[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"doc-detail-110946-en":3,"doc-seo-110946-105":28,"detail-sidebar-cat-0-en-105":89},{"code":4,"msg":5,"data":6},0,"success",{"doc_id":7,"user_id":8,"nickname":9,"user_avatar":10,"doc_module":4,"category_id":11,"category_name":12,"doc_title":13,"doc_description":14,"doc_content":15,"file_id":16,"file_url":17,"file_type":18,"file_size":19,"view_count":20,"is_deleted":4,"is_public":20,"is_downloadable":20,"audit_status":20,"page_count":20,"language":21,"language_code":22,"site_id":23,"html_lang":22,"table_of_contents":24,"faqs":25,"seo_title":13,"seo_description":14,"update_tm":26,"read_time":27},110946,1374391974585,"Genevieve","https://ap-avatar.wpscdn.com/davatar_276721f389ce27ea32af1340a28f341c",8,"Research & Report","Enhancing the Effectiveness of the World Bank’s Global Footprint - Independent Evaluation - Report to the Board from the Committee on Development Effectiveness - Meeting of March 14, 2022","Independent Evaluation report presented to the World Bank Board by the Committee on Development Effectiveness, covering the Committee’s March 14, 2022 consideration of IEG findings on enhancing the Bank’s global footprint. It summarizes how the evaluation’s recommendations help align corporate initiatives with key strategic frameworks and strengthen responsiveness in the field, including product tailoring, trust building with governments, and partner collaboration. The report discusses decentralization of decision making, safeguards against knowledge-flow risks and regional silos, and plans to support locally recruited staff through improved access to corporate culture and global knowledge.","Public Disclosure Authorized Public Disclosure Authorized  \nEnhancing the Effectiveness of the World Bank’s Global Footprint  \nAn Independent Evaluation  \nReport to the Board from the  \nCommittee on Development Effectiveness ∗  \nMeeting of March 14, 2022  \nThe Committee on Development Effectiveness met to consider the IEG’s report Enhancing the Effectiveness of the World Bank’s Global Footprint. An Independent Evaluation (CODE2022-0008) and the Draft World Bank Management Response (CODE2022-0012) .  \nThe Committee welcomed the insightful and timely evaluation, noting that its findings and recommendations were useful to better align corporate initiatives to deliver on the Strategic Framework for Knowledge (SFK), the Career Development and Mobility Framework (CDMF) and the outcome orientation agenda. Members were pleased to learn that the WB’s strong presence in the field has enabled the Bank tobe more responsive, tailor products to country needs, increase trust between staff and government counterparts, identify new developments as they present and to foster stronger collaboration with partners in the field. While acknowledging that the Bank’s field presence facilitated its strong response during the COVID-19 pandemic, members asked if there was room to further decentralize decision making to the field. While appreciative of Management’s broad agreement with the evaluation’s recommendations, members asked for more clarity on what decentralization success looks like, noting the importance of the evaluation findings and recommendations to help realign the WB’s operational framework to deliver on the GRID approach, the Forward Look and the capital package commitments.  \nWhile in agreement with the need to develop a more intentional, principles and evidence-based approach to Global Footprint (GF), Management clarified that decentralization decisions needed to be informed by budgetary considerations, accommodate countries of widely differing complexity, diversity and fluidity in circumstances, along with an element of good judgement and flexibility to balance client country demand and supply-side considerations. Acknowledging that IEG recommended to identify guiding principles and actively manage decentralization rather than adding new indicators in the Corporate Scorecard (SC), members appreciated Management’s commitment to measure the impact of decentralization in terms of Bank’s contribution to long-term, high-level outcomes in countries and its commitment to include indicators in the Bank Corporate Scorecard for FY24 to FY27 to track and measure the outcome of Bank’s decentralization efforts.  \nMembers highlighted the need to mitigate the risks to knowledge flows brought about by decentralization, and to put in place safeguards to avoid country and regional silos. Recognizing the value of knowledge sharing and a common corporate culture, members asked about Management’s plans to increase access to corporate culture and global knowledge for Locally Recruited Staff (LRS) . While noting IEG’s position that the new CDMF dealt with LRS only In a limited way, members encouraged Management to ensure the empowerment of staff in the field, better curate local knowledge and to tailor knowledge to field staff’s needs. Members acknowledged Management’s position that the new CDMF was already addressing issues related to opportunities for professional and career growth of LRS. They welcomed Management’s commitment to provide implementation updates to CODE under the action plan for the SFK and to further review opportunities for professional and career growth ofthe LRS.  \n∗ This report is not an approved record.","cbCaiiHftWkYXWcB","https://ap.wps.com/l/cbCaiiHftWkYXWcB","pdf",165258,1,"English","en",105,"# Meeting and purpose\n## Review of the IEG evaluation and management response\n# Alignment with strategic frameworks\n## Knowledge, career development, and outcomes orientation\n# Decentralization and decision-making in the field\n## Budgetary considerations and success criteria\n# Measurement and corporate scorecard indicators\n## FY24–FY27 tracking of decentralization outcomes\n# Risks and safeguards for knowledge flows\n## Preventing country and regional silos\n# Support for locally recruited staff\n## Access to corporate culture and global knowledge","[{\"question\":\"What evaluation did the Committee on Development Effectiveness consider in March 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