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India CLR Review FY13-17

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This review of the India Completion and Learning Report of the World Bank Group (WBG) Country Partnership Strategy (CPS) covers the CPS period, FY13-FY17, including the CPS Performance and Learning Review (PLR) of September 2, 2015.The overarching goals of the WBG's CPS for India were to help the country accelerate poverty reduction and increase shared prosperity. The CPS was aligned with the Show MoreThis review of the India Completion and Learning Report of the World Bank Group (WBG) Country Partnership Strategy (CPS) covers the CPS period, FY13-FY17, including the CPS Performance and Learning Review (PLR) of September 2, 2015.The overarching goals of the WBG's CPS for India were to help the country accelerate poverty reduction and increase shared prosperity. The CPS was aligned with the government's Twelfth Five Year Plan (2012-2017), which sought high levels of economic growth and prioritized inclusiveness from several perspectives—poverty reduction, group equality, regional balance, and empowerment. The CPS organized its program around three engagement areas (or focus areas): (i) Integration with focus on physical connectivity to improve India's domestic, regional and global integration; (ii) Transformation by facilitating spatial transformation from rural to urban areas and benefitting from agglomeration economies, raising agricultural productivity and encouraging off-farm employment; and (iii) Inclusion by enhancing services in health, nutrition, education and social programs for the disadvantaged groups. The CPS had three cross-cutting themes of governance, environmental sustainability and gender equality which were envisaged to be embedded across the three engagement areas. The CPS committed to allocate 60 percent of the new commitments during the CPS directly to the states, of which half (30 percent) would go to the Low-Income States (LIS) and Special Category States (SCS).The government elected in May 2014 emphasized reforms to promote growth while maintaining attention to inclusion. The government and the WBG agreed to a narrow set of eight priorities to guide the work forward. These eight priorities could have provided the opportunity to consolidate the program interventions and sharpen the results framework. At the PLR, however, the CPS original program objectives remained virtually unchanged. The WBG responded to the new priorities by scaling up its lending and ASA; in effect, broadening the scope of its engagement in India beyond the original design. IEG concurs with key CLR lessons summarized as follows: i) expanding engagement in LIS/SCS requires significant time and resources; (ii) WBG activities in states were characterized by individual sector operations with limited integration, making the sum of engagement less than the parts; (iii) national-level operations supporting GoI Centrally Sponsored Schemes (CSS) were generally effective for scaling up impact and engaging on policy but often had implementation challenges; (iv) the World Bank's ability to support systemic improvements through operations depended on the long-term partnership in the sector more than the amount of financing; (v) an increase in operations with Results Based Frameworks (RBF) during the CPS period appeared to promise stronger impact, but these operations need to ensure that the M&E systems to trigger disbursements are thoroughly developed; and (vi) examples of cross-sectoral operations providing a more holistic approach need to be expanded further.

Engaging Citizens for Better Development Results

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Engaging Citizens for Better Development Results
This evaluation assesses how effectively the World Bank Group has mainstreamed citizen engagement at the project, country, and corporate levels, and demonstrates how this process contributes to the achievement of development outcomes.This evaluation assesses how effectively the World Bank Group has mainstreamed citizen engagement at the project, country, and corporate levels, and demonstrates how this process contributes to the achievement of development outcomes.

IEG Annual Report 2018: Growing our Influence

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IEG Annual Report 2018: Growing our Influence
In FY18, IEG set out a strategy to align with the World Bank Group’s priorities, undertook a series of reforms to improve evaluations and their implementation, and continued to grow its influence in several arenas.In FY18, IEG set out a strategy to align with the World Bank Group’s priorities, undertook a series of reforms to improve evaluations and their implementation, and continued to grow its influence in several arenas.

Turkey: Istanbul Seismic Risk Mitigation and Emergency Preparedness Project (PPAR) (Turkish version)

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This version of the PPAR report has been translated to Turkish. Turkey faces high vulnerability to earthquakes, with Istanbul posing the most serious risk due its high seismic risk and its role as the population and economic center of Turkey. A major earthquake near Istanbul in 1999 led to over 17,000 deaths and damage estimated at $US 5-13 billion. The World Bank supported a post-earthquake Show MoreThis version of the PPAR report has been translated to Turkish. Turkey faces high vulnerability to earthquakes, with Istanbul posing the most serious risk due its high seismic risk and its role as the population and economic center of Turkey. A major earthquake near Istanbul in 1999 led to over 17,000 deaths and damage estimated at $US 5-13 billion. The World Bank supported a post-earthquake reconstruction project over 1999-2006, but vulnerability to earthquakes remained high, especially for Istanbul. A major earthquake in Istanbul would be catastrophic, and could derail the country’s development trajectory. The government was committed to undertaking disaster risk mitigation, but needed external assistance and support to do so. The World Bank was a suitable partner based on its financing capacity, technical expertise in disaster risk management and mitigation, and credibility and trust in Turkey based on prior disaster risk management engagements. These considerations motivated the creation of the Istanbul Seismic Risk Mitigation and Emergency Preparedness Project (ISMEP) as a proactive risk mitigation effort. Ratings for the Istanbul Seismic Risk Mitigation and Emergency Preparedness Project are as follows: Outcome is highly satisfactory, Risk to development outcome is negligible, Bank performance is satisfactory, and Borrower performance is highly satisfactory. The project offers the following lessons: (i) A sub-national multisector model can be highly effective for reducing disaster risk in a well-functioning major metropolitan area, even in a country where these approaches are unusual. (ii) A semi-autonomous professional project coordination unit can help to ensure effective and efficient project implementation even when dealing with many stakeholders and beneficiary agencies. (iii) Even highly successful project models may not be replicated if they cannot generate strong government ownership and if they rely on exceptional measures. (iv) The World Bank can achieve large scale impact by creating effective project platforms that are able to attract additional financing from other institutions. (v) The World Bank can offer significant value to clients from financing, access to technology, project management experience, and influence - even in megacities in high capacity upper middle-income countries. (vi) Pilot efforts may not support learning if they do not have monitoring and evaluation systems that assess their contribution to program objectives and draw conclusions for the design of future interventions. (vii) Small grants to support municipalities in digitizing their processes can have a significant impact on efficiency and transparency if coupled with highly motivated municipal leadership.

Rwanda: Quality of Decentralized Service Delivery Support Development Policy Operation (PPAR)

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This Project Performance Assessment Report (PPAR) assesses the Rwanda Quality of Decentralized Service Delivery Support Development Policy Operation, in the amount of $50 million, which was approved by the Board of Executive Directors on May 14, 2013 and closed as scheduled on June 30, 2014. The purpose of the PPAR is to examine the extent to which this development policy operation achieved its Show MoreThis Project Performance Assessment Report (PPAR) assesses the Rwanda Quality of Decentralized Service Delivery Support Development Policy Operation, in the amount of $50 million, which was approved by the Board of Executive Directors on May 14, 2013 and closed as scheduled on June 30, 2014. The purpose of the PPAR is to examine the extent to which this development policy operation achieved its relevant objectives and the sustainability of outcomes after project closure. In addition to its accountability and lesson-learning functions, the PPAR provided input for IEG’s Country Program Evaluation for Rwanda for fiscal years 2009–17. It will also serve the purpose of providing input to an upcoming IEG thematic evaluation on strengthening subnational governments. Ratings for this project are as follows: World Bank’s financial contribution was satisfactory, Risk to development outcome was moderate, Bank performance was satisfactory, and Government performance was satisfactory. The following lessons are drawn from the design and implementation of the program: (i) Strong government ownership and leadership of the reform agenda are important drivers of successful development policy financing. (ii) Rollout of an IFMIS at the local government level can serve as a useful catalyst and vehicle for enhancing local capacity. (iii) Flexibility, agility, and strategic acumen on the World Bank’s part can play a valuable role in resolving a financing impasse that threatens to jeopardize development gains. (iv) In designing a DPO, there may be a trade-off between speed of response and value-added in terms of leveraging reforms.

IEG Review of Results and Performance of the World Bank Group 2018 With a Special Focus on Inclusive Growth (Concept Note)

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Results and Performance of the World Bank Group (RAP) is the annual review of what IEG evaluations (and validation work) reveal about the development effectiveness of the World Bank Group (WBG), which includes IBRD/IDA, IFC, and MIGA. The report synthesizes evidence from IEG evaluations, validations, and learning products complemented by relevant information from other sources (e.g., WBG Show MoreResults and Performance of the World Bank Group (RAP) is the annual review of what IEG evaluations (and validation work) reveal about the development effectiveness of the World Bank Group (WBG), which includes IBRD/IDA, IFC, and MIGA. The report synthesizes evidence from IEG evaluations, validations, and learning products complemented by relevant information from other sources (e.g., WBG corporate documents). RAP 2018 will be the ninth in a series that began in 2010 with the consolidation of separate annual reports that IEG prepared for the World Bank (IBRD/IDA), IFC, and MIGA, and it will be the sixth one since IEG adopted the approach of focusing one of the RAP chapters on a specific theme. Like recent RAPs, RAP 2018 will have three main chapters. The first chapter will be dedicated to the special theme for RAP 2018, Inclusive Growth. The second and core chapter will report on the results and performance of the most recent cohorts of WBG projects. The third chapter will be devoted to the Management Action Record (MAR) and review the degree to which Management’s action plans prepared in response to IEG’s recommendations from major thematic, corporate and sector evaluations have been implemented, with a specific look at recommendations that relate to inclusive growth.

Burkina Faso: Growth and Competitiveness Credits 1-4 (PPAR)

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This Project Performance Assessment Report (PPAR) evaluates the Growth and Competitiveness Credit Development Policy Financing series (I–IV) implemented in Burkina Faso between 2012 and 2015. The total cost of the four operations was $359 million equivalent. The first operation was approved by the Board of the International Development Association (IDA) on June 26, 2012, and the last on April 2, Show MoreThis Project Performance Assessment Report (PPAR) evaluates the Growth and Competitiveness Credit Development Policy Financing series (I–IV) implemented in Burkina Faso between 2012 and 2015. The total cost of the four operations was $359 million equivalent. The first operation was approved by the Board of the International Development Association (IDA) on June 26, 2012, and the last on April 2, 2015. The series closed on December 31, 2015. The Independent Evaluation Group (IEG) prepared the report based on interviews, a review of World Bank files, and documents and data collected during a field visit to Burkina Faso in November 2017. The mission met with World Bank staff, government officials, beneficiaries of the reforms, donors, academia, and civil society groups. The evaluation also draws from interviews with the task team leaders and country manager of Burkina Faso. The series followed 11 budget support operations of the Poverty Reduction Support Credits and Grants 1–11 in Burkina Faso and was the only type of development policy operation financed by IDA resources during the period.

Guidelines for Reviewing World Bank Implementation Completion and Results Reports: A Manual for Evaluators

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The Implementation Completion and Results Report (ICR) is one of the main instruments of self-evaluation of the World Bank. It is prepared by the World Bank at the close of every IDA or IBRD-funded operation or, in the case of a series of programmatic policy operations, at the end of a series of operations. The ICR Review, conducted by IEG, is an independent, desk-based, critical review of the Show MoreThe Implementation Completion and Results Report (ICR) is one of the main instruments of self-evaluation of the World Bank. It is prepared by the World Bank at the close of every IDA or IBRD-funded operation or, in the case of a series of programmatic policy operations, at the end of a series of operations. The ICR Review, conducted by IEG, is an independent, desk-based, critical review of the evidence, results, and ratings of the ICR in relation to the operation’s design documents. Based on the evidence provided in the ICR and an interview with the last task team leader, IEG arrives at its own ratings for the project, based on the same evaluation crite-ria as the Bank. This document provides a set of guidelines for reviewing ICR Reviews.

Seychelles CLR Review FY12-16

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The World Bank Group's (WBG) Country Partnership Strategy (CPS) for Seychelles covers the period, FY12-FY15. The CPS was extended by one year to FY16 at the Country Partnership Strategy Progress Report (CPSPR) in FY15. This Review covers both the CPS and CPSPR period, FY12-16.WBG's support for Seychelles was in line with the country's draft Seychelles Medium-Term National Development Strategy Show MoreThe World Bank Group's (WBG) Country Partnership Strategy (CPS) for Seychelles covers the period, FY12-FY15. The CPS was extended by one year to FY16 at the Country Partnership Strategy Progress Report (CPSPR) in FY15. This Review covers both the CPS and CPSPR period, FY12-16.WBG's support for Seychelles was in line with the country's draft Seychelles Medium-Term National Development Strategy 2013–17 (MTNDS), later approved in 2015, which presented the vision and goals for the country. The core aim of the MTNDS was to reduce Seychelles' vulnerability and to provide the basis for long term sustainable development. Specifically, the objective of the MTNDS was to reduce vulnerability, increase resilience, and provide the basis fora sustainable development. The WBG supported the government in reducing vulnerability and building long-term sustainability with a program centered on two pillars: (i) increasing competitiveness and employment and (ii) reducing vulnerability and enhancing resilience, and one cross-cutting foundation, governance and public-sector capacity. The CPS built on the previous Interim Strategy and aimed to deepen and broaden structural reforms via programmatic support using Development Policy Lending (DPL) operations, complemented with Analytical and Advisory Services (ASA), including technical assistance and reimbursable advisory services (RAS).The IEG concurs with key lessons in the CLR: (i) development policy operations can be mobilized quickly and achieve strong results when complemented by sound analysis and technical assistance but it requires commitment and ownership, (ii) deeper understanding and assessment of political economy would help explain the successes and failures of specific reform efforts and identify factors that might otherwise be missed, and (iii) well-designed and updated results framework prove useful for Bank and Government monitoring of program implementation and results.

China: NanGuang Railway Project (PPAR)

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The purpose of this Project Performance Assessment Report (PPAR) for the World Bank’s NanGuang Railway Project in China is to offer closer and deeper insights on the project’s outcome, based on updated evidence, including an assessment of the project’s contribution to sector reform and institutional improvement. The PPAR is the first of three PPARs, each for a World Bank–financed large railway Show MoreThe purpose of this Project Performance Assessment Report (PPAR) for the World Bank’s NanGuang Railway Project in China is to offer closer and deeper insights on the project’s outcome, based on updated evidence, including an assessment of the project’s contribution to sector reform and institutional improvement. The PPAR is the first of three PPARs, each for a World Bank–financed large railway investment project in China that was completed over the past five years. Although the World Bank’s financing ranged from US$200 million to US$300 million and accounted for a small percentage of the total cost for each project, all three projects provided a platform for railway sector policy engagements between the World Bank and the Government. The goal of the NanGuang Railway Project was to enhance transport services in a congested corridor connecting a large and populous less-developed western region in Southwest China and the more-developed Pearl River delta region, with the aim of contributing to regional economic development. The project was also intended to serve as a platform for the World Bank to continue its policy engagement with the Government of China in the railway sector. Ratings for the NanGuang Railway Project are as follows: Outcome is satisfactory, Risk to development outcome is negligible, Bank performance is satisfactory, and Borrower performance is satisfactory. Lessons from the project include: (i) Sound technical design, project preparation, and implementation management, combined with a strong financial capacity, are a recipe for success for a high-speed railway project. (ii) Agglomeration effects are an important benefit of high-speed rail development and should be incorporated in the benefit-cost analysis of such projects. (iii) Successful reforms in large and complex infrastructure sectors such as railways in China require sustained policy dialogue and engagements. (iv) Good connections of high-speed railway lines with other transport modes and between the rail stations and urban centers are critical to achieving the full benefits of high speed trains.