Review of the 2010-2013 Morocco Country Partnership Strategy Completion Report (CPSCR) and the CPS Progress Report (CPSPR)
This review examines the implementation of the 2010-2013 Morocco Country Partnership Strategy (CPS) of FY2010 and the CPS Progress Report (CPSPR) of FY2012, and assesses the CPS Completion Report (CPSCR). The strategy was jointly implemented by the IBRD and IFC, and this review covers the joint... Full Description »
This review examines the implementation of the 2010-2013 Morocco Country Partnership Strategy (CPS) of FY2010 and the CPS Progress Report (CPSPR) of FY2012, and assesses the CPS Completion Report (CPSCR). The strategy was jointly implemented by the IBRD and IFC, and this review covers the joint program of the two institutions. The CPS program was aligned and its results framework mapped well onto development outcomes derived from Morocco's Social and Economic Development Reform Program. In this context the CPS aimed to contribute in three broad areas to support, (i) growth, competitiveness, and employment; (ii) service delivery to citizens; and (iii) sustainable development in a changing climate. In addition, all CPS activities were to address two crosscutting issues, governance and territoriality. The CPSPR confirmed the ongoing relevance of the CPS pillars but also introduced new emphasis on governance, inclusion, and voice as well as subsidy reform. IEG rates the overall outcome of World Bank Group (WBG) support as moderately satisfactory. Overall, the CPS program largely achieved its business environment and financial sector reform objectives and made a significant contribution in the area of social exclusion in terms of participation, access, transparency and ownership. Good progress was also made in relation to broad environmental challenges such as water management, solid waste, and renewable energy. The inclusion of high level objectives in the results framework would have helped to better define the program and lending choices made. The CPSPR does provide detail on baselines and targets associated with indicators, but many of these relate to intermediate or process related measures from which it is difficult to discern on-the-ground impact. Most indicators had baseline and target values that were reported on, although we note that where targets are exceeded, Bank efforts are presented as positive whereas underperformance is often presented as over-reaching. The CPSCR presents a number of valuable lessons, including (a) the value of deep, high level and broader stakeholder engagement and dialogue that contributes to the development of a rounded understanding of the political economy on the part of the WBG, and to greater levels of participatory ownership on the part of the client and other stakeholders; (b) the utility of a flexible approach in a fast-changing context that allows for considered, but rapid, adaptation to demand and need; (c) the added value of analytic and advisory activities (AAA) in terms of economic and sector work (ESW) that provides a sound analytical, knowledge base for lending, investment and action, and of technical assistance (TA) that helps to support the actual implementation of planned reform (particularly important in a potentially volatile context); and, (d) the increasing importance of cross-sectoral work to tackle cross-cutting issues, and recognition of the potential risks inherent in this due to increased complexity associated with the issues themselves, but also with the requirement to deal with multiple authorities, agencies and other actors. The latter will require enhanced management capacity, negotiation skills and other qualities and competencies going forward. The CPSCR also notes the effectiveness of single-sector development policy lending (DPL) in progressing first generation reforms, particularly where there are weaknesses in cross-ministerial coordination. We concur with that finding; however, we also note that where country teams are afforded considerable flexibility in how strategy is pursued, there is a parallel responsibility to ensure that the potential to measure and assess the realization of strategy is made apparent through the articulation of clearly stated, high level objectives that are further defined through appropriate indicators.
Content Type : Reports , Doc Sub Category : CAS Completion Report Reviews , Country : Morocco
April 21, 2014
Review of the 2010-2013 Georgia Country Partnership Strategy Completion Report (CPSCR) and the CPS Progress Report (CPSPR)
This review examines the implementation of the FY2010-FY2013 Georgia Country Partnership Strategy (CPS) of FY2010 and the CPS Progress Report (CPSPR) of FY2012, and assesses the CPS Completion Report (CPSCR). The CPS was jointly implemented by IBRD/IDA, IFC and MIGA; this review covers the joint... Full Description »
This review examines the implementation of the FY2010-FY2013 Georgia Country Partnership Strategy (CPS) of FY2010 and the CPS Progress Report (CPSPR) of FY2012, and assesses the CPS Completion Report (CPSCR). The CPS was jointly implemented by IBRD/IDA, IFC and MIGA; this review covers the joint program of the three institutions. The focus of Bank support under the first pillar of Meeting Post-Conflict and Vulnerability needs was to support the gradual bringing of the macro-situation under control from the large deficit that had resulted from the twin crises of 2008-2009 while ensuring that the approach was a balanced one that continued to provide a social safety net for the poor and vulnerable. The second pillar was concentrated first on upgrading the road system to reduce transport costs and second to accelerate business growth through improving the business environment, and supporting the SME and agriculture sectors. The IFC and MIGA programs were well integrated into this latter area. This review agrees with the Georgia CPSCR in finding the Bank's program and its achievement satisfactory. Indeed were it not for some evidence of lack of coordination in the design of the macro and financial programs, and of reported weaknesses in the aid coordination effort, a strong argument could have been made for a highly satisfactory rating. The CPSCR derives a substantial list of lessons from the Georgia experience, with which the review concurs, including (i) The need for the Bank's program to maintain a balance between investment for growth and the use of transfers for poverty reduction; (ii) The importance of analytic work to underpin reforms supported by development policy operations (DPOs) and the lending program more generally, the complementarity of the Bank and IFC programs, and the need for continuing IDA eligibility and lending flexibility; (iii) Selectivity has been beneficial in focusing resources and producing results; (iv) Impact evaluation of selected Bank supported programs could make a useful input into future program design; (v) Gender should be embedded in all operations and monitored as part of the results framework; and (vi) There is a need for more effective donor coordination. The lesson for the Bank that resonates the most from the Georgia experience is selectivity. Georgia has a large volume of donor assistance and the Bank's focus on a few key areas seems to have made a major contribution. That does not mean that the program should be static. The Bank may well want to consider phasing out of the transport sector in the future and moving more forcefully into education and agriculture – key sectors which seem to be doing less well at the moment and which lie at the heart of programs for pro-poor growth.
Content Type : Reports , Doc Sub Category : CAS Completion Report Reviews , Country : Georgia
April 21, 2014
Review of the 2010-2013 Jamaica Country Partnership Strategy Completion Report (CPSCR) and the CPS Progress Report (CPSPR)
This review examines the implementation of the FY2010-FY2013 Country Partnership Strategy (CPS) and FY2010-FY2013 CPS Progress Report (CPSPR), and assesses the CPS Completion Report (CPSCR). The CPS was jointly implemented by IBRD and IFC and covers the programs of both institutions. The CPS (... Full Description »
This review examines the implementation of the FY2010-FY2013 Country Partnership Strategy (CPS) and FY2010-FY2013 CPS Progress Report (CPSPR), and assesses the CPS Completion Report (CPSCR). The CPS was jointly implemented by IBRD and IFC and covers the programs of both institutions. The CPS (FY2010-2013) was aligned with Jamaica's Vision 2030 and strategic priorities articulated in its first Medium Term Socio-Economic Policy Framework. It was organized around three strategic pillars: (i) Supporting Economic Stability, (ii) Promoting Inclusive Growth, and (iii) Promoting Sustained Growth. Strengthening Governance was highlighted as a key crosscutting issue. IEG rates the Overall Outcome as Moderately Satisfactory. Of the three outcomes sought under pillar (i), one was achieved (abolishing deferred financing), one was mostly achieved (debt management), and one was partially achieved (preparing consolidated public accounts). Progress was made in most areas in achieving outcomes under pillar (ii). Eight outcomes, not all of equal importance and weight, were sought, of which four relatively simpler targets were achieved (persons trained in crime prevention, increase in crime data collection, inner city infrastructure and financial services, risk management training), three were mostly achieved (decentralized education, registration of childhood institutions, children benefiting from cash transfers), and one was not achieved (support for medium-size farmers). Pillar (iii) had partial accomplishments and several shortcomings. There were nine outcomes sought under this pillar, of which two were achieved (capacity to plan for climate resilience, public expenditure planning), four were partially achieved (landslide risks, internal audit, external audits, prioritization of public project), and three were not achieved (reducing energy losses, ease of paying taxes, weather risk). The CPS had identified many areas for IFC interventions but the IFC was unable to develop successful operations in most of these areas. Where successful, such as, in air transportation, IFC's program was cohesive with a series of privatization projects with good coordination between investment and advisory projects. However, in most areas such deliberate progress was missing. For example, in electricity, while generation capacity has been improving, almost no gains have been made to address systems loss, energy efficiency, and sustainability of sector institutions. Similarly, very little progress has been made to increase the number of schools through a public-private-partnership (PPP), as was envisaged in the CPS to eliminate the shift system in schools. IEG is in agreement with the key lessons identified in the CPSCR with respect to the need to improve competitiveness, desirability for flexibility, the need for realism in an environment of fiscal and capacity constraints, and for an efficient monitoring system. Other lessons that can be drawn from the CPSCR, some of which are quite important are: (i) Attention to financial and institutional constraints and external shocks is essential to setting realistic outcomes and achieving sustainable results; (ii) Careful consideration of sequencing and timing of reforms that deal with structural changes and capacity constraints is key to achieving expected outcomes; (iii) Using programmatic policy-based lending in support of difficult and demanding reforms in crisis situations proved to be a prudent approach; (iv) Identified weaknesses in investment lending projects suggest that simplification of project design is critical to achieving expected outcomes without implementation delays; and (v) Close collaboration with other development partners in Jamaica has proven important in achieving greater impact.
Content Type : Reports , Doc Sub Category : CAS Completion Report Reviews , Country : Jamaica
April 9, 2014
Review of the 2010-2013 Nigeria Country Partnership Strategy Completion Report (CPSCR) and the CPS Progress Report (CPSPR)
The review examines the implementation of the FY2010-FY2013 Country Partnership Strategy (CPS) of FY2010 and the CPS Progress Report (CPSPR) of FY2012. The strategy was jointly designed and implemented by IDA, the African Development Bank, the UK Department for International Development, and the US... Full Description »
The review examines the implementation of the FY2010-FY2013 Country Partnership Strategy (CPS) of FY2010 and the CPS Progress Report (CPSPR) of FY2012. The strategy was jointly designed and implemented by IDA, the African Development Bank, the UK Department for International Development, and the US Agency for International Development. Although the CPS and CPSPR made reference to the IFC program insofar as it would complement the IDA program, both documents were presented without formal endorsement from IFC, and the CPSCR has limited discussion of IFC activities; this review covers only IDA activities. The Bank has been consistent in using the pillars of the 2004 National Economic and Environmental Development Strategy for 2005-2007 (NEEDS) in all three CPS’ in Nigeria since 2004. The objectives of the FY2010 CPS were organized under the three pillars of the NEEDS. The CPSPR confirmed the validity of the CPS approach, and provided a new meta-objective, “Mitigating the Impact of the Global Economic Crisis.” It introduced significant changes to the results matrix, which on the whole lowered the bar for success. IEG rates the overall outcome of IDA support as moderately satisfactory, concurring with the CPSCR rating. Consistent support from the Bank over an extended period of time contributed to significant progress in developing the institutional framework for the power sector. Good progress was also achieved in agricultural development, with significant impact on poverty reduction. A series of modest steps were taken in the right direction to strengthen the institutions and systems for better governance, although there seems to lack a scale-up strategy for replicating these initial efforts, especially at the state level. Moreover, the positive achievements were partly offset by disappointing results in other areas of Bank engagement: although urban transport in Lagos improved, progress was limited in the overall transport network; while there was progress in post-basic education, polio, and maternal health care, little was achieved in basic education, HIV/AIDS, malaria, and institutional reforms in the social sectors. In addition, there was limited progress in environmental management and PPP. Finally, in spite of a substantial and well thought through support effort by the Bank, Nigeria’s business environment deteriorated in many ways during the CPS period. IEG concurs with the four key lessons drawn in the CPSCR, and wishes to underscore three additional points. First, there is a need for close and careful portfolio management throughout the project cycle. The Nigeria program has few examples of project turn-around and there should be a real burden of proof on the supervision team that optimism is warranted. Second, there is a need for greater strategic coherence, not just in the preparation of the CPS document but in the follow through in program implementation. A concerted effort to enhance governance and to address poverty should be the challenges of the next CPS. Finally, there is a need to develop a strong results framework that provides a clear line of sights for strategic decision making and accountability. This requires an explicit results chain that links Bank interventions, the complementary actions by the government and partners, and other critical factors, to the strategic objectives, as well as a results matrix that is stable enough for tracking results.
Content Type : Reports , Doc Sub Category : CAS Completion Report Reviews , Country : Nigeria
April 8, 2014
Review of the 2009-2013 Djibouti Country Assistance Strategy Completion Report (CASCR)
This review examines the implementation of the FY2009-FY2012 Djibouti Country Assistance Strategy (CAS) of FY2009, and assesses the CAS Completion Report (CASCR). The CAS was implemented by IDA. The CAS program was aligned with the government’s strategy, and its results framework mapped well into... Full Description »
This review examines the implementation of the FY2009-FY2012 Djibouti Country Assistance Strategy (CAS) of FY2009, and assesses the CAS Completion Report (CASCR). The CAS was implemented by IDA. The CAS program was aligned with the government’s strategy, and its results framework mapped well into development outcomes derived from the national strategy. In this context, the CAS program aimed at supporting (i) economic growth through reducing constraints and associated costs to private sector development; (ii) access to basic social services and human development through increasing access to quality basic education, improving access to and quality of health services, and strengthening social protection and direct support to the poor; and (iii) governance and public sector management through improving expenditure transparency, and monitoring and evaluation. IEG rates the overall outcome of IDA support as moderately unsatisfactory. The CAS program achieved its objectives in health and education, where there was government ownership, but did not achieve them in private sector development, governance and public sector management, where government commitment was more uncertain, particularly following a change in leadership. In the areas of governance and monitoring and evaluation, the objectives of the program were not supported by appropriate Bank interventions and required capacity building. Under pillar I on growth, World Bank support helped improve access to electricity services modestly, but did not succeed in improving the efficiency of public utilities, or in opening up the telecommunications sector. Improvements in business regulations were very limited and the financial sector was strengthened by the IMF’s implementation of the Financial Sector Assessment Program (FSAP) recommendations. Under pillar II on basic social services and human development, Bank support fostered a substantial improvement in education and health services through government commitment, well specified programs, and good monitoring of outcomes. Expected results to strengthen social protection and direct support to the poor are taking more time than envisaged. Under pillar III on governance and public sector management, there was some progress in developing legal frameworks for improved expenditure transparency, but implementation of these frameworks is taking more time than envisaged. Progress in improving monitoring and evaluation has been very slow in the absence of good statistical systems, weak capacity and limited World Bank attention to this issue. The experience of the World Bank’s program in Djibouti shows that (i) when government ownership is unclear the likelihood of success is limited; (ii) the absence of an effective supervision system prevents timely identification and solution of problems during implementation; (iii) when there is a mismatch between objectives and interventions the program is likely to fail to achieve its objectives; (iv) weak monitoring and evaluation compounds the problems of executing a program where the interventions are weakly linked to the objectives, as was the case with governance; (v) incorporating lessons from past programs and interventions is likely to lead to more realistic outcomes; and (vi) complex results frameworks with multiple and unmeasurable indicators make it difficult to monitor the program and evaluate its impact.
Content Type : Reports , Doc Sub Category : CAS Completion Report Reviews , Country : Djibouti
March 5, 2014
Review of the 2008-2013 Mexico Country Partnership Strategy Completion Report (CPSCR) and the CPS Progress Report (CPSPR)
This review examines the implementation of the Mexico Country Partnership Strategy (CPS) for fiscal years 2008-2013 and the CPS Progress Report (CPSCR) of fiscal year 2010, and assesses the CPS Completion Report (CPSCR). The strategy was jointly implemented by the IBRD and IFC, and this review... Full Description »
This review examines the implementation of the Mexico Country Partnership Strategy (CPS) for fiscal years 2008-2013 and the CPS Progress Report (CPSCR) of fiscal year 2010, and assesses the CPS Completion Report (CPSCR). The strategy was jointly implemented by the IBRD and IFC, and this review covers the joint program of the two institutions. The CPS outlined the principles of World Bank Group (WBG) engagement, but did not define a WBG strategy per se – there is no articulation of the specific CPS objectives to be achieved during the strategy period and what the WBG would do to achieve them, based on its comparative advantage. It referred to six areas where the WBG had maintained a policy dialogue: (i) accelerating growth; (ii) improving competitiveness; (iii) promoting social inclusion and reducing poverty; (iv) developing infrastructure and assuring energy security; (v) strengthening institutions; and (vi) assuring environmental sustainability. Presumably, although not explicitly in the CPS, these were the areas where the WBG would support Mexico’s plans. The CPS results framework did not provide a results chain linking WBG interventions to CPS objectives and to Mexico’s longer-term goals, but only a results matrix mapping “examples of WBG activities” to Mexico’s own development objectives in the dialogue areas. There were no outcome indicators for measuring progress. IEG rates the overall outcome of the CPS as moderately satisfactory, below the CPSCR rating of satisfactory. WBG support contributed to Mexico’s effective response to the global financial crisis – adopting countercyclical policies, strengthening financial sector stability and financial inclusion, enhancing short-term employment support programs, and further liberalizing trade when other countries were resorting to protectionist policies. Bank support also contributed to the good progress in improving access to early childhood education and learning outcomes in secondary education, expanding tertiary education among low income students, promoting health and education investment among poor people through Mexico’s conditional cash transfer program, increasing health insurance coverage for the poor and informal workers, and developing a regulatory framework to adapt to climate change, massive urban transport, and renewable energies to reduce CO2 emissions. The CPSCR outlined eight lessons, which are sensible even if the list does not give a sense of priority. In IEG’s view, a key deficiency of the CPS was the notion that a flexible and client-driven strategy would not benefit from an analysis of the WBG’s comparative advantage and a clear articulation of the specific CPS objectives within the country’s longer-term strategy. Although the importance of a strong results framework is recognized, the relevant lesson in the CPSCR is more about corporate requirements than what the Mexico CPS should have done but did not. The lack of a results framework, which reflects the lack of clear CPS objectives, deprived the WBG of a management tool for managing risks and accounting for results.
Content Type : Reports , Doc Sub Category : CAS Completion Report Reviews , Country : Mexico
December 2, 2013
Review of the 2009-2013 Armenia Country Partnership Strategy Completion Report (CPSCR) and the CPS Progress Report (CPSPR)
This review examines the implementation of the FY2009-F2013 Armenia Country Partnership Strategy (CPS) of FY2009 and the CPS Progress Report (CPSPR) of FY2011, and assesses the CPS Completion Report (CPSCR). The CPS was jointly implemented by IDA/IBRD and IFC; this review covers the joint program... Full Description »
This review examines the implementation of the FY2009-F2013 Armenia Country Partnership Strategy (CPS) of FY2009 and the CPS Progress Report (CPSPR) of FY2011, and assesses the CPS Completion Report (CPSCR). The CPS was jointly implemented by IDA/IBRD and IFC; this review covers the joint program of the two institutions. The CPS objectives were articulated under two strategic pillars: (i) addressing vulnerabilities through macroeconomic stabilization and positioning of Armenia for post-crisis growth; poverty alleviation amidst assured health and social protection; and reduction of rural and environmental risks; and (ii) strengthening competitiveness for post-crisis growth by focusing on improved governance to boost public sector efficiency and strengthened foundation for knowledge economy and competitiveness. The CPSPR confirmed the relevance of the two pillars and maintained all the CPS objectives. IEG rates the overall outcome of the CPS as moderately satisfactory, below the CPSCR rating of satisfactory. World Bank Group (WBG) assistance contributed to significant progress in expanding financial intermediation (including to small- and medium-size enterprises (SMEs)), improving the business process in revenue agencies, expanding internet penetration and lowering its access cost, improving water services, and reforming the financing and quality assurance systems in education. Good progress was made in increasing the potential area for irrigation, the adoption of best practice mining legislation, improvement in communal pasture management, efficiency in public expenditure management, civil service assessment, and rule bound judicial decisions. The WBG’s work in reforming the tax regime and administration was strategically important and contributed to the implementation of important reforms, although persistent governance issues call for additional efforts to improve performance in this area. There was also partial progress in road network rehabilitation. On the other hand, the Bank played a relatively minor role in the restoration of Armenia’s macroeconomic stability while the country continues to face external current account vulnerability. While the Bank’s temporary jobs program and the promotion of safe-gas heating in schools and multi-apartment buildings were successful, their relatively small size and the absence of a scale-up strategy limited the impact on the poor. Poverty increased during the CPS period, poverty targeting fell short of expectations, and the results in the health sector were mixed. Similarly, WBG projects contributed to progress in the energy sector, but the progress was timid in relation to the substantial needs and there is no evidence of a scale-up mechanism. The CPSCR draws nine key lessons, but without a sense of priority. IEG supports these lessons, but considers that there are more important lessons than the ones identified. First, instead of spreading across all areas of Armenia’s development needs, the WBG assistance should focus on the most critical priorities that have an impact on growth, poverty reduction and social inclusion. Second, there is a need to step-up the efforts to overcome the resistance to reforms by vested interests by reaching out to lawmakers, government officials, and other domestic stakeholders. Third, a good results framework should include not just indicators for measuring WBG project implementation, but also a clear results chain that shows the critical assumptions whose fulfillment is required for WBG interventions to achieve the CPS objectives.
Content Type : Reports , Doc Sub Category : CAS Completion Report Reviews , Country : Armenia
October 24, 2013
Review of the 2008-2012 South Africa Country Partnership Strategy Completion Report (CPSCR) and the CPS Progress Report (CPSPR)
This review examines the implementation of the FY2008-FY2012 South Africa Country Partnership Strategy (CPS) of FY2008 and the CPS Progress Report (CPSPR) of FY2010, and assesses the CPS Completion Report (CPSCR). The strategy was jointly implemented by IBRD, IFC and MIGA. This review covers the... Full Description »
This review examines the implementation of the FY2008-FY2012 South Africa Country Partnership Strategy (CPS) of FY2008 and the CPS Progress Report (CPSPR) of FY2010, and assesses the CPS Completion Report (CPSCR). The strategy was jointly implemented by IBRD, IFC and MIGA. This review covers the joint program of the three institutions. The specific CPS objectives were organized under two pillars: (i) urban and rural development, focusing on urban and municipal development, land reform and agriculture, private sector development, environment and infrastructure; and (ii) regional integration through South African outward investment, regional communities and knowledge sharing. Improved service delivery was a cross cutting theme. The CPSPR reaffirmed the core objective of growth and equity, maintained the two pillars and the cross-cutting theme, but significantly revised the specific CPS objectives under both pillars. In particular, energy and energy efficiency were highlighted, and the focus under regional integration was shifted to improving regional investment climate and trade liberalization, and reducing HIV infection and providing treatment to all. IEG rates the overall outcome of the CPS program as unsatisfactory, below the CPSCR rating of moderately unsatisfactory. The World Bank Group (WBG) contributed to improved policies, systems and approaches for urban development. In the other areas, however, the gap between the expected CPS outcomes and the WBG interventions to achieve them was so significant that the CPS program had little chance to attain the CPS objectives even when the individual projects were successful. In environment, the Global Environment Facility (GEF) interventions had localized results, but lacked a catalytic impact on national conservation policy or unemployment. In private sector development, progress was made in the financial sector, but there is no information on the investment climate for labor intensive enterprises. In both rural development and climate change, the Bank’s interventions were valuable, but were misaligned with the relevant CPS objectives. In infrastructure, the Bank’s project was expected to produce results in the next strategy period and is experiencing delays. With respect to regional integration, the WBG activities could have been useful and/or successful, but had little influence on the expected outcomes in regional investment climate, trade liberation, HIV infection and treatment, and environmental conservation. Similarly, the Bank’s assistance for building the Government’s monitoring and evaluation (M&E) capacity was relevant and valuable for improving service delivery, but there is little evidence of discernible impact. The CPSCR highlights a number of strengths and weaknesses of the CPS program, with which IEG agrees. Among these are the importance of providing only demand-driven support, the mobilization of highly qualified staff and consultants that have the credibility to broker knowledge and promote constructive dialogue, the weak results framework that is not anchored on reality hence not helpful in monitoring the program’s implementation, and the limited synergy between IBRD and IFC. In addition, IEG underscores three points. First, more clarity is needed upfront about the risks of engagement in cases where the client is noncommittal about follow-up of the support received. Second, results frameworks need to specify clearly the linkages between inputs, outputs and results, with support activities carefully mapped to the objectives and outcomes being pursued. Finally, performance assessments need to be carried out of all economic and sector work (ESW) and technical assistance (TA) provided to a country.
Content Type : Reports , Doc Sub Category : CAS Completion Report Reviews , Country : South Africa
October 24, 2013
Review of the 2008-2012 Ghana Country Assistance Strategy Completion Report (CASCR) and the CAS Progress Report (CASPR)
This review examines the implementation of the FY2008-FY2012 Ghana Country Assistance Strategy (CAS) of FY2007 and CAS Progress Report (CASPR) of FY2010, and assesses the CAS Completion Report (CASCR). The CAS was presented as an IDA-only strategy, and this review covers only the program of the... Full Description »
This review examines the implementation of the FY2008-FY2012 Ghana Country Assistance Strategy (CAS) of FY2007 and CAS Progress Report (CASPR) of FY2010, and assesses the CAS Completion Report (CASCR). The CAS was presented as an IDA-only strategy, and this review covers only the program of the World Bank. The CAS was anchored in the Ghana Joint Assistance Strategy (G-JAS) that was endorsed by 16 development partners. Its overarching objectives were to support Ghana to sustain economic growth of at least 6 percent per year, surpass the 2015 Millennium Development Goals (MDGs) of halving poverty to 26 percent during the CAS period, and start to reduce inequalities. As the G-JAS, the CAS adopted the three pillars of Ghana’s second Growth and Poverty Reduction Strategy (GPRS II); however, there was no clear indication of the specific CAS objectives under each pillar – they were expected to be aligned with the relevant GPRS II objectives, but it was not clear whether they would maintain the same scope and time horizon for attainment of these objectives. The CASPR reaffirmed the overall objectives of the CAS; but in its attempt to be aligned with the new Government’s Medium-Term Development Plan, which was evolving and expected to be revised, there was even less clarity on what specific objectives the CAS aimed to achieve during the CAS period. IEG rates the overall outcome of the CAS as moderately unsatisfactory, below the CASCR rating of moderately satisfactory. Although some progress was made in all areas under the three pillars, none of the objectives was fully achieved, and in more than half of the cases progress fell considerably short of expectations. The Bank’s support contributed to Ghana’s good progress in enhancing mining sector revenue management, in improving agriculture productivity, in expanding information, communications and technology (ICT) services, and in strengthening the health insurance system. However, progress was slow and fragmented in all the other areas: macroeconomic management was erratic; improvement in the road network was too slow to remove persistent travel bottlenecks; although procedures to start a business were streamlined, the overall business environment did not improve appreciably while access to credit remained difficult; although household electrification improved, distribution losses increased and the finances of the electricity sector remained precarious; while land title registration procedures were simplified, improvement in land administration was hampered by partial progress in required legal and institutional reforms; although child health care delivery and prevention improved, this had not translated into lower infant and maternal mortality rates; participation in primary education increased, but education quality and learning achievement remained low; although access to safe water improved overall, the situation appeared to have worsened in peri-urban areas while access to improved sanitation lagged seriously behind; while there was consensus on the need for better targeting and a common targeting system was officially adopted, it was yet to be applied for social programs; poor incentive framework and monitoring capacities resulted in continuous degradation of natural resources; and finally, most of the Bank support for decentralization, public sector reforms, statistical capacity building, and mainstreaming social accountability mechanisms was relatively recent, with limited evidence for concrete results. IEG concurs with lessons drawn in the CASCR, and underscores two additional points. First, policy lending operations ensure alignment and client ownership of the Bank’s program, but carry the risk of exposing the Bank’s program to the client’s political and administrative constraints. To mitigate this risk, they need to be accompanied by a strong program of capacity building to ensure smooth implementation. Second, a good results framework depends on a clear articulation of the CAS objectives to be achieved during the strategy period, as well as a strong results chain linking the Bank’s interventions to the CAS objectives and to the higher-level country goals. Without these, the relevance of the indicators cannot be properly assessed, nor can the achievement of the CAS program.
Content Type : Reports , Doc Sub Category : CAS Completion Report Reviews , Country : Ghana
September 19, 2013
Review of the 2004-2013 Guinea Country Assistance Strategy Completion Report (CASCR) and of the Interim Strategy Note Completion Report (ISNCR)
This review examines the implementation of the FY2004-FY2006 Guinea Country Assistance (CAS) of FY2003 and the FY2011-FY2012 Interim Strategy Note (ISN) of FY2011, and assesses the CAS and ISN Completion Report (CASCR). The CAS was prepared for IDA only, whereas the ISN was for IDA, IFC and MIGA.... Full Description »
This review examines the implementation of the FY2004-FY2006 Guinea Country Assistance (CAS) of FY2003 and the FY2011-FY2012 Interim Strategy Note (ISN) of FY2011, and assesses the CAS and ISN Completion Report (CASCR). The CAS was prepared for IDA only, whereas the ISN was for IDA, IFC and MIGA. This review covers, where possible, the activities of the three institutions, although the CASCR does not discuss IFC or MIGA programs. The objectives set out in the CAS and the ISN covered many of the same areas. The overall objective of the CAS was to support the implementation of the three pillars of the 2002 Poverty Reduction Support Program (PRSP). This would be achieved through (i) fostering macroeconomic stability, establishing minimum infrastructure services for improving the investment climate, supporting policy reforms in fisheries, agriculture, mining and trade, and improving rural services under Pillar I; (ii) empowering urban and rural people, local governments, and their organizations, and strengthening service delivery in health, education, fight against HIV/AIDS, and water resource management under Pillar II; and (iii) supporting institutional transformation, strengthening downward accountability, and supporting monitoring and evaluation (M&E) under Pillar III. The ISN had as its overall goal to deliver timely and adequate support to the then newly elected government in its effort to bring about a tangible improvement of the living conditions of the population. To this end, the ISN proposed to help the Guinean government promote good governance, basic services and job creation. Social accountability and regional integration were identified as the cross-cutting themes. The CASCR rates the overall outcome of World Bank Group (WBG) assistance as moderately unsatisfactory. Applying IEG standard desk-based review methodology in situations where partial information is presented, as it is the case here, would typically lead to a downgrade from the CASCR rating. However, the circumstances under which the CAS and the ISN were developed and implemented mean that IEG is unable to rate with any confidence. Available evidence suggests that some progress has been achieved in select areas, especially during the ISN period, but it is impossible to determine how far these achievements have met the CAS and/or ISN expectations. A field-based evaluation would be necessary to gather the information required for a reliable assessment. For the same reasons as above, the standard IEG CASCR review methodology would call for a downgrade from the CASCR rating of moderately unsatisfactory for WBG performance. The overall CAS and ISN objectives were relevant to the country context and aligned with the PRSP priorities. The CAS engagement areas seemed overly wide, while the lack of clear articulation of the expected outcomes makes it difficult to assess whether the proposed interventions were appropriate for achieving the expected results. The ISN improved the focus of the assistance program. There was good consistency between the planned AAA and financing, and sufficient consideration of other development partners’ programs. Key implementation risks were properly identified, although few mitigation measures were proposed. Indeed, the WBG did not appear to have a real strategy for dealing with fragile and conflict-affected states (FCS). There is no information on how the WBG responded when the risks materialized. The results frameworks in the strategy documents, especially the CAS, were weak, partial, and not utilized. Under the circumstances, it is difficult to assess the quality of the WBG’s implementation support. There is no information on the quality and impact of the knowledge services, or on the WBG’s efforts for improving coordination with other development partners. Adequate attention was paid to fiduciary issues in the strategies, but safeguard concerns were not mentioned. Synergy between the Bank, IFC and MIGA was envisioned in both the CAS and the ISN, but there is no information on how it worked in practice as the CASCR neglects to discuss IFC or MIGA activities. IEG generally agrees with the lessons drawn in the CASCR, and underscores three additional points. First, for both accountability and learning purposes, it is important that country strategies and completion reports adhere to the WBG norms for setting and reporting on monitorable objectives. Second, given the gap between IEG ratings on completed projects and the much higher ISR ratings on projects under implementation, the Bank would need to pay careful attention to these projects in order to recognize the downside risks and provide necessary implementation support. Third, the experience with this country program highlights the importance of having a real strategy, underpinned by sound analyses of the political economy, in an FCS context.
Content Type : Reports , Doc Sub Category : CAS Completion Report Reviews , Country : Guinea
September 17, 2013