This does not preclude the delivery of service that the development bank associations have been offering to members in the past. The members of the associations continue much in need of the range of services and assistance that the associations can provide. This assistance includes training, publications, research, studies, regional meetings, workshops, financial intermediation and advisory services. There is a consensus that the majority of development banks should diversify their operations adjusting them to the new business opportunities and necessities to strengthen their competitive position and to generate profits with the support of the training and technical advise coming from their associations and the World Federation. Development banks also need to act more as catalysts to coordinate member activities to achieve larger scale, greater scope and better quality. Networking and the building of partnership relations becomes a requirement in the Twenty-First Century.

In this new world, relationships have also changed. The requirements are now for global-, regional- and sub-regional partnerships that contribute a degree of synergy and create wider public participation and participation at the grass roots level. This implies that association membership cannot be limited any more to those who can afford and are willing to pay annual membership fees. The constituency and membership needs to include all development banks. Those who can least afford to pay need the services most. This means that the associations need to finance their operations out of fees and charges for their services. Fees would not only be charged to their members, but also to all non-members making use of these services. Associations will need to operate in response to public and market needs. Like private businesses, or consulting firms, they need to assure themselves that revenues will cover their operating costs and yield additional funds for expanding and improving future services.