World Bank Document

Finally, the CPF draws on broader  experience in the Bank which demonstrates  that 

while traditional “bricks-and-mortar projects” are essential for achieving development impact, the 

full benefits of investment into infrastructure and public service delivery will not be realized unless 

key institutional and economic governance issues are also given high priority in country 

partnership frameworks. 

 

Overview of World Bank Group Strategy 

 

34. 

Since re-engagement in 2008, the WBG’s program in Uzbekistan has gradually 

increased in terms both of amount of financing and areas of engagement. As relations and 

trust improved, the WBG has become the government’s partner of choice for infrastructure 

development and selected areas of policy dialogue and reform. The WBG’s comparative advantage 

and the government’s preferences steered the program’s expansion, including the current CPF’s 

plans to engage in new sectors such as finance and markets, trade and competitiveness, private 

sector, privatization, and SOE governance.  

 

35. 

The CPF’s principal objective is to support the government’s goal of creating up to 

500,000 new, productive, and sustainable jobs annually, critical to the inclusive growth needed