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Looking back at 7 Years at the Helm of IEG

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Looking back at 7 Years at the Helm of IEG
The first in a 3-part retrospective series by Director General Caroline Heider.The first in a 3-part retrospective series by Director General Caroline Heider.

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.

Can Ethiopia Create 2 Million Jobs Every Year?

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Can Ethiopia Create 2 Million Jobs Every Year
Insights from a recent High-level Forum on job creation in the rural non-farm economy, held in Addis Ababa.Insights from a recent High-level Forum on job creation in the rural non-farm economy, held in Addis Ababa.

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.

Enriching Evaluation near the Alps: IPDET 2.0 Delivers on its Promise

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Enriching Evaluation near the Alps
Launched this summer, the updated and revised IPDET evaluation training program was a resounding success.Launched this summer, the updated and revised IPDET evaluation training program was a resounding success.

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.

Hope or Hype? Attracting Investors to Emerging Markets and Developing Economies

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Attracting Investors to Emerging Markets and Developing Economies
To explore investors’ current interests and concerns about EMDEs and their implications for the World Bank Group, IEG conducted a Global Institutional Investor Survey reaching 3,000 institutional investors. Here we analyze their responses.To explore investors’ current interests and concerns about EMDEs and their implications for the World Bank Group, IEG conducted a Global Institutional Investor Survey reaching 3,000 institutional investors. Here we analyze their responses.

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.

Azerbaijan: Internally Displaced Persons Economic Development Project (PPAR)

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The well-being of internally displaced persons (IDPs) arose as a significant political and policy concern in the wake of the military conflict between Azerbaijan and neighboring Armenia. The conflict lasted from 1988 to 1994 when a cease-fire was declared (which continues to this day). The conflict resulted in the occupation of about 20 percent of Azerbaijan’s territory. Some 612,000 people, or Show MoreThe well-being of internally displaced persons (IDPs) arose as a significant political and policy concern in the wake of the military conflict between Azerbaijan and neighboring Armenia. The conflict lasted from 1988 to 1994 when a cease-fire was declared (which continues to this day). The conflict resulted in the occupation of about 20 percent of Azerbaijan’s territory. Some 612,000 people, or 15 percent of the Azerbaijani population, became internally displaced, making them one of the highest concentrations of IDPs per capita in the world. In addition, some 200,000 ethnic Azerbaijani returned to Azerbaijan from historically Azerbaijan-populated territories in Armenia. IDPs live in scattered communities throughout Azerbaijan; and although some have been able to integrate into mainstream Azerbaijani society, many still live in collective centers (public buildings, dormitories) and temporary shelters where conditions are harsh and amenities, such as access to clean water, adequate sanitation, and electricity are scarcer than among the non-IDP population. IDPs have few income-generating options and are highly dependent on state transfers and subsidies as their main source of income. This Project Performance Assessment Report (PPAR) evaluates the performance of the Azerbaijan Internally Displaced Persons Economic Development Support Project, a community development fund project, and an additional financing that was added to the IDP-EDS to respond to additional demand for micro-projects. Ratings for the Internally Displaced Persons Economic Development Project are as follows: Outcome is moderately satisfactory, Risk to development outcome is low, Bank performance is moderately satisfactory, and Borrower performance is moderately satisfactory. The main lessons to draw from the project assessment are the following: (i) Community micro-projects may not require high levels of community mobilization to be successful. (ii) Well-targeted micro-projects are likely to successfully improve basic living conditions in a community but may not be sufficient to make a difference in terms of creating economic opportunity and reducing poverty. (iii) Pursuing social integration can be a legitimate project objective, but it may require participatory processes that can generate positive spillover effects in the broader community. (iv) When World Bank and government objectives don’t coincide, project outcomes may not be easily achieved and investments can be at risk. (v) Women may be formally present in community committees but may not have a voice.