Catalog

	Table of Contents
p. 13 of 34 BACK | NEXT Executive Summary Introduction Good governance defined The elements of good governance The Bank’s concern with governance quality Policy context of the Bank’s project lending Focus on equity and development performance Project quality The East Asian experience Outlook for the future The Bank’s approach to governance issues Promoting the elements of good governance in Bank operations The Bank’s modalities for enhancing governance in DMCs Resource implications Reporting arrangements

Governance: Sound Development Management : The Bank’s concern with governance quality

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Project quality

One of the major themes identified by the TFIPQ was the importance of institutional capacity in DMCs and project “ownership” by executing agencies and potential beneficiaries.¹⁷ In view of this, it was emphasized that the Bank should help strengthen DMC capacities for policy analysis, formulation, and management. A related priority was assisting DMCs to reform and strengthen public sector management, particularly in its functions of establishing and maintaining public infrastructure, the delivery of public services, the mobilization and management of domestic resources, and the creation and enforcement of an appropriate legal framework. It was also recommended that the Bank encourage governments to shed roles and functions that could be fulfilled by the private and nongovernment sectors with greater efficiency and effectiveness. This would be conducive not only to sustainability, but also to wider participation in the development process in DMCs (which was highlighted as being a value in itself).¹⁸

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