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Rwanda CLR Review FY14-20

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In summary, under the Rwanda CPS for FY14-FY20, the World Bank Group supported the government to address problems in areas and sectors that could help reduce poverty and improve shared prosperity. The CLR’s most relevant lessons are summarized as follows. First, government discipline and leadership enhance the effectiveness of official development assistance and the country’s ability to progress Show MoreIn summary, under the Rwanda CPS for FY14-FY20, the World Bank Group supported the government to address problems in areas and sectors that could help reduce poverty and improve shared prosperity. The CLR’s most relevant lessons are summarized as follows. First, government discipline and leadership enhance the effectiveness of official development assistance and the country’s ability to progress. Second, more qualified people working on financial management, procurement and safeguards is needed to enhance the impact of projects and program. Third, plans for agricultural modernization require considering interactions between the rural and urban labor markets to ensure migrating rural workers have gainful urban employment. Fourth, generating knowledge through ASA can help identify binding constraints and design policy reforms in a timely manner. IEG adds the following lesson: Poor results framework make it difficult to learn from a program’s experience, attribute results to the program and assess its achievements, and build knowledge that can guide future program design and implementation. To assess programs, build knowledge and guide future actions, the WBG needs to ensure CPF Results Frameworks have: (a) a clear and coherent results chain and (b) indicators that can be measured, are useful for assessing the achievement of objectives and are linked to the program’s interventions.. In Rwanda, the CPS results framework has shortcomings that makes it difficult to measure the achievement of some objectives, build knowledge and guide future WBG programs.

Madagascar: Emergency Support to Critical Education, Health, and Nutrition Services Project and Additional Financing (PPAR)

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The World Bank suspended operations in Madagascar in 2009 after a coup d’état and establishment of a de facto government. The unconstitutional regime change caused a prolonged period of political crisis, and together with the 2008 financial crisis, threatened to reverse a decade of sustained gains in social and economic indicators. The dearth of public financing for basic social services and the Show MoreThe World Bank suspended operations in Madagascar in 2009 after a coup d’état and establishment of a de facto government. The unconstitutional regime change caused a prolonged period of political crisis, and together with the 2008 financial crisis, threatened to reverse a decade of sustained gains in social and economic indicators. The dearth of public financing for basic social services and the withdrawal of most donors during the protracted political crisis were especially concerning. The Emergency Support to Critical Education, Health, and Nutrition Services Project was prepared in 2012 after the World Bank’s reengagement in Madagascar and before reentry of other partners. The project’s objective was “to preserve critical education, health, and nutrition service delivery in targeted vulnerable areas.” The project initially focused on five of Madagascar’s poorest and most vulnerable regions, where other donors were not active, and eventually extended nutrition services only to four additional regions (of 22 regions in the country). Ratings for the Emergency Support to Critical Education, Health, and Nutrition Services Project and Additional Financing are as follows: Outcome was highly satisfactory, Bank performance was moderately satisfactory, and Quality of monitoring and evaluation was modest. This assessment offers the following lessons, which focus on the challenges of further strengthening and sustaining a multisectoral approach to nutrition raised in this report: (i) A multisectoral approach, which delivers a range of services that benefit communities, can have a synergistic and impactful effect on the health and nutrition of mothers and children. (ii) The effectiveness and efficiency of Madagascar’s nutrition efforts are contingent on the ONN fully assuming its primary mandate of multisectoral coordination, with the full support and recognition of the public sector, at all levels of government, and in partnership with leaders and stakeholders in the political, administrative, religious, and traditional arenas and in the private sector. (iii) The roles and comparative advantages of the regions and districts in the strategic management and implementation of service delivery, including the support and encouragement of cross-sectoral synergies, will continue to be underexploited as long as the government’s structure is highly centralized. (iv) Successful mobilization of domestic and international resources, planning, programming, and priority setting—including managing the tensions between the goals of expanding nutrition coverage and strengthening existing services—will be difficult to achieve without investments in ONN capacity. Over and above the capacity strengthening needed, improved aid effectiveness and the sustainability of Madagascar’s nutrition efforts also depend on development partners working closely with ONN and the regions and supporting their development plans and priorities, and on an evolution from projects to program support. (v) The World Bank can play a pivotal role in supporting ONN to assume its multisectoral coordination role by advocating to the highest levels of government the importance of prioritizing nutrition as a means of achieving its development objectives and of allocating more budgetary resources to this end, and in supporting the decentralization process to empower regions. (vi) Emergency operations can provide an opportunity for embarking on broader development efforts, as shown by this project, whose interventions transcended recovery efforts. However, the inclusion of such development support without attention to sustainability can undermine gains postproject.

Madagascar: Projet d’Appui d’Urgence aux Services Essentiels d’Éducation, de Santé et de Nutrition et à son financement additionnel (PPAR)

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En 2009, la Banque mondiale a suspendu ses opérations à Madagascar suite à un coup d’état et l’installation d’un gouvernement de facto. Le changement de régime inconstitutionnel provoqua une période de crise politique prolongée qui, ajoutée à la crise financière de 2008, a menacé de renverser une décennie de progrès soutenus des indicateurs sociaux et économiques. Particulièrement inquiétant Show MoreEn 2009, la Banque mondiale a suspendu ses opérations à Madagascar suite à un coup d’état et l’installation d’un gouvernement de facto. Le changement de régime inconstitutionnel provoqua une période de crise politique prolongée qui, ajoutée à la crise financière de 2008, a menacé de renverser une décennie de progrès soutenus des indicateurs sociaux et économiques. Particulièrement inquiétant était le problème du manque de financement public destiné aux services sociaux de base et du retrait des partenaires financiers durant cette crise politique prolongée. Le Projet d’Appui d’Urgence aux Services Essentiels d’Éducation, de Santé et de Nutrition fut préparé en 2012, juste après le réengagement de la Banque mondiale et juste avant le retour des autres partenaires. L’objectif du projet était « … de préserver la fourniture des services essentiels d’éducation, de santé et de nutrition dans les zones vulnérables ciblées. » À l’origine, le projet s’est concentré sur cinq des plus pauvres et plus vulnérables régions de Madagascar, là où les autres partenaires financiers n’étaient pas actifs, pour finalement étendre seulement ses services de nutrition à quatre régions supplémentaires (sur un total de 22 régions du pays). Les évaluations du Projet d’Appui d’Urgence aux Services Essentiels d’Éducation, de Santé et de Nutrition et de financement supplémentaire sont les suivantes: les résultats ont été très satisfaisants, la performance de la Banque a été modérément satisfaisante et la qualité du suivi et de l'évaluation était modeste. De cette évaluation se dégagent les leçons suivantes qui visent à mettre l’accent sur les défis posés pour renforcer davantage et assurer la durabilité d'une approche multisectorielle à la nutrition soulevés dans ce rapport : (i) Une approche multisectorielle fournissant une gamme de services qui bénéficient aux communautés peut avoir un effet synergique et des répercussions importantes sur la santé et la nutrition des mères et des enfants. (ii) L’efficacité et l’efficience des efforts de Madagascar en matière de nutrition dépendent des efforts de l'Office National de Nutrition (ONN) à assumer pleinement son mandat principal de coordination multisectorielle, avec le plein soutien et la reconnaissance du secteur public, à tous les niveaux du gouvernement, et en partenariat avec les dirigeants et les parties prenantes dans les domaines politique, administratif, religieux et traditionnel et dans le secteur privé. (iii) Les rôles et avantages comparatifs des régions et des districts dans la gestion stratégique et la mise en œuvre des fournitures de services, notamment l'encouragement et le soutien aux synergies intersectorielles, continueront d'être sous-exploités tant que la structure du gouvernement restera fortement centralisée. (iv) Une mobilisation réussie des ressources nationales et internationales, la planification, programmation et définition des priorités, notamment en ce qui concerne la gestion des tensions entre les objectifs d'élargissement de la couverture nutritionnelle et ceux de renforcement des services existants, seront difficiles à réaliser en l'absence d’investissements pour développer les capacités de l’ONN. Au-delà de la nécessité de renforcer les capacités, améliorer l’efficacité de l'aide et la durabilité des efforts de Madagascar en matière de nutrition va également dépendre de l’engagement des partenaires au développement à travailler en étroite collaboration avec l'ONN et les régions, de leur appui aux plans et priorités de développement de ceux-ci et de l'évolution du soutien des projets vers une approche programme. (v) La Banque mondiale peut jouer un rôle central, notamment en aidant l'ONN à assumer son rôle de coordination multisectorielle ; en faisant valoir auprès des plus hautes instances du gouvernement l'importance de donner priorité à la nutrition comme moyen d'atteindre les objectifs de développement et d'allouer davantage de ressources budgétaires à cette fin ; et en apportant un appui au processus national de décentralisation pour donner aux régions les moyens de se prendre en charge et d’agir. (vi) Les opérations d’urgence peuvent être l’occasion d’explorer et de lancer des efforts de développement plus larges, comme le montre ce projet dont les interventions ont transcendé les efforts de redressement entrepris. Cependant, l'inclusion d'un tel appui au développement sans une attention accordée à sa durabilité peut, après le projet, compromettre les gains réalisés. English version: Madagascar: Emergency Support to Critical Education, Health, and Nutrition Services Project and Additional Financing (PPAR)

Rwanda - Completion and Learning Review : IEG Review

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Croatia: Justice Sector Support Project (PPAR)

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Croatia has one of the highest per capita incomes ($15,870 in 2018) among World Bank borrowers. It has a small population (4.179 million in 2019) and a large tradable goods sector; imports and exports accounted for 48.8 and 51.1 percent, respectively, of the gross domestic product in 2017. In 2013, Croatia joined the European Union (EU) as the 28th member state. Since then, the country has reaped Show MoreCroatia has one of the highest per capita incomes ($15,870 in 2018) among World Bank borrowers. It has a small population (4.179 million in 2019) and a large tradable goods sector; imports and exports accounted for 48.8 and 51.1 percent, respectively, of the gross domestic product in 2017. In 2013, Croatia joined the European Union (EU) as the 28th member state. Since then, the country has reaped significant benefits from EU transfers. The World Bank Group provided substantial support to help Croatia align with EU policies and to strengthen the public sector’s capacity to administer and absorb EU funding. Compared with most peer countries in the EU, Croatia has weaker governance, a less business-friendly environment for investment and entrepreneurship, and relatively weak human capital indicators (World Bank 2018b).The project development objective (PDO) was to improve the efficiency of Croatia’s justice system. The project was restructured in 2013 and 2015, but the PDO remained unchanged. The rationale for the Justice Sector Support Project (JSSP) was that the efficiency of the justice system was hampered by the large existing case backlog in the court system, poor court infrastructure, poor enforcement of judgments, and in 2015, a weak personal bankruptcy framework. An additional factor, although part of the neither PDO nor of Croatia’s pre-accession requirements to the European Commission, was to address concerns expressed by the European Union (EU in their annual country reports. The EU stated that the Croatian justice sector had several deficiencies related to court performance that needed to be addressed once accession had occurred. Ratings for the Justice Sector Support Project are as follows: Outcome was moderately satisfactory, Overall efficacy was substantial, Bank performance was moderately unsatisfactory, and Quality of monitoring and evaluation was modest. This assessment offers the following lessons: (i) At the design stage, a diagnostic assessment of the main contributors to court backlogs and consultations with major stakeholders could have informed project design to address other important constraints to achieving the PDO. (ii) When infrastructure works need to be ready for implementation at project start-up, it is important to verify that this is the case in advance. (iii) Delays in critical reviews during project implementation can compromise midterm corrections. (iv) When elections are in the near future, continuity risks can be attenuated by briefing key opposition politicians on the rationale for a project.

Addressing the ‘Infodemic’ to cope with the COVID-19 (Coronavirus) pandemic

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Coronavirus infodemia concept illustration. Sad Woman standing with mobile phone full of news and warnings about economy crisis and COVID 19 outbreak
In addition to tackling the COVID-19 pandemic, governments and professionals responsible for monitoring the progress of policies and evaluating their impact face a phenomenon that has particularly intensified in this crisis: that of an infodemic — a flood of information, some accurate and some not. As governments and average citizens face difficult decisions in the trade-off between protecting Show MoreIn addition to tackling the COVID-19 pandemic, governments and professionals responsible for monitoring the progress of policies and evaluating their impact face a phenomenon that has particularly intensified in this crisis: that of an infodemic — a flood of information, some accurate and some not. As governments and average citizens face difficult decisions in the trade-off between protecting public health while preserving the economy and livelihoods, this flood of information makes it hard to find trustworthy sources and reliable guidance when they are needed the most. To help address this challenge, Clear Lusophone Africa and Brazil (LAB) officially launched the Monitor de Evidências Covid-19 (COVID-19 Evidence Monitor) during gLocal Evaluation Week 2020 that wrapped up earlier this month. Our aim is to provide our partners in government and the evaluation community, along with the various segments of society in the countries where we work, with a source of reliable information to support evidence-based decision making. Misinformation can lead to a great deal of harm, and many organizations, such as the UN, are now officially fighting it. On the brighter side, however, knowledge-production and information-sharing has skyrocketed. Technology giants have signed the Open COVID Pledge, making their intellectual property available free-of-charge under open license. Major scientific publications such as Elsevier and Springer have given free access to research related to the new coronavirus. Many relevant magazines and newspaper globally have also taken down their paywalls for their pandemic coverage - a decision that has often led to new subscribers. The  main role of the Monitor de Evidências Covid-19 is to help our audience navigate the infodemic associated with the new coronavirus crisis by curating  qualified, relevant, and evidence-based content from around the world about various topics, such as the economy, labor market, social policy, education, health, and early childhood, among others. The next step is to organize this data-gathering from multilateral bodies, governments, think tanks, and academic institutions into an online repository and make it available to our audience — public leaders, policy makers, academics, students, and so on, in Lusophone Africa and Brazil — through our social media channels and a brand new weekly newsletter, which is now available for subscriptions. For the next few months, the Monitor de Evidências Covid-19 will also add regular reviews of the evidence-based, curated content to the online repository. All communications products provided by the Monitor will be delivered in Portuguese, making it easier for our community to access quality knowledge and use it in their everyday work in the policy arena.  By focusing our efforts on filtering trustworthy sources and information, we expect to provide reliable guidance to professionals and the public at large seeking evidence to make decisions in these uncertain times of the COVID-19 pandemic and contribute to make them less susceptible to the toxic aspects of the infodemic phenomenon. This initiative is also part of the  commitments and efforts of the CLEAR global network to promote the planning and implementation of evidence-based public policies. It is an assertive way of strengthening systems and capacities for monitoring and evaluation, which will be a key element to produce the most effective and efficient responses to the new challenges posed by the current crisis.

Pakistan: First and Second Programmatic Fiscally Sustainable and Inclusive Growth Development Policy Credit (PPAR)

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This Project Performance Assessment Report evaluates a programmatic series of two development policy operations for Pakistan. The series was the World Bank’s first policy-based operation in Pakistan in more than a decade. The project development objective was to (a) foster private and financial sector development to bolster economic growth, and (b) mobilize revenue while expanding fiscal space to Show MoreThis Project Performance Assessment Report evaluates a programmatic series of two development policy operations for Pakistan. The series was the World Bank’s first policy-based operation in Pakistan in more than a decade. The project development objective was to (a) foster private and financial sector development to bolster economic growth, and (b) mobilize revenue while expanding fiscal space to priority social needs”. The objective was matched by two policy areas. The first policy area covered reforming trade tariffs, privatizing state-owned enterprises, improving business registration, developing the microinsurance sector, and improving the availability of credit information. The second policy area covered improving revenue performance and enhancing the social safety net program. Ratings for the First and Second Programmatic Fiscally Sustainable and Inclusive Growth Development Policy Credits are as follows: Outcome was moderately satisfactory, Risk to development outcome was high, Bank performance was moderately satisfactory, Borrower performance was moderately unsatisfactory, and Quality of M&E was modest. This PPAR offers the following lessons: (i) In Pakistan, the World Bank reengagement with development policy lending after a long break benefited from a longer-term strategy (or program) that provides for several interrelated DPCs, a large and relevant technical assistance program, and close cooperation with the IMF. (ii) Dividing important sectoral issues among separate operations could be an effective strategy when the government is facing multiple reform challenges. (iii) Political economy analysis and communication support related to politically sensitive reforms were insufficient.

Independent Evaluation Group and École nationale d'administration publique formalize collaboration towards building a new global partnership

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Independent Evaluation Group and École nationale d'administration publique formalize collaboration towards building a new global partnership
The World Bank's Independent Evaluation Group (IEG) and the École nationale d'administration publique (ENAP) have signed a Memorandum of Understanding (MOU) to pool resources and expertise to meet the global demand for stronger monitoring and evaluation capacity.  Working together, they will be in a much stronger position to meet this demand in key regions, including Francophone Africa, Show MoreThe World Bank's Independent Evaluation Group (IEG) and the École nationale d'administration publique (ENAP) have signed a Memorandum of Understanding (MOU) to pool resources and expertise to meet the global demand for stronger monitoring and evaluation capacity.  Working together, they will be in a much stronger position to meet this demand in key regions, including Francophone Africa, North America and the Caribbean, and the Middle East and North African regions.   The agreement comes at a time when there is a great need for evaluation capacity building around the world, which no single organization can meet on its own. Formalizing the collaboration between IEG and ENAP will enable the two institutions to work together to share knowledge and lessons learned, coordinated their efforts and expertise, and capitalize on their respective networks to advance evaluation capacity development in key areas of the world. The collaboration will help expand the delivery of ENAP's Programme International de formation en évaluation du développement (PIFED) to geographic and linguistic spaces that remain currently under-served. Watch IEG Director-General Alison Evans and ENAP Director-General Guy LaForest introduce this new collaboration for global evaluation capacity development. {"preview_thumbnail":"/sites/default/files/Data/styles/video_embed_wysiwyg_preview/public/video_thumbnails/oi7W5IK2YkQ.jpg?itok=GtdFWLJh","video_url":"https://youtu.be/oi7W5IK2YkQ","settings":{"responsive":0,"width":"854","height":"480","autoplay":0},"settings_summary":["Embedded Video (854x480)."]}  "This agreement will allow ENAP and IEG to go much farther in building and developing evaluation capacity in developing countries," said Guy Laforest, the Executive Director of ENAP. “I am pleased that our school's expertise in evaluation is now available on a wider scale, especially in this year of the 10th anniversary of the PIFED.” “IEG looks forward to strengthening its partnership with ENAP in order to generate synergies and thus extend the impact of the monitoring and evaluation support programs of our two institutions,” said Alison Evans, the Director General of IEG. “This partnership will enable us to support more governments and institutions in strengthening their systems and capacity to support data-based decision-making and results-based information, and thus accelerate their progress towards the sustainable development goals (SDGs).” As a step towards signing the MoU, ENAP hosted an event during the 2020 gLOCAL Evaluation Week, which took place from June 1 to 5, and was organized by IEG and the CLEAR Initiative. ENAP held a joint panel with the Francophone Evaluation Network of Canada and International Program for Development Evaluation Training (IPDET) on the theme "The Online Transition of Pandemic Assessment Capacity Building Practices: Challenges, Opportunities and Limits" in which hundreds of people participated. Note: This is a translated version of the original news story in French. Sign up to receive updates about the growing global partnership to close the gap in monitoring and evaluation capacity worldwide.  

Bangladesh Country Program Evaluation (Approach Paper)

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The Country Program Evaluation (CPE) for Bangladesh aims to assess the development effectiveness of the World Bank Group’s engagement with Bangladesh during the last 10 years (fiscal year [FY]11–20). The CPE will review the extent to which the Bank Group contributed to Bangladesh’s development outcomes. In so doing, it will assess the extent to which Bank Group support was aligned with the Bank Show MoreThe Country Program Evaluation (CPE) for Bangladesh aims to assess the development effectiveness of the World Bank Group’s engagement with Bangladesh during the last 10 years (fiscal year [FY]11–20). The CPE will review the extent to which the Bank Group contributed to Bangladesh’s development outcomes. In so doing, it will assess the extent to which Bank Group support was aligned with the Bank Group’s corporate twin goals—ending extreme poverty and boosting shared prosperity—and with International Development Association (IDA) priorities. It also will assess how that support adapted over the evaluation period to changing circumstances and priorities. It will cover two country engagement cycles as defined in the Country Assistance Strategy (CAS) for FY11–15 and the Country Partnership Framework (CPF) for FY16–21.

Georgia: Secondary and Local Roads Project and Kakheti Regional Roads Improvement Project (PPAR)

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Trade is important for Georgia’s economy, and good transport links are essential to promote and sustain it. Roads are the main mode of transport in the country. Therefore, upgrading and managing roads adequately is vital to sustained economic growth. These two projects were the first World Bank projects that focused on secondary and local roads in the country. Previous operations focused on Show MoreTrade is important for Georgia’s economy, and good transport links are essential to promote and sustain it. Roads are the main mode of transport in the country. Therefore, upgrading and managing roads adequately is vital to sustained economic growth. These two projects were the first World Bank projects that focused on secondary and local roads in the country. Previous operations focused on highways and other transport modes. Secondary and local roads both support the country’s economy by providing access to agriculture areas and tourism sites and are important to improving people’s living standards by facilitating access to markets and services, for example. The key finding of this Project Performance Assessment Report is that the two projects contributed to improved road management in Georgia linked to strong government commitment and continuous World Bank support, though results were limited for certain project components mainly because of design and implementation shortcomings. Ratings for the Secondary and Local Roads Project are as follows: Outcome was moderately satisfactory, Risk to development outcome was moderate. Bank performance was moderately satisfactory, and Borrower performance was satisfactory. Kakheti Regional Roads Improvement Project ratings are as follows: Outcome was satisfactory, Risk to development outcome was modest, Bank performance was moderately satisfactory, and Borrower performance was satisfactory. This assessment offers the following key lessons of experience: (i) It is impossible to implement a holistic road safety approach through a small, regional project without the formal involvement of key road safety stakeholders, (ii) A sustained engagement on road safety over time can help transform the road safety culture in a country, (iii) Upgrading a road that is barely passable can make it less safe despite the implementation of road safety engineering measures. (iv) Measuring improved road safety resulting from project interventions requires a carefully designed approach. (v) The successful introduction of performance-based maintenance and rehabilitation contracts requires contractors to be aware of the paradigm shift such contracts imply to avoid financial losses.