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	Table of Contents
p. 13 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 VI. Organizational Implications and Capacity Building Requirements of the Bank A. Key Operating Principles B. Revised Business Practices C. Revised Accountability System D. Management Information System E. Implementation

The Bank's Medium-Term Strategic Framework : VI. Organizational Implications and Capacity Building Requirements of the Bank

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D. Management Information System

48. A new management information system (MIS) that is results- and impact-oriented, will be developed to support the realigned operating focus of the Bank and the accountability system referred to above. It will take into account the structure of the reorganized Bank, the new accountabilities of the two operations Vice Presidents, and the need for them to guide, monitor, and coordinate operations along the directions set out in this document. The new MIS will also, as in the case of the new accountability system, establish information indicators, flows, and reports for each level of results as described in Figure 1. The new MIS will be designed by SPO in consultation with operational departments/offices, the Budget, Personnel and Management Systems Department (BPMSD) and the Office of Computer Services (OCS).

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