INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES KNOWLEDGE PACK Procurement EXPLORE INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES KNOWLEDGE PACK PROCUREMENT © 2022 International Bank for Reconstruction and Development / The World Bank 1818 H Street NW, Washington, DC 20433 INDEX Telephone: 202-473-1000; Internet: www.worldbank.org INTRODUCTION License: Creative Commons Attribution CC BY 3.0 IGO This work is a product of the staff of The World Bank with external contributions. The findings, interpretations, The complex world of and conclusions expressed in this work do not necessarily reflect the views of The World Bank, its Board of WHO WHY EdTech Executive Directors, or the governments they represent. This report was also supported with funding from the Use cases Global Partnership for Education. The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the Structure of solutions Deployment process part of The World Bank concerning the legal status of any territory or the endorsement or acceptance of such Market WHAT HOW When to use RFQ, RFB boundaries. and RFP Challenges Warranties and SLA Some references may appear in this Knowledge Pack to Logos, Products, Brands or Trademarks belonging to others not affiliated with the World Bank. They belong to their respective owners/ holders and are used for illustrative purposes only and do not imply any affiliation with or endorsement by them. The World Bank does CONCLUSION not endorse, prefer or recommend any of these products. Rights and Permissions TO GO FURTHER The material in this work is subject to copyright. Because The World Bank encourages dissemination of its ANNEXES knowledge, this work may be reproduced, in whole or in part, for noncommercial purposes as long as full attribution to this work is given. Please cite the work as follows: EdTech team. 2022. Knowledge Pack : Procurement. Washington, D.C.: World Bank Group Acknowledgment: Much appreciation goes to Deepak Bhatia who took part in the development of this Any queries on rights and licenses, including subsidiary rights, should be addressed to World Bank resource, in coordination with the EdTech Team, and to Omar Arias and Jaime Saavedra for their overall Publications, The World Bank Group, 1818 H Street NW, Washington, DC 20433, USA; fax: 202-522-2625; support. Also we want to thank colleagues Hunt LaCascia, Rehan Hyder and Amira Kazem for providing e-mail: pubrights@worldbank.org comments to enrich these resources. Design : Alejandro Scaff, Sarah Kleinmann 2 INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES Introduction What is a KP? About this KP Knowledge Packages (KPs) are short, The main objective of this Knowledge pack pragmatic guides on individual topics is to provide World Bank teams (and ICT and within EdTech, meant to provide sufficient procurement specialists in the team) and knowledge and understanding so that non- implementing agencies with information on technical stakeholders can make key planning, procurement procedures to enable them to design, and procurement decisions for acquire EdTech solutions (software, devices, education. infrastructure and content) in a cost-efficient and smart manner. They can be used as a starting point for the planning of technology deployment to The main goals of this KP are: improve education, especially with education Review issues on procurement of technology ministries. for education that present a challenge to staff and clients • Highlight considerations on options for EdTech procurement • Recommend when to use various procurement procedures • Recommendations for how to integrate procurement into strategic and operational dialogue 3 INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES WHO are the main stakeholders ? RESPONSIBILITY KPs are designed with Task Team Leaders (TTL’s) & • Assist MOE leadership in the application of KP’s for a human-centered in-country EdTech programs. Help understand the Bank Project Managers different types of procurement options for elements of vision. (non-technical) infrastructure. This knowledge pack is meant to provide MOE Leadership • Use KP to make key planning, design, and procurement sufficient knowledge (non-technical) decisions for in-country EdTech programs. and understanding so PIU/PMU that a non-technical stakeholder can make key procurement Bank procurement colleagues • Use KP to review considerations in procurement of decisions about (semi-technical) different components in in-country EdTech programs. infrastructure (software, hardware, cloud, devices, Donors, NGOs and Other • Use KP to align with Bank EdTech programs and establish connectivity, content) Partners a common EdTech framework. in Education. (non-technical) 4 INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES HOW The complex world of EdTech | Use cases WHY is this KP designed ? THE COMPLEX WORLD OF EDTECH 5 INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES HOW The complex world of EdTech | Use cases WHY is this KP designed ? USE CASES Include your use case scenarios in your bid/ Request for Proposal documents. By defining a use cases, you will help potential suppliers align with you and propose solutions that are fit for purpose. Management & Administration Teaching (Teachers focus) Learning (Students focus) (Teachers & Admin focus) • General School administration • Professional Development- teacher • Accessing digital content resources • Entering, storing, processing take online classes, connect with at school & at home inc. e-books, EMIS EMIS / SIS data (Enrolment, other teachers for professional interactive content etc Attendance, grades) development • Students engage in adaptive & • Analyzing data for Insight-Driven • Lesson Preparation or using personalized learning inc. self- Decisions including tracking key Scripted Lesson Plans paced, remediation metrics • Communicating with other teachers, • Students engage in remote • Finance, budgeting & procurement parents, students & education learning/ flexible/ blended learning (ERP) leaders • Computer/ digital based assessment • Communication with stakeholders • Research, finding and accessing • Supporting 21st century skills (email, SMS, etc) suitable digital content development- information, • Displaying digital content in the problem solving, communicating classroom to support instruction & collaboration inc. supporting • Taking attendance and entering pedagogies like flipped classrooms, grades discovery learning, problem base • Managing and delivering remote learning etc lessons 6 INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES Structure of solutions | Market | Challenges HOW WHAT are the potential solutions? STRUCTURE OF SOLUTIONS KEY CONSIDERATIONS FOR EDTECH PROCUREMENT The World Bank Procurement Process has several steps. This Knowledge Pack focuses on the first step- developing a Procurement Strategy. Within this step, the KP focuses on defining requirements and developing appropriate evaluation criteria. For more information on World Bank Procurement Process, please see A beginner’s guide for Borrower: Procurement under World Bank Investment Project Financing. = In the scope 7 INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES Structure of solutions | Market | Challenges HOW WHAT are the potential solutions? STRUCTURE OF SOLUTIONS DIFFERENT PROCUREMENT METHODS Request for Bid (RFB) is common for initial Request for Proposals (RFP): Procurement investment. allows for Initial selection now. The Initial • Request for Bids – Goods Selection document & Request for Proposals - • Request for Bids - Information Systems Information Systems should be used for single (Single Stage) responsibility and complex procurements. Request For Quotations (RFQ) may be Direct Selection (DS). Pre-qualification for necessary for start up activities, to fill gaps, exceptional very specialized cases critical for for specialized tools, and minor purchase project implementation. No standard pre- updates. qualification document is available. TIP: The two stages take too much time and the demonstrations and evaluations are too complex for most clients. The recommendation is it would be better for the client to do a market analysis upfront and then use RFB. 8 INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES Structure of solutions | Market | Challenges HOW WHAT are the potential solutions? STRUCTURE OF SOLUTIONS DIFFERENT BANK SELECTION METHODS 9 Source: Annex III Selection Methods in the “Procurement Regulations for IPF Borrowers”, July 2016, revised November 2017 and August 2018. INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES Structure of solutions | Market | Challenges HOW WHAT are the potential solutions? STRUCTURE OF SOLUTIONS PROCUREMENT DOCUMENTS TO BE USED FOR DIFFERENT EDTECH SCENARIOS Standard procurement Nature of Procurement EdTech document 10 INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES Structure of solutions | Market | Challenges HOW WHAT are the potential solutions? STRUCTURE OF SOLUTIONS PROCUREMENT TYPES FOR VARIOUS EDTECH SOLUTIONS The market is evolving to procure “as-a-service” rather than making capital investments (eg cloud infrastructure as a service, Software as a service). As of December 2021, TTLs will still have to use existing procurement documents for procuring cloud. EdTech Solution World Bank Procurement document RFB with well-defined requirements or RFP (2 stage) unknown Software (ERP, Student Life cycle) requirements Devices RFQ (Goods Procurement) Connectivity RFQ (Goods Procurement) Depending on the scale RFQ for off-the-self or RFB for more Learning Management System complex systems RFQ for (laptops, desktops, printers and simple servers) or RFB Hardware for (Data Center and Backup Center) 11 INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES Structure of solutions | Market | Challenges HOW WHAT are the potential solutions? MARKET MARKET ENGAGEMENT WHAT - Way WHY - Useful if there HOW - Concept OUTPUT - Develop of discussing is a need to create a viability exercises, a procurement the Borrower’s market or increase supplier approach that requirements with a supplier participation questionnaires, manages risk in marketplace and the because of a lack market sounding the right way for suppliers it contains of market interest, exercises, supplier everyone, especially where conferences, trade is overall more there is an incumbent events, paid for attractive to the supplier, or the market research, marketplace, requirement is novel. and publication of generates greater outline procurement competition, and strategies for ultimately consultation. maximizes the opportunities to meet the Borrower’s PDOs. 12 INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES Structure of solutions | Market | Challenges HOW WHAT are the potential solutions? MARKET WHAT IS MARKET ANALYSIS AND WHY IS IT IMPORTANT? 1. It will ensure that contract lots are designed to align with the target market; 2. Supplier awareness, engagement, and opinion will lead to increased confidence around the procurement approach being followed and encourage a competitive bid; 3. Insight will be gained into market possibilities and potential innovative solutions; 4. A better understanding of risk at an earlier stage of the Project cycle will ensure the selected procurement approach is designed to manage or mitigate identified risks; and 5. There will be a better understanding of where a Project’s requirements fit into the market place, the market place’s capability of meeting those requirements and how the requirements could either be shaped to fit the market place or how the market place needs to be shaped to meet the requirements. 13 INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES Structure of solutions | Market | Challenges HOW WHAT are the potential solutions? MARKET WHAT IS THE MARKET ANALYSIS SCOPE? • Identify the type of market; • Identify costs associated with the supply of goods, services and works; • Describe the nature of competition and how it really works; • Identify pricing methods the suppliers use in this market; • Establish supply market capability; • Estimate the total and available supply • Establish pricing trends in terms of market capacity; actual prices and pricing methods; • Know the factors influencing the • Understand current best practice market, and how they may affect pricing methods and the availability of bidder participation; cost and price benchmarks; • Understand how factors influencing • Identify risk associated with a market the market may drive change and the and describe how the risk should be impact of this change; managed. • Know who the key suppliers are and their plans for the future; 14 INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES Structure of solutions | Market | Challenges HOW WHAT are the potential solutions? MARKET WHAT IS THE MARKET ANALYSIS SCOPE? • Engage early and widely with the • Be transparent about the procedures • Be willing to reconsider the marketplace and suppliers to give and top-level criteria for evaluation requirement and scope, and the them an opportunity to shape the of bids; packaging of the requirement for requirement; procurement; • Maintain the commercial • Work with all suppliers on an equal confidentiality of information • Be willing to consider a range of basis to ensure openness of access received from suppliers; commercial/contractual options to staff and information; (e.g. multiple suppliers, geographical • Be willing to consider commissioning split); • Establish good communication pilots, paid studies, Proof of Concept channels and keep potential bidders exercises; • Consider what the position will be informed; in the event of future rebidding — • Design and Build exercises, etc.; frame the requirement in a way • Maintain genuine competition that will help to avoid lock-in of the throughout the process — do not • Be open to novel approaches; supplier. leave bidders in the competition if you do not believe they are capable • Focus on the desired outcomes; of winning; 15 INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES Structure of solutions | Market | Challenges HOW WHAT are the potential solutions? CHALLENGES MAIN ICT PROCUREMENT PROBLEMS TO FACE Main problems with ICT procurement Main problems clients have with ICT in Education projects procurement • Cost Estimates • They do not know enough about what they want, • Definition of requirements and specifications and are being pitched the solutions by suppliers • Choice of procurement approach before adequately capturing the problem • Change requests for software development not • The market is changing very rapidly documented • It is very difficult to prepare to fairly evaluate and • Inappropriate Evaluation Criteria compare complex proposals • Difference between mandatory / preferred • It is difficult to estimate costs for these (desirable) / optional requirements procurements • Readiness for implementation not appropriately considered • Underestimation of ‘change management’ task 16 INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES Deployment process | When to use RFQ, RFB and RFP | Warranties and SLA HOW to implement next steps ? DEPLOYMENT PROCESS START WITH CRITICAL QUESTIONS THAT WILL LEAD TO SOLUTIONS TTLs can ask useful questions to help that conversation along • What are the capacities of the client to deal with the ICT being procured? Explore the possibility of using two-stage RFP or competitive dialogue to procure complex systems which would not list • What does the market offer (does it have to be national or thousands of requirements and specifications in the bidding international)? documents but rather the functional requirements for solving the problem. It is then up to the market (bidders) to suggest • Will it require international experts to help with appropriate solutions which may be of innovative nature. implementation? To this end, innovations would be promoted through such approaches. • How can the team ensure that the solution being procured is in fact the best fit? 17 Source: 3E software Solutions Blog 1 and Blog 2 INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES Deployment process | When to use RFQ, RFB and RFP | Warranties and SLA HOW to implement next steps ? DEPLOYMENT PROCESS DEFINE THE ICT REQUIREMENT IN YOUR EDUCATION PROJECT • General studies (BPR, IT strategy, • Training (users, teachers, technical establishing the linkage with project staff) goals, establishing priorities, approach) – upfront to have an ICT in education • Other services (e.g., digitization, data strategy conversion,) – data conversion from legacy applications • Design studies (user requirements, functional specifications, designs, “blueprints”) • Application software customization/ development – student life cycle, ERP, learning management systems • Hardware and standard software delivery – eg tablets, literacy apps • Project management (often a complex task) 18 INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES Deployment process | When to use RFQ, RFB and RFP | Warranties and SLA HOW to implement next steps ? DEPLOYMENT PROCESS PROCUREMENT OF INFORMATION SYSTEMS – LMS, ERP, EMIS, SLCS Procurement can be for design, be done as RFB with well-defined 8. Implementation – should be done as development, implementation or any requirements or RFP with undefined ICB. combination thereof: requirements – internationally. Please note (especially for complex 1. Design – should be done through 5. Development and Implementation systems): Consulting Services. – should be done as RFB with well-defined requirements or RFP Carefully consider whether requirements 2. Design and Supervision of with undefined requirements – are indicated as “mandatory” or implementation – should be done internationally. “preferred” / “recommended”. This through Consulting Services or as RFB applies also to the words “must/shall” and Technical (Nonconsultant’s) Services – 6. Design, Development and “should”. internationally. Implementation – should be done as Be aware that if a single mandatory/must RFB with well-defined requirements criterion is not fulfilled the Bid should 3. Supervision of implementation – or RFP with undefined requirements – be rejected! Therefore careful use of should be done through RFB or as internationally. language should be employed as there Technical (Non-consultant’s) Services – are rarely any ‘perfect Bids’. internationally. 7. Implementation and Roll-out – should This is also important in case a technical be done as RFB with well-defined merit point system is employed. No points 4. Development (a single requirements or RFP with undefined should be awarded for the fulfillment of nonproduction) system – should requirements – internationally. mandatory criteria. 19 INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES Deployment process | When to use RFQ, RFB and RFP | Warranties and SLA HOW to implement next steps ? DEPLOYMENT PROCESS SOFTWARE PROCUREMENT CONSIDERATIONS • New systems must allow - it is important that clients avoid interoperability or interchange of proprietary systems, the client information. must be able to switch platforms or vendors if needed for any reason • New systems must allow potential (e.g., performance, out of business, systems integration and process mergers/acquisitions/transfers). integration with external systems (internal government and external • The solution is for the client - actual private sector integration). approach needs to fit the situation and should also reflect client’s competence • Wherever feasible, new systems must and capabilities. be cloud ready, cloud aware, and cloud optimized. • New systems should have appropriate security including authentication, authorization, need-to-know, and data classification standards / policies. • New systems should be portable 20 INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES Deployment process | When to use RFQ, RFB and RFP | Warranties and SLA HOW to implement next steps ? WHEN TO USE RFQ, RFB AND RFP WHEN SHOULD YOU USE REQUEST FOR QUOTATIONS (RFQ) AND REQUEST FOR BID (RFB) Request for Quotations (RFQ) Request for Bid (RFB) for Goods The RFQ may be used as an alternative • For ready-made equipment and when the procurement package is: materials, pre-installed software packages and consumables only. • Only off-the-shelf IT and is small in value – in line with thresholds • Package contains only incidental defined in the loan agreement services, such as installation, LAN, or procurement plan and can standard training, etc. (15% of total be handled by simple payment contract value). on Delivery (in any case max US$100,000); • Contract can be fully implemented in at most 6 months. • Only incidental services are delivery and installation; • Recurrent costs comprise only the standard warranties and software Example – purchase of tablets licenses, up to 3 years. • In other words, the procurement package resembles a typical Goods procurement. 21 INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES Deployment process | When to use RFQ, RFB and RFP | Warranties and SLA HOW to implement next steps ? WHEN TO USE RFQ, RFB AND RFP WHEN SHOULD YOU USE REQUEST FOR PROPOSAL (RFP) 1/2 Consulting Services content should be minimal, e.g., less and special training requirements. than 20% of the estimated contract • Typically for information system value. • A dominating value of the software project management support, packages. development of ICT strategies, • Requires special customization to user requirements, functional the standard contract (for intellectual • Extra installation and support specifications, design of application property rights, support/warranty, requirements for the software software, and the assembly of ICT testing and acceptance, and packages. bidding documents. appropriate payment clauses). • Software design, large-scale • For implementation: When Purchaser assumes higher risk. adaptation and/or development. the content comprises almost Provides good scope for the use of only services (e.g., design and competent local firms. • Requirements for the supplier to development of an application continue to operate the equipment system), and usually for pilot Information Systems – Single stage after installation. applications. • Especially if procurement package • For contracts requiring pricing for • The size of the task is within the combines critical Goods and Services both investment & recurrent costs grasp of typical consultant or elements. (life-cycle). software engineering firms. • Sophisticated hardware requiring an Use as default for Information • The hardware and packaged software informed performance comparison Systems. 22 INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES Deployment process | When to use RFQ, RFB and RFP | Warranties and SLA HOW to implement next steps ? WHEN TO USE RFQ, RFB AND RFP WHEN SHOULD YOU USE REQUEST FOR PROPOSAL (RFP) 2/2 Information Systems – 2 Stage • When it is unclear whether full solutions are available from potential bidders. • When the submission of technical alternatives is actively encouraged. • When it is important to gain confidence via the bidding process about acceptable and desirable solutions. • Includes the possibility to test proposed solutions prior to contracting. Requires more time than single- stage. 23 INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES Deployment process | When to use RFQ, RFB and RFP | Warranties and SLA HOW to implement next steps ? WARRANTIES AND SERVICE LEVEL AGREEMENT (SLA) It is very important to ensure that you take into account the total cost of ownership when procuring a software, hardware, device or even content. Ensure that appropriate attention is paid to warranties/SLAs in procurement documents. Annex provides specific examples of warranty and SLA clauses 24 INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES HOW Conclusion WHAT Key takeaways 1/2 Key takeaways for Bank Staff – Contract planning General Recommendations operational and procurement • Agree on resources provided by • It would help teams to consider • Treat procurement as strategic Borrower/Beneficiary procurement as a strategic function activity • if there is an element of investment and not as an activity then more likely to lead to feeling of • Ed-Tech/ICT team member should be ownership; • Ask Why: Before procuring learning budgeted for life of project technology it is important to first • Fully consider component identify the teaching and learning • Procurement and ICT work together sustainability needs. Ensure that procurement • ensure that end-users are involved documents include the context for the • Think Total cost of ownership (in from the beginning of system procurement (why) rather than just a bidding documents) design; list of equipment • encourage end users to actively • Focus on functional requirements/ participate at all stages to ensure • Decisions on type of documents to be Market proposes innovation ownership; used; (RFP vs RFB, single stage vs two • ensure system requirements are stage, single envelope) • Do approach other practices such as defined by users and not “techies” Digital Development • Use of Standard Bidding Documents • Agree on implementation and (SBDs) to match client capacity and • Review sample requests for proposals acceptance methodology the actual task (RFPs) • “you wouldn’t buy a car without a test drive….” • Appropriate introduction of technology matched with agreed strategies 25 INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES HOW Conclusion WHAT Key takeaways 2/2 Use of ICT specialist/EdTech implementation). in response to functional • It is important to remember the requirements and output-based • Ensure adequate specialist (not solution is supposed to help in deliverables rather than detailed generalist) with ICT skills is involved “operations” and must be owned by stringent technical specifications. early in project design and it is the Client. important that the specialist be • Please reach out to appropriate • Don’t try to re-invent the wheel budgeted to stay involved in through practices for consultations (eg Digital when off-the-shelf applications are project cycle. Development for connectivity). available. • The EdTech specialist can help • Technical aspects can be handled by • Consider cloud-based solutions and with the needs assessment and EdTech experts, procurement aspects build the needed skills to manage definition of technical and business should be handled by Procurement service-level contracts rather than requirements and assessment of experts! investing in your own datacenter market situation. and building a fleet of IT experts • Effective collaboration between the Key takeaways for clients who will leave to the private sector technical and procurement specialists sooner or later. to assist with Bidding process. • Market analysis/market • Have a good exit strategy in place • It is important that total cost of assessment/market outreach is an in order not to lock yourself in with ownership be taken into account essential first step. one supplier. – there needs to be a proper • Keep it simple and manageable. • In particular for software consideration of contracting • Don’t use qualification criteria, application development/ conditions (maintenance, warranty e.g. long-year experience with customization: document any etc.). large annual turnovers, to kill the change request in writing • The EdTech Specialist can also participation of innovative firms. • Use standards in your assist with supervision (contract • Let the market suggest solutions requirements 26 INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES To go further CLOUD OF KPs R E L AT E D S O U R C E S AI/ML Devices Cloud Adaptive Learning Connectivity For further resources refer to the Digital Infrastructure Digital identity BE DATA Annexes Data visualization DRIVEN ENGAGE the NRENs ECOSYSTEM Procurement Ecosystem Startups Data collection EMIS AssistiveTechnologies LMS LEARNER DESIGN and Mobile based S T AY C O N N E C T E D Computer based ACT AT SCALE, Digital ASK WHY? FOR ALL Assessment Literacies Follow us on Twitter Digital Content EMPOWERED TEACHERS Subscribe to our podcast channel Teachers Competencies Spotify & Anchor More updates on Medium Subscribe to our EduTech Newsletter EdTech website OTHER EXISTING RELATED KPs EMIS 2.0 LMS Cloud Devices 27 INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES Credits Annexes WHAT CREDITS • Material has been drawn mostly from the following: World Bank publications and conversations with several colleagues • World Bank Procurement Site • National Institute of Standards and Technology • Australian government’s best practice documents • UK government • New Zealand Government • WWW • World Bank staff and other colleagues • EdTech team and Infrastructure KP colleagues • Education blogs on World Bank website 28 INTRODUCTION WHO WHY WHAT HOW CONCLUSION ANNEXES Supported with funding from