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	Table of Contents
p. 8 of 14 BACK | NEXT I. Introduction II. Taking Stock of Progress III. The Current Development Environment in the Region IV. The Changing Role of the Bank V. The Bank's Strategic Directions FRO 1995-1998 A. Strategic Development Objectives B. Operating Objectives C. Annual Outputs VI. Organizational Implications and Capacity Building Requirements of the Bank

The Bank's Medium-Term Strategic Framework : V. The Bank's Strategic Directions FRO 1995-1998

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C. Annual Outputs

36. As a means to achieving its strategic development and operating objectives described above, the Bank will plan, program and monitor specific annual outputs for its operations. These may be categorized as follows:

37. Investment approvals of loans and TA grants are planned for and approved by DMC and by sector. Their nature, dimensions, arid timing will be defined by the strategic development and operating objectives they support in each DMC and sector. They comprise investments in public and private sector projects, as well as advisory TAs for policy support and capacity building.⁶

38. The efficient and effective implementation of the loan and TA investments approved by the Bank are an equally important set of annual outputs of Bank operations. Performance is reflected in the rates of disbursement, the health of the portfolio as assessed against established project performance criteria, and the achievement of specific project and TA targets and objectives. Consequent to the recommendations of the Task Force on Improving Project Quality, these outputs of Bank operations have assumed particular importance and will be the focus of increasing operational emphasis.

39. The annual regional technical assistance (RETA) program of the Bank will be defined and clearly linked to the specific regional cooperation themes and objectives that the Bank has established in consultation with concerned DMCs. The Bank will also annually host major regional conferences on issues linked to these objectives and to key policy and capacity building issues, and will widely disseminate the proceedings of these conferences among both DMCs as well as donor member governments.

40. An essential aspect of the Bank's "catalyst' and "leverage" role is the financial resources mobilized in each DMC as an effect of Bank support. It is necessary that the Bank plan for and monitor the overall resources it catalyzes and mobilizes for each DMC each year. These resources will include the loan and funds approved and disbursed annually, as described above. They will also include cofinancing mobilized, foreign and domestic private investments triggered by Bank projects and TAs, as well as investments catalyzed by the Bank's policy and capacity building support such as for capital market development, taxation reform, and cost recovery for public services. In all cases, the concept of "additionality" will be emphasized, namely, the extention of additional financial flows catalyzed by the Bank's involvement in the DMC.

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