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p. 5 of 8 BACK | NEXT I. Introduction II. Background Information III. Operational Assessment A. NARO's Utility and Operational Effectiveness for the Bank B. NARO's Usefulness from the Perspective of its Constituencies C. Ongoing Efforts to Improve Effectiveness and Minimize Costs IV. Benefits and Costs V. Conclusions

A Review of North American Representative Office : III. Operational Assessment

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B. NARO's Usefulness from the Perspective of its Constituencies

19. The unanimous viewpoint expressed by all interest groups consulted is that NARO has enhanced awareness and understanding in North America of the Bank and its activities. The consensus is that a representative office is required in North America, and that NARO's outreach program is generally appropriate, the approach adopted to date for interaction is reasonable, the right interest groups are being engaged, and there have been positive inroads in educating and informing the constituencies. The interest groups had a number of observations and suggestions for improving performance. The discussion on them follows.

1. The Governments

20. CIDA and the US Treasury Department noted that, given the staffing cuts within the Canadian and US civil services, NARO has taken on an important advocacy role and that a Bank presence is required in North America to maintain/improve support for the Bank.

21. CIDA advised that NARO's outreach program for Canada, which emphasizes coverage to all regions, complements their domestic outreach program and is considered appropriate. The US Treasury Department requested that NARO's outreach program for the US be expanded to include more interest groups outside the Washington area.

22. CIDA suggested that there is a need for NARO to provide visiting Headquarters' staff with background information on planned contacts and a briefing on topical issues. It was felt that Headquarters' staff are not always current with the political and social dynamics in North America.

2. The MFls

23. The MFI contacts indicated that the opening of NARO was timely and that NARO had enhanced the credibility of the Bank within the US Congress and Senate. They felt that a Washington presence was essential for all of the MFls. In terms of relations with NARO, the MFI contacts were of the opinion that NARO has established the trust required to build effective communication channels into areas where direct Bank/MFI links were not already in place. The MFI contacts felt that NARO's importance to the Bank would increase in the future in areas relating to cofinancing, globalization, information sharing, resource mobilization and selectivity (rationalizing overlapping MFI work programs)¹.

3. The NGOs

24. The NGOs contacted in Canada and US were appreciative of the efforts made by NARO in its outreach program and were pleased, so far, with the efforts made to enhance transparency. All NGOs were interested in expanding the dialogue with NARO and Headquarters. The NGOs requested greater contact with Headquarters' staff and more information about the Bank's activities.

25. The development NGOs in Canada indicated they lacked the capacity to organize events and that they looked to the MFls to organize or sponsor more opportunities for dialogue. The development NGOs in the US noted that, as relationships grow, there will be a need for NARO and Headquarters to become more interactive in discussions² and willing to work with the NGOs on common issues.

26. Academia, business associations, and research organizations indicated a willingness to organize events for either NARO or Headquarters staff. Topics of interest include anticorruption, the currency crisis, civil society, the environment, good governance, poverty reduction and private sector development.

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