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IEG Work Program and Budget (FY18) and Indicative Plan (FY19-20)

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IEG’s strategic directions for FY18–20 have been defined to maximize alignment with the key strategic priorities of the World Bank Group and the main development challenges expected to affect its clients over that period. Internally, the development of a Forward Look, new agreements under the IDA18 replenishment, a new IFC Strategy, and continuous efforts to modernize the institution are guiding Show MoreIEG’s strategic directions for FY18–20 have been defined to maximize alignment with the key strategic priorities of the World Bank Group and the main development challenges expected to affect its clients over that period. Internally, the development of a Forward Look, new agreements under the IDA18 replenishment, a new IFC Strategy, and continuous efforts to modernize the institution are guiding the World Bank Group’s strategic directions. Externally, the global community has endorsed ambitious post-2015 Sustainable Development Goals (SDGs), but headwinds across the globe, and a combination of long-term trends, cyclical factors, and disruptions will also influence the development agenda. Against this backdrop, IEG’s work program has been designed to help the World Bank Group enhance its development impact and better address the most relevant development challenges faced by its clients.

Senegal: Une décennie de soutien de la Banque mondiale au programme de nutrition du Sénégal (PPAR)

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Ce rapport évalue la performance de trois projets : (1) le Programme de Renforcement de la nutrition, (2) le Projet de Renforcement de la nutrition à l’appui de la Deuxième phase du Programme de Renforcement de la nutrition, et (3) le Projet d’Intervention rapide pour la Sécurité nutritionnelle et les Transferts en espèces axés sur les Enfants. Au début du nouveau millénaire, le Sénégal fait Show MoreCe rapport évalue la performance de trois projets : (1) le Programme de Renforcement de la nutrition, (2) le Projet de Renforcement de la nutrition à l’appui de la Deuxième phase du Programme de Renforcement de la nutrition, et (3) le Projet d’Intervention rapide pour la Sécurité nutritionnelle et les Transferts en espèces axés sur les Enfants. Au début du nouveau millénaire, le Sénégal fait face à un problème préoccupant de malnutrition. Parmi les enfants âgés de moins de cinq ans près d'un tiers (30 %) souffrait d’une malnutrition chronique (taille petite pour l'âge), 10 % de malnutrition aiguë (poids faible pour la taille), et 20 % d’une insuffisance pondérale (poids pour l'âge) ; chacun de ces niveaux étant classé très sévère par l'Organisation mondiale de la Santé (OMS). Les taux varient considérablement, les pauvres et les populations rurales, celles des zones du nord, du sud et du centre touchées de façon disproportionnée. La malnutrition contribue à la mortalité et à la morbidité des mères et des enfants, sape les chances d'accès des enfants à leur potentiel physique et intellectuel et réduit les opportunités de revenus pour les ménages, ainsi que la productivité globale et le développement économique. La maladie et une disponibilité alimentaire insuffisante sont les deux causes principales de cette malnutrition. Les facteurs sous-jacents sont la pauvreté, un accès insuffisant à une alimentation de qualité, des connaissances et comportements inadéquats pour promouvoir la santé des mères et des enfants et des services, en particulier de santé, d’approvisionnement en eau propre et d'assainissement, qui font défaut. En 2001, le Gouvernement du Sénégal a élaboré une nouvelle politique nationale de nutrition, apportant son soutien à un objectif sur dix ans, visant à améliorer la nutrition par l’adoption d’une approche multisectorielle communautaire. La politique s’est traduite par la mise en place du Programme de Renforcement de la nutrition de 10 ans (PRN), financé par l’État, la Banque mondiale, et, plus tard, d’autres partenaires techniques et financiers (PTF). L’État a également créé la Cellule de Lutte contre la malnutrition (CLM—une agence chargée de lutter contre la malnutrition), rattachée au cabinet du Premier ministre, responsable de la coordination de la mise en oeuvre de la politique, ainsi que de son évaluation.

Higher Education for Development: An Evaluation of the World Bank Group's Support

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This evaluation assesses the World Bank Group's support for higher education and seeks to identify how the World Bank Group can adapt and align its support for higher education with its 2013 "twin goals" strategy. This evaluation assesses the World Bank Group's support for higher education and seeks to identify how the World Bank Group can adapt and align its support for higher education with its 2013 "twin goals" strategy.

IEG Insights - Recent Evaluations

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ieg recent evaluations 2016-2017
See the latest development insights from IEG’s evaluation workSee the latest development insights from IEG’s evaluation work

Ukraine - Development of State Statistics System for Monitoring Social and Economic Transformation (devstat) Project (PPAR)

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This Project Performance Assessment Report (PPAR) assesses the Development of State Statistics System for Monitoring Social and Economic Transformation (DEVSTAT) project in Ukraine. This project was one of two pilot projects (along with Burkina Faso) supported under the Statistics Capacity Building Program (STATCAP). DEVSTAT was approved by the World Bank on March 25, 2004. The original closing Show MoreThis Project Performance Assessment Report (PPAR) assesses the Development of State Statistics System for Monitoring Social and Economic Transformation (DEVSTAT) project in Ukraine. This project was one of two pilot projects (along with Burkina Faso) supported under the Statistics Capacity Building Program (STATCAP). DEVSTAT was approved by the World Bank on March 25, 2004. The original closing date of the project, December 31, 2009, was extended three times due to delays in the ratification of the loan agreement, delays in the procurement of advanced information communication technology, and to allow for the national rollout of the integrated statistical data processing system (ISDPS). The project closed on December 31, 2013. Total project cost was estimated to be $37.94 million, of which $32 million would be financed by the World Bank and $5.94 million by borrower contributions. Additional Financing of $10 million was granted in December 2012, at which time the statement of objectives was formally revised. The revised objective aligned the statements of objectives in the loan agreement and the project appraisal document. Actual total cost at project closure was $45.19 million, financed by a loan of $42 million from the World Bank and a contribution of $3.19 million from the borrower. The objective of this project was “to build a sustainable state statistical system, which would efficiently and effectively collect, process, and disseminate accurate, timely, coherent, and trustworthy statistical data concerning the economy and social conditions of the borrower required by the government, business, and society to make informed decisions, and encompassing a comprehensive reform of the State Statistical System of Ukraine, primarily through the modernization of the State Statistical Committee.”

Lao People’s Democratic Republic - Second Education Development Project (PPAR)

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This Project Performance Assessment Report (PPAR) assesses a primary education project in the Lao People’s Democratic Republic, the Second Education Development Project, commonly known as EDP2. This program was financed by the World Bank and the government of Australia. The project was approved in April 2004, and closed in August 2013. The World Bank’s total contribution was $28.2 million. This Show MoreThis Project Performance Assessment Report (PPAR) assesses a primary education project in the Lao People’s Democratic Republic, the Second Education Development Project, commonly known as EDP2. This program was financed by the World Bank and the government of Australia. The project was approved in April 2004, and closed in August 2013. The World Bank’s total contribution was $28.2 million. This report was prepared by Erik Bloom, Senior Economist, IEG and Inthansone Phetsering, consultant. The findings are based on an extensive review of the literature, project reports, and a field visit, December 4–18, 2016. This mission included a field visit to Oudamxay province. The mission talked to current and retired staff involved in the project’s implementation in the Ministry of Education and Sports and with staff from the World Bank and the government of Australia. The mission also met with education officials at the province and district levels in Oudamxay province. The mission also visited five remote schools in two districts. As much as possible, the PPAR cites publically available documents, and when appropriate, it refers to interviews and internal documents. The project’s credit agreement states the project’s development objective as: To assist the Borrower to achieve universal completion of primary education by implementing the education policies and reform actions set forth in its Letter of Education Policy, including increasing access to, and the completion of, primary school in the project provinces, improving the quality of access to, and the completion of, primary school in the project provinces, improving the quality of education, and building the policy development and management capacity of its Ministry of Education.

World Bank Group Country Engagement: An Early-Stage Assessment of the Systematic Country Diagnostic and Country Partnership Framework

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World Bank Group Country Engagement: An Early-Stage Assessment of the Systematic Country Diagnostic and Country Partnership
This evaluation, undertaken at the request of the Board of Executive Directors, provides an early look at how the SCD/CPF process is working, and identifies ways to strengthen the new country engagement model as it continues to unfold.This evaluation, undertaken at the request of the Board of Executive Directors, provides an early look at how the SCD/CPF process is working, and identifies ways to strengthen the new country engagement model as it continues to unfold.

Crisis Response and Resilience to Systemic Shocks: Lessons from IEG Evaluations

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Crisis Response and Resilience to Systemic Shocks: Lessons from IEG Evaluations
This synthesis of existing evaluations seeks to draw lessons from key IEG evaluations of World Bank Group support for strengthening client country response and resilience to systemic shocks.This synthesis of existing evaluations seeks to draw lessons from key IEG evaluations of World Bank Group support for strengthening client country response and resilience to systemic shocks.

Mozambique CLR Review FY12-15

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Mozambique is a low income country with a GNI per capita of $1,120 in 2014. The country experienced rapid growth over the last 25 years, but high poverty rates persist, particularly in the rural areas. Data from the National Statistics Institute show that the poverty headcount ratio fell from 70 to 46 percent between 1996 and 2014. The country’s reliance on capital intensive investments led to Show MoreMozambique is a low income country with a GNI per capita of $1,120 in 2014. The country experienced rapid growth over the last 25 years, but high poverty rates persist, particularly in the rural areas. Data from the National Statistics Institute show that the poverty headcount ratio fell from 70 to 46 percent between 1996 and 2014. The country’s reliance on capital intensive investments led to rapid economic growth but generated relatively few jobs and their ties to the rest of the economy are limited. Unemployment rate remained at 22.6 percent in 2012-2014. The country ranks low in Human Development Index: 180 out of 188 countries. Natural hazards hit the country frequently and hard, and are likely to worsen with climate change. The government’s Action Plan to Reduce Poverty for 2011-2014 (Plano de Acção de Redução de Pobreza -PARP) sought to confront these problems and the WBG’s Country partnership Strategy (CPS) addressed some of these challenges under the pillars of competitiveness and employment (Focus Area I), vulnerability and resilience (Focus Area II), and a foundation pillar, governance and public sector capacity (Focus Area III). In April 2016, the government acknowledged to the IMF that it had borrowed an amount in excess of $1 billion in commercial terms during 2012-2015. The disclosure weakened investors’ confidence in the country’s macroeconomic stability, and contributed to further depreciating the metical. These two factors combined raised the country’s debt to GDP ratio from 60 percent in 2014 to 120 percent in 2016.

Lao People's Democratic Republic CLR Review FY12 – 16

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Lao PDR is a small, landlocked, lower middle income country that for some years has enjoyed rapid economic growth (around 7.8 percent over the past decade including the CPS period). In 2015, GNI per capita was $1,740, which was below Vietnam ($1,990) but well above Cambodia ($1,070). While poverty has been reduced, inequality has been rising and growth has not been inclusive. The latest available Show MoreLao PDR is a small, landlocked, lower middle income country that for some years has enjoyed rapid economic growth (around 7.8 percent over the past decade including the CPS period). In 2015, GNI per capita was $1,740, which was below Vietnam ($1,990) but well above Cambodia ($1,070). While poverty has been reduced, inequality has been rising and growth has not been inclusive. The latest available Gini index of 37.8 in 2012 shows a noticeable increase from 34.6 in 2002. For the same period, Lao PDR Gini index is about the same level as Vietnam (38.7), but much higher than Cambodia (30.7). The CPS focused on stronger public sector management as a cross-cutting theme, with three strategic thematic areas: competitiveness and connectivity, sustainable natural resource management, and inclusive development. The CPS and the CPSPR addressed important priorities and drew on lessons from the previous program, including on the critical importance of capacity building that needed to be embedded into broader sectoral programs rather than through separate activities. However, it is not clear to what extent the program actually succeeded in this regard, and only a few of the objectives and/or outcome indicators in the CPS/CPS Progress Report results matrix seem to relate to capacity building.