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Important Announcement about IPET

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Registration for IPDET now open
IPDET's three-week program consists of a week of training on the fundamentals of evaluation followed by two weeks of workshops on specialized topics and latest developments in the field.IPDET's three-week program consists of a week of training on the fundamentals of evaluation followed by two weeks of workshops on specialized topics and latest developments in the field.

Conflicting Results: Measuring outcomes in situations of conflict

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Conflicting Results: Measuring Outcomes in Situations of Conflict
Understanding and measuring the difference between targeted results and overall achievements in fragile situations can be challenging.Understanding and measuring the difference between targeted results and overall achievements in fragile situations can be challenging.

Senegal CLR Review FY13-17

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Senegal is a lower middle-income country with a Gross National Income per capita of US$1,410 in 2018. It has a population of 16.3 million (2019). Senegal was among the fastest growing economies in Africa over the 2013-2017 period, with real GDP growth averaging 5.8% per year compared with 2.4% annual growth in the 2008-2012 period, with lower growth being primarily the result of the economy Show MoreSenegal is a lower middle-income country with a Gross National Income per capita of US$1,410 in 2018. It has a population of 16.3 million (2019). Senegal was among the fastest growing economies in Africa over the 2013-2017 period, with real GDP growth averaging 5.8% per year compared with 2.4% annual growth in the 2008-2012 period, with lower growth being primarily the result of the economy contracting by 8.1% in 2011 as a result of a severe drought. Services and exports were its main drivers of growth, although all sectors contributed to growth over the CPS timeframe. In spite of the rapid growth, GNI per capita in US dollar terms was lower (US$1280) in 2017 than in 2013 (US$1360), because of a sharp depreciation of the CFA franc. Senegal's human development index stood at 0.505 in 2017 which puts it in the low human development category, standing at 164 out of 189 countries. Its Gini coefficient was 40.3 in 2011.

Mexico CLR Review FY14-19

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This review of Mexico’s Completion and Learning Review (CLR) of the World Bank Group’s Country Partnership Strategy (CPS) covers the CPS period FY14-FY19 and the Performance and Learning Review (PLR) of January 26, 2017. Mexico is an upper-middle-income country with a gross national income (GNI) per capita (in current US$) of US$9,180 in 2018. During 2014-18, the average annual GDP growth rate Show MoreThis review of Mexico’s Completion and Learning Review (CLR) of the World Bank Group’s Country Partnership Strategy (CPS) covers the CPS period FY14-FY19 and the Performance and Learning Review (PLR) of January 26, 2017. Mexico is an upper-middle-income country with a gross national income (GNI) per capita (in current US$) of US$9,180 in 2018. During 2014-18, the average annual GDP growth rate was 2.2 percent in a show of resilience in the face of a complex external environment. In the first half of 2019, economic growth came to a virtual halt owing to policy uncertainty, tight monetary conditions and budget under-execution as well as slowing global manufacturing activity. Over the longer term, Mexico’s economic growth has been below the level needed to converge toward advanced country economies. The country’s per capita GDP, which is closely related to productivity, stands at 34 percent of U.S. per capita GDP compared with 49 percent in 1980.2 Poverty rates (share of individuals living on less than the 2011 PPP US$1.90 per day poverty line) fell from 3.8 percent of the population in 2016 to 2.2 percent in 2016. There was a small decline in the Gini index from 48.7 percent in 2014 to 48.3 in 2016. IEG’s Country Program Evaluation for Mexico (2018) indicates that Mexico’s multidimensional poverty index for the extremely poor fell from 11.3 percent in 2010 to 7.6 percent in 2016, helping reduce the overall index from 46.1 percent to 43.6 percent. At the same time, income growth of the bottom 40 percent was below the population mean.

Colombia: Programmatic Productive and Sustainable Cities Development Policy Loans (PPAR)

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This is the Project Performance Assessment Report (PPAR) for the programmatic Productive and Sustainable Cities Development Policy Loans (DPLs; P130972) intended to support the strengthening of the government of Colombia’s policy framework on productive, sustainable, and inclusive cities. The DPL’s objective was and remains highly relevant to the national policy and sector context, and most of Show MoreThis is the Project Performance Assessment Report (PPAR) for the programmatic Productive and Sustainable Cities Development Policy Loans (DPLs; P130972) intended to support the strengthening of the government of Colombia’s policy framework on productive, sustainable, and inclusive cities. The DPL’s objective was and remains highly relevant to the national policy and sector context, and most of the project’s prior actions were substantially designed to fulfill the aims of the DPL reform areas. However, the alignments of some prior actions show weaknesses, especially in the area of achieving more sustainable cities, and with the definition of outcomes and their measurement. Ratings for this project are as follows: outcome was satisfactory, risk to development outcome was modest, bank performance was satisfactory, and borrower performance was satisfactory. Several lessons emerged from this assessment of the Colombian DPL series: (i) Tacit assumptions that additional fiscal outlays will be forthcoming to support prior actions in development policy operations (DPOs) can create risks to the sustainability of policy reforms. (ii) When designing prior actions that require local-level implementation, it is important to consider municipal capacity and the time required to enact local-level reforms. (iii) In designing multisectoral DPOs with many prior actions across sectors, which include local implementation requirements, municipal capacity building may be required. (iv) In the context of multisector DPOs, it is critical that prior actions be directly linked to results indicators so a clear line of sight and envisioned impact is identified ex ante, thus supporting a strong design at entry.

Evaluation of the World Bank’s Support to Improving Child Undernutrition and Its Determinants (Approach Paper)

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Global reports on indicators of child undernutrition show mixed progress in reducing the stunting (impaired growth and development) of children under five, with Africa and South Asia most severely affected. There are many determinants of child undernutrition, which makes the challenge of improving outcomes multidimensional, requiring interventions in areas of health; agriculture; water, Show MoreGlobal reports on indicators of child undernutrition show mixed progress in reducing the stunting (impaired growth and development) of children under five, with Africa and South Asia most severely affected. There are many determinants of child undernutrition, which makes the challenge of improving outcomes multidimensional, requiring interventions in areas of health; agriculture; water, sanitation, and hygiene; social protection; education; and governance, depending on the country context. The objectives of this evaluation are to assess the contribution of the World Bank to improving outcomes related to child undernutrition and its determinants in countries affected by undernutrition, and to provide lessons and recommendations to inform the design of the World Bank’s future multidimensional nutrition support.

The World Bank Group Outcome Orientation at the Country Level: What Influences Outcome Management and Measurement Practices across Country Engagements? (Approach Paper)

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The World Bank Group’s success rests on its ability to help its clients overcome the complex development challenges they face. This demands a strong outcome orientation at the country level, defined as the organization’s ability to generate feedback on what works, what does not, and why; use this feedback to engage clients and adapt country programs and portfolios; and ultimately bolster its Show MoreThe World Bank Group’s success rests on its ability to help its clients overcome the complex development challenges they face. This demands a strong outcome orientation at the country level, defined as the organization’s ability to generate feedback on what works, what does not, and why; use this feedback to engage clients and adapt country programs and portfolios; and ultimately bolster its contribution to country development outcomes. The country engagement cycle is the framework that organizes how the Bank Group manages and measures its contribution to country development outcomes. Building from the Independent Evaluation Group’s 2017 evaluation on World Bank country engagement, this evaluation will focus on 52 countries that have gone through at least three steps of the engagement cycle between fiscal years 2014 and 2020. This evaluation will provide insight on how country engagements are linked to country-level outcomes, including the Sustainable Development Goals and how country teams set out to assess the Bank Group’s contribution to these outcomes. The evaluation will identify what factors promote and hinder a strong country outcome orientation, with a specific focus on incentives and behaviors.

Connecting People, Places, and Ideas

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Connecting People, Places, and Ideas
One Week. Tens of thousands of people. 38 countries. All join together to share knowledge about Monitoring and Evaluation systems and capacity.One Week. Tens of thousands of people. 38 countries. All join together to share knowledge about Monitoring and Evaluation systems and capacity.

Mongolia: Governance Assistance Project (PPAR)

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This Project Performance Assessment Report (PPAR) evaluates the Governance Assistance Project (GAP) of the International Development Association (IDA) in Mongolia (P170780). The project was approved in March 2006 in the amount of special drawing rights 9.7 million (equivalent to US$14 million), funded by an IDA grant. Following two extensions, it closed on December 31, 2014. This assessment aims Show MoreThis Project Performance Assessment Report (PPAR) evaluates the Governance Assistance Project (GAP) of the International Development Association (IDA) in Mongolia (P170780). The project was approved in March 2006 in the amount of special drawing rights 9.7 million (equivalent to US$14 million), funded by an IDA grant. Following two extensions, it closed on December 31, 2014. This assessment aims to review whether and how the operation achieved its intended objectives. The PPAR also examines the long-term sustainability of GAP support, such as the extent to which the GAP’s main achievements have been sustained more than four years since the project’s closure. This report provides additional evidence and analysis of relevant data for a more complete picture of the project outcomes and the factors that influenced them. By reviewing developments from 2014 to 2019 (after the project closed), it offers an opportunity for a longer-term perspective on the factors affecting outcomes. Ratings for this project are as follows: Outcome as satisfactory, risk to development outcome was modest, bank performance was moderately satisfactory, and borrower performance was moderately satisfactory. This PPAR offers the following lessons: (i) In a low-capacity environment, introduction of basic technical solutions and application of incremental step-by-step reforms can be an effective strategy. (ii) Implementation risks related to project complexity and multiple government implementing agencies can be successfully managed if there is strong leadership from the core government agency (such as the Ministry of Finance) and an experienced and empowered Project Coordination Unit. (iii) Technical assistance projects with multisectoral coverage require significant supervision support. Lack of budget can limit the ability of the World Bank to provide the specialized technical inputs needed to help the client make better design and implementation choices.

What is blended finance, and how can it help deliver successful high-impact, high-risk projects?

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What is blended finance, and how can it help deliver successful high-impact, high-risk projects?
An introduction to an effective tool to crowd in private sector financing where it is most needed.An introduction to an effective tool to crowd in private sector financing where it is most needed.