19 project. Making careful provision for data collection and analysis (e.g., strengthened service statistics systems and periodic surveys) can be helpful in this regard. An impact evaluation component in population projects could also assure greater attention to basic objectives.

58. Fifth, a strengthened analytical base and strategy will need to be operationalized. A potentially useful tool to assist Regions and Country Departments in assigning priorities and allocating resources would be a regional population overview that: (a) categorizes countries according to population policy and program status, (b) evaluates demographic objectives for each country and, where they don't exist, suggests realistic objectives for the short (5-10 year) and medium (10-20 year) terms, (c) spells out the Bank's role in helping to achieve these objectives, both within and beyond family planning measures, and (d) identifies the resources, financial and human, required to achieve them. If such an approach were followed, the staff development and staff enhancement implications of each strategy would emerge from the analysis itself. In practice, these additional needs would have to be weighed against competing priorities in each CD and Region, as part of the ongoing process of developing work programs. It would also be useful, for this as for other sectors, to measure total demand for extra resources before these tradeoffs are made, to live within existing tightly constrained budgets. But, as a minimum, unless there are compelling arguments to the contrary (e.g., no countries in the Department with demographic problems), each PHR SOD probably ought to have one population specialist and each TD at least two.

**_59._** Finallv, the Bank has been criticized for its Headquarters-based style of project management, especially in the social sectors. The critics argue that, even more than in other areas, social sector projects require close and continuous monitoring. Some of the Bank's more successful population and health projects have, in fact, included provision for resident management staff (e.g., Bangladesh and Kenya). The experience of other donors also suggests a strong relationship between the intensity of in-country management effort and the effectiveness of the projects. A recent set of papers prepared for an OED review of the Bank's population work concludes, nearly unanimously, that the Bank could have been considerably more effective had it deployed specialized staff in resident missions to assist in implementing these projects. Notwithstanding the apparent high cost of doing so, some Country Departments have put PHR staff in Resident Missions; this may be feasible in other cases. There are also other ways of addressing this issue where using Bank staff is unnecessary or infeasible, by building funding into projects to hire people for this purpose or by using other donor staff, through co-financing mechanisms or otherwise, to monitor and assist in project implementation. Over the longer tun, the Bank must continue to help develop the local country capacity to manage population programs, but, in the interim, resident advisers can be very helpful both to assure effective program implementation and to transfer the skills through which local capacity is built. The long-term benefits would be significant and the cost small in comparison.

# Recapitulation of Recommendations

# Immediate

1. Strong analysis of population issues in appropriate CSPs and in ESW programs, including selected CEMs.

2. Population action plans where analytical work demonstrates a need; consideration given to establishment of Population Coordinators in each region to monitor and assist in analytic work and preparation of action plans; prepare regional population overviews, including staffing implications.

3. High priority to population training for managers and lead and country economists, as well as to technical staff.