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Myanmar Empowering People for Inclusive GrowthThe Country Partnership Framework (CPF)
 will succeed the Myanmar interim strategy note (FY13-14) and
 be the first full country strategy for Myanmar since 1984.
 This CPF comes at a time of great opportunity for Myanmar;
 over the three year period covered in this CPF, the reforms
 initiated in 2011 have the potential to bring Myanmar into a
 new era of peace and prosperity. Myanmar s history, ethnic
 diversity, and geography combine into a unique set of
 development challenges and opportunities, including (i)
 emergence from a long period of international isolation;
 (ii) widespread poverty, despite rich land, water, and
 mineral resource endowments; (iii) a strategic location in
 the fastest-growing region in the world; (iv) the role of
 the military and associated groups in the economy; and (v)
 long standing armed conflict and ethnic and religious
 tensions. Myanmar is on a path of fundamental
 transformation, seeking to address all these challenges and
 opportunities simultaneously. Along with unique
 opportunities, the CPF supported program will also face
 substantial risks. Political risks associated with the
 elections in late 2015 include a polarization among
 stakeholders, policy discontinuity, and a slow-down of
 reforms. The national peace process to resolve decades-old
 conflicts remains fragile. On the economic front, risks
 include vulnerability to volatile oil and gas prices,
 spending pressures, an underdeveloped financial sector, and
 a weak regulatory framework, while overall capacity
 constraints may limit the country s ability to effectively
 manage macro-financial shocks. The design of the WBG program
 will help manage and mitigate these risks, and the WBG will
 regularly review risks and opportunities and adapt the CPF
 during implementation as warranted. A performance and
 learning review planned for late FY16 will facilitate the
 adaptation of the WBG program to country developments as needed.
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Strategic Framework for Assistance to Africa : IDA and the Emerging Partnership ModelThis paper sets the strategic framework for the International Development Association's (IDA) work in Africa, over the next several years. The strategy evolved over more than a year, as a result of extensive consultation with Africa Region staff, other Bank staff, external advisors, clients, partners, and representatives of civil society in the region. The strategy seeks to clarify IDA's role within four pillars, i.e., reduce poverty and improve governance; invest in people; increase economic growth and enhance competitiveness; and, improve aid effectiveness. Three levels of measurement are proposed: IDA's own activities in policy dialogue, programs, and partnerships; final country outcomes; and, an intermediate set of indicators that measure policy, and program effectiveness. It also proposes to further the results agenda, by pushing toward result-based Country Assistance Strategies (CAS), and mainstreaming statistical capacity as a core sector, and, sets benchmarks relating to each of the four pillars for monitoring the success of its own implementation. The nest step would be to align IDA operations with these priorities, by using the strategy to assist the discussions of CASs, and regional assistance strategies, and the implementation of training, and communications to ensure the successful implementation of the strategy.
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Small Enterprise Growth and the Rural Investment Climate : Evidence from TanzaniaThis paper analyzes characteristics of nonfarm enterprises, their employment growth patterns, and constraints in doing business in rural Tanzania. Using unique survey data, the authors describe a low-return sector struggling to compete in a difficult business environment. However, about one-third of rural enterprises are growing fast. Most enterprises engage in agricultural trade. Due to a rapidly growing agricultural sector in recent years, limiting demand-side constraints, rural enterprise constraints in Tanzania mainly operate from the supply side. This suggests that, in particular, access to finance, road infrastructure, and rural cell phone communication is correlated with employment growth. A major finding is that subjective and objective measurements of business constraints are broadly comparable. The authors discuss a number of factors that would help to unleash the full potential of private sector-led growth in rural areas. The findings show that marginal improvements in the rural investment climate matter for growth.