to enable the capture of lessons learned across the Bank. In addition, building on existing databases (for example Knowledge Notes and the Development Impact Evaluation initiative database), the Bank is currently developing a database of lessons learned in operations. Management has formed a working group to map existing knowledge organizational structures that will inform the implementation of this work. Management has also decided to implement a 10-point program for strengthening Sector Boards and global practices that focuses on ways to improve the sharing of and access to knowledge. A sector practice survey of all sector-mapped staff is being used to prioritize the key areas of change. Management views decentralization as critical for the Knowledge Strategy. The IEG report does not provide convincing evidence that decentralization has impeded flows of knowledge. In fact, decentralization ensures that knowledge work is closely aligned with client needs and improves client ownership and thus impact. Management stresses that knowledge flows are not only North to South and the Bank has done a great deal to strengthen the focus and capacity to facilitate those important and growing South-South flows.
Incentives and Accountability for Quality Management continues to give the highest priority to technical quality. There is room for improvement of the peer review and quality enhancement review processes, for example, by making these reviews timelier, involving external peer reviewers, clarifying sector accountability for technical quality, and supporting the organization of these reviews in accessing appropriate technical skills. Management also agrees with the recommendation to improve quality assurance mechanisms for ESW and non-lending TA and is actively pursuing actions in this direction. The corporate quality assurance approach that management is now developing will soon (within the next year) include all knowledge work. Management has clarified responsibility for overseeing, coordinating, and facilitating the implementation of the knowledge management agenda, including strengthening the governance and coding for these products. This builds on the decisions coming out of the ESW/TA review, already under implementation, which has defined control points for the processing of nonlending outputs, with clearance now required from sector and country management, both sides of the matrix. With regard to a quality assurance mechanism for feedback on quality independent of line management, it is not foreseen at this point to introduce a new “independent� office or function for the purpose of quality assurance. Experience has shown that such a unit was not effective in providing the needed just-in-time support that truly enhances quality. Instead, attention will focus on continuing to strengthen and support the front line in delivering quality across the board in Bank support. Nevertheless, as part of the ongoing review of Corporate Quality Assurance, management is considering an appropriate
Management Response
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