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The World Bank and Governance The Bank’s Efforts to Help世界银行和管理银行的努力以帮助
The World Bank and Governance:The Bank’s Efforts to Help Developing Countries Build State Capacity
Alain de Janvry Jean-Jacques Dethier
Workshop on
Using History To Inform Development Policy. The Role of Archives
World Bank, Washington, D.C.
October 25–26, 2012
World Bank assists governments to design and implement projects and policies—to achieve tangible results
When are policies and programs likely to be successful? Generally, when state has capacity to design implement
Key impediment: governance. World Bank has made efforts to improve governance in recipient countries
But it does not have good track record in helping poor countries build state capacity. Disconnect between Bank rhetoric on governance and actual results on the ground
What explains this weak performance ?
When is development successful ?
Conceptual underpinnings: role of developmental state
World Bank views on the role of the State, 1946–2012
World Bank approach to country assistance, 1946–2012
Why low performance in building state capacity?
Hypotheses
Research strategy
OUTLINE
Governance and public sector management shape both the investment climate and the efficiency of delivery of the basic services that are at the center of the development agenda
In poor countries: limited administrative capacity to design and implement policy; to provide basic health and education services; and to raise revenues
Increasing aid to accelerate development not effective because of absorptive capacity constraints
(Collier’s rule of thumb: saturation point is 2 to 3 times the CPIA measured as a percentage of GDP—in post-conflict countries after a few years, perhaps 5 times the CPIA)
A proactive and effective state is essential for development
1940s–1950s: Standard conservative views about what governments should and should not do
1960s–1970s: Proactive view of the state’s role but focused on project lending rather than policy reform
1980s–mid1990s: Structural adjustment. Government failure
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