By World Bank
'Infrastructure on the Crossroads' brings jointly classes from the final twenty years of global financial institution engagement in infrastructure. It analyzes traits within the Bank's infrastructure lending, describes the evolution of the exterior setting and the Bank's personal strategic priorities, and provides classes approximately undertaking layout and appraisal, poverty concentration, deepest region participation, environmental and social sustainability, the difficulty of corruption, and stakeholder communications.
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Additional info for Infrastructure at the Crossroads: Lessons from 20 Years of World Bank Experience
Note: Based on survey responses from more than 6,000 key opinion makers in 35 countries. ture in achieving the Millennium Development Goals, welcomed the reinvigoration of the Bank’s infrastructure program, and underscored the importance of learning from past experience. In particular, they emphasized the need to pay close attention to project design and implementation, ensuring the sustainable operation and maintenance of new facilities, helping clients to access private capital, building client institutional capacity, simplifying Bank operational procedures, and not shying away from risky operations.
And a widening range of development priorities. In spite of the relative inexperience of implementing agencies, the Bank’s preoccupation with new lending led to a reduction in the share of Bank resources dedicated to supervision. 1), and the issue became the subject of intense scrutiny. Internal assessments highlighted a number of problems affecting both infrastructure and noninfrastructure projects, including: (a) complex project design; (b) optimistic or unclear economic, financial, and institutional assumptions at appraisal; (c) inadequate implementation monitoring frameworks and arrangements; (d) failure to accurately gauge — 8 INTRODUCTION political commitment; (e) lack of attention to sustainability; and (f) unwillingness to take decisive action in the face of noncompliance, particularly in relation to financial and audit covenants.
Recent evaluations of sustainability have shown that 92 percent of water supply schemes and close to 100 percent of latrines installed by the project are fully functional and are in use by the beneficiaries. Principles piloted in the Swajal project are now being replicated throughout India. In Kerala, for example, local governments (Village Panchayats) provide the institutional and financial support for expanding community-managed systems. Investment funds flow through the District and Village Panchayats, which also provide resources to cover periodic capital expenditure and facilitate access to technical assistance.