work-plans during periods of political difficulty. An independent evaluation is planned for FY03. Key Information Program World Resources 2002-2003: Living in Ecosystems Bank Contact Person Michele E. De Nevers; Kirk E. Hamilton, Phone - 473- 8607 (de Nevers) 473 -2053 (Hamilton) Responsible Network and Sector ESSD - Environment Web Address of Program http://www.wri.org/wri/wr2000 Financial Arrangements for FY02 (Amount in US$) Total Budget: 1,725,000 DGF Funding Request: 150,000 Other Bank Sources: 25,000 Partners: 1,000,000 Recipient's Contribution: 550,000 DGF Burden Sharing Percentage: 8.70% Projected DGF Funding Request FY2003: 200,000 Objectives In preparation for the World Environment Summit, "Rio+10", in Johannesburg in September 2002, the World Bank will support and collaborate with partners to prepare an assessment of progress in achieving sustainable development goals set in Rio in 1992 and reinforced at Rio+5 in 1997. These goals cover environmental, poverty reduction and social development objectives, mainly relating to preserving and protecting the global environmental commons. The DGF grant will support research, produce, and disseminate findings in a major publication series co-published by UN Development Programme, UN Environment Programme, World Bank, and World Resources Institute. The research will present new data graphics, and case studies designed to promote fair and effective management of ecosystems and sustainable development. Activities and Achievements Preparation of case studies and research in the following areas: 1) Living in Ecosystems: Exercising Authority over Natural Resources Why and how environmental governance matters for the well-being of people and ecosystems. What factors broadly affect decisions about the use of resources: Political, Economic, Legal, Moral 2) The Physical Context for Decision-Making: Current Conditions and Future Demands Continuing degradation of ecosystems Indicators of human pressure on natural resources. Vulnerability today and tomorrow 3) The Human Context for Decision-Making: Institutions and Governance New regime of environmental laws and conventions 4) Managing Ecosystems Effectively and Fairly Partnerships Research and publication are done in partnership with UNDP, UNEP, WRI. Dissemation involves national research and teaching organizations in developing countries, especially participants at the Earth Summit. Governance and Management World Resources Institute provides editorial and production management collaborating and coordinating inputs from three partners. Monitoring and Evaluation No evaluation is planned. Key Information Program Solar Development Group (SDG) Bank Contact Person Richard Jeremy Spencer, Phone - 473 9963 Responsible Network and Sector PSI - Energy Mining & Telecoms Web Address of Program http://www. Financial Arrangements for FY02 (Amount in US$) Total Budget: 6,838,100 DGF Funding Request: 2,000,000 Other Bank Sources: 10,000 Partners: 4,610,100 Recipient's Contribution: 218,000 DGF Burden Sharing Percentage: 29.25% Projected DGF Funding Request FY2003: 1,500,000 Objectives The key objectives are to remove the existing intermediation gap by increasing scale, lowering transactions and financing costs for renewables-based off grid businesses; and to encourage new entrants as well as growth in existing businesses. SDG seeks to achieve these objectives by investing in and providing business development services to suitable businesses, especially small and medium sized enterprises (SMEs). SDG will work in developing countries that are members of the World Bank Group concentrating in: Central America, South America, Africa, and South and Southeast Asia. The beneficiaries of this effort are primarily lower income rural people, their communities, and local entrepreneurs throughout the developing world. Activities and Achievements The two main activities, investment and business development will be carried out by separate but related entities, Solar Development Capital (the Fund) and Solar Development Foundation (the Foundation). Both the Fund and the Foundation are managed by external managers (Triodos PV Partners - the Managers), similar to the basis on which private equity funds are normally managed. It is for the Foundation that a DGF grant is being sought. Approximately $20 million in grant funding will be used to support SMEs in: (i) Development of strategies to overcome market barriers to providing electric power in unelectrified regions of developing countries, (ii) Community-focused market awareness and education programs, (iii) Market research and assessment of the most suitable markets and product mixes, (iv) Assistance in business plan development and implementation, (v) Assistance in product definition, (vi) Support in development of consumer financing models and assistance in their implementation, (vii) Management training for entrepreneurs and key staff, (viii) Technician training to build local capacity, (ix) Assistance in structuring and presenting companies to investors, (x) Training in financial and operational management, and (xi) Other business development support and technical assistance, including post-financing support. The Foundation commenced operations in March 2000. To date, it has identified approximately 200 of its likely 400 potential 'pipeline' companies. Of these, SDF will provide Business Development Services (BDS) funding for 60-75, many of which are expected to graduate to obtain investment capital (for which financing from the Fund will be available, if mutually acceptable). The DGF also provided a $1 million grant for partial funding of the 18-month organizational pre-operating phase, during which SDG has raised sufficient funding for both the Foundation and the Fund to commence full operations. SDG has engaged capital from public foundations, bilaterals and private industry. Partnerships The SDG concept has been developed by its Founding Investors, a partnership between the Bank Group and several US. foundations (led by the Rockefeller Foundation and the Rockefeller Brothers Fund). The operational phase of SDG will also draw on donors including IFC, the Netherlands, Switzerland, and private sector investors such as Triodos Bank, Calvert World Values Fund, AstroPower and Rabobank as well as private foundations such as Cordaid, MacArthur Foundation, and others. One feature of SDG has been to bring new partners into the development arena, especially those from the private sector. Further partnerships will be developed during the BDS and investment activities. The Foundation uses local partners operating at a regional or national level to provide BDS. Similarly, the Fund will use local entities for due diligence and some post-investment monitoring. Three way partnerships - between SDG, investee companies and local service providers - will form as a result. These partnerships will have the potential to provide local and regional learning. Governance and Management SDG comprises two separate entities, both managed by PV Partners and each with their own, independent governing Boards of Directors. The business development service activities of SDG, including all grant making, concessional loans and technical assistance activities, will be provided exclusively by the Foundation. The Foundation is incorporated as a US. not for profit corporation, governed by a Board of Directors that does not necessarily include the major donors to the Foundation (but on which the Bank is represented). The responsibility of the Foundation's Board will be to ensure that the Foundation adheres to its charitable mandate. Decisions regarding grants and other BDS activities will be made by the Board of the Foundation, or by its managers under guidelines approved by the Board of the Foundation. Investments in share capital or debt instruments for specific enterprises will be the exclusive realm of Solar Development Capital (the Fund). The firewall between these activities is guaranteed because each entity will have a distinct corporate structure and will be governed by separate by-laws and Boards of Directors. The Fund will be incorporated as an investment company in the Channel Islands or a similar jurisdiction and will be governed by a Board comprising major investors and representatives from the management team. Among the responsibilities of its Board of Directors will be to ensure that the policies and practices of the Fund reflect the investment and profit objectives of its investors. The investment decisions of the Fund will be made by an Investment Committee appointed by the Fund investors and under guidelines of the Fund's Board of Directors. A critical success factor for SDG is independence from the Bank. It is also essential that the staff of SDG have no affiliation with the Bank Group so they rely on their own efforts to ensure SDG's success. From the Bank's point of view, it is proposed that grants be made to cover the pilot phase only, thus defining a clear end-point for commitment to funding. Phasing out of the Bank's involvement has been built into both the financing and management plans. Management disengagement has already taken place upon the selection of PV Partners as manager in March 1999 while financial disengagement will be completed at the end of FY04. Monitoring and Evaluation An independent evaluation will be completed in 2002. Information and Knowledge Knowledge has become the fundamental driver of increased productivity and global competition. Knowledge is seminal to invention, innovation and wealth creation. Information and communication technologies (ICT) provide a foundation for building up and applying knowledge in the private and public sectors. Countries with pervasive information infrastructures (II), and that use innovative information technology (IT) application, possess enormous advantages for sustained economic growth and social development. The World Bank Group is developing a framework for supporting the knowledge economy of its client countries based around a dynamic network infrastructure, an economic and institutional framework conducive to the creation and flow of knowledge, an educated and skilled population, and a network of knowledge communities. The Bank Group will also take part in the generation of global public goods - through research and dissemination of knowledge about ICTs, the mobilization of local and international IT industries to focus more directly on IT- based poverty alleviation, as well as support for developing country participation in international institutions related to ICT. Global initiatives such as World links for Development, Global Distance Learning Network, and the Global Development Network will play a critical role in supporting this strategy. Key Information Program World Links for Development (WorLD) Bank Contact Person Robert J. Hawkins, Phone - 473-3660 Responsible Network and Sector HD - Education Web Address of Program http://www.world-links.org Financial Arrangements for FY02 (Amount in US$) Total Budget: 6,885,000 DGF Funding Request: 750,000 Other Bank Sources: 675,000 Partners: 4,180,000 Recipient's Contribution: 1,280,000 DGF Burden Sharing Percentage: 10.89% Projected DGF Funding Request FY2003: 250,000 Objectives World Links for Development (WorLD) is a global learning network that builds capacity to use information and communication technologies (ICTs) to improve educational outcomes and employment opportunities The basic objectives of the program are to (i) improve and expand educational opportunities, via provision of cutting-edge on-line learning and teaching materials, and participation in Internet-based collaborative learning projects; (ii) build capacity in effective use of information and communication technologies, and improve prospects of youth employment; and (iii) build bridges among the leaders of tomorrow. Intended direct beneficiaries are secondary students, teachers, pre-service teacher trainees, and education policymakers. These individuals will receive improved and expanded educational opportunities, and develop skills in effective use of information and communication technologies. In the medium to longer-term, employment prospects for participating youth are expected to be enhanced, and graduates will be able to help their countries compete in a global economy in the Information Age. It is also expected that the Program will contribute to narrowing the in-country gap between the "information haves" in urban areas and the "information have-nots" in rural areas, as two-thirds of WorLD schools are public schools located outside capital cities, a share which is expected to grow with DGF funding. Lastly, in FY2002, a new training initiative designed with FY2001 DGF Funds (in collaboration with the HD Network) to disseminate lessons learned from three years of WorLD Program experience will benefit senior-level policymakers in ministries of education, telecommunications, and finance. Although all countries proposed for DGF funding are in Africa, where the demand has been the strongest, the benefits of dissemination of good practices will extend globally ­ to other on-going and new WorLD countries in Latin America, the Mediterranean, and Asia. Activities and Achievements The Program requests DGF funding for activities in the following countries: Uganda, Ghana, Mauritania, Gambia, South Africa, Botswana, and Zimbabwe. The objectives of this DGF funding request are to: a) build capacity of WorLD Organization institutional partners to implement, expand and sustain Program activities as external funding phases out in on-going countries; and b) share lessons learned from ongoing countries to effectively replicate good practices and build capacity in new countries. This year's request differs from previous DGF requests in two ways, both reflective of the WorLD Organization's efforts to implement its exit strategy and ensure sustainability: In FY00, the WorLD Program expanded its activities within on-going countries and to new countries, increasing the number of countries involved from 10 to 16, and the total number of schools involved from 350 to 500. As of December 2000, the WorLD Program is operating in: Botswana, Brazil, Burkina Faso, Colombia, Chile, Gambia, Ghana, Mauritania, Mozambique, Paraguay, Peru, Senegal, South Africa, Sri Lanka, Turkey, Uganda, West Bank/Gaza, and Zimbabwe. Most recently, feasibility studies have been conducted for the expansion of the program in India, Costa Rica and El Salvador. The WorLD Program's collaboration with its various partners ­ private sector, government, school networks, international organizations , NGOs, etc., has continued to strengthen and expand. In particular, the WorLD Organization's participation in the Alliance For Global Learning, together with two other NGOs (Schools Online and the International Education and Resource Network), became fully operational with joint funding and operations in six countries (Uganda, Ghana, Zimbabwe, West Bank/Gaza, Peru and Paraguay). Partnerships WorLD has worked with over 40 partners so far, at local and international levels: including, inter alia, NGOs (Schools Online, I*EARN) leading content providers and networks (Global SchoolNet Foundation, Canada SchoolNet, European SchoolNet), international and local private sector (Microsoft, Sun Microsystems, Cisco, 3COM, and Security Storage), multilateral agencies (UNDP, UNESCO, African Development Bank), foundations (Rockefeller Foundation, Gates Foundation, National Science Foundation), as well as bilateral donor agencies which contributed financially to the Program. It is also listed as one of the collaborative activities officially agreed under the MOU between the World Bank Institute and the British Council (BC has an internet curriculum project similar to WorLD). Governance and Management First, the WorLD Organization is an independent, non-profit 501 (c ) (3) organization, registered in the District of Colombia and located at the Carnegie Endowment for International Peace. The WorLD Organization is a member of the Washington Council of Agencies (WCA). Second, management of the WorLD Organization is overseen by its Board of Directors, composed of African, Latin American, and United States leaders in the field of education technology. There are NO active Bank staff on the Board of Directors. Thirdly, the WorLD Organization's paid staff (Trainers, Website Developers, Development Director, Financial Administrators, and Partnerships Coordinator), are all non-Bank staff, with the exception of one Bank staff member working for the WorLD Organization through the Staff Exchange Program. The Organization's bank accounts, offices, mailing address and procurement are all outside the Bank Group. Finally, institutional partners to which DGF financing would be transferred are separate legal entities registered in their home countries and managed locally. However, it should be stated that because of the highly innovative and global nature of the Program, the Bank (World Bank Institute) has a role in the oversight and coordination of the WorLD Organization in supporting and advising the Board of Directors and local partners on matters of resource mobilization, strategic direction, and country-level execution. Monitoring and Evaluation An independent evaluation carried out in FY01 recognized World Links as having best practice in a number of areas, including reaching the poor. Key Information Program Information for Development Program (infoDev) Bank Contact Person Carlos Braga, Phone ­ 473-3927 Responsible Network and Sector PSI - Energy Mining & Telecoms Web Address of Program http://www.infodev.org Financial Arrangements for FY02 (Amount in US$) Total Budget: 37,600,000 DGF Funding Request: 4,000,000 Other Bank Sources: 500,000 Partners: 12,100,000 Recipient's Contribution: 21,000,000 DGF Burden Sharing Percentage: 10.6% Projected DGF Funding Request FY2003: 5,000,000 Objectives The DGF funding will be divided among support to the infoDev core program , support to the Country Gateway Initiative, and support to the Secretariat and an independent evaluation. The Information for Development Program (infoDev) is a global program that assists the Bank's client countries to utilize information and communication technologies (ICT) for social and economic development. It seeks: (i) to encourage policies which increase connectivity, and especially which increase the access of the poor to ICT; (ii) to build human capacity, consensus and networks of interest needed for the introduction and utilization of new ICT in developing countries, especially those technologies and uses which benefit the poor; and (iii) to pilot demonstrate and learn from innovative applications of ICT which improve education and health services; reduce poverty and fight exclusion of low-income countries and social groups from the global economy; promote the protection of the environment and natural resources; create market friendly economic environments; and increase the efficiency, accountability and transparency of governments. Applications which benefit the poor are emphasized. The ultimate beneficiaries of infoDev grants have been the end-users of the information infrastructure in client countries as they improve their access to economic and social services and applications. The donor community, in turn, benefits from the lessons learned in the implementation of the program. Activities and Achievements Seventy five percent of infoDev`s core program is devoted to projects which are initiated at the grassroots level, fully engaging developing countries in the process of program development. To date, infoDev has received proposals for core program grants from: (1) Governments (11%); (2) NGO's (33%); (3) Academic/Research Institutions (5%); (4) International Organizations (23%); and (5) Private Sector (28%). The remaining core program grants are made for four "flagships" in which proposals are invited in specific areas: (1) improving connectivity in Africa, (2) technology in education, (3). regulatory efforts, and (4). e- commerce. infoDev is also being used as a mechanism of funding for the Dot Force Secretariat, co-hosted by the World Bank and UNDP. The Dot force was established by the G8 Governments to prepare a plan of action to address the digital divide. infoDev's largest and most visible special initiative was its Y2K program, funded primarily from earmarked funds from other donors. The infoDev Country Gateways Initiative, making its first grants in December 2000, provides funding for the planning and start-up phases of Country Gateways within the Bank's Global Development Gateway program. The Global Development Gateway is a World Bank initiative in collaboration with the private sector, NGOs, international agencies, and governments. It will create a common platform for shared material, dialogue, and problem-solving that is easy and quick to navigate. Each Country Gateway (CG) will bring development stakeholders together to build a strong online network of local, regional and national development communities, linking them with their counterparts in other countries. Partnerships infoDev is cooperating with public and private donors, proponents institutions, development organizations, as well as international organizations and developing countries. infoDev collaborates with instructions such as International Telecommunication Union (ITU), UNDP, UNESCO, the European Union, OECD and many others in the promotion and development of ICTs strategies and infrastructure. infoDev partners with the International Development Research Center (IDRC) of Canada in different fronts around ICT. In addition to its partnership with the IDRC, infoDev works with the Deutsche Gesellschaft für Technische Zusammenarbeit (GTZ) of Germany in providing technical assistance to infoDev-related activities. With the International Institute for Communication and Development (IICD), in the Netherlands, infoDev has developed a web-based environment for disseminating lessons and case study materials from information and communication technology projects, the ICT Stories Project (http://www.iicd.org/stories). infodev also partners with major ICT players such as ICANN and the OECD for the organization of major conferences through the infodev Conference Scholarship (iCSF). The participation of the private sector in infoDev remains an essential component of the program. infoDev has benefited significantly from its interactions with donor companies such as IBM, Telecom Italia, Motorola and ICO Global Communications. Other potential private sector partners such as Vivendi, Finish company, have indicated their intention to participate. Governance and Management The governance structure of infoDev includes: (a) a Donors' Committee. The Donors' Committee decides on the broad orientations and priorities of infoDev; (b) a Technical Advisory Panel (TAP) comprised of up to six experts with exceptional experience in information and telecommunications technology issues and their familiarity with economic and social development problems; and (c) a Program Manager, under the guidance of the director of the Telecommunications & Informatics Global Products Group, supervises and manage the overall infoDev program. Monitoring and Evaluation An external review was completed in 1998 covering period from September 1995 to June 1998. Review indicated that infoDev is fulfilling a unique function (a grant facility that is primarily demand-driven); it should continue and be supported by the donors. However, the external evaluators pointed out that infoDev should increase the dissemination of the lessons learned from its projects. The external evaluators also concurred with the Private Sector Commission that new ways to engage the private sector should be found. They also recommended paying attention to the administrative costs of the program; increasing its efforts to reach out to stakeholders in recipient countries; and streamlining its evaluation and disbursement processes. Another independent evaluation is planned for FY02. Key Information Program Development Gateway Foundation Bank Contact Person Carlos Alberto Braga, 473-3927 Responsible Network and Sector PSI/ISG Web Address of Program http://www.developmentgateway.org Financial Arrangements for FY02 (Amount in US$) Total Budget: 40,000,000 DGF Funding Request: 1,000,000 Other Bank Sources: 0 Partners: 39,000,000 Recipient's Contribution: 0 DGF Burden Sharing Percentage: 2.50% Projected DGF Funding Request FY2003: 2,000,000 Objectives The Development Gateway Foundation is proposed as a catalyst to support current efforts to use Information and Communication Technologies (ICT) in the fight against poverty. It is intended to harmonize and put into effect program ideas and initiatives now undertaken by different development stakeholders and partners including the World Bank to close the "digital divide". The Foundation will have a proactive policy to support initiatives to research and implement better connectivity solutions, and to promote human and institutional capacity. The Foundation will fund selected ICT initiatives building upon existing projects and programs supported by the World Bank Group and other partners wherever possible. The immediate beneficiary of the funds solicited from DGF will be the Development Gateway Portal, which will be a central program of the Development Gateway Foundation. The Portal will promote sustainable development and poverty reduction through the creation of a common internet platform that promotes knowledge-sharing and offers tools and resources for development practitioners. The Portal will pinoneer new ways of using advanced technologies to promote greater transparency, reduce duplication efforts, and increase development effectivenenss. The Portal will be built in partnerships with the donor community, governments, the private sector, civil society organizations, and other key development actors. The Development Gateway Portal also supports the creation of country gateways to foster the availability of information at the local level. Activities and Achievements (a) Create a knowledge resource that will catalogue, organize, and monitor initiatives intended to diminish the digital divide, and provide a forum for discussions to promote partnerships between civil societies and private and public sectors on key ICT issues; (b) Organize symposia to exhange ideas around "digital divide" and bring together heads of companies, and governemnts to review past progress and prospects for the future; (c) Promote establishment of a network of experts on ICT development; (d) Establish a research and training center in the developing world for exchange of ideas, and testing of programs on the ground; (e) Provide seed funding to selected ICT projects and programs at the local, national, regional, and global levels which are aimed at overcoming the digital divide, and fostering the use of ICT to alleviate poverty; (f) Support sustainable development and poverty reduction through a common Internet platform (the Development Gateway Portal) which will promote knowledge sharing, and offer tools and resources for development practitioners. Partnerships The Foundation will be supporting the establishment of Country Gateways - supported by Infodev grants and other financial instruments - in up to 50 countries over the next 3 years. These country Gateways are locally owned and managed entities that will administer country portals focusing on local development needs. Typically, country gateways rely on partnerships among government, private sector and civil society ( and in some cases International donors). Accordingly, the Development Gateway Foundation will be supporting an extended network of private-public partnerships addressing "digital-divide" issues. Governance and Management The Foundation will be governed by a Board of Directors which will be responsible for the strategy, direction, and funding. The members of the Board will consist of representatives of major donors, and eminent persons from the civil society. An Executive Committee of four to six members appointed by the Board will be responsible for the Foundation's activities and programs funded, address governance issues of the Development Gateway Portal, and approve grants. The Executive Committee will also oversee the Secretariat which will manage day to day operations of the Foundation. The World Bank will be one among many partners of the Foundation. Monitoring and Evaluation An independent evaluation will be carried out in FY04 Key Information Program Global Development Network (GDN) Bank Contact Person Jo Ritzen, Phone - 473-5271 Responsible Network and Sector PREM - Poverty Reduction Web Address of Program http://www.GDnet.org Financial Arrangements for FY02 (Amount in US$) Total Budget: 42,504,000 DGF Funding Request: 5,450,000 Other Bank Sources: 580,000 Partners: 7,914,000 Recipient's Contribution: 28,000,000 DGF Burden Sharing Percentage: 12.8% Projected DGF Funding Request FY2003: 6,850,000 Objectives The Global Development Network is a worldwide association of research and policy institutes whose goal is to create, share, and apply to policy multidisciplinary knowledge for the purpose of development. Within this overall objective, the purpose of this grant is twofold: to support selected capacity-building and networking activities undertaken by GDN; and to consolidate the establishment of GDN as an independent, self-managed institution. The immediate beneficiaries are the individual researchers and research institutes receiving GDN support. The ultimate beneficiaries are the local policy makers who will be able to draw on an increasing volume of high-quality, policy-relevant research. The creation of local knowledge will also feed into and inform the international development community regarding lessons of experience. The approach complements a key idea in the Comprehensive Development Framework by building the local capacity to undertake independent analysis and formulate home-grown development strategies. In the same vein, the direct link to poverty reduction is the technical input that local GDN institutes can provide to the preparation of their country's Poverty Reduction Strategy Papers and more generally to the analysis and evaluation of all aspects of poverty-reducing development. Activities and Achievements I. Capacity building and networking activities: i) The Regional Research Competitions have been one of the cornerstones of the GDN program and were in fact the original basis of requests for DGF funding; ii) The first phase of the Global Research Project (Explaining Growth) is complete, and the country studies for the second phase are underway. The output of Phase 1 was subject to an independent review organized by the International Economics Association (IEA) in Prague in June, 1999. Robert Solow, President of IEA, applauded the professional quality of the output and GDN's capacity-building efforts in general; iii) The Global Development Awards were a great success at the Second Annual Global Development Conference in Tokyo attracting more that 500 submissions. A second round will feed into the third conference; iv) GDN has made a major effort to increase the amount of Research on Healthcare in developing countries. Programs with NIH ($2 million) and MERCK ($95,000) are now underway. A similar effort will be undertaken for research on education in collaboration with the Education Sector Board (see separate proposal submitted by HDN); v) The Data Initiative, managed in collaboration with DECDG, will focus on: improving access to national & international data sets for local researchers; improving the usefulness, relevance, and use of data through the regional networks; and increasing the use of existing micro data sets through proper dissemination; vi) The Second Annual Global Development Conference was held successfully in Tokyo on December 10 -- 13, 2000 as planned and has been decided to hold the third conference in a developing country; vii) The Advisory Group for GDNet has now defined a program for the expansion of the tools available to serve the policy research community. II. Independent GDN: i) As agreed in the previous year's proposal, GDN became formally independent on December 12, 2000 with the introduction of the new Governing Body. The governing body was selected from across the global research community through an open, decentralized process of nominations. The chair of the governing body is Lal Jayawardena, formally Director of WIDER and economic advisor to the Prime Minister of Sri Lanka. Guillermo Perry is the World Bank's representative on the body; ii) The governing body decided that GDN should become an independent, non-profit organization with a Secretariat located in the Washington metropolitan area but outside the World Bank. Partnerships GDN involves partnerships with the research community throughout the developing world through the seven regional research networks. The networks themselves partner with hundreds of individual research and policy institutes. GDN also has partnerships with the research community in the OECD countries through the three (two already established and one to be established) OECD regional networks. GDN's partners also include a range of bilateral donors, multilateral institutions (the Regional Banks, UNDP, ECA, IMF, UNICEF), and private organizations (such as Ford Foundation, MERCK). Governance and Management The independent, governing body of GDN was established on December 12, 2000 at the Tokyo conference. The members are: Lal Jayawardena (chair, South Asia), Vittorio Corbo (Latin America and Caribbean), Victor Polterovich (Former Soviet Union), Jan Kmenta (Eastern Europe), Kyung Tae Lee (East Asia), Samir Makdisi (Middle East), Aki Sawyerr (Africa), Ulrich Hiemenz (Western Europe), Shujiro Urata (Asia/pacific), Richard Cooper (North America), Bina Agarwal (International Economics Association), Inge Kaul (UNDP), and Guillermo Perry (World Bank). Four other members -- two at-large, and two representing professional associations other than economics -- will be added in the next few months. The governing body sets overall policy for GDN and selects the director of the secretariat. GDN will incorporate as a separate legal entity and physically relocate outside the World Bank (but in the Metropolitan area) during CY2001. Monitoring and Evaluation All GDN activities are subject to review by professional peers. Thus, funds for the Regional Research Competitions are allocated by means of peer review with peers being drawn from inside and outside the region. Only proposals of professional quality are accepted. The Global Research Project holds periodic reviews, the last being undertaken at Prague in June 1999 when the thematic papers produced in Phase I of the project were reviewed. Nobel Laureate Robert Solow described the papers as being of high, professional quality. All submissions to the Global Development Awards went through a two-stage, independent, review process to select the finalists, and the finalists were then required to present their papers at the Tokyo conference. A selection committee including Joe Stiglitz and Amartya Sen selected the winners. Both the Data Initiative and GDNet benefit from the input of advisory groups. All entries to the IMF-GDN scholarship program are subject to independent review. The governing body will review GDN's location at its annual meeting in December 2003, three years after the body was established. At that time, the governing body will explore options for locating GDN in a developing country. It would also be appropriate at this time to have a full scale evaluation of the activities supported by GDN. The evaluation will focus on: (i) the extent to which the activities supported by GDN are indeed leading to better and higher-quality research; (ii) the extent to which the donor community is supporting these activities either through bilateral arrangements (the regional research competitions) or through GDN (Global Research projects, GDnet, Annual conference and so on); and (iii) the extent to which the donor community is funding the secretariat The evaluation should also attempt to assess the extent to which GDN supported research is feeding into policy formulation although this will inevitably have to be qualitative. In the event that the activities supported by GDN are not deemed worthwhile and there is little evidence of donor support, DGF funding should be terminated. In the event that the activities are considered worthwhile and there is significant donor participation, then DGF should remain as a sponsor Trade and Integration Trade is a vital potential engine for growth and poverty reduction in developing countries. Those developing countries that have intensified their links with the global economy through trade and investment have tended to grow more rapidly over a sustained period and have experienced larger reductions in poverty. Unfortunately, many countries, particularly low- income countries, have not participated in the benefits of globalization and still lag both in trade growth and in policies and institutions conducive to the integration process. The Bank has therefore declared trade a public good and is intensifying its trade related activities. The objective of the Bank's sector strategy is to help developing countries leverage international trade and investment into faster growth and poverty reduction. The Bank can play a unique role in helping developing countries to achieve this objective. And this role has been enhanced by closer collaboration and partnership with other multilateral and bilateral development agencies. Thus, in the last two years, the Bank has launched activities in trade and investment, working in tandem with the IMF in the Poverty Reduction Strategy Paper (PRSP) process in low-income countries and in the development programs of middle-income countries. The Bank has also been working with the IMF, WTO, UNCTAD, UNDP, and bilateral agencies as part of the Integrated Framework assistance program. In tandem with this global dimension of the Banks' work on trade, it has also been pursuing trade work also along regional and national dimensions. The regional dimension focuses on the twin themes of promoting efficient regional integration schemes consistent with multilateral principles and overcoming trade-related obstacles to growth common to particular regions. The national dimension focuses on policies and institutions needed for trade to be an instrument of pro-poor growth. Key Information Program Integrated Framework For Trade Related Technical Assistance Bank Contact Person Uri Dadush and Bernard Hoekman, Phone ­ 473-3962 Responsible Network and Sector PREM - Economic Policy Web Address of Program http://www.ldcs.org Financial Arrangements for FY02 (Amount in US$) Total Budget: 7,400,000 DGF Funding Request: 500,000 Other Bank Sources: 400,000 Partners: 6,500,000 Recipient's Contribution: 0 DGF Burden Sharing Percentage: 6.76% Projected DGF Funding Request FY2003: 500,000 Objectives The Integrated Framework for Trade Related Technical Assistance to Least Developed Countries (henceforth IF) was envisaged by the WTO ministers at their first Conference in Singapore in December 1966, and formally endorsed at a High Level Meeting in October 1977, with the specific objective to assist the least developed countries (LDCs) better to integrate into the world economy and the multilateral trading system as a basis for sustainable growth and poverty reduction. This objective was to be achieved in part by strengthening coordination among participating agencies and donor countries and ensuring that technical assistance is demand driven. Participating agencies are the WTO, the IMF, the International Trade Center, UNDP, UNCTAD and the World Bank. In the first stage of its operations and despite certain important achievements, the IF generated only limited payoffs for developing countries given that it was an unfunded mandate for the participating agencies. Starting in June 2000, efforts have been underway to strengthen the IF by reorienting it towards integrating trade needs into national development strategies, especially PRSPs, and establishing a trust fund to finance IF activities. A group of donors has indicated a willingness to contribute to the trust fund. It is expected that the trust fund will comprise some $20 million, to be disbursed over 3-4 years. Under the new arrangement, the fundamental goal of the IF remains unchanged: take concrete steps that make sure the poor in LDCs do not remain marginalized from the opportunities by offered by the rapidly expanding international trading system. To achieve this fundamental goal, the participating agencies will endeavor to: i) ensure that trade-related technical assistance is demand driven and is an integral part of the overall development and poverty reduction strategy of each individual country; ii) enhance the ownership by each LDC over trade-related technical assistance being provided given that the design and need for such TA is country specific rather than responding to a one-size-fit-all model; and iii) enhance efficiency of trade-related technical assistance by providing full information and coordination among the actors: multilateral and bilateral donors and the LDCs themselves. Activities and Achievements The activities of the IF trust fund can be divided into two broad categories to fall under two corresponding Windows of financing: Overall strategy and Projects under Window 1 and earmarked national and regional projects under Window 2. A brief description of activities under each window is provided bellow. Window 1. Funds in this window shall be used to finance the development of an in-country trade integration agenda for effective participation in the trading system, the global economy and for poverty reduction. Activities will include: (i) trade policy advocacy; (ii) assistance for the preparation of the "trade integration strategy chapters" in PRSPs (a country not a Bank document) establishing the link between trade development on the one hand and poverty reduction on the other, the impact of trade reform on economic growth and development in the country, market access issues and an assessment of trade-related capacity requirements, and (iii) training with a view to strengthening in-country capacity for analysis of trade, coordinate and devise trade policy into the PRSPs, competitiveness, FDI and other related policies together with work on developing institutional frameworks, strategic implementation plans and capacity building needed to effectively implement or monitor these policies. The expected outcomes from Window I activities are: trade-integration strategy papers, reflecting trade priority areas of action within PRSPs, on the basis of which specific national or regional projects will be formulated to be funded through Window II. However, any infrastructure-type projects emerging from this process shall be funded only within the context of World Bank Consultative Group meetings or UNDP Round Tables. Though other capacity building facilities exist to support PRSP's - The IF Trust Fund is specifically targeted at LDC's and at trade integration, one of the development committee priorities. The team intends to coordinate with other capacity building facilities, such as PACT and general trust funds in support of the PRSP. Window 2. Contributions will be used for funding national and regional trade capacity-building projects, which will include improving knowledge and building expertise on the multilateral trading system, facilitating trade, developing skills for trade negotiation and trade policy formulation and regional integration in ways consistent with the open rules-based system. Contributions my be earmarked towards projects and/or countries. Projects for capacity building under Window II must respond to priority areas of action in PRSPs. The core set of projects to be implemented under Window II falls under 7 clusters. These are briefly described below: Cluster 1 - Pre-feasibility studies and project proposals for trade and investment financing; Cluster 2: Human Capacity Building & Information on the Multilateral Trading System (MTS); Cluster 3 - Institutional Capacity Building, Trade Facilitation and Support Services; Cluster 4 ­ Legal and Business Regulatory Environment; Cluster 5 - Implementation of WTO Multilateral Trade Agreements; Cluster 6 - Improving LDCs' participation in the Multilateral Trading System; and Cluster 7 ­ Trade Promotion (product and market development). Partnerships The Integrated Framework is one of the more important Bank's partnerships with other multilateral institutions, bilateral donors and recipient beneficiaries. The IF is a partnership of six multilateral institutions (World Bank, IMF, UNDP, UNCTAD, WTO, International Trade Center) donor countries, and 48 least developed economies whose stated goal from the start has been to promote partnership and create conditions conducive to the integration of the latter into the world economy as a sine qua non requirement for growth an poverty alleviation. Governance and Management It is envisaged that the IF trust fund will be governed by an IF Steering Committee, and an Inter-Agency Working Group (also performing Trust Fund functions). The IF Steering Committee will meet at least once a year. It will be composed of 6 LDC representatives, the 6 core agencies, and contributing donors. LDCs in the pilot phase and those non-contributing donors to the Trust Fund, will have observer status. The IF Steering Committee will be chaired by a donor, with an LDC as vice-chair, in the initial phase. The responsibilities of the Steering Committee will include: setting policy guidelines and providing policy oversight; providing guidance on mainstreaming, including programming advice; and assessing progress of the IF. The IAWG will comprise of the 6 core agencies, and 2 special representatives (of donors and LDCs), in the pilot phase. The UNDP will chair the IAWG when it meets as the Board of the Trust Fund and will administer the Trust Fund. Monitoring and Evaluation An independent evaluation is being planned for FY04. International Financial Architecture Effective financial systems and sound financial management strongly support the goals of poverty reduction and sustainable growth. The World Bank's mission in the financial sector is focused on increasing the stability and diversity in financial systems and improving access by all segments of the population to credit and other financial services. Improving the financial management of public and private sectors is a related goal that seeks to improve the reliability, consistency and quality of financial information produced by Borrower governments, thereby increasing accountability, good governance and transparency, and aiding in the efficient allocation of public resources. Central to both of these strategies is strengthening the international financial architecture, or more broadly, the framework and set of measures established by the international community that can help prevent crises and manage them better. The World Bank has given priority to supporting the development, promulgation, and more effective usage of standards related to banking supervision, securities regulation, insurance supervision, accounting, auditing, insolvency and corporate governance - an involvement which allows the Bank to ensure that international standards are relevant for, and adapted to the needs of, developing countries. Through the Global Corporate Governance Forum, Financial Sector Strengthening Facility, and Global Financial Management Partnership, the World Bank is committed to working with partners to promote global, regional and local initiatives that raise awareness of standards and codes, identify best practices, develop tools for countries to implement standards, deliver technical assistance, and build the capacity of supervisory and regulatory agencies. Key Information Program Global Corporate Governance Forum (GCGF) Bank Contact Person Olivier P. Fremond, Phone-473-2714 Responsible Network and Sector PSI - Private Sector Web Address of Program http://www. gcgf.org Financial Arrangements for FY02 (Amount in US$) Total Budget: 2,900,000 DGF Funding Request: 500,000 Other Bank Sources: 0 Partners: 2,400,000 Recipient's Contribution: 0 DGF Burden Sharing Percentage: 17.24% Projected DGF Funding Request FY2003: 500,000 Objectives The Global Corporate Governance Forum has been founded by the World Bank and OECD to promote global, regional and local initiatives in developing countries seeking to strengthen the institutional framework and practices of corporate governance. The Forum will contribute to the efforts of the international community to promote private sector development as an engine of growth, reduce the vulnerability of developing and transition economies to financial crises, and provide incentives for corporations to invest and perform efficiently, in a socially responsible manner. It is a multi-donor facility which fosters partnerships between Donors, and with the private sector, whose active support underpins effective corporate governance reform. The Forum will play a coordinating role among Donors, Founders and other relevant institutions, in order to promote synergy and improve the impact of program. The Forum will seek to address corporate governance weaknesses of middle income and low income countries in the context of broader national or regional economic reform programs, which it will seek to complement and enhance. Thus, the Forum's activities will promote sustainable economic growth and poverty reduction within the framework of agreed international development targets. The Forum's key objectives are: (i) to raise awareness and build consensus in favor of policy, regulatory and institutional reforms in corporate governance; (ii) to disseminate best practice; (iii) to fund technical assistance and capacity building; (iv) to sponsor research and analysis on the costs and benefits of corporate governance reforms in developing and transition markets. Activities and Achievements The Forum work program includes activities to raise awareness and build consensus, through symposiums and support for the OECD/World Bank Corporate Governance Roundtables; disseminate best practice through its website and research publications, and fund technical assistance and capacity building through its co-financing facility. To date, contributions from DGF have supported the setting up phase of the Forum, including preparation of its Charter, Business Plan and fundraising with Donors. The Forum has also supported the roundtables program in Asia, Latin America, Eurasia, Russia and planning for Africa. The Forum has established a website and published a directory of organisations working on corporate governance worldwide. It has supported the formation of a Private Sector Advisory Group and the Investor Responsibility Taskforce, which have begun to mobilise the support of the private sector and capital providers in developing and transition economies. Partnerships The Charter explicitly states the inclusive nature of the Forum and its aim to promote dialogue and consensus building through partnership. "Activities under the Forum are open to public and private sector organisations, governmental institutions and individuals with a direct interest in promoting better corporate governance around the world. The Forum is inclusive and seeks to encourage broad participation and co-operation between developed, developing and transition economies." Governance and Management As set out in the Charter of the Forum, the formal bodies of the Forum are the Steering Committee and the Secretariat. The Steering Committee is composed of the Founders (OECD and the Bank) and Donors. The Steering Committee (i) elects its chairperson (ii) defines and directs the strategy of the Forum (iii) oversees the Secretariat; (iv) approves the annual work program and budget (v) agrees terms of reference and chairpersons for Advisory Panels (vi) approves the audited accounts of the Forum; and (vi) reviews the Forum's activities in relation to its objectives at agreed intervals. Monitoring and Evaluation As the Forum is still in the process of being established, a review of its activities has not yet been conducted. A An independent evaluation is planned for FY02 through the establishment of a Technical Advisory Panel (TAP) which will conduct an assessment of the efficiency, effectiveness and quality of the Forum's activities. The TAP will comprise a group of international independent experts in the field. The evaluation will focus on the balance of activities between middle income and least developed countries, and between advocacy initiatives and capacity building in developing countries. Key Information Program Financial Sector Strengthening Facility (FSSF) Bank Contact Person Margery Waxman, Phone ­ 473-7614 Responsible Network and Sector FSE - Financial Sector Web Address of Program http://www. Financial Arrangements for FY02 (Amount in US$) Total Budget: 3,800,000* DGF Funding Request: 500,000 Other Bank Sources: 300,000 Partners: 3,000,000 Recipient's Contribution: 0 DGF Burden Sharing Percentage: 13.16% Projected DGF Funding Request FY2003: 550,000 *The Bank and initial partners are discussing a higher total budget. Objectives In recent years, the international community has increasingly recognized the importance of strong national financial systems both to limit the risks of financial crises and to contribute to economic development and poverty reduction. In order the strengthen the International Financial Architecture, international standards and best practices have been established for supervision of banking, securities and insurance, payment system oversight, accounting and corporate governance, as well as data dissemination and monetary and fiscal policy transparency. The Bank and the IMF have been asked by the international financial community to take a number of steps to improve surveillance of national financial systems and international financial markets, to help promote the adoption of international standards and sound practices to strengthen national financial systems in their member countries, and to respond to financial crises. The Bank and the IMF have been tasked by the international community to systematically assess member countries' financial system vulnerabilities, development priorities and compliance with international standards through two major initiatives: the Financial Sector Assessment Program (FSAP) and the Reports on Observance of Standards and Codes (ROSC). The FSAP was introduced in the wake of the financial crises of the late 1990s with a view to strengthening the monitoring of financial systems in the context of the IMF's bilateral surveillance and the Bank's financial sector development work. The Bank and Fund Boards recently reiterated their strong support for the program and endorsed an expansion of up to 30 FSAPs per year for FY02, following the 36 that will have been completed by the end of FY01. FSAPs provide the analytical basis on which comprehensive technical assistance plans can be built. The ROSC is a joint program of the Bank and Fund to provide a mechanism to evaluate progress by countries in implementing the various international standards and codes that have been adopted to promote financial stability. Many of the standards assessments conducted under the ROSC are carried out in the context of FSAPs. The ROSC was recently reviewed by the IMF and Bank Boards with concurrence that the program be continued. The international financial community has placed a high priority on assistance to countries to implement internationally agreed standards and codes. In order to achieve the full benefits of FSAP and ROSC diagnostic assessments, it is critical that these be followed up by technical assistance for policy reforms and capacity building. The FSAP and ROSC reports identify specific areas where countries need to take action to strengthen financial sector capacity and propose a program of follow up technical assistance for consideration by the country. These reports have led to increased country requests for technical assistance to build capacity for broad, deep and robust financial systems. Demand for technical assistance for government debt management and government bond market development has increased with the outreach on the Guidelines for Public Debt Management and the preparation of the Handbook on Government Bond Market Development. Such technical assistance can help countries improve the quality of their government balance sheet, increase their ability to manage the effects of international capital market volatility and strengthen the investment climate. The communiqué of the Joint Session of the IMFC and the Development Committee, issued on April 29, "stressed that debt management needed to be strengthened." The Bank and IMF have been active in financial restructuring over the last several years, providing financial and technical assistance in every region. A key lesson from recent experience in emerging economies is that where the institutional and legal infrastructure for resolving failed financial institutions is not in place, the authorities face daunting challenges in preventing, containing and managing a financial crisis. There are significant benefits to be achieved by assisting countries to design and implement policies and institutional reforms to facilitate restructuring and resolution strategies. Given the fragility of the financial sector in so many developing and transitional countries, a coordinated international approach would be broadly welcomed to provide substantial additional technical assistance and training to help countries strengthen their financial systems and to put in place mechanisms in advance of problems to resolve financial crises when they occur. With the implementation of the FSAP and the ROSC, and other analytical work undertaken by the Bank and IMF, a strong basis is being developed for follow-up technical assistance, and demand from countries for this assistance is growing. In this context, the Bank proposes to establish, initially with the IMF and the U.K. DFID, a multi-donor Financial Sector Strengthening Facility. Activities and Achievements An Financial Sector Strengthening Facility (FSSF) will be established to provide a mechanism for the organization and funding of a concerted initiative to help countries implement sound practices to limit financial sector vulnerabilities and promote financial sector development. The FSSF will arrange and fund technical assistance and training to: (i) promote the implementation of international codes and standards; (ii) follow up on FSAP recommendations; (iii) improve government debt management and develop debt markets; (iv) strengthen the institutional framework for financial restructuring; and (v) develop contractual savings systems. The FSSF will place significant emphasis on technical assistance to low income developing countries. Partnerships The FSSF will reinforce existing partnerships the Bank has with the IMF and U.K. DFID, and with the Financial Stability Forum and international standard setting bodies. The FSSF will help the Bank build on and develop partnerships with regional groups of bank supervisors, national agencies involved in financial sector policy and oversight, and private sector firms, experts and NGOs with a strong interest or expertise in financial strengthening. These partners would be from both developing and industrial countries. These partnerships will be built and reinforced through regional fora and participation in technical assistance activities. Governance and Management The FSSF Secretariat will be independent of the Bank Group, with provisions laid out in a Charter approved by the contributing donors. The FSSF Secretariat will report to a Governing Council. The tentative plan is for the Governing Council to be comprised of the contributing donors, the World Bank and the IMF. The Governing Council will appoint a subsidiary Steering Committee to monitor the activities of the Secretariat between Governing Council meetings. Monitoring and Evaluation An independent evaluation is scheduled for FY04. Key Information Program Global Financial Management Partnership Bank Contact Person 1) Charles McDonough; 2) Simon Bradbury; 3) Edward Olowo-Okere, Phone - 1) 458-4012; 2) 473-6882; 3) 458-7442 Responsible Network and Sector OCS - Financial Management Web Address of Program 1) http://www.iasc.org.uk 2) http://www.ifac.org/PublicSector 3) http://www.intosai.org Financial Arrangements for FY02 (Amount in US$) Total Budget: 23,257,945 DGF Funding Request: 650,000 Other Bank Sources: 75,000 Partners: 20,250,000 Recipient's Contribution: 2,282,945 DGF Burden Sharing Percentage: 2.79% Projected DGF Funding Request FY2003: 650,000 Objectives The DGF grant is requested to support a Global Financial Management Partnerships program, which will be comprised of three sub-projects: 1) Restructuring of the International Accounting Standards Committee (IASC); 2) Public Sector Accounting Standards - International Federation of Accountants (IFAC-PSC) and 3) International Organisation of Supreme Audit Institutes (INTOSAI) Development Initiative. 1) IASC Restructuring - A basic restructuring of the International Accounting Standards Committee (IASC) is needed to enable the IASC to respond to the greater demand for harmonized accounting standards in the global financial markets and to support external investment in the developing world. To accomplish this, The IASC is transforming itself from a part-time organization staffed by volunteers to a full-time Board, endorsed by stakeholders, representing many different perspectives. The IASC is planning to launch an ambitious agenda aimed at developing a uniform set of accounting rules that will be accepted throughout the world. 2) IFAC-PSC -The overall objective of the program is to improve the quality of financial reporting by governments. It aims to do so by filling the global regulatory void in governmental financial reporting through the development of a robust set of rules. Until recently there were no international accounting standards for governments; in 2000 the IFAC Public Sector Committee issued the first eight International Public Sector Accounting Standards as the first stage in the development of a comprehensive accounting framework for governments 3) INTOSAI - INTOSAI Development Initiative (IDI) is the training arm of the International Organization of Supreme Audit Institutions (INTOSAI), an organization that comprises 187 Supreme Audit Institutions (SAIs). The main objective of the grant is to support IDI's capacity building program for Supreme Audit Institutions (SAI) in developing nations, i.e. SAIs in 135 countries. Activities and Achievements 1) IASC Restructuring - The support sought by the IASC is to cover the costs of establishing a full time Board. Currently, the IASC has existed on an annual budget of $3.8 million. The projected cost of maintaining a full-time Board, including meeting and staff research costs, is $15.2 million per annum. The annual budget is outlined in the application as follows: (i) remuneration $10.9 million; (ii) office Costs $2.0 million; (iii) travel Costs $1.8 million; and (iv) external relations $.5 million. The IASC is calling on financial support over the next five years from various sources: (i) Big Five Accounting Firms $5.0 million; (ii) non-financial Corporations $5.0 million; (iii) money managers/insurance $2.5 million; (iv) global banking institutions $2.5 million; & (v) stock exchanges $1.5 million. After five years, the IASC expects that publication and other business revenues will reduce fund-raising requirements. 2) IFAC-PSC : To date the Public Sector Committee's work has focused on adapting a private sector reporting framework (that developed by the International Accounting Standards Committee) to a government setting. Building on this base, the Committee proposes to work on the following areas: (i) Developing standards for a number of specific public sector financial reporting issues; (ii) completing a conceptual framework for financial reporting in the public sector; (iii) promoting the understanding, use and implementation of its pronouncements; (iv) monitoring the ongoing work program of the IASC, and considering the applicability to the public sector of recent pronouncements; and (v) carrying out "care and maintenance" of its standards. 3) INTOSAI - IDI program for which funding is sought from various donors comprises five main projects: (1) program for strengthening regional training capacity, (2) program for development of network for training specialists, (3) program for implementation of INTOSAI standards and guidelines, (4) Information Program, and (5) Exploration of the potential for INTOSAI Distance Learning Programs. DGF support is requested for projects 1, 2, 3 and 5. Partnerships The program will involve participation from various members of the donor community and the Bank client countries. The program promotes and reinforces partnerships through the process of establishing a dialogue with interested parties on draft proposals for accounting standards. The PSC actively canvasses the views of every finance ministry and supreme audit institution globally in the development of its pronouncements. It will also work through its regional organizations, particularly in Asia/Pacific and Africa to access the views of developing country governments. Support for and participation in the standard-setting process at IASC aligns the Bank with other global banking institutions, and keeps us informed of the development of quality standards for the private sector, which is an important part of our development efforts with our Borrowers. Governance and Management For IASC: Under Part A of IASC's Constitution, the members of IASC consist of all professional accountancy bodies that are members of the International Federation of Accountants (IFAC). Currently, that includes 138 Member organizations, 11 Associate Members, and 4 Affiliate Members in 112 countries. The business of IASC is conducted by the IASC Board. The new structure has the following main features: IASC would be established as an independent organization such as a foundation. The organization would have two main bodies, the Trustees and the Board, as well as a Standing Interpretations Committee and Standards Advisory Council. The Trustees would appoint the Board members, exercise oversight and raise the funds needed, whereas the Board would have sole responsibility for setting accounting standards. The board will be responsible for managing the funds raised from sources like the Bank. For IFAC-PSC: the International Federation of Accountants (IFAC) is a global partnership of national professional accounting organizations. IFAC is the recipient of the DGF funds: it manages its work via a number of technical committees, including the PSC. The PSC is a volunteer committee comprising senior figures in public sector accounting and auditing from 12 member countries. The PSC oversees the program, supported by a small staff. For IDI: IDI has a secretariat in Oslo, Norway. Also, IDI has a Board of Directors appointed from countries including Canada, Netherlands, UK and Norway. At the global level, the program is supervised by IDI secretariat under the oversight of IDI Board of Director. However, IDI applies the principle of "recipient responsibility", which involves frequent and extensive contacts with the regional working groups of INTOSAI (AFROSAI, ARABOSAI, ASOSAI, CAROSAI, EUROSAI, OLACEFS and SPASAI). It maintains the links to the regional secretariats (which is hosted by one SAI of the region) and meet regularly once a year with the Regional Training Committees (RTC). Monitoring and Evaluation An independent evaluation of INTOSAI be undertaken in FY02. Empowerment, Security & Social Inclusion The World Bank is committed to social development: development that is equitable, socially inclusive and therefore sustainable. Social development promotes local, national and global institutions that are responsive, accountable and inclusive, and it empowers poor and vulnerable people to participate effectively in development processes. The three themes of the World Bank's social development focus are: Empowerment. Strengthening the ability of poor people to shape decisions that affect their lives and removing discrimination based on gender,race, ethnicity, and social status. Security. Reducing vulnerability to sickness, economic shocks, crop failure, unemployment, natural disasters, and violence, and helping people cope when such misfortunes occur. Specific work on conflict aims to develop government and civil society institutions in ways that will reduce the likelihood of future violent conflict and enable post conflict rehabilitation (or creation) of infrastructure, social services, democratic political systems and sound economic policies needed for equitable and sustainable growth. Inclusive Institutions. Increasing the access of diverse individuals and groups to assets and development opportunities. In this regard, the World Bank assists its clients to remove barriers to, and enhance incentives for the creation and strengthening of inclusive institutions. Two grant facilities, the Small Grants Program and the Post Conflict Fund, help the Bank's clients achieve sustainable social development goals. The Small Grants Program provides country-level reinforcement of the Bank's strategies for empowerment, security and social inclusion by supporting civil society organizations engaged in initiatives aiming at empowering groups and individuals that have been marginalized and excluded from participating in the public realm. The Post-Conflict Fund (PCF) supports planning, piloting and analysis of reconstruction activities by funding governments and partner organizations in the forefront of this work. Post- conflict reconstruction attempts to address the economic, political, and social conditions for a functioning peacetime society: rebuilding bridges as well as communities. Key Information Program Consultative Group to Assist the Poorest (CGAP) Bank Contact Person Elizabeth Littlefield, Phone ­ 473-2939 Responsible Network and Sector PSI - Private Sector Web Address of Program http://www.cgap.org Financial Arrangements for FY02 (Amount in US$) Total Budget: 12,106,300 DGF Funding Request: 7,125,000 Other Bank Sources: 0 Partners: 4,981,300 Recipient's Contribution: 0 DGF Burden Sharing Percentage: 58.85% Projected DGF Funding Request FY2003: 7,125,000 Objectives The objective of the Consultative Group to Assist the Poorest (CGAP) is to improve the quality and increase the availability of financial services to the poor, and especially the very poor. To achieve this end, CGAP works with three major groups of clients: local-level microfinance institutions (MFIs) and practitioners, donor organizations, and the microfinance industry at large. All of CGAP's work is driven by five core strategic themes: (i) supporting the development of microfinance institutions; (ii) supporting changes in member donor practices to improve their microfinance operations; (iii) deepening the poverty outreach of microfinance institutions; (iv) improving the legal and regulatory framework for MFIs; and (v) facilitating the "commercialization" of the industry. The ultimate beneficiaries of all CGAP activities are the very poor, including microentrepreneurs and very poor households who do not have access to credit and savings services for expanding their enterprises and increasing income. The vast majority of these entrepreneurs are poor women. As a conduit to the poor, MFIs are CGAP's key beneficiaries, as all CGAP programs work toward the strengthening of individual MFIs, MFI networks, and the microfinance industry as a whole. Finally, CGAP member donors and governments will benefit from activities aimed at improving the quality of their microfinance programming and policy environment. Activities and Achievements (i) Institutional Development: CGAP promotes institutional development through direct investments in MFIs, strategic advice and technical assistance, training and capacity building, and development of technical tools and services for the industry; (ii) Improving Donor Practices: CGAP's activities under this theme are designed to improve the quality of donor support to microfinance institutions; (iii) Increasing the Poverty Outreach of Microfinance: CGAP has been particularly active this year in promoting a strong poverty focus in microfinance. It has developed a Poverty Audit to integrate a poverty focus in MFI appraisals, as well as a Poverty Assessment Tool to evaluate the relative poverty of MFI clients. (iv) Legal and Regulatory framework: CGAP continues to work with the World Bank and IMF staff to improve the legal and regulatory environment for microfinance through regular consultations with regulatory bodies and studies on regulation and supervision. (v) Commercialization of Microfinance: Over the long term, much of microfinance must become part of the commercial financial sector if it is to reach exponentially greater numbers of clients. This is one of the reasons why CGAP supports building the basic "infrastructure" of a commercial microfinance industry. CGAP has also supported the transformation of several MFIs into regulated entities: Compartamos in Mexico, SHARE in India, K-Rep in Kenya, and CARD Bank in the Philippines. In addition, CGAP has been working with the World Bank and Banco de Nordeste in Brazil to assist in putting together one of the three top programs in the hemisphere in terms of outreach. CGAP also works closely with the IFC and investment funds to identify MFIs that may be ready to incorporate private equity holders during their transformation process. Partnerships CGAP is a global partnership. All of CGAP's activities are oriented towards promoting and reinforcing partnerships with key players in the microfinance field. CGAP has developed very strong partnerships with leading microfinance practitioners, regional and global networks, research entities, governments, private sector technical service providers, foundations, and, of course, the donor community that constitutes its membership. These partnerships have taken the form of loose coalitions as well as formal funding arrangements, and run the gamut from joint implementation of capacity-building programs and other investments to fostering innovations in the largest international networks. Governance and Management CGAP is governed by its Consultative Group (CG) of 27 member donors. The CG consists of representatives of member donors and is reponsible for setting CGAP's strategic directions, making policy decisions, approving the budget, and reviewing its achievements. The CG is currently chaired by Nemat Shafik, Vice President for Private Sector and Infrastructure at the World Bank. Between annual CG meetings, the CG has delegated governance authority to the Executive Committee (Excom), a 7-member committee. The World Bank is not represented at the Excom. Senior CGAP technical staff all have relationship responsibility for several CGAP member donors to ensure that CGAP is as helpful as possible and that donors use CGAP's services appropriately and fully. The CGAP Director herself is the relationship manager for the WBG, partially to ensure that CGAP's sevices to the Bank remain at arms-length. Monitoring and Evaluation The most recent review of CGAP was conducted in January 1998 on behalf of two CGAP committees, the Review and Renewal and Governance Committees and covered CGAP from inception in July 1995 through November 1997. The purpose of the review was to determine whether to extend CGAP into an additional phase. The Review/Renewal Committee finds that CGAP (encompassing the CG, PAG and Secretariat) has been a successful innovation in supporting microfinance development and improving donor activities in microfinance. According to the report, CGAP has been particularly effective in disseminating best practices; creating a performance-based approach to funding; providing messages about sustainability while focusing on the poor; increasing the interaction and shared understanding among both donors and practitioners regarding microfinance; developing effective publications; becoming a center of excellence through a highly competent Secretariat staff; and contributing to the advancement of microfinance within the World Bank. In keeping with the CG's views in June 1997, the two committees find that the basic terms on which CGAP was set up are sound and effective. Its overall objectives remain valid, including its focus on microfinance. Accordingly, the committee recommends that CGAP be extended for an additional five years. The terms of that extension should continue the basic mission of CGAP, its basic operational framework, including the CG, the PAG, the Secretariat housed at the World Bank, the core fund and the investment committee. The adjustments to CGAP's structure and operations recommended by the evaluation include: to sharpen CGAP's strategic focus in consultation with its principle stakeholders through a more formal strategy development process; to require that CG members make a cash or in kind contribution to CGAP's operating budget or core fund and commit to common standards in their operations; to create an Executive Committee among CGAP member donors; to continue having the World Bank chair the CG; to establish clear rules for funding PAG member organizations and PAG rotation; to retain a small Secretariat based in the World Bank; to focus more on understanding the poverty level of microfinance clients as part of the learning agenda; to work closer with member donors besides the World Bank to improve their practices; to manage a fund of the same size as during the first phase ($10 million/year). In addition, CGAP was one of the programs evaluated in the OED report entitled Process Review of World Bank Grant Programs, Report No. 18317, July 22, 1998. Another independent evaluation is planned for FY02. Key Information Program Post Conflict Program (PCF) Bank Contact Person Colin S. Scott, Phone - 473 6884 Responsible Network and Sector ESSD - Social Development Web Address of Program http://www.worldbank.org Financial Arrangements for FY02 (Amount in US$) Total Budget: 16,870,000 DGF Funding Request: 8,000,000 Other Bank Sources: 0 Partners: 8,870,000 Recipient's Contribution: 0 DGF Burden Sharing Percentage: 47.42% Projected DGF Funding Request FY2003: 0 Objectives The grant will provide core support to the PCF's fifth year of financing ( FY02) and fourth calendar year of operations (CYs 98-01). The PCF makes sub-grants to a range of partners to provide earlier and broader Bank assistance to conflict-affected countries. The objective is to 'position' the Bank through constructive engagement in such countries where normal instruments and budget provisions cannot apply. Sub grants are focused on the restoration of the lives and livelihoods of war-affected populations, with a premium on innovation (new approaches to conflict work), partnership (donors and executing agencies) and leveraging resources (through a variety of funding arrangements). The design and objectives of the PCF are based on the policy document approved by the Board: "A Framework for World Bank Involvement in Post-Conflict Reconstruction," R97-1411, dated April 28, 1997, and it provides essential early funding as an integral part of operations as laid out in the new OP/BP2.30, "Development Cooperation and Conflict". The PCF is administered by a secretariat based in the Social Development Department's Post-Conflict Unit. In June 1999 the Executive Directors agreed to trust fund status for the PCF to facilitate greater flexibility in use of funds and allow for donor contributions. Activities and Achievements Typically, sub-grants cover (i)`watching briefs' on countries in conflict; (ii) early assessment, planning and piloting of reconstruction activities, and (iii) a small number of capacity-building and action research proposals. In the first three years of operation 75 grants totaling $22m have been made, with demand through quality proposals running at about twice that level. Grants are designed to have strategic, 'positioning' value for the Bank and its partners. In CY99, for example, the PCF provided the first and only Bank disbursements in Kosovo and East Timor. In CY00, the PCF launched multi-donor initiatives for war-displaced populations in Georgia and Croatia, and kick-started reintegration and reconciliation work in Burundi. Partnerships The Post-Conflict Fund promotes and reinforces partnerships in two main ways: (i) by providing funding to a variety of partners, e.g. member governments of the Bank, non-member entities, regional and international organizations, and non-state actors such as nongovernmental organizations, universities, and other institutions of civil society (where grants are awarded to nongovernmental entities for activities within the territory of a country, the grant must be endorsed by the government). Priority is given to demand-driven sub-grants with evident beneficiary participation; and (ii) by working with other donors that cofinance PCF activities. In addition, developing partnerships is a key component of the work program of the Post-Conflict Unit (where the PCF Secretariat is based), including providing a service to other donors who wish to maintain trust funds which coincide with the goals of the PCF. Governance and Management All PCF proposals are subject to clear, published procedures including prior review by independent experts and the PCU (who generally may not sponsor proposals) whose comments are summarised for the PCF committee. Although the PCF committee comprises of Bank directors, a revision of governance arrangements is feasible, particularly if donors request a role in determining priorities. Monitoring and Evaluation The third annual performance review by the PCF secretariat was presented to the PCF committee in November 2000. Findings, confirmed by the PCF committee, recommended adherence to current priority categories for sub-grants and the continued exploration of donor contributions to the PCF. The next annual review will be informed by the independent evaluation, which is planned FY02. Key Information Program Small Grants Program (SmGP) Bank Contact Person William Reuben; Yumi Sera, Phone - 473-2416 Responsible Network and Sector ESSD - Social Development Web Address of Program http://www.worldbank.org/ngos Financial Arrangements for FY02 (Amount in US$) Total Budget: 2,406,000 DGF Funding Request: 2,406,000 Other Bank Sources: 0 Partners: 0 Recipient's Contribution: 0 DGF Burden Sharing Percentage: 100.00% Projected DGF Funding Request FY2003: 2,500,000 Objectives The purpose of the Small Grants Program is to support the empowerment of citizens to have greater control over the development processes, thereby making these processes more inclusive and equitable. Crucial ingredients for poverty reduction include: access to information and voice, access to organizational links outside the local domain, capacity to influence the public arena and to negotiate with local and national authorities, and the existence of trustful national and local institutions. Civic inclusion, civic engagement, cultural identify and ownership, full exercise of citizenship by participating in the public realm through civil society organizations are fundamental components of the fight against poverty and exclusion. The intended beneficiaries of the Small Grants Program are the citizens, especially the poor and marginalized. Activities and Achievements Since 1983, the Small Grants Program has been providing support to NGOs through grants of about $1,000 to $6,000 (with a maximum of $15,000). The Program is unique in the Bank because it responds to requests from NGOs and offers a relatively flexible mechanism to support them. In FY98, the Program was partially decentralized to the Country Offices. The decentralized Program provides the Country Offices with a program that helps to strengthen, improve, or build relations with civil society. For some countries, the Program contributes to engaging civil society in the development processes by seeking innovative partnerships with local groups. (An evaluation of the Program is currently being conducted that should provide more details.) The Bank's growing emphasis on civil society and community-led initiatives has stepped up the demand from NGOs seeking funding for grants and partnerships. This demand is apparent in Washington and in the Country Offices. To help respond to the demands, the Program is developing a "guide" (brochure and website) for NGOs in search of grant funding. In FY01, 57 Country Offices received funding ($30,000 or $45,000 each, total of almost $2.3 million) to support two primary objectives: (i) to promote dialogue and dissemination on development, and (ii) to enhance partnerships with key players in the development arena. In addition, the Program in the Country Office relates to the Bank's strategy by complementing the objectives of the Bank and other partners to strengthen the capacity of civil society to participate more effectively in shaping the development agenda of the country, as well as supporting local and community level initiatives to alleviate poverty. Also in FY01, the Small Grants Program Steering Committee decided on a strategic use for the funds that had been maintained in Washington to cover other proposals submitted to the Bank. The strategic focus dovetailed with the objectives of the DGF: forming partnerships and leveraging funds. The Committee also sought to give the Program a global presence and impact and a focus on social inclusion and empowerment. Thus, in FY01 the HQ funds are being used for two purposes: (1) to support the UN World Conference Against Racism, Racial Discrimination, Xenophobia, and Related Intolerance. The subject of this conference, especially as it relates to poverty and social exclusion of racial and ethnic groups in developing countries, is a global concern and there is a great deal to learn from the conference for the Bank's poverty alleviation and social development strategies. (2) to partner with the Development Marketplace to support their main objective of encouraging and promoting innovations related to the Bank's core mandate of reducing poverty through sustainable, inclusive, and equitable development. Keeping in mind the themes of the latest WDR: opportunity, empowerment, and security, the Small Grants Program is introducing the concept of "civic engagement for empowerment". Starting in FY02, the Committee decided to focus the purpose of the Program on "civic engagement for empowerment" (see 1a). The Program will provide resources for this specific purpose to the Country Offices with a gradual increase in funding and in the number of Country Offices funded. Many of the Country Offices had already been using their funds for this purpose. To bring the innovations and lessons learned at the local level to the regional and global level, the Program will work in partnership with other Bank departments and other development partners to organize forums (conferences, innovative use of the internet, publications, etc.). These forums will be a space where the experiences and voices of the marginalized and the poor could be amplified, recognized, and heard by institutions that are in a position of power. Some of these forums will be organized with the Development Marketplace in an effort to leverage our resources and develop partnerships. Through these forums, people who have been marginalized could contribute to the development processes and have the potential to make positive and lasting changes. Partnerships The main criterion for the Small Grants Program is to enhance partnerships and the purpose of the Program is specifically to empower the poor to engage in development processes. Governance and Management Because the Small Grants Program has been grandfathered into the DGF Programs, it does not meet all the current requirements of the DGF. However, the Program is aware of the requirements of DGF to establish an independent Bank Group and will explore mechanisms to move towards this requirement and consider the functions of the external body as stated below. Currently, there is the in-house secretariat has a Steering Committee consisting of Bank staff from the Regions, External Affairs, and Social Development Anchor. The Committee makes decisions and charts the direction of the Program. Monitoring and Evaluation An independent evaluation will be completed in phases: phase 1, covering management and grant processes (FY02), and phase II, covering results and development impact. Key Information Program Poverty and Social Welfare Monitoring in Transition Economies of Europe and Central Asia Bank Contact Person Dena Ringold, Phone - 473-4681 Responsible Network and Sector HD - Social Protection Web Address of Program http://www.unicef-icdc.org Financial Arrangements for FY02 (Amount in US$) Total Budget: 750,000 DGF Funding Request: 100,000 Other Bank Sources: 0 Partners: 600,000 Recipient's Contribution: 50,000 DGF Burden Sharing Percentage: 13.33% Projected DGF Funding Request FY2003: 100,000 Objectives The objective of the grant is to build local capacity for monitoring poverty and social welfare in the countries of the former Soviet Union (FSU) and Central and Eastern Europe (CEE). This is being accomplished through expansion and upgrading of the Innocenti Research Centre's MONEE (MONitoring in Eastern Europe) network of local experts in regional statistical offices who collect and analyze internationally comparable social welfare data. The networks are coordinated at the IRC in Florence, which integrates the information into annual Regional Monitoring Reports, Innocenti Occasional Papers and the TransMONEE database, and disseminates them widely to governments and the international community. The IRC was established in 1988 by agreement between UNICEF and the Government of Italy. The grant is made to the IRC as the executing agency, to support only the MONEE Project among IRC activities. Support from the Bank has allowed the expansion of the MONEE network to all 27 transition countries in ECA. The MONEE model is recognized as an important mechanism for monitoring poverty and social conditions and strengthening local capacity for data collection and analysis. Because of its success in ECA, UNICEF is currently considering introducing the project in Latin America. Activities and Achievements The MONEE Project has established a track record for initiating and disseminating high quality data and research on social trends in the transition countries. The following highlights major recent activities: Strengthening the MONEE Network: As of 1999, the MONEE network has been expanded to all 27 transition countries in ECA. Steps are currently underway to include Mongolia in the project. The project arranged a major meeting that helped to renew working relationships with the statistical offices of the 27 countries of the region. This included for the first time in the history of the project the Tajik, Turkmen and Uzbek statistical agencies, which actively participated in the project's work in 1999. Regional Monitoring Report: The 2000 Regional Monitoring Report, Young People in Changing Societies, was launched by UNICEF's Executive Director Carol Bellamy. The Report covers a broad range of issues, including the participation of adolescents and young adults in education and the new challenges young people face in the area of health and in the labour market. A chapter also examines trends among youth in conflict with the law and the implementation of relevant international standards and human rights agreements; the Report closes with a chapter on youth citizenship and youth policies. The English and Russian versions were launched at the same time to increase outreach. A separate Summary publication was also prepared and published in several languages. Dissemination of MONEE Data: The TransMONEE database, the public use database of the project, expanded in 1999. This unique collection of social indicators gathered during the compilation of the Regional Monitoring Reports provides comprehensive data on social and economic trends in 27 countries and can be downloaded from the Centre's website. The database is also available on the Bank's integrated 'SIMA' system. The 1999 edition included data on the countries of the former Yugoslavia and the Central Asian region for the first time. As a new initiative the 2000 version of the TransMONEE database was launched earlier than usual and its release set to the World Bank's Human Development Week, which was attended by the MONEE team. On-going Research: In addition to IRC's flagship publication, the Regional Monitoring Report, the MONEE team has produced a number of research reports, published as Innocenti Occasional Papers which address topical issues emerging in the transition countries, as well as articles in peer-reviewed journals. Recent publications address issues including income distribution, child poverty in Central Asia, and 'Voices of Youth', reports of focus groups of young people in the ECA region. Partnerships MONEE has been successful in engaging the interest and participation of other multilateral and bilateral donors. In addition to ongoing partnerships with the OECD, a stronger partnership has been established with the European Bank for Reconstruction and Development (EBRD), which is a key player in the development of the region. The EBRD and MONEE are increasingly collaborating on analytical activities ­ with the EBRD contributing data and expertise to MONEE's Regional Monitoring Reports, and MONEE providing input into the EBRD's annual Transition Report. The 2000 EBRD Transition report included a chapter on social development trends which was based upon MONEE's work. The MONEE project has also been working in partnership with the Canadian International Development Agency (CIDA) and the United States Agency for International Development (USAID). In FY2000, collaboration has been strengthened with the ADB, EU and WHO. Dissemination activities for the 6th Regional Monitoring Report on Women in the Transition, have reinforced collaboration with international and bilateral partners, including joint activities with SIDA in Sweden, Women for Peace and Development, UNFPA, ZDF in Germany, and NGOs in Azerbaijan, Kyrgyz Republic, Romania, Uzbekistan and other countries. The MONEE project team has also been invited to make a special presentation of the Women in Transition report to the precom meeting for the 5 year follow-up to the UN World Summit for Women (held at Beijing), being organized by the UN Economic Commission for Europe. Governance and Management The recipient agency was established by agreement between the Government of Italy and UNICEF in 1988. Monitoring and Evaluation A review was carried out in September 2000 by ECSHD. The review found that progress on the grant objectives was highly successful. The MONEE project continues to be a leading source for quality information on social conditions in the ECA region. The research and quantitative data published and disseminated by the MONEE project are critical for informing policy and program development in the region, and are an important contribution to World Bank operations, ESW and knowledge management activities, as well as the project work and analytical activities of regional governments, institutes and partner institutions and donors active in the ECA region. Finally, partnership between the IRC and MONEE has also be enhanced by the selection of two former MONEE team members as Bank Young Professionals. Key Information Program Support to Autonomia Foundation for Establishment of the European Pakiv Fund Bank Contact Person Ross Pavis, Phone ­ 473-7567 Responsible Network and Sector HD - Social Protection Web Address of Program http://www.autonomia.hu Financial Arrangements for FY02 (Amount in US$) Total Budget: 970,000 DGF Funding Request: 500,000 Other Bank Sources: 0 Partners: 465,000 Recipient's Contribution: 5,000 DGF Burden Sharing Percentage: 51.55% Projected DGF Funding Request FY2003: 500,000 Objectives Roma are among the poorest and most disadvantaged minorities in CEE. They have the highest unemployment rate of any minority in central and eastern European (CEE) countries, which directly links to their high level of poverty. For example, in Bulgaria, nearly 75 percent of Roma were found to be unemployed for over a year. In Slovakia, many Roma settlements have unemployment rates approaching 90 and sometimes even 100 percent. Similar situations exist in many countries across the region. The Grant, through support to the Autonomia Foundation, is aimed at poverty alleviation among the Roma population in four countries, and will provide training and financial backing to members of this community for the development of leadership and entrepreneurial skills, for income generating activities, and for the creation of jobs. During FY2001, the first year of the Grant, the DGF supported a one-year intensive leadership and management training program for Roma selected from Bulgaria, Hungary, Romania and Slovakia. The primary objective was to establish a core group of Roma with the necessary leadership qualities and professional skills for designing and managing new programs in their countries that would support income-generating and employment opportunities of Roma. A second objective was to firmly establish the "Pakiv European Roma Fund" (currently being developed and supported by the Autonomia Foundation as the vehicle for this project) as a viable and sustainable institution. The current request for FY2002 supports the second phase of the program where participants in the training program will return to their countries and develop new income-generation and employment programs targeting Roma. Within each of the participating countries, the newly established/modified organizations will address the chronic and widespread problem of inadequate income and extremely high rates of unemployment within local Roma communities, through the creation and support of local income and job generating projects. Activities and Achievements This Development Grant Facility will support the second year of the program. During year one, the Grant funded three primary areas of activity: (i) a one-year training program for twenty Roma candidates selected from four countries, including training in the English language, leadership, project management and income generation; (ii) the administrative staff within Autonomia who managed the training program; and (iii) monitoring and evaluation. During year two of the program, the twenty candidates will return to their respective countries and either establish new organizations, or build on existing, national organizations to develop and administer income and employment programs for Roma. These new national organizations will solicit proposals from local Romani groups for income generating projects. Then, with continuing support from Autonomia, they will work with the groups that are selected to provide whatever training and other support is necessary to help them succeed. Specific achievements from FY2001 include: (i) selection process and capacity-building and training of 21 young Roma from Bulgaria, Hungary, Romania and Slovakia, including 4-month intensive English language in CEE country and Great Britain, (ii) 3-month leadership, program planning and human rights training in Denmark, (iii) 3-month organizational management, advocacy and practical community work training in Hungary and Bulgaria, (iv) 2-month post-training needs assessment and final proposal preparation in home country, (v) Monitoring and Evaluation of the first year of the program implementation, (vi) Fund-raising activities to increase support for the Pakiv Europe Fund, and (vii) publicity of the program and participants. Activities during FY 2002 to include: (i) development of the organizations and programs in the 4 participating countries , and (ii) Institution-building and operation of the Pakiv European Roma Fund. Partnerships Partnerships are a key element of the Autonomia/Pakiv Fund strategy and has already played a critical part in the success of its Autonomia since 1990. Partnerships will be essential at the local, national and European level not only for donor support, but to foment relationships between governments, business, and communities to create investment and employment opportunities for the new programs being developed. Governance and Management The Autonomia Foundation has no connection with and is completely independent from the World Bank Group. Monitoring and Evaluation A monitoring and evaluation of the first year of the program implementation is planned for FY02. The legal arrangements for the formal establishment of the Pakiv Europe Fund are being completed. Fund-raising activities to increase support for the Pakiv Fund, and publicity of the program and participants are also going well. Key Information Program ProVention Consortium Bank Contact Person Alcira Kreimer, Phone ­ 473-3205 Responsible Network and Sector PSI - Urban and Water Web Address of Program http://www.proventionconsortium.org Financial Arrangements for FY02 (Amount in US$) Total Budget: 8,270,000 DGF Funding Request: 332,500 Other Bank Sources: 150,000 Partners: 7,620,000 Recipient's Contribution: 0 DGF Burden Sharing Percentage: 4.0% Projected DGF Funding Request FY2003: 500,000 Objectives The ProVention Consortium was launched on February 3-4, 2000 as a global partnership to help reduce the impact of natural and technological disasters on developing countries and to integrate disaster risk management into development efforts. The ProVention Consortium focuses on the links between disasters and poverty, especially as this involves urban areas. The key objectives of the Consortium are to: (i) increase learning and the dissemination of good practices for reducing vulnerability to natural and technological disasters in at risk developing countries; (ii) promote activities that help demonstrate risk reduction and risk transfer strategies; (iii) improve access of the poor to risk reduction strategies, insurance and safety nets, (iv) enhance institutional capacity for risk identification and management; and (v) strengthen cooperation and coordination between sectors that can further disaster reduction and development, including international organizations, public and private organizations, civil society organizations, and scientific groups. The intended beneficiaries of ProVention activities are at risk developing countries, particularly their poor inhabitants who are usually concentrated in the most vulnerable areas such as urban slums, live in the most insecure housing and have fewer resources for coping with disasters and other exigencies. Activities and Achievements ProVention activities fall into four categories: (i) risk identification, which involves the development of information and an understanding of the nature and extent of the physical risks to which populations living in particular locations, such as urban areas, are exposed; (ii) risk reduction, involving the development and utilization of prevention and mitigation measures, including land use planning, structural design, and disaster warning systems; (iii) risk transfer, which involves the sharing of risks through such mechanisms as insurance, safety nets, and calamity funds; and (iv) information sharing, which includes awareness raising, education and training efforts. Since its establishment, the Consortium has made steady progress. A presiding council and steering committee have been formed, key stakeholders from government, non-government and private sector organizations and academic institutions have joined the partnership, and a website has been developed to further communication between members and between the Consortium and users of its emerging products. Partnerships Currently, the partnership comprises government, non-government and private sector entities, as well as academic and scientific institutions. Since the targeted users of Consortium products are developing countries, its membership also includes representatives from such countries who offer a valuable perspective. Because the Consortium is closely attuned to the "Voices of the Poor", the partnership explicitly focuses on the poor in developing countries, especially their highly vulnerable urban areas, and how sound disaster management can help reduce the burden of poverty. To achieve the Consortium's goal of helping the poor overcome threats from disasters, its partners are collaborating in a variety of activities, including knowledge creation and dissemination, and technology transfer. Governance and Management The governance structure of the Consortium consists of a presiding council, steering committee and secretariat. The presiding council provides general guidance and support for the Consortium, while the steering committee provides oversight for the Consortium's activities and approves its annual work plans, financial plans and evaluation efforts. The secretariat is responsible for carrying out the administrative functions of the partnership and implementing its work plans. While the Bank does participate in the steering committee as a contributing donor, the steering committee decision making is not dominated by the Bank, since it represents only one of currently 18 members. Monitoring and Evaluation A comprehensive evaluation of the effectiveness of the Consortium will be completed by the end of FY 03. ProVention partners are currently in the process of collecting baseline data and finalizing a framework for the monitoring and evaluation of the initiative. In the meantime, initial feedback on ProVention activities and their impact provided by partners and beneficiaries is very positive. At its last meeting convened in July 2000, the actions of the steering committee pronounced the Consortium in good health and making desired progress. The secretariat reported on Consortium efforts related to knowledge development and dissemination as well as administrative, governance, and resource development issues. Key discussions related to the work plan and financial plan, for which the steering committee provides oversight. These plans, which were seen as nicely reflecting the goals of the Consortium, are currently guiding its efforts. This meeting and review of progress by the steering committee, along with subsequent discussions that the secretariat has had with members, has furthered coordination of partnership activities. The next review of the program by the steering committee will take place in the summer of 2001. At that time, in addition to other outcomes, the steering committee will have a number of Consortium knowledge products to assess. In terms of impact, Bank policy and operations have been positively influenced by ProVention activities. These include inputs to CASs, the PRSP and CDF, sector strategies, and several country operations. As mentioned, one ProVention activity in Mexico was scaled up into a Bank loan to address the disaster risk management capacity of Mexico. Key Information Program Developing a Gender and Transport Capacity in the Africa Rural Travel and Transport Program (RTTP) Bank Contact Person Jerry A. Lebo, Phone - 458-7396 Responsible Network and Sector PREM - Gender Web Address of Program http://www.mwengo.org/grti Financial Arrangements for FY02 (Amount in US$) Total Budget: 2,017,000 DGF Funding Request: 330,000 Other Bank Sources: 32,000 Partners: 1,640,000 Recipient's Contribution: 15,000 DGF Burden Sharing Percentage: 16.36% Projected DGF Funding Request FY2003: 0 Objectives The overall goal of the Rural Travel and Transport Program (RTTP) is to improve the livelihood of rural people in sub-Saharan Africa. The specific objectives are to assist African countries to develop national rural travel and transport policies and strategies which aim at: (i) improving the planning, financing, building and maintaining of rural transport infrastructure; (ii) improving rural transport services and mobility through adoption of appropriate transport technologies to facilitate people and goods movement; and (iii) promoting the use of least-cost methods, local resources and local contractors. An important goal in this work is to disseminate experiences in these fields within Sub-Saharan Africa. The program also supports the development of innovative approaches to improve accessibility in programs and projects. The program has helped to establish 11 national RTTP programs (Cameroon, Ethiopia, Ghana, Guinea, Ivory Coast, Madagascar, Malawi, Mozambique, Tanzania, Zambia and Zimbabwe), each of which is officially recognized by Government, has its own audited accounts, And includes representatives of all major stakeholder groups (government finance and planning ministries; health, education, agriculture and other concerned line ministries; transport ministries and agencies; NGOs; and academics). Chad, Niger, Senegal and Nigeria are in the starting phases of such national programs. The purpose of the DGF grant is to assist RTTP in the creation of a Gender and Rural Transport Initiative [GRTI) which will develop the national and regional capacity to mainstream gender in each of the national RTTP programs. This will involve (a) creating a management and technical support unit, with staff based in Harare, for coordination and to facilitate the collection and dissemination of publications and the lessons from pilot projects and studies supported under the gender program; (b) identification of a set of promising approaches to the mainstreaming of gender and the provision of financial and technical support to national RTTP programs to design, test and evaluate pilot projects or studies to test these approaches (c) technical and limited financial support to national programs wishing to incorporate gender into their activities (d) development of gender sensitive monitoring and evaluation systems which will gradually be incorporated into all RTTP activities (e) creation of a web site to facilitate dissemination of information and exchange of information and experiences; and (f) organization of training and related capacity building activities. The long-term objective of the GRTI is to promote the mainstreaming of gender in transport policies and projects in Africa. The long-term success of the component will be assessed in terms of (a) the incorporation of gender into the Bank and other donor rural transport strategies; (b) the incorporation of gender into government transport policies; and (c) the incorporation of gender into the design and implementation of transport projects. Activities and Achievements The FY02 DGF grant will help consolidate the organizational structure, to disseminate the findings of the research and pilot activities, conduct the independent evaluation of the program, and generate the support needed to ensure the long-term sustainability of the program. A Secretariat has been established in Harare which administers the program, coordinates linkages with the national RTTP programs, and coordinates technical assistance to the national programs through the Technical Advisor, short-term consultants and the organization of seminars and workshops. During the first two years of operation the program will have approved at least twelve grants to activities sponsored by national RTTP. Grants supported three workshops aimed at sensitizing participants on the need for gender awareness, the implementation of a several pilot programs that sought to introduce new, low cost forms of local transportation to rural communities and the carrying out of several situational analyses on the needs of women in rural travel and transport. During the same period, the Secretariat was able to coordinate the preparation of a gender responsive Monitoring and Evaluation manual, the construction of a GRTI website and the convening of a regional workshop to review activities and achievements to date. It is intended that the program will continue to support the range of activities already undertaken and in addition, a technical note series will be launched in which lessons from ongoing activities will be distilled and shared via the website and other channels. Partnerships The different activities that are supported by the program provide a good basis for the development of useful development partnerships. Partners include: the bilateral agencies supporting RTTP [Denmark, Norway, Sweden, Switzerland, UK and Ireland]; the Economic Commission for Africa; Government agencies, NGOs and university groups forming part of the national RTTP programs; and women's advocacy and networking groups such as FEMNET. Most of the research projects use participatory research methods and address the kinds of social and economic constraints affecting the social and economic participation of women which were discussed in Voices of the Poor. Governance and Management The initial governance structure for the GRTI provided for a Steering Committee that comprised two representatives of national Rural Travel and Transport Programs , the RTTP Regional Adviser based in Harare, and a representative of MWENGO ­ the Initiative implementing organization. Even at this stage, the management of the activity was entirely in the hands of MWENGO as the implementing organization. Following the November 2000 regional workshop, it was agreed that the governance structure should change with the Steering Committee being expanded to include a representative from the Secretariat (MWENGO), two national RTTP representatives, a representative from a Gender advocacy organization and a non-state organization representative. The Steering Committee will take responsibility for overseeing the day-to-day operations of the initiative. Relating with this will be a larger advisory group that will include (in addition to the steering committee membership cited above) the Regional RTTP adviser based in Harare, a representative of the Gender and Development Group, interested donor representatives and representatives of organizations that are deemed to be useful to the project on account of the specialized expertise that they bring to the advisory group. The size of the advisory group is not expected to be much larger than 8-10 persons. The Program has an explicit disengagement strategy. Monitoring and Evaluation An independent evaluation is planned for FY02. Key Information Program Establishing a MENA Gender and Development Network Bank Contact Person Shaha Riza, Phone ­ 458-592 Responsible Network and Sector PREM - Gender Web Address of Program http://www.cawtar.org.tn Financial Arrangements for FY02 (Amount in US$) Total Budget: 1,880,000 DGF Funding Request: 300,000 Other Bank Sources: 15,000 Partners: 1,541,000 Recipient's Contribution: 24,000 DGF Burden Sharing Percentage: 15.96% Projected DGF Funding Request FY2003: 200,000 Objectives The overall purpose of the grant is to support regional efforts aimed at narrowing the existing gender gap and its implications on poverty and growth by raising gender issues in the MENA region as core development issues and a development objective in its own right through the establishment of a regional network made up of both individuals and organizations (both governmental and nongovernmental) concerned with gender and development. The initiative will be established within the framework of an existing training center, the Tunisia-based Center for Arab Women for Training and Research (CAWTAR) and will reach out to government officials concerned with development, academics, researchers and NGOs. CAWTAR is a small regional center that was established with the support of important regional donors, specifically the Arab Gulf Fund for UN Development (AGFUND). Through a partnership between governments, academia and women's nongovernmental organizations, CAWTAR sets a new precedent for addressing development-related gender needs at the regional level. The purpose behind its establishment in Tunisia was to ensure that research and project activities take place in an environment supportive of gender equality in the region. The organization is ideally placed to influence gender policies throughout the region because of its regional backing which includes the Arab League. Objectives: 1) to reach-out to, assist and support the efforts of reform-minded policy-makers, researchers and activists throughout the region to develop and promote region-sensitive policies addressing the gender gap. 2) to promote and ensure local ownership of region-specific development solutions involving sensitive gender issues. 3) to promote the use of local resources and researchers to bring greater attention to gender issues. 4) to create a permanent regional network for research and information-sharing that would serve researchers, political and development actors, and activists in the region as a clearinghouse to disseminate, inform and provide a space to help formulate policy recommendations on gender issues in the context of regional development. Activities and Achievements The following activities will be carried out over the next three years: 1) Research and Publications- the program will carry out one major research initiative per year. The proposed initiative will be decided upon following consultations with regional women's organizations, researchers, economists, governmental officials and the World Bank's MENA Consultative Council on Gender. For example, the topic for the year 2000 research and publication project "Globalization and Women's Economic Conditions in the Arab Region," was selected as a result of discussions held with a variety of stakeholders at international and regional conferences. Occasional papers will also be solicited on relevant and timely subject matters. 2) Information Exchange and Dissemination- the program will provide an on-line forum to exchange and disseminate information, i.e. statistics, reports, articles, surveys, to journalists, research centers, NGOs, government officials and other interested parties through an on-line network. The on-line forum will help create a rich dialogue between development practitioners and use new technologies to raise awareness of gender issues in the region. The network will act as a regional resource center on gender issues through bibliographical, statistical and best-practice databases, catalogues, and relevant publications. 3) Research competitions- to provide opportunities for young innovative student thinkers and researchers at regional universities, an annual research competition will be held. The competition will solicit research from across the region on a particular gender theme. The winner(s) will have their research published by CAWTAR and will be eligible for an in-house internship as well as other prizes. The ideas behind the competition are threefold: 1) to identify and encourage young researchers pursuing gender-related research, and 2) to encourage professors to promote gender-related research among their students, and 3) to involve those professors in future network activities. 4) Symposia and Workshops- to organize research-related workshops and symposia targeting officials, academics, journalists, and gender specialists, among others. For example, workshops bringing together journalists from across the region could be held to train those journalists on timely gender issues, how to report on these issues, and the role that they can play in advocating gender equality. Meetings will also be held between government officials and development partners to translate and implement some of the network's research findings and policy recommendations into practical development measures. Partnerships The whole program is envisaged as a partnership between academia, regional governments, civil society -- particularly women's organizations -- and international organizations that would set a new precedent for addressing development-related gender needs at the regional level. Governance and Management CAWTAR is a nongovernmental organization based in Tunisia and is supported by regional and International organizations and governments including the Arab League. The organization has a director and a Board of Trustees, headed by Prince Talal Bin Abdul Aziz of Saudi Arabia, which meets regularly. Monitoring and Evaluation An independent evaluation is being planned for FY03. Investment Climate The essence of the World Bank Group's private sector development strategy is taping the power of market-mechanisms and private initiative to reduce poverty. This includes promoting policy advice, capacity building, and policy-based lending to increase the use of private firms in many sectors of the economy, where open and competitive markets have proven to be effective means of raising productivity, providing jobs and thus reducing poverty. Infrastructure has been a particular focus, with programs such as the Private Participation in Infrastructure Advisory Facility (PPIAF) paving the way. Pro-competitive policies and sound regulation are key reform challenges. The primary questions are what various actors---the public sector, the private for-profit firms, and not-for-profit organizations---can do best and who is best placed to manage and bear the risks of economic activity. The Business Partners for Development Program, with its focus on distilling best practices from tri-sector partnerships, directly explores these questions. The central issue is no longer the move to a private economy, but the role of competition and regulation, and hence the role of policy and the state in creating an investment climate that fosters private initiatives while channeling it in socially useful directions. The Cities Alliance, in its work with city governments on pro-poor urban development policies, is another important partnership for addressing these key issues. Key Information Program Public-Private Infrastructure Advisory Facility (PPIAF) Bank Contact Person Warrick P. Smith, Phone - 473 0965 Responsible Network and Sector PSI - Private Sector Web Address of Program http://www.ppiaf.org Financial Arrangements for FY02 (Amount in US$) Total Budget: 22,500,000 DGF Funding Request: 2,500,000 Other Bank Sources: 0 Partners: 19,425,000 Recipient's Contribution: 0 DGF Burden Sharing Percentage: 11.1% Projected DGF Funding Request FY2003: 2,000,000 Objectives PPIAF is a global technical assistance facility designed to help eliminate poverty and achieve sustainable development in developing countries by supporting private sector involvement in infrastructure. Formally launched in mid-1999, PPIAF pursues this objective through two main mechanisms: · Channeling technical assistance to governments in developing countries on measures to tap the full potential of private sector involvement in infrastructure. · Identifying, disseminating and promoting best practices on matters related to private sector involvement in infrastructure in developing countries. These activities have strong direct and indirect linkages with poverty reduction. These range from extending the reach of basic water, sanitation, power, transport, and communications services to low-income households, to improving the enabling environment for investment in manufacturing and other activities with potential for job growth. Well-designed private participation arrangements can introduce much needed investment capital and managerial expertise; establish improved incentives for efficient performance; and reduce the burden on public budgets. While private capital flows to infrastructure in developing countries have grown strongly over the last decade or so, those flows have been concentrated in a few sectors and a few countries. PPIAF is designed to help governments meet the many challenges associated with broadening the reach of private participation, and ensuring arrangements are efficient, sustainable, and cater to the needs of the poorest. The principal beneficiaries of PPIAF's activities are citizens of developing countries, particularly the poorest, who benefit from improved access to more reliable infrastructure services. PPIAF also benefits recipient economies as a whole, by helping to increase the efficiency of key sectors, supporting private investment, and freeing up public resources for other social purposes. Participating donors benefit through improved coordination of their programs and activities in this area, and by gaining access to global best practices in the design of such interventions. The private sector, both locally and internationally, also benefits through expanded business opportunities. Activities and Achievements PPIAF's activities and achievements can be summarized under two heads: (i) Channeling technical assistance to governments in developing countries on measures to tap the full potential of private sector involvement in infrastructure. Activities include advice on the framing of pro-poor infrastructure development strategies; the design and implementation of specific reforms; building consensus for the adoption of reforms; and building capacity in designing and regulating private infrastructure arrangements. Since its launch in July 1999, PPIAF has supported 63 activities in these areas in 39 countries in all developing regions and covering all infrastructure sectors. Most of these projects remain under execution. However, examples of recently completed or ongoing projects include: (a) support to preparation of major strategies for countries including India, Uganda, Peru, Cambodia, and Vietnam; (b) support to development of South Asian Forum for Infrastructure Regulation, which is helping build capacity in regulation in this region; PPIAF has also supported the launch of a similar regional program for African regulators. (ii) Identifying, disseminating and promoting best practices on matters related to private sector involvement in infrastructure in developing countries. Activities include the preparation of case studies, toolkits and other publications, as well as support to conferences, workshops and similar events. Since its launch, PPIAF has supported 11 activities in these areas. Most of the larger projects remain under execution. However, examples of recently completed or ongoing projects include: (a) support to preparation of major toolkits on private participation in highways, ports, the procurement of advisors, and dealing with labor-adjustment issues; (b) support to major international conferences on dealing with political and regulatory risks in private infrastructure and on strategies for ensuring private infrastructure reforms maximize the benefits for the poorest. Partnerships PPIAF promotes and reinforces partnerships at several levels. First and foremost, the primary focal point of the program is establishing partnerships between developing country governments and the private sector for infrastructure development. Second, many of PPIAF's activities focus on strategies and processes for building effective partnerships with local communities and the private sector, whether at the design stage (eg, though consultations on strategies or consensus-building activities), or the implementation stage (eg, though the consultative processes attached to regulatory systems). Third, the PPIAF program is itself a partnership between bilateral and multilateral donors, and the views of diverse stakeholders are tapped through the Technical Advisory Panel as well as though consultations surrounding the approval of the annual work program. Governance and Management PPIAF operates at arm's length from the Bank, with clear policies and procedures specified in the Program Charter. The Program Manager was selected by a committee of PPIAF's donors after an international recruitment process, and reports to the Program Council (representing all of PPIAF's donors) through its Chair. While a Bank VP Chairs the Program Council, the Chair has no extraordinary executive authority or discretion to act without reference to the full Council. Monitoring and Evaluation An independent evaluation is planned for FY02. Key Information Program Cities Alliance Bank Contact Person Mark Hildebrand, Phone - 473-0575 Responsible Network and Sector PSI - Urban and Water Web Address of Program http://www.citiesalliance.org Financial Arrangements for FY02 (Amount in US$) Total Budget: 14,350,000 DGF Funding Request: 1,700,000 Other Bank Sources: 200,000 Partners: 10,050,000 Recipient's Contribution: 2,400,000 DGF Burden Sharing Percentage: 11.85% Projected DGF Funding Request FY2003: 2,500,000 Objectives The Cities Alliance was launched, jointly, in 1999 by the President of the World Bank and the Executive Director of the United Nations Centre for Human Settlements (UNCHS) to marshal the resources, experience, and knowledge of the international development community to improve the livelihoods of the urban poor. The Cities Alliance focuses on two priorities for action to reduce urban poverty. (i) To help cities upgrade the slums and squatter settlements in and around most larger cities in the developing world ­ by improving access to clean water and sanitation services; providing basic roads and footpaths; constructing or rehabilitating community facilities; regularizing security of tenure; enhancing income-earning opportunities through training and micro-credit; building social capital and the institutional framework to sustain improvements; and other related actions. (ii) to support City Development Strategies (CDS), which is a city-based consensus-building process by which local stakeholders define their vision for their city, analyze its economic prospects and establish city development strategies with clear priorities for action and investment. Taking a holistic approach (a Comprehensive Development Framework at the local level) a CDS brings representatives of the urban poor, the private sector and other local stakeholders into a strategic planning process linked to investment follow-up. As a global partnership, the Cities Alliance aims to expand the level of resources reaching the urban poor by increasing the coherence of effort of existing programs and sharpening the focus on scaling-up successful approaches; and, to provide a structured vehicle to advance collective know-how and engage partner networks in developing new tools and practical approaches for knowledge sharing around these two areas of focus. Activities and Achievements During its first year, the Alliance has made grant funds available to cities, countries and NGOs to support activities in its work program, organized around three strategic objectives: I. Building political commitment and a shared vision: (a) goal of Cities Without Slums Action Plan now incorporated with other international development targets for poverty reduction in United Nations Millennium Declaration (U.N. resolution A/Res/55/2). II. Creating a learning alliance to fill the knowledge gaps: (a) two global public policy forums - the first on building political will to tackle urban poverty reduction; and the second on partnerships between local authorities and communities which are creating the basis for citywide slum upgrading; (b) African Regional Roundtable on Upgrading in Johannesburg - brought together public and private sector urban upgrading practitioners, NGOs and CBOs from 16 countries in Africa - leading to the creation of an urban upgrading knowledge sharing network; (c) Knowledge sharing network of 23+ cities in Asia established (Fukuoka Conference 2000), serving as resource cities for other cities in preparing CDSs; (d) Working in an interactive process with networks of Alliance partners, an urban upgrading resource framework has been developed as both website and CD; and (e) strengthening the capacity of organizations of the urban poor to work with national, state and local authorities sharing knowledge to help shape the legal, policy and regulatory frameworks needed to scale-up slum upgrading in India, South Africa and the Philippines. III. Catalyzing citywide and nationwide impacts: (a) city development strategies in Brazil, Bulgaria, China, Colombia, India, Indonesia, Madagascar, Nepal, Nigeria, Pakistan, Philippines, Rwanda, South Africa and Vietnam; and (b) scaling-up slum upgrading in Brazil, Cambodia, El Salvador, India, Mauritania, Morocco, Nigeria, South Africa and Vietnam. Partnerships The Cities Alliance Consultative Group includes the political heads of the four major global organizations of local authorities who have equal standing with the CG's bilateral and multilateral partners. At present the CG includes 10 bilateral donors, UNCHS and the World Bank, with 2 additional bilaterals, the EU and UNDP, ILO and UNICEF as associate members. In addition the Alliance's Policy Advisory Board includes the leaders of several important networks of organizations of the urban poor who will serve on the board along with other eminent urban "experts" from each region. The Cites Alliance has institutionalized a strategic partnership and structured dialogue with the elected heads of the International Union of Local Authorities (IULA), the United Towns Organization (UTO), and the World Association of Major Metropolises (METROPOLIS). Together their networks include over 100 national associations of cities and the mayors of tens of thousands of cities worldwide, including virtually all of the world's major cities. Governance and Management The top governing body of the partnership is the Consultative Group (CG), which consists of 16 members, including the World Bank, all with equal voting rights. The partnership is organized around a written Charter, approved by all members. Decisions are made by consensus. A committee of the CG, a 5-member "Steering Committee", has executive powers that include approval of the terms of reference of Secretariat staff members; approval of nomination of staff positions; scrutiny of Secretariat budget; guidance to Secretariat on policy matters; and, recommendation on approval of large-scale funding proposals. Monitoring and Evaluation A review was carried out in FY01 period covering Jan-Dec 2000 by Cities Alliance Consultative Group. Results of the first full year of operations as reported to the Consultative Group: (1) All core funded activities were approved by the Consultative Group; (2) trust fund agreements were finalized with 10 bilateral donors; (3) 80% of the approved activities were initiated; (4) grant management agreements were prepared in parallel with establishing monitoring mechanisms and responsibilities. The Consultative Group strengthened governance arrangements of the Alliance during its year-end review: (i) the secretariat would be funded from Core donor funding effective FY03; (ii) a 5-member Steering Committee was established with executive powers for: approval of the TORs of Secretariat staff members; approval of the nominations of staff positions; scrutiny of Secretariat budget; guidance to the Secretariat on policy matters; and recommendation to CG for approval or rejection of large funding proposals; (iii) developing country representation to be added to the CG - the Chair of the United Nations Commission on Human Settlements (the governing body of UNCHS- Habitat) will join the political heads of the four major international local authority organizations, as representatives of the Alliance's "clients" on the CG. An independent evaluation is planned for FY03. Key Information Program Business Partners for Development: Global Road Safety Partnership (GRSP-BPD) Bank Contact Person Mr. John Flora, Phone ­ 473-8866 Responsible Network and Sector PSI - Transport Web Address of Program http://www.GRSProadsafety.org Financial Arrangements for FY02 (Amount in US$) Total Budget: 5,055,000 DGF Funding Request: 250,000 Other Bank Sources: 25,000 Partners: 4,708,000 Recipient's Contribution: 72,000 DGF Burden Sharing Percentage: 4.95% Projected DGF Funding Request FY2003: 0 Objectives Business Partners for Development (BPD) was funded by the DGF since FY98. Global Road Safety Partnership(GRSP) formed in 1999 received funding through BPD in FY1999 and FY2001 The Global Road Safety Partnership (GRSP) aims to find more effective and innovative ways of dealing with road safety in developing and transition countries. Through a comprehensive approach to road safety, GRSP partners collaborate and coordinate road safety activities. This approach aims to build the capacities of local institutions and by enhancing the ability of professionals and communities to pro-actively tackle safety problems. Rising motorization has led to road accidents becoming one of the leading causes of death among economically active segments of the population in these countries and, in spite of donor programs, the situation in nearly all of these countries is getting worse. In some, particularly South Asia--where there are a large percentage of pedestrians, cycles, motor cycles and animal-drawn vehicles using the roadway--the situation is becoming significantly worse. Likewise, previous efforts by governments and donors to try to improve road safety in developing and transitional countries have had limited success and many interventions simply have not been financially or institutionally sustainable. To address this worsening situation, GRSP is using new paradigms for dealing with road safety in these countries. It embodies three key elements: (i) forging a partnership between all the key groups in society with a strong vested interest in improving road safety ­ the business community, civil society (e.g., Red Cross, UNICEF, etc.), government and donor agencies. This coalition becomes the focal point for interest in road safety interventions. Partners collaborate on road safety projects and press government to deliver on those interventions which only government mandate and accomplish (e.g., research, major infrastructure improvements, road safety database analysis, etc.); (ii) undertaking--with finance provided by the business members of the coalition--small-scale interventions and demonstration projects which show that road safety can be improved in achievable and cost-effective ways (estimated private sector financial contributions are about $0.25-0.5 million per country); and (iii) collaborating with donor interventions to enhance their development effectiveness. In a typical donor intervention, the concerned government agency tends to focus unduly on only minor infrastructure improvements (e.g., black spot improvements and road safety audits). The local GRSP partners emphasize a collaborative and holistic approach to road safety with all stakeholders contributing resources by actually financing and implementing the required interventions. Activities and Achievements The GRSP has initiated a process with local and multinational partners to develop focus projects in several countries where it appeared the "focus country criteria" established by the Steering Committee has been met and where a GRSP program could be started in relatively short order. The country selection criteria are: (i) it must face major road safety problems (measured in terms of number of fatalities per 100,000 vehicles, or similar indicators); (ii) the government must recognize that road safety is a problem and must be willing to do something about it (i.e., there must be the political will to tackle the problem of road safety); (iii) the government must have access to the financial resources required to enable it to address those road safety issues which are the responsibility of government and can only be dealt with by them (i.e., it must have sufficient domestic resources, or access to suitable donor support); (iv) there must be some form of road safety action plan in place to provide a framework within which GRSP can operate; and (v) among GRSP partners, there must be considerable interest to be active within GRSP, indeed there ought to be GRSP champion (s) who is (are) willing to provide leadership and facilitate the local GRSP network; partners from various sectors must be willing to work together. General oversight is provided by a Steering Committee which meets once per year. Day-to-day management is handled by a four-person Management Team (which includes the chairman) which reports to an eight member Executive Committee which meets twice per year. The Executive Committee is made up of representatives of the corporate, non-corporate (NGO) and multi-lateral/bilateral donors. Future plans are focussing on deepening, rather than broadening, its involvement in country operations. However, it expects that 2-3 new focus countries will be added to the portfolio during the next 12 months. GRSP is also trying to forge stronger links with World Bank, IDB, ADB and bilateral donor operations to maximize the impact of its focus projects. Partnerships GRSP is mobilizing a considerable number of global and in-country stakeholders from business, civil society, government and the donor community. These organizations are now collaborating on various levels: on projects, on exchange of knowledge, in resource mobilization, on research, on raising awareness, etc. It is through such partnerships with traditional development actors and new faces that GRSP sees its comparative advantage to mobilize additional partners and resources, aggregate learning, provide access to expertise, avoid duplication and fill gaps. Over time, the GRSP intends to influence the quality and quantity of road safety interventions and to demonstrate to a wider array of partners the effectiveness of partnerships for road safety. Governance and Management The recipient institution, the International Federation of Red Cross and Red Crescent Societies, is totally independent of the World Bank. The GRSP structure ensures that all of the GRSP partners (including the World Bank) have an equal voice in its governance. Monitoring and Evaluation An independent evaluation is planned planned for FY02. Format for focus country programme monitoring has been agreed and is being tested in 2001. Progressive in-house evaluation reporting will begin to be available in March 2001. Ongoing monitoring of country and project performance is conducted by the GRSP Steering Committee. Emerging lessons learned will be the focus of the June 2001 report to the Steering Committee. Ongoing peer review of focus country operations is combined with mentoring of consultants, country coordinators, and project leaders. Periodic review on progress, direction and policy is conducted by Steering Committee and Executive Committee. Likewise, regular peer review is conducted by GRSP advisors (GRSP currently employs seven part time advisors to animate its country programs) who are senior professionals with road safety experience. Regular feedback and direction is sought from the World Bank's transport sector staff as well as the Bank's Business Partnership Outreach Group (BPOG). A progress report covering the period October 1998- December 1999 was submitted by the GRSP Secretariat to the World Bank's Development Grant Facility in October 2000. In June 2001, GRSP will present a major paper to global stakeholders at the International Road Federation's World Congress on emerging lessons learnt from GRSP to date. Public Sector Governance Good governance and effective public sector institutions are critical for poverty reduction and sustainable development. In many countries, weak governance and inadequate capacity and incentives in the civil service impede the delivery of basic public services, whether social services (including health and education), infrastructure (including clean water and useable roads), police protection, or access to justice. And deficient governance also wastes resources, including those provided by official development assistance. The Bank's governance and public sector strategy, Reforming Public Institutions and Strengthening Governance, A World Bank Strategy, was finalized and disseminated in 2000. It lays out some key new directions for the future: (a) broadening the Bank's approach to emphasize "bottom up" empowerment, transparency and competition in service delivery in addition to "top-down" reforms within government; (b) more participatory, comprehensive and integrative analytical work; and (c) longer-term approaches in Bank lending to allow time for institutional reform. DGF-supported programs contribute centrally to this agenda. The Partnership for Capacity-Building program in the Africa Region (PACT) is empowering African governments and civil society organizations to set goals and allocate resources for capacity-building and institutional development. This approach enhances ownership and effectiveness in this critical area of work. The Public Expenditure and Records Management program is focused on analyzing and strengthening public expenditure management and financial accountability, while the Partnership in Statistics is designed to build critical data collection and analysis capacity in member countries. The Institutional Development Fund (IDF) is a major program oriented toward institution-building to support many areas of public sector governance, with an increasing focus on public expenditure and financial management and legal and judicial reform. Key Information Program Partnership in Statistics for Development and Poverty Reduction Bank Contact Person Misha V. Belkindas; Christopher D. Scott, Phone ­ 473-7611 Responsible Network and Sector PREM - Poverty Reduction Web Address of Program http://www.paris21.org Financial Arrangements for FY02 (Amount in US$) Total Budget: 7,000,000 DGF Funding Request: 500,000 Other Bank Sources: 200,000 Partners: 5,000,000 Recipient's Contribution: 1,300,000 DGF Burden Sharing Percentage: 7.14% Projected DGF Funding Request FY2003: 0 Objectives The Partnership in Statistics for Development and Poverty Reduction program addresses the need of heavily indebted poor countries to increase their capacity to produce good quality statistics for comprehensive anti- poverty strategies and to monitor and evaluate the impact of poverty-reduction programs. The program is implemented by PARIS21 (PARtnerships In Statistics for Development in the 21st Century), an initiative of the IMF, OECD, UN, the European Union and the World Bank. PARIS21 ­ a consortium of member countries, international organizations, and NGOs ­ was created to focus attention on the need for evidence- based policy making and to marshal the resources of multilateral and bilateral donors to support efforts by developing countries to improve their statistical systems. The program works to support poverty reduction through PARIS21 at the global, regional and country level. The basic principle is that in order to make progress in poverty reduction it is essential to have reliable and up- to-date statistical data on a wide range of subjects. At the global level the objective is to monitor progress towards achieving the international development goals and to mobilize resources for more effective and sustained investment in statistical capacity in poor countries. The focus is on global public goods such as good quality data to compare progress in different regions and countries. At the regional level PARIS21 works to develop technical capacity both in relation to the supply of poverty-related statistics and their more effective utilization. At the national level, the consortium works to support the development of statistical capacity, with special emphasis on countries preparing PRSPs. The objective is to promote the development of national information strategies linked to PRSPs and to coordinate resource mobilization. The immediate beneficiaries of the program will be national statistical systems and members of the PARIS21 consortium in poor countries. The ultimate beneficiaries, however, will be poor people in those countries where current efforts and new initiatives in poverty reduction will be made more effective through the provision of reliable and timely socioeconomic statistics and indicators. Activities and Achievements PARIS21 was created in November 1999 and now has over 300 members. The initiating partners have met twice and a full consortium meeting was held in Paris in June 2000. A PARIS 21 website has been created, which provides for discussion between consortium members, allowing them to exchange information and coordinate their work. Globally, the PARIS21 work program includes six task teams (on advocacy, exchange of information on statistical capacity building projects and events, on sequenced information strategies, on poverty monitoring indicators, on statistical methodologies and technologies and on population census funding and management) as well as annual consortium meetings. In FY00/01 the task teams were established and work programsagreed. Activities will continue in FY01/02, with specific products being produced on advocacy, information exchange and indicators (focusing especially on the comparison of poverty between countries). A full consortium meeting will be in October 2001. The regional program is organized initially around a series of workshops for policy makers, PRSP preparation teams and statisticians from developing countries, and representatives of donors and international organizations. The purpose of the workshops is to brief participants on the PARIS21 approach and to assist countries to identify priorities for statistical capacity building in the context of the PRSP. Four workshops were held in FY00/01 (Latin America, Southern and Eastern Africa and CIS countries), four more will be completed in FY01/02. At the country level, the work of the consortium focuses on the development and implementation of strategic programs to develop capacity to collect, disseminate and use poverty-related statistics. In FY 00/01 conceptual work has been done within the Bank to coordinate statistical capacity building efforts for PRSP countries. A draft set of guidelines on the preparation of strategic statistical development plans has been developed for the PRSP Sourcebook. In collaboration with the IMF work has been done to link the General Data Dissemination System (GDDS) with PRSPs and joint missions have been completed to six countries. This work will continue in FY01/02 and will be expanded to include a more general framework on statistical data quality. Based on this work, a number of countries have now been assisted to prepare statistical development plans using the PARIS21 approach. Five countries were supported in FY2000/2001, 15 will be supported in FY01/02. Partnerships The PARIS21 consortium is a partnership between international and national organizations. The Bank's contribution (the DGF grant) will reinforce the willingness of bilateral donors to participate in and pledge monetary contributions to this initiative which already has the expressed support of multilateral organizations, including the IMF, UN, OECD/DAC and the European Union. At the country level, this program will include not only statistical offices but also include other relevant agencies and line ministries as well as NGOs and civil societies. Therefore, the outcomes of programs and activities financed under this facility will further promote and reinforce partnerships with key players in the development arena, for example multilateral development banks, UN agencies and foundations and recipient countries. Governance and Management The management of PARIS21 is independent of the World Bank Group. The secretariat reports to a Steering Committee which includes representatives of the five founding agencies, bilateral donors and representatives from developing countries that are members of the consortium. The World Bank is represented by DECDG. Monitoring and Evaluation Reviews of the PARIS21 program are conducted annually. Reports are reviewed by the Steering Committee and the full consortium meeting. An independent evaluation of PARIS21 and its activities at all levels will be completed in FY02. Key Information: Program: Partnership for Capacity Building (PACT) Bank Contact Person: Rob Floyd, 458-7445 Responsible Network and Sector: PREM, Public Sector Management Web Address of Program: www.acbf-pact.org Financial Arrangements for FY02 (Amount in US$) Total Budget: 300,000,000 (base case strategic plan) DGF Funding Request: 30,000,000 Other Bank Resources 275,000 Partners: $150,000,000 (expected) Recipient's Contribution approximately 25% from grant recipients DGF Burden Sharing Percentage: 33% (projected WB support over five years) Projected DGF Funding Request FY03: $30 million, depending on mid-term review/progress Objectives The Partnership for Capacity Building in Africa (PACT) was conceived and designed by the African Governors to strengthen human and institutional capacities in Sub-Saharan Africa and thus to spur economic growth, reduce poverty, and improve living standards. The chronic lack of African capacity to properly plan, implement, and monitor the development process utilizing transparent and accountable systems has been identified by Africans and donors alike as one of the major causes of Africa's development crisis. On May 20, 1999, the Board of Executive Directors of the World Bank approved the Partnership for Capacity Building. Funding was provided from net income in 1999 and from net income under the DGF umbrella in 2000. Activities and Achievements As outlined in the second staff progress report on PACT, as of March 2001, PACT has been seamlessly integrated into the ACBF. The ACBF is organized along geographic zones, with each mandated to implement a unified PACT vision and strategy. In the day-to-day work of the Secretariat, and in the deliberations of the Executive Board, and the Board of Governors, the distinction between `old' versus `new' lines of business has disappeared. In the first months of implementation, in the spirit of `learning by doing', much effort was devoted to consideration of whether specific requests for support `fitted' into the PACT mandate. This uncertainty has now largely been resolved. There is a shared understanding within the staff and Boards of the ACBF as to what are the priority areas of support, with the focus more on the specific merits of specific requests for support. In less than a year of operation, 32 projects ­ reflecting new commitments of US$52 million ­ met the vigorous quality standards established by the Secretariat and its Executive Board. The pipeline of activities worthy of support continues to grow. Partnerships The PACT progress report noted that the expanded PACT mandate implies that the range of stakeholders is substantially larger ­ so the ACBF inevitably will be perceived as one stakeholder amongst. To win credibility in this expanded arena the organization is engaging with other stakeholders in very different ways: · As a knowledge organization, it will need to win credibility as a center of substantive expertise on capacity building in Africa, harvesting and sharing lessons of experience from its own and other efforts to foster capacity building. · As a vital node in a regional and global network, it will need to establish a reputation as a valued partner, capable of bringing together for dialogue on capacity building a key set of African as well as non-African stakeholders, and doing so in an open, participative and non-hierarchical way; · As a financier, it will need to find new approaches to resource transfer, functioning more as an intermediary wholesaler of resources in support of country-driven initiatives, not only as a direct, retail processor of individual capacity building project. In the context of the PACT, the ACBF is expanding its partnership role, to include: efforts to develop National Focal Points at the country level; active support for the capacity building dimensions of the Poverty Reduction Strategy Paper (PRSP) process; sponsorship of the First Capacity Building Forum in Bamako, Mali; participation in a variety of international for a and partnerships; and an aggressive communications strategy to enhance the ACBF's visibility both within Africa and more broadly. Governance and Management The PACT initiative is being implemented by the African Capacity Building Foundation. The Foundation maintains a Secretariat of approximately 15 professionals who appraise and supervise the grant agreements. The ACBF is governed by an Executive Board comprising independent technical experts and the World Bank, UNDP and AfDB. The Executive Board reports to the ACBF Board of Governors representing all ACBF donors. The World Bank serves as administrator of the ACBF trust funds, hence providing replenishment transfers and calling for funds from donors. Monitoring and Evaluation Bank staff submitted the second PACT progress report on March 18, 2001. An independent evaluation of PACT will be carried out in FY02. The Secretariat regularly reports to the ACBF Executive Board regarding project implementation, administration, and donor relations. Key Information Program Forging Partnerships for Good Governance in Public Expenditure and Records Management Bank Contact Person Cheryl Gray, Phone - 473-9188 Responsible Network and Sector PREM - Public Sector Web Address of Program http:///www. Financial Arrangements for FY02 (Amount in US$) Total Budget: 5,840,000 DGF Funding Request: 900,000 Other Bank Sources: 350,000 Partners: 3,250,000 Recipient's Contribution: 1,340,000 DGF Burden Sharing Percentage: 15.41% Projected DGF Funding Request FY2003: 650,000 Objectives The main purpose of the grant is to focus more donor resources, in a coordinated way, toward the reform of public expenditure and records management systems in developing countries. Donor organizations already work on these issues to varying degrees, albeit often in as uncoordinated way that can lead to overlapping work programs, inconsistent treatment of issues, and misuse of scarce resources. The program envisioned in this proposal will provide a formal organizational mechanism to forge a closer partnership between the World Bank, the European Union, the IMF, selected bilateral donors, and key NGOs in analyzing and supporting PEM and records management systems. It will also provide further funding as needed to deepen our joint understanding of the current status of PEM and records management systems, to develop action plans for improving these systems, and to disseminate lessons of experience to the broader development community. We are seeking DGF funding to complement the large amount of funding expected from the EU and other bilateral donors for this effort. Activities and Achievements (1) Preparation of a set of integrated diagnostic tools to help assess the public expenditure, accountability, and record-keeping systems of client countries. Many different diagnostic instruments are currently used by various donor organizations, including Governance and Corruption Surveys, Public Expenditure Reviews, Governance Reviews, Budget Tracking Surveys, Financial Transparency Assessments (ROSCs), Country Financial Accountability Assessments, Country Procurement Assessment Reviews, Monitoring and Evaluation Reports, Public Officials' Surveys, Household and Service-delivery Surveys, the HIPC Expenditure Tracking assessment tool, and survey data on 'rule credibility'. This proposal will provide a means for donors to work together to develop and disseminate a widely-accepted integrated set of tools and techniques, possibly a set of modules that can be used independently or together. These tools can then be used by any party, whether donor or client, to analyze and address issues of public expenditure management and record-keeping. The tools will also build on lessons from developed countries: for example, lessons on strategies for managing electronic records can be drawn from Australia, Singapore, Sweden, the UK, the US, Germany, Switzerland, the Netherlands, and Turkey. While there is no single model, generic principles can be distilled, adapted, and made available as options to meet the needs of client countries. (2) Supporting a set of in-depth diagnostic exercises in selected developing countries (with particular emphasis on IDA borrower), using the tools noted above. The exercises will aim to provide broad and balanced analysis and assessment of the state of public expenditure management and record-keeping systems and the impact of public expenditure-related policies. The outcome of each exercise will include an action plan setting out clear steps towards improvements in public expenditure management, accountability, and/or record-keeping systems in both the short- and medium-term. Taken together, they will help to define benchmarks for measuring existing capacity and potential progress. The diagnostic work on public expenditure systems can be managed by staff in participating donor organizations or by public or private organizations in the client countries themselves. The specific design and testing of diagnostic tools on records management will be managed by the International Records Management Trust (IRMT), a non-profit organization set up in 1989 that develops and aids in implementing new strategies for managing public sector records. (3) Dissemination of the diagnostic tools, lessons of past experience (including from developed countries), and developing country assessments and action plans at an international conference and on the internet. Of the total grant request for FY2002, $150,000 will be devoted to organization and preparation of a module on public expenditure management and accountability for the 10th International Anti-Corruption Conference (IACC) in Prague in October 2001. This component will be managed by Transparency International, which serves as the Secretariat to the IACC Committee. Over the last 20 years, the IACC has played a key role in galvanising new thinking, new ideas, and new initiatives to address corruption, and this is an ideal forum in which to raise these critical issues. The toolkits will also be disseminated through a dedicated website to be established under the program, and some may be translated into Spanish and French. Partnerships The program would be undertaken in full collaboration between the participating donors and the client countries. The goal of the diagnostic exercises and the action programs is to improve public expenditure and records management, and full participation and ownership by client countries is essential. Governance and Management A High Level Technical Steering Committee, jointly chaired by the World Bank and the European Commission, would be established to determine priorities and allocation criteria and oversee implementation. The Steering Committee would be composed of several members from the EU Commission and the World Bank and a member from each partner organization, including the IMF and individual bilateral donors who would like to contribute to the Trust Fund. The In-house Secretariat would be responsible for day-to-day implementation and would report to the High Level Technical Steering Committee. It would be responsible for developing detailed and specific criteria for subgrants (to help in the design of tools, the management of diagnostic exercices, and the administration of the IACC) and would monitor activities undertaken by subgrantees. It would report periodically to the High Level Technical Steering Committee. It should be stressed that the goal of this exercise is to bring donors and NGOs (such as IRMT) together to streamline and augment the assistance they can provide to improve public expenditure and records management systems in poor countries. It is important that the program not be seen as a disembodied "add-on" that competes with or displaces current efforts, but rather be seen as an integrator that helps to streamline work and increase the overall amount and effectiveness of efforts undertaken by all donors (including the Bank, the IMF, the EU, and others). Within the Bank, it is important that the goals and activities supported under the program be closely aligned with the goals of regional and country programs, and thus we will seek active involvement of one or more Regional managers on the Steering Committee (in addition to 1-2 members each from the PREM and OPSFM anchors and representatives from other participating donors). Monitoring and Evaluation An independent evaluation which will be completed before 2004 Key Information Program Institutional Development Fund (IDF) Bank Contact Person Dunstan M. Wai, Phone - 473-4382 Responsible Network and Sector Web Address of Program n/a Financial Arrangements for FY02 (Amount in US$) Total Budget: 21,500,000 DGF Funding Request: 17,500,000 Other Bank Sources: 0 Partners: 4,000,000 Recipient's Contribution: 0 DGF Burden Sharing Percentage: 81.4% Projected DGF Funding Request FY2003: 25,000,000 Objectives The Bank reviewed its technical assistance program in the early 1990s and concluded that traditional lending instruments alone were insufficient to address the increasingly large and complex capacity building requirements of clients. A new grant instrument, the Institutional Development Fund (IDF), was therefore created in FY93 to provide "quick response" funding for small, action-oriented capacity building programs identified in the Bank's country assistance strategy and policy dialogue. IDF grants were intended to be used to strengthen institutions in cases where specific Bank-financed projects were unanticipated and other donor resources (especially the United Nations Development Program) were not available. A recently completed evaluation of the IDF program concluded that the impact and performance of the overall program has been satisfactory. But the evaluation stressed the need to rethink the focus and implementation arrangements of the IDF in view of the changing mission and development paradigm of the Bank, particularly the Bank's increasing emphasis on building client capacity to tackle poverty reduction under the Comprehensive Development Framework (CDF) and Poverty Reduction Strategy Papers (PRSP). It is proposed that in the near future the IDF be reoriented to focus on financial accountability, public oversight, and legal/judicial reform, all of which support the major building block of the CDF/PRSP framework: good governance. The direct beneficiaries of IDF financing are government and grants are sometimes, with the approval and supervision of the government, implemented by non-governmental institutions. Approximately 130 countries have benefited from IDF grants. In terms of regional breakdown of beneficiaries, the majority of IDF financing has gone to the Africa Region, followed by the ECA region, East Asia, Latin America/Caribbean, MNA, and South Asia respectively. From FY93 through the first part of FY00, 46 percent of IDF financing went to IBRD countries, 36 percent to IDA countries and 18 percent to blend countries. Activities and Achievements The most common grant objectives have been: improving public services (especially in policy and economic analysis), strengthening or creating new institutions, facilitating policy dialogue, establishing legal and regulatory frameworks, and policy research for social programs. In at least one case, that of Vietnam, all of the grants to that country have addressed systemic or sector-wide issues (as distinct from ad hoc or small-scale activities) on topics of moderate to high importance for development. More recently, governance objectives have taken on a larger role in many regions. In ECA, for instance, an initial focus on building institutional capacities for external aid coordination has given way to such areas as procurement and auditing. With respect to achievements, the recent evaluation of the IDF in FY00 and FY01 concluded that the impact and performance of the overall program has been satisfactory, with an overall success rate of 75% (75% of the sample of closed grants reviewed were rated satisfactory or higher). However, some individual grants faced problems with regard to relevance, efficacy, efficiency and/or sustainability, and as noted above the program is seen as having become too diffuse to achieve measurable objectives in the area of institutional development at the macro level. Governance and Management Presently governance of the IDF is decentralized. OCS provides oversight of the IDF at the Bankwide level, allocating the overall annual budget to each of the regions according to a formula based on relative population and income levels. The regions do the actual administration; approving and rejecting grant proposals, and monitoring portfolio performance and activity. Monitoring and Evaluation The Strategic Review carried out in FY00 and FY01 assessed the performance of closed grants, based on an evaluation methodology that followed closely that of OED (i.e. evaluating grants with regard to relevance, efficacy, efficiency, and sustainability). A sample of 194 grants, or approximately 61 percent of the 319 IDF grants closed by June 30, 1999, were evaluated in a desk review; 47, or 24 percent, of the sample also were the subject of an in-depth field review. Of this sample, 75 percent were rated satisfactory; a few were highly satisfactory. This is almost the same percentage cited in the 1997 progress report (77 percent). For the 47 grants that were subject to the scrutiny of a field visit, 81 percent were rated satisfactory including a few that were rated highly satisfactory. Since field evaluations are more thorough than those based solely on a HQ desk assessment, the ratings from the desk reviews (FY97 and in FY00) may be conservative. Institutional development has been and remains a, if not the, most difficult development field for the Bank to tackle. In this context, the findings of the most recent and previous reviews suggest the IDF program has demonstrated considerable success, with still more room for improvement. The evaluation stressed the need to rethink the focus and implementation arrangements of the IDF in view of the changing mission and development paradigm of the Bank, particularly the Bank's increasing emphasis on building client capacity to tackle poverty reduction under the Comprehensive Development Framework (CDF) and Poverty Reduction Strategy Papers (PRSP). It is proposed that in the near future the IDF be reoriented to focus on financial accountability, public oversight, and legal/judicial reform, all of which support the major building block of the CDF/PRSP framework: good governance. An independent evaluation is planned for FY04. Key Information Program Caribbean Regional Technical Assistance Center (CARTAC) Bank Contact Person Orsalia Kalantzopoulos, Phone - 458-25366 Responsible Network and Sector OCS - Resource Management Web Address of Program http://www.cartac.org (yet to be built) Financial Arrangements for FY02 (Amount in US$) Total Budget: 4,852,058 DGF Funding Request: 730,000 Other Bank Sources: 25,000 Partners: 3,827,058 Recipient's Contribution: 270,000 DGF Burden Sharing Percentage: 15.05% Projected DGF Funding Request FY2003: 670,000 Objectives The Caribbean Regional Technical Assistance Center (CARTAC) will provide advice and training in macroeconomic policy formulation to help build capacity in the countries of the Caribbean region (Antigua & Barbuda, The Dominican Republic, St. Kitts & Nevis, The Bahamas, Grenada, St. Lucia, Barbados, Guyana, St. Vincent & the Grenadines, Belize, Haiti, Suriname, Dominica, Jamaica, Trinidad and Tobago) through advisory missions of a small team of experts based in the region, a series of short-term consultancy assignments, in-country workshops, regional training seminars, and attachments of national staff to sister organizations in the region. Functional areas include budget and treasury management, tax and customs administration, and balance of payments, national accounts, banking supervision, Public Sector Investment Programs, and social sector statistics to better monitor and evaluate living standards. The main donor agencies active in the Caribbean region will be providing the bulk of the financial support to the Center. The immediate beneficiaries of the program will be the government agencies responsible for macroeconomic policy formulation and implementation--including the ministries of finance, the central banks, the tax and customs departments, and the central statistical organizations--and the business sector (through more accurate and timely economic data). More broadly, however, all segments of society will benefit from the program, through the government's enhanced capacity for economic and financial management. Improved policy administration will allow better use of resources toward development priorities, in particular to improve targeting of basic social services. A better and well-trained civil service would increase public confidence in the performance of the public sector as well as improve responses to changes in domestic and external environments. Activities and Achievements CARTAC will also help improve information sharing and dissemination among the countries of the region and the donor community in the functional areas mentioned in paragraph 1a. In the spirit of the Comprehensive Development Framework, CARTAC would serve as a central entity for technical assistance in the Caribbean region and help maximize donor coordination and facilitate partnerships. Partnerships The program brings together participation by key donors active in the region. It provides a cohesive framework for donor interaction and coordination. Governance and Management The IMF will manage CARTAC's activities and the grant resources for the program are to be administered by the UNDP through a cost-sharing account. A Steering Committee will be established to oversee the activities of the program. The Committee will be comprised of representatives of the participating countries and donors, including the World Bank. The membership of the participating countries will constitute the majority on the Committee. G. Monitoring and Evaluation An independent evaluation is planned for FY04. Education The long-term goal in education is to ensure that everyone completes a basic education of adequate quality, acquires foundation skills--literacy, numeracy, reasoning and social skills--and have further opportunities to learn advanced skills. Within the context of the International Development Goals (IDGs)-- and targets for Education for All (EFA), the education sector strategy identifies two elements of particular importance in supporting operational efforts to achieve universal basic education: indicators to monitor and target the efforts, and partnerships, networks and new knowledge to support and assure the quality of the education. These efforts are, however, increasingly compromised by the AIDS pandemic in several countries, especially in Africa. The focus is therefore also on identifying appropriate responses to the impact of HIV/AIDS on education. Within the context of the Education Sector Strategy Paper, the education sector Development Grant Facility (DGF) program is organized around four themes: (1) Strategic tools for governance and management; (2) Capacity Building for effective education policy and governance of education systems; (3) Utilization of capacity of policy analysts; and (4) Interventions to enhance learning outcomes. The DGF grants for education have played an important role in complementing the core lending and analytical services of the Bank's education sector, and is one of the sector's most important tools for promoting partnerships, knowledge generation and supporting capacity building efforts. Key Information Program Association for the Development of Education in Africa (ADEA) Bank Contact Person Arvil Van Adams, Phone ­ 473-3435 Responsible Network and Sector HD - Education Web Address of Program http://www.adeanet.org Financial Arrangements for FY02 (Amount in US$) Total Budget: 3,676,600 DGF Funding Request: 300,000 Other Bank Sources: 20,000 Partners: 3,356,600 Recipient's Contribution: 0 DGF Burden Sharing Percentage: 8.16% Projected DGF Funding Request FY2003: 350,000 Objectives This grant will continue support for the work program of the Association for the Development of Education in Africa (ADEA) and expand activities to further African capacity building and development of country-led partnerships with education donors. It will enable ADEA to play a larger role of support for the UN Special Initiative on Africa (UNSIA) and for the follow-up to the targets set at the April 2000 Dakar World Education Forum of providing Education for All by 2015. Membership in ADEA includes all major education donors and Ministers of Education in Sub-Saharan Africa. ADEA was established with support from the Africa Region of the Bank in 1988 as a forum to nurture donor coordination in education. ADEA has since developed as a framework for enhancing consensus on major education issues and approaches and for fostering better understanding and more effective education programs. Activities and Achievements FOR 2000 Eight activities designed to strengthen and promote partnerships mark the first year of ADEA's second decade: (1)The Prospective, Stock-taking Review of Education, in which 25 African countries and 6 ADEA Working Groups participated was completed; (2) the "Communicating Education" program, whose four subregional and two national training workshops (for African journalists and communication specialists from ministries of education) have demonstrated that education and media people are eager to develop the contacts and skills required for increased understanding between them -- and beyond them to relevant constituencies in order to promote dialogue among major stakeholders; (3) the evaluation of the ADEA Working Groups was completed in April 2000; (4) identifying Effective Responses to HIV/AIDS: This initiative is an outcome of the 1999 Biennial where the issue was widely discussed and where an urgent call for action to address HIV/AIDS issues was made by President Mbeki and other speakers; (5) an increasing number of meetings are being held in Africa. Two meetings of the Bureau of African Ministers took place in conjunction with meetings of the Steering Committee (Dakar, April 2000 and Paris October 2000). Also, the second consecutive Biennial meeting was held in Africa (Johannesburg, South Africa; December 5-9, 1999). The first was held in Senegal in 1997. And, for the first time, a full Working Group coordination meeting was held in Africa (Cotonou, Benin; July 1-2, 1999); (6) Working Group coordination has been enhanced with several activities; (7) ADEA's role as a network has taken another step forward as a result of the partnership established with a USAID program to develop Internet connectivity throughout Africa; (8) The print and electronic versions of the updated Statistical Profile for Education in sub-Saharan Africa (SPESSA) are now available. Partnerships ADEA sponsors twice-yearly meetings of the Steering Committee and Bureau of African Ministers of Education to further policy dialogue, and a biennial meeting of all donors and African Ministers of Education to share dialogue on major education themes. The most recent biennial meeting held in Johannesburg in December 1999, reviewed lessons from country experiences with education development in Africa during the 1990s. More than forty African Ministers of Education attended this conference. Mr. Eduardo Doryan, Vice- President of the Human Development Network, led the Bank delegation and addressed participants at the opening session. The Working Groups are a major instrument for refining the lessons of experience and strengthening national capacity for follow up. The Working Groups convene several times annually with African educators and donor members to work on important education issues. Governance and Management Neither the ADEA Secretariat nor any of its program activities are institutionally connected with the Bank Group. By design, the ADEA Secretariat has not been formally institutionalized. Rather, it is housed in the IIEP, whose affiliation with UNESCO with its long-standing intellectual leadership in education development and effective training experience, guarantees the kind of backstopping support needed for the success of ADEA. Monitoring and Evaluation An independent evaluation was carried out in FY99. The evaluation indicated that: (i) inactive Working Groups should be closed/terminated; (ii) in regard to the activities of the Working Groups, they should continue to focus on cross-cutting issues (e.g., HIV/AIDS and information technology) in order to demonstrate greater utility; (iii) ADEA ought to address these issues or create a quick response mechanism, such as a task force, to deal with them instead of forming new Working Groups; (iv) the mandates of the task forces should be limited in time; (v) WGs should be free to decide when and how to shift their focus from advocacy, analytical and capacity building work to undertaking operational work; (vi) every effort needs to be made to improve and simplify the work plans and budgets; (vii)in terms of funding and marketing, it was proposed that leaders and coordinators should be in charge of developing strategies to raise money for their WGs; (viii) WG leaders and coordinators should also institute a peer review of their work plans and budgets in order to help each other learn how to market their activities; (ix) coordination of WGs at the country level should be improved; (x) there was a perception that African ministries of education do not have the power to assume leadership in setting the agendas of WGs. It was suggested that this issue be discussed at the meeting of the Bureau of Ministers; (xi) the capacity of African ministries of education to influence WGs' work plans could be strengthened through the attendance of senior officials at WG steering committee meetings and workshops. Another independent evaluation would be carried out in FY02 to assess ADEA's progress toward meeting the recommendations of the April 2000 evaluation and its readiness to take on the expanded mandate expected from the Bank and other donors. The evaluation would consider a strategy for sustainable financing for ADEA, with regular plans for independent evaluation. Key Information Program Support for the Forum for African Women Educationalists (FAWE) Bank Contact Person Mercy Miyang Tembon, Phone - 473 5524 Responsible Network and Sector HD - Education Web Address of Program http://www.Fawe.org Financial Arrangements for FY02 (Amount in US$) Total Budget: 3,722,892 DGF Funding Request: 400,000 Other Bank Sources: 20,000 Partners: 3,277,892 Recipient's Contribution: 0 DGF Burden Sharing Percentage: 10.7% Projected DGF Funding Request FY2003: 425,000 Objectives The grant is intended to consolidate the work of the Forum for African Women Educationalists(FAWE): in its development as a pan-African NGO supporting increased female participation at all levels of education, and as it supports capacity at national levels to provide sustained support for this objective. The immediate beneficiaries of FAWE's activities are those institutions and individuals, including the Bank and staff, working to increase access and improve learning outcomes for girls. The long-term beneficiaries are the girls and young women in and out of educational institutions in Africa. To influence the formulation and adoption of educational policies on girls' education to increase access, improve retention and performance To undertake and support demonstrative experimental and innovative programmes to increase girls' participation in education. To strengthen organisational capacity to effectively implement programmes that promote girls' education. To monitor policies, practices and programmes that impact on girls' education. Activities and Achievements (i) Business plans and work programmes produced by 15 FAWE National Chapters: Burkina Faso, Sierra Leone, Liberia, Chad, Ghana, Gabon, Guinea, Kenya, Mali, Swaziland, Tanzania, Togo, Uganda, Zambia and Zimbabwe; (ii) training manuals produced for gender sensitization and participatory methodology; (iii) promising innovations written up in a booklet and disseminated at the Dakar Education Forum 2000; (iv) compiled database on completed grants provided by FAWE over the previous three years; (v) ·FAWE constituted a fund raising committee examine alternative and ling term office accommodation; and (vi) National Chapters fundraised over US$ 1,300,000 in support of their work programmes. Partnerships As a Pan-African NGO with National Chapters in 32 countries, FAWE is exactly one type of partner with which the Bank should be working. Strengthening its capacity to develop and deliver own programs will ensure that these programs continue Governance and Management The FAWE Work Program is planned, implemented, and monitored by an 11-member Executive Committee in consultation with all FAWE members. The small Secretariat in Nairobi, headed by an Executive Director, handles the administrative work of the Forum. The Bank does not hold a seat on the Executive Committee, nor does it have any involvement with the secretariat Governance and Management The FAWE Work Program is planned, implemented, and monitored by an 11-member Executive Committee in consultation with all FAWE members. The small Secretariat in Nairobi, headed by an Executive Director, handles the administrative work of the Forum. The Bank does not hold a seat on the Executive Committee, nor does it have any involvement with the secretariat. Monitoring and Evaluation In 2001, the FAWE Executive Committee commissioned an external evaluation to evaluate achievements, strengths and weakness of FAWE over the last five years. The findings were that; (1) FAWE mission is as valid as it was in 1992; (2) FAWE has been successful in achieving most of its goals and objectives over the past five years. The evaluators identified four challenges to FAWE namely; (i) achieving sustainability; (ii) institutionalising FAWE vision and mandate; (iii) developing the National Chapters; and (iv) refocusing FAWE's advocacy to achieve more depth. The above challenges have been addressed in the FAWE Five Year Strategic Plan. Key Information Program Program for Assessment of Student Achievement (PASA) Bank Contact Person Vincent M. Greaney; Lianqin Wang, Phone - 458 - 1221; 473 - 3685 Responsible Network and Sector HD - Education Web Address of Program http://www.timss.bc.edu Financial Arrangements for FY02 (Amount in US$) Total Budget: 30,193,000 DGF Funding Request: 1,615,000 Other Bank Sources: 20,000 Partners: 27,833,000 Recipient's Contribution: 0 DGF Burden Sharing Percentage: 5.3% Projected DGF Funding Request FY2003: 2,325,000 Objectives DGF grant is being requested to support the Program for the Assessment of Student Achievement (PASA) which will comprise two sub-projects: (i) Trends in International Mathematics and Science Study (TIMSS) [please note this is not the Third International Mathematics and Science Study -- TIMSS-R]; and (ii) A new sub-project to be managed by IEA -- the Progress in International Reading Literacy Study (PIRLS). Program objectives have been separated for the two projects. Trends in International Mathematics and Science Study (TIMSS): The purpose of this grant is to support financing of the International Association for the Evaluation of Educational Achievement (IEA) to assist 20 low- and middle-income countries participate in the Trends in Mathematics and Science Study (2003), which will provide a clear measure of the impact on the ground for education investments in these countries. The TIMSS-2003 will assess the mathematics and science achievement of a nationally representative sample of students in Grades 8 and 4 in participating countries, as well as collecting detailed information on student backgrounds, schools and teachers. It will yield internationally comparable performance benchmarks for science and mathematics and a reasonable estimate of the effectiveness of the education system with respect to these two subjects. The participation of low- and middle-income countries in TIMSS-2003 is contingent on support from external sources to finance their international overhead costs. The beneficiaries include the 20 countries (Armenia, Botswana, Bulgaria, Czech Republic, Hungary, Indonesia, Latvia, Lithuania, Macedonia, Malaysia, Moldova, Morocco, Philippines, Romania, Russian Federation, Slovak Republic, Slovenia, South Africa Thailand, Tunisia, Yugoslavia), those working in the education sector, e.g., national governments, international institutions such as the World Bank and UNESCO, other organizations such as universities and research organizations in participating countries concerned with monitoring and improving education quality, and ultimately the students. The results will be reported in both international and country-specific publications, and the full data archives made available on CD-ROMs and though the Internet. The Progress in International Reading Literacy Study (PIRLS) project: The purpose of this grant is to finance the International Association for the Evaluation of Educational Achievement to assist 15 low and middle-income countries to participate in the Progress In Reading Literacy Study. This study will provide a clear measure of the impact on the ground for education investment (particularly in relation to reading literacy) in these countries. The PIRLS study will assess reading literacy achievement of a nationally representative sample of students in Grade 4 (approx. 9 years- the end of reading instruction in most countries), as well as collecting detailed information on student backgrounds, schools, teachers and parents. The study will incorporate an electronic text based assessment ( in anticipation of new illiteracies) and will also provide for a direct linkage to the 1990 IEA Reading Study for those countries which participated in that project. The project which commenced in 1998, will provide internationally comparable benchmarks in reading literacy ( data collection 2001) and is intended to provide a new baseline for future planned repeats of the assessment in 2004/5 and 2008/9. The beneficiaries include the 15 low- and middle- income countries, those working in the education sector, e.g., national governments, international institutions such as the World Bank and UNESCO, other organizations such as universities and research organizations in participating countries concerned with monitoring and improving education quality. For the participating low- and middle-income countries, the study will serve as an international benchmark against which to measure future progress. This project's outcomes include international benchmarks of student performance that may be used (with other measures) as indicators of educational efficacy. Activities and Achievements Activities planned for 2001 include the preparation of the international database for release by June 2001, training sessions of study participants in February/March 2001 and September 2001. All activities related to this project will be completed by December 2001 following publication of all manuals, the international database, and the technical Report for the project. NCES will complete a compliance audit at the end of December 2001. PIRLS: Requested funding support would contribute to the international overhead costs (USD 30000 per year over two years) related to participation in this study. Specifically, cost for the forthcoming period include training (data entry), quality assurance (translation verification), framework and test development, data cleaning, sample weighting, scaling, analysis (for pilot test) and reporting. In addition, support is provided to National Research Coordinators from 15 low- and middle-income countries to attend training and planning meeting (approximately three per year). Support for these countries has to date been provided by IEA. The project will undergo several reviews in the next 18 months. The IEA General Assembly will review the overall project in terms of the extent to which it has met objectives to date (this includes countries which participate and do not participate in the project). Two technical reviews will take place in 2000 (April and October). The Technical Executive Group includes representatives who are not members of IEA. An independent sampling referee is contracted to adjudicate sampling related issues. Finally NCES/NSF will conduct an independent project evaluation at the end of the project in 2003. Partnerships TIMSS -- The network of partnership for TIMSS-R is extensive, including up to 44 participating countries, the IEA Secretariat in Amsterdam, Statistics Canada in Ottawa, the IEA Data Processing Center in Hamburg, Educational Testing Service in Princeton, Boston College in Boston, the U.S. National Center for Education Statistics, and the U.S. National Science Foundation. The largest contributors to TIMSS-R are the participating countries, whose total domestic costs are approximately $33 million over three years. PIRLS: The network of partnership for IEA and PIRLS is extensive, including 35 participating countries, the IEA Secretariat in Amsterdam, Statistics Canada in Ottawa, the IEA Data Processing Center in Hamburg, Educational Testing Service in Princeton, Boston College in Boston, the U.S. National Center for Education Statistics, and the U.S. National Science Foundation. The largest contributors to PIRLS are the participating countries, whose total domestic costs are approximately $25 million. Governance and Management IEA is an independent international cooperative of national research institutions and governmental agencies. G. Monitoring and Evaluation An independent evaluation will be carried out in FY02. Key Information Program Program for Education Statistics (PES) Bank Contact Person James A. Socknat, Phone - 458-1232 Responsible Network and Sector HD - Education Web Address of Program http://www.unescostat.unesco.org; http://www.oecd.org Financial Arrangements for FY02 (Amount in US$) Total Budget: 11,215,000 DGF Funding Request: 1,070,000 Other Bank Sources: 50,000 Partners: 6,144,600 Recipient's Contribution: 3,950,400 DGF Burden Sharing Percentage: 9.5% Projected DGF Funding Request FY2003: 1,550,000 Objectives The UIS project on improving the quality of education statistics, the joint UIS/OECD WEI project, and UIS regional initiatives in the Middle East and Latin America together comprise the Program for Education Statistics (PES). The beneficiaries of the Program for Education Statistics (PES) will be all users of the data collected, analyzed and disseminated by UIS and UIS/OECD for the WEI project. In particular, this will include policy-makers at national and international levels, including the World Bank, through improvements in the quality, timeliness and relevance of the outputs and through the dissemination of more comprehensive information. Beneficiaries will also include data providers since the UIS and UIS/OECD are committed to working with them, especially those in the developing world (Egypt, Morocco, Sri Lanka, Tunisia and Zimbabwe joined the WEI program during its second phase and Paraguay, Uruguay, and Peru have requested and been granted participation on the understanding that they will cover their own international overhead costs). PES projects will support them in the collection of accurate and complete data, and assist them in ensuring that these data are used within their own countries to inform the evaluation and development of policy. Furthermore, UIS and UIS/OECD will coordinate statistical capacity-building efforts of developing countries in Latin America and Caribbean region (OREALC project) and the Middle East and North Africa region (PAPED project). The Pan Arab Project for Education Decision Support (PAPED) project in particular will benefit Ministries of Education and educational institutions in the Arab States including: Egypt, Jordan, Palestinian National Authority, Lebanon, Tunisia, Morocco, Algeria, Mauritania, Djibouti, Syria, Sudan, Libya, Iraq, Yemen, and Arab Gulf States. Stakeholders and beneficiaries of accurate and comprehensive information will include data users and data providers, policymakers, educational planners, educational directors, school principals at national level, the UNESCO, the World Bank, and other international donors at the international and regional levels. Activities and Achievements DGF funds will assist UIS and UIS/OECD to develop and implement its plans under the various PES sub- projects to achieve the above outlined objectives. The FY02 DGF funding for the PES Program will be used for five sub-projects: (i) The joint UIS/OECD World Education Indicators (WEI) project ($670,000 of which UIS operating costs for the project will be $450,000 and OECD operating costs for the project will be $220,000); (ii) The UIS Caribbean Regional Development Project ($340,000); (iii) The UIS Quality of Education Study ($160,000); (iv) The UIS Education for All (EFA) Observatory ($210,000); (v) The UIS Summit of the Americas Indicators Project ($100,000); and (vi) The UIS Pan Arab Project for Education Decision Support Systems ($200,000). Partnerships UIS is an active member of the Paris 21 Consortium, which is attempting to coordinate statistical capacity- building efforts in developing countries. In addition, UIS is involved in inter-agency meetings to ensure a coordinated approach to developmental activities. The PAPED program has promoted partnerships with other key players in the Region, including Member States, the Arab Fund for Social and Economic Development, AGFUND, UNICEF, ALECSO, and ABEGS. Other donors such as OPEC and IDB are also expected to support the PES. The OECD work builds on cooperation among a series of actors: experts from OECD and UNESCO are the central resources for capacity building at the international level. The OECD INES networks as well as networks of relevant international organizations operating in the participating countries play an important role in capacity building in the participating countries, particularly in advising countries on the identification of data sources and on the implementation of data collection in the national context. Governance and Management The PES sub-projects represent the following governance structures: (i) The WEI project represents a collaborative effort among participating countries, UIS and OECD. WEI National Coordinators from participating countries work on linking WEI policy objectives with the technical expertise in their countries and co-ordinate the implementation of WEI activities at the national level. In particular, countries that participate in the WEI program actively contribute to developmental work, implement the data collection instruments and methodology in the national context in cooperation with UIS and OECD; provide international organizations with the information and assistance necessary for quality control; cooperate in regional meetings of experts; and cooperate in the preparation of the publication. UIS and OECD jointly manage the program and serve as contact points for National Coordinators; organize meetings of National Coordinators and developmental groups; adapt, in consultation with participating countries, the OECD indicators methodology as needed and work with developmental groups to establish new methodologies; establish in consultation with other relevant organizations and networks, a reliable infrastructure for data development (through international and regional meetings of experts, and training and consultation at the national level); provide technical assistance in data collection; prepare definitions, methods and instructions for the collection of data as well as data collection instruments, and process and validate collected data. UIS is supervised by a Governing Board and is reviewing the creation of Technical Advisory Panels (TAPS), one user-oriented and the other consisting of specialists in the provision of data. The Board and TAPS when established will have a number of members from developing countries. The PAPED project will have a Steering Committee. The Committee will ensure that all developing countries in the Arab region are included, and that special provisions are made for offering scholarships and fellowships for personnel from poorer countries. Beneficiary countries will be involved in the implementation at each step of the project. Project activities at the country level will mainly involve the Ministries of Education. In each participating country, a project steering committee and a technical committee will be established. UIS will seek to ensure partnership with the World Bank in the various countries where the Bank is involved in the field of education. G. Monitoring and Evaluation A consolidated independent evaluation of both Improving Quality of Education Statistics and WEI will be carried out in FY02. Health Especially Maternal and Child Health and Nutrition) Addressing the "unfinished agenda" of malnutrition, and maternal and childhood health is also key to achievement of the Health Nutrition and Population (HNP) sector objectives of improving health outcomes for the poor and reducing the impoverishing effects of ill-health. Currently (FY02) the HNP programs receive $25.32 million in grant support, of which just under 25% goes to nutrition, and maternal and child health. The major programs under Maternal and Child Health and Nutrition are the Human Reproduction Program (HRP), a UN agency co- sponsored research and development program; the Population and Reproductive Health Capacity Building Program assisting groups to address health issues at the community level and linking them to regional and international initiatives; several aspects of Integrated Management of Childhood Illness (IMCI) supporting a comprehensive approach to child health, and the Global Micronutrient Initiative, with major successes in the field of food fortification. Key Information Program Research and Development in Human Reproduction Bank Contact Person Thomas W. Merrick, Phone ­473- 6762 Responsible Network and Sector HD - Health Nutrition & Population Web Address of Program http://www.who.int/hrp/ Financial Arrangements for FY02 (Amount in US$) Total Budget: 18,000,000 DGF Funding Request: 2,000,000 Other Bank Sources: 20,000 Partners: 15,280,000 Recipient's Contribution: 700,000 DGF Burden Sharing Percentage: 11.11% Projected DGF Funding Request FY2003: 2,000,000 Objectives HRP was founded in 1972 as a Special Programme of WHO to support and evaluate international research and development related to human reproduction - with particular reference to the needs of developing countries. The Bank became a cosponsor of a re-structured HRP in FY88 at a time of international concern that adverse changes in the environment for reproductive health research, and consequent declines in funding, would lead to a lack of appropriate, safe methods for use in the family and reproductive health programs being established across the world. The program carries out two broad types of activity - first, coordination of research through a global network of research institutions, and second, building of national capacity in fertility and reproductive health research. In the field of contraception, a major objective of the program has been to monitor and provide information on the safety of the most widely used contraceptives - which is an invaluable global public good. HRP's work program includes global and regional research on priority reproductive health problems that affect poor and vulnerable groups, particularly poor women and infants. Some of the greatest rich/poor health differences both within and between countries are observed in such reproductive health indicators as maternal mortality, unwanted fertility and reproductive-tract infection rates. Activities and Achievements A recent evaluation of HRP's accomplishments highlighted the following: (i) HRP has developed two monthly injectable contraceptives containing a combination of estrogen and progestagens, which are very effective and have better bleeding patterns than the existing injectable or implantable contraceptives; (ii) Clinical trials done by HRP have documented the safety and relative efficacy of different methods of emergency contraception. HRP is now involved in a consortium of agencies to introduce the most appropriate pharmaceutical formulation in a number of countries around the world, including the USA; (iii) large HRP clinical trials have put to rest the notion that vasectomy could increase the incidence of cardiovascular diseases and of testicular and prostate cancer; (iv) HRP research played a major role in clarifying the issue of hormonal contraceptives and cancer; (v) long-term and large multi-centered clinical trials of copper-bearing IUDs have provided valuable information about their low risk and high effectiveness; (vi) another significant contribution relates to antiprogestins. HRP's sponsored basic and clinical research has demonstrated the synergistic effect of antiprogestins and prostaglandins, thus making non- surgical abortion a practical procedure. It is doubtful whether any other agency could have done this in such a sensitive field; and (vii) finally, HRP's ongoing collaborative work on cardiovascular disease and steroidal hormone contraception has recently reported original findings of great general importance. First, it found that the new oral combined contraceptives containing the third and latest generation of progestagens doubled the risk of venous thromboembolism as compared with the second generation. Partnerships HRP is a very effective mechanism for the Bank's work with other international agencies, donors, governments and non-governmental organizations in the field of reproductive health. HRP supports the flow of information on safety and efficacy issues, as well as program design, implementation and evaluation questions, among these partners. Given the Bank's limited technical capacity in this arena, its partnership with HRP is critical to maintaining the technical quality and effectiveness of Bank-funded activities in reproductive health and ensuring that the needs of poor women are adequately served. Governance and Management As noted above in the discussion of implementation arrangements, the management of WHO and HRP is independent of the Bank Group. G. Monitoring and Evaluation An independent evaluation is planned for FY02. Key Information Program Population and Reproductive Health Capacity Building Program Bank Contact Person Janet Nassim, Phone ­ 473-7024 Responsible Network and Sector HD - Health Nutrition & Population Web Address of Program http://www. N.A. Financial Arrangements for FY02 (Amount in US$) Total Budget: 14,025,000 DGF Funding Request: 2,000,000 Other Bank Sources: 25,000 Partners: 0 Recipient's Contribution: 12,000,000 DGF Burden Sharing Percentage: 14.26% Projected DGF Funding Request FY2003: 2,000,000 Objectives The PRH program aims to build the capacity of civil-society organizations to develop and implement culturally appropriate interventions in the sensitive fields of population and reproductive health, leading to healthier behavior at individual and community levels, and improved reproductive health outcomes.It has three main dimensions: (i) on-granting through international intermediaries with links to grassroots groups world- wide; (ii) support to operations research leading to the development of cost-effective interventions and protocols; and (iii) support to organizations active in technology and information transfer to community levels. The beneficiaries are mainly women and adolescents, through the organizations in which they participate, or from whose activities they benefit. There is a special emphasis on reaching communities under-served by government agencies. The program's range is global ­ with a particular focus on Africa. The fit between the Bank's core objectives in poverty reduction and those of the PRH program is excellent. Reproductive health problems hit the poor harder than those who are better-off, especially the most vulnerable ­ women and children. In addition, the PRH program contributes to other emerging directions of the Bank's agenda - improving gender equity, inclusion and participation, development partnerships, coalitions for change, and fostering global public goods. Activities and Achievements The program provides funding for groups working to: (i) increase access to and choice in family planning; (ii) reduce maternal mortality and morbidity; (iii) promote the health of adolescents; and (iv) reduce harmful health practices such as Female Genital Mutilation. Achievements include: (i) technology development and transfer: e.g. the Mother and Baby package that has been adopted widely as a planning guide for Safe Motherhood programs; the development of a low cost test for syphilis, and guidelines for cervical cancer diagnosis and treatment in resource-poor settings; (ii) sustaining the momentum of the Safe Motherhood Initiative, and major related conferences; (iii) leveraging significant financial and technical support for the programs and initiatives funded e.g. $50 million from GATES to PATH to build on ground- breaking work on cervical cancer (above) started with seed money from PRH; and nurturing of a significant number of fledgling grassroots groups into credible national organizations attracting long term funding from donors such as the EU and GTZ, Piloting and replication e.g. a sexuality and life skills program for schools piloted in Mexico was taken up by the Ministry of Education and implemented nation-wide. It is now being replicated in other countries in Latin America, Culturally appropriate approaches to female genital mutilation, developed and implemented by country groups that belong to the networks created by Rainbo and the Inter- Africa Committee. D. Partnerships The program has established partnerships with many of the major NGOs and international associations in the field of reproductive health. The evaluation concluded that, for example, the Safe Motherhood Initiative would certainly be weaker without PRH's reinforcement of partnerships between key players in the field. Through the international NGOs and the international professional bodies, the program supports some 50 grass-roots groups each year. E. Governance and Management Management of the program is by a small committee of HNP staff - including the Senior Population Adviser, the Lead Specialist for HIV/AIDS, and a senior reproductive health specialist from SIDA, here on secondment. The committee members also include the heads of the reproductive health thematic group, and is representative of several regions. The grants are made on the basis of proposals, by groups whose management is wholly independent of the Bank. There is constant turnover in the groups supported. Monitoring and Evaluation The program was evaluated in January 2000, with very positive results. The review indicated that: (i) the fit between the Bank's core objectives and those of the PRH program is excellent. Reproductive health problems hit the poor harder than those who are better-off, especially the most vulnerable - women and children; (ii) the PRH program provides an effective mechanism for mobilizing strong, community-based organizations to carry out innovative activities on priority problems, in a way that is usually not possible through Bank operations; (iii) success stories are many and failures few; (iv) program management is judged to be adequate, despite minimal resources, because of the commitment of highly competent individuals with excellent personal networks in the field; (v) the staff who manage the program, and the committee which reviews proposals pay careful attention to the track record and financial probity of potential grantees. Similarly, an arm's length relationship is maintained with the Bank's regular programs. Recommendations for improvement: (i) add one or two NGO representatives to the committee which decides on grants; (ii) disseminate the results of the program through an annual or bi-annual one-day workshop for grantees and other interested parties, which grantees would attend at their discretion and own expense; (iii) consider making two to three year grants; (v) the program and the Bank would benefit from more publicity. Another independent evaluation is planned for FY05. Key Information Program Global Micronutrient Initiative Bank Contact Person Milla McLachlan, Phone - 613-236-6163 Responsible Network and Sector HD - Health Nutrition & Population Web Address of Program http://www.micronutrient.org Financial Arrangements for FY02 (Amount in US$) Total Budget: 21,753,000 DGF Funding Request: 1,200,000 Other Bank Sources: 10,000 Partners: 20,543,000 Recipient's Contribution: 0 DGF Burden Sharing Percentage: 5.52% Projected DGF Funding Request FY2003: 0 Objectives The purpose of the grant is to accelerate action on micronutrient malnutrition in order to achieve the micronutrient goals of the World Summit for Children (virtual elimination of iodine and vitamin A deficiencies and reduction by one-third of iron deficiency anemia). The primary beneficiaries are women and children; secondary beneficiaries are the rest of the population. The MI is an overarching organization which funds catalytic work in R&D, advocacy, and national policy development. This is the last year of the Development Grant. Activities and Achievements "MI has some notable success stories that have achieved international recognition. These include its advocacy work in general, vitamin A supplementation distribution (especially when linked to National Immunization Days), their contribution towards universal salt iodization, and the development of double fortified salt. An example of MI's responsiveness is the fast turnaround of six weeks to provide vitamin A premix to Nicaragua in 1999 in response to an emergency call. MI is also recognized for its contribution to resolving key scientific debates by supporting a meta-analysis of 22 completed trials of iron supplementation, which compared the efficacy of weekly and daily supplementation patterns." (from the external evaluation of the MI. "The Micronutrient Initiative: Evaluation of Programs and Operations 1992-2000. by Mestor Associates Canada, July 2000) Partnerships The Bank and UN/bilateral agencies have a difficult time sitting down with each other sometimes. This is particularly true when we're not focused on country programs. The donors working together through MI show that these institutions bring unfamiliar partners together for common cause. Our alliance is particularly strong with UNICEF and CIDA. The MI has just initiated on the basis of the Steering Committee retreat of last summer and the external evaluation, a new mechanism for including the voices of the poor in its analysis of the problem and determination of MI's role in solving the problem. This mechanism is a participatory constraints assessment, first carried out in Bolivia, which works with both beneficiaries and functionaries to diagnose the problem. Governance and Management While the Bank plays an important role in setting the agenda of each of these grantees, they are autonomous organizations. Our partners in each would not let the Bank coopt these institutions. We regularly reiterate the need for "arms length" relationship. G. Monitoring and Evaluation An independent evaluation of the Micronutrient Initiative was carried out in FY01. Highlights of that evaluation include an affirmation of the major contribution the MI has made to advocacy, national programs, and knowledge generation. The management issues identified related primarily to improving information systems, disaggregating financial data in more user-friendly ways, clearer chains of command and decision criteria for program approval, and greater emphasis on monitoring and evaluation. Perhaps the most important recommendation to derive from the evaluation was the recommendation that the MI become independent of the International Development Research Centre because it needs more agile and flexible administrative systems, its own Board, and because IDRC has drifted away substantively from subject matter related to micronutrient malnutrition. Key Information Program Partnership for Child Development (PCD) Bank Contact Person Donald A. P. Bundy, Phone - 473 3636 Responsible Network and Sector HD - Education Web Address of Program http://www.child-development.org Financial Arrangements for FY02 (Amount in US$) Total Budget: 3,013,000 DGF Funding Request: 390,000 Other Bank Sources: 10,000 Partners: 2,613,000 Recipient's Contribution: 0 DGF Burden Sharing Percentage: 12.94% Projected DGF Funding Request FY2003: 0 Objectives The proposed activities would form an intrinsic part of the work program of the Partnership for Child Development (PCD). The major focus of our continued activity would be in the creation and dissemination of knowledge on effective school health strategies, and to promote and strengthen communication and knowledge networks and cross-sectoral partnerships in the field of school health. We will strengthen these initiatives by continuing the development of links with governments, donors, technical institutions and civil society (refer to Appendix A for details of current partners). Our collaborative programs continue to demonstrate the positive impact of school health interventions on children's health and learning outcomes. This is particularly apparent for the most disadvantaged children, typically the rural poor and the girl child. We would continue to target, and capacity build, the poorest countries, thus focusing primarily on Africa. However, FY2002 funds would also support our involvement in an inter-sectoral study of education, health and home background characteristics to enhance long-term monitoring and national policy making in Sri Lanka (Appendix B). Our partnership supports the interagency (UNESCO, WHO, UNICEF and World Bank) initiative - the FRESH Start Approach (Focusing Resources on Effective School Health). This initiative serves to promote a basic framework from which an effective school health program can be implemented that will contribute directly to improved learning. To date, 11 countries have adopted the FRESH Start approach, each country adapting the framework to respond to the specific needs of their own children and many choosing to do this through World Bank projects. Part of our continuing work would be to support these activities, lending technical assistance enabling research and quality assurance when required, and also to promote the understanding and the adoption of this strategy in other countries. Given the impact of the HIV/AIDS pandemic on children and the education system in Africa, it is vital that an effective school health program adopt strategies to promote HIV/AIDS awareness and prevention in children and also the wider community, as highlighted in the FRESH rationale. It is also clear that further research is required to improve the targeting and delivery of prevention, and to develop effective strategies to mitigate the impact on the education systems. This is an area of increasing interest and importance to our work, and an increased proportion of FY2002 funds would support our activities in this area. Activities and Achievements This support leverages the capacity of the Partnership for Child Development, an international partnership of governments, donors, technical institutions and international NGO, to create and disseminate knowledge of effective school health strategies that promote learning. The activities target the poorest countries, focusing on Africa, and include specific capacity building, a knowledge generation effort and the promotion and strengthening of communication and knowledge networks and cross-sectoral partnerships in the field of school health, especially the FRESH initiative. FY2002 funds would also support research to improve the targeting and delivery of HIV/AIDS prevention, and to develop effective strategies to mitigate the impact on the education systems. And, our involvement in an inter-sectoral study of education, health and home background characteristics to enhance long-term monitoring and national policy making in Sri Lanka. The Partnership for Child Development has been working to provide the technical basis and understanding of school health programming. This knowledge creation has resulted in the technical platform for the launch of the FRESH Partnership, led by the World Bank, UNICEF, UNESCO and WHO and launched at Dakar in April 2000. This has subsequently resulted in eleven school health components of World Bank programmes in Africa. The Partnership input has been crucial for providing cross-sector evidence of the impact of health and nutrition in education and developing consensus around cost-effective interventions. The development of the FRESH rationale, tool kits, and networks to share information about FRESH, have resulted in components of eleven projects serving more than 63 million children in Africa. Effective school health programming is an unfamiliar area to civil society and client governments and providing local advocacy and technical support through the Partnership has been crucial to the implementation of school health programmes. Partnerships The specific purpose of the Partnership is to promote and reinforce partnerships across the health and education sectors. It has an established record in networking at international, regional and national levels. Governance and Management The management of the Partnership and of the University of London is entirely independent of the World Bank Group. The proposed work will be coordinated from the SCC at St Mary's Medical School, University of London. In Ghana and Tanzania the primary collaborators will be the Ghana Partnership for Child Development (GPCD) and the Tanzanian Partnership, known as Ushirikiano wa Kumwendeleza Mtoto Tanzania (UKUMTA). These organisations are both intersectoral (Ministries of Education and Health in Ghana; Ministries of Education, of Health, of Woman and Child Welfare and of Development in Tanzania) and have been in existence for more than 5 years in both cases. The SCC will be responsible for all financial management, and will use contractual and other procedures approved and audited by the University of London. The Partnership consists of a consortium of countries, agencies and civil society, connected through list serves, informed networks and workshops. The Partnership demonstrates and encourages transparent decision making and has used networks to identify the products in this proposal. Civil Society in developing countries is a priority partner that also provides a means of directly involving the poor in decision making. A fundamental objective of our work is to build capacity and strengthen local ability to design, implement and evaluate their countries own school health and nutrition programs. We also aim to strengthen communication and information networks between school health workers at both international and national levels. School health and nutrition programs serve to identify the needs of the school-age child. Further, it has been shown that these programs are of greatest benefit to the most disadvantaged children ­ usually the rural poor and the girl child. Monitoring and Evaluation An independent evaluation will be carried out in FY02.