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3ie-IEG Conference on Citizen Engagement and Accountable Government: What Works & What’s Next

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Join us for an interactive dialogue anchored in evaluative evidence about engaging citizens and fostering accountable governance.Join us for an interactive dialogue anchored in evaluative evidence about engaging citizens and fostering accountable governance.

North Macedonia CLR Review FY15-18

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The Republic of North Macedonia (North Macedonia) is an upper middle-income country which is small and land-locked. The World Bank Group's (WBG) Country Partnership Strategy (CPS) had two pillars (or focus areas): (i) growth and competitiveness, and (ii) skills and inclusion. The CPS was broadly aligned with the government's 2014-2018 program, which sought increased growth and employment, Show MoreThe Republic of North Macedonia (North Macedonia) is an upper middle-income country which is small and land-locked. The World Bank Group's (WBG) Country Partnership Strategy (CPS) had two pillars (or focus areas): (i) growth and competitiveness, and (ii) skills and inclusion. The CPS was broadly aligned with the government's 2014-2018 program, which sought increased growth and employment, international integration, reduced corruption and more efficient law enforcement, better inter-ethnic relations, and investments in education, innovation and technology. Specifically, the CPS supported the growth and employment, infrastructure, social protection, and education pillars of the Government's program and the government's efforts to stabilize public debt. The European Union (EU) accession agenda was a cross-cutting theme in the CPS. At the PLR stage, the CPS maintained its overall focus, albeit with some changes in emphasis, and was aligned with the new Government program (2017-20) that focused on growth, jobs, and social protection, among other areas.

Knowledge Flow and Collaboration Under the World Bank's New Operating Model

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knowledge flow and collaboration under the world bank new operating model
This evaluation assesses how well the World Bank’s current operating model stimulates knowledge flow, and how well it enhances collaboration to deliver “integrated solutions” - or multisector and multiservice tasks and approaches - to clients.This evaluation assesses how well the World Bank’s current operating model stimulates knowledge flow, and how well it enhances collaboration to deliver “integrated solutions” - or multisector and multiservice tasks and approaches - to clients.

Jamaica: Inner City Basic Services for the Poor Project (PPAR)

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This is a Project Performance Assessment Report (PPAR) prepared by the Independent Evaluation Group (IEG) of the World Bank Group on the Inner City Basic Services for the Poor Project in Jamaica. This project was selected for a PPAR to provide insights into promoting urban resilience with a focus on informal settlements. The project represents an innovative experience for Jamaica in combining Show MoreThis is a Project Performance Assessment Report (PPAR) prepared by the Independent Evaluation Group (IEG) of the World Bank Group on the Inner City Basic Services for the Poor Project in Jamaica. This project was selected for a PPAR to provide insights into promoting urban resilience with a focus on informal settlements. The project represents an innovative experience for Jamaica in combining efforts to improve public safety and community capacity while upgrading urban infrastructure. The PPAR findings provide input to a major IEG evaluation on “Building Urban Resilience” (forthcoming, 2019). Ratings for the Inner City Basic Services for the Poor Project are as follows: Outcome was moderately satisfactory, Risk to development outcome was substantial, World Bank performance was moderately satisfactory, and Borrower performance was moderately unsatisfactory. Lessons from the project include: (i) Addressing urban crime and violence through a two-pronged approach of improving basic infrastructure and promoting social inclusion can benefit from the combination of those individual activities that are most effective. (ii) The sharp disconnect between a centralized and well-resourced agency executing infrastructure investments in a decentralized urban situation; and a multiplicity of under-resourced service agencies and local governments in charge of infrastructure maintenance can undermine long-term development outcomes. (iii) In project design, the decision to add activities that are institutionally complex and require focused expertise requires careful consideration to avoid straining resources and effort during project implementation. (iv) To sustain the benefits from community-based and social services for children and youth, long-term engagement is crucial: institutional ownership should be specified, and resources for those activities must be anticipated and secured by the time project support is discontinued.

Uzbekistan: Irrigation and Drainage Interventions to Support the Agriculture Sector (PPAR)

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This is a Project Performance Assessment Report (PPAR) by the Independent Evaluation Group (IEG) of the World Bank Group on the Ferghana Valley Water Resources Management Project Phase I and the Uzbekistan Rural Enterprise Support Project Phase II in the Republic of Uzbekistan. This PPAR provides insights into how these two projects identified and addressed critical irrigation sector needs to Show MoreThis is a Project Performance Assessment Report (PPAR) by the Independent Evaluation Group (IEG) of the World Bank Group on the Ferghana Valley Water Resources Management Project Phase I and the Uzbekistan Rural Enterprise Support Project Phase II in the Republic of Uzbekistan. This PPAR provides insights into how these two projects identified and addressed critical irrigation sector needs to improve the country’s irrigation and drainage systems and institutions, both at on-farm and inter-farm levels. The assessment pays special attention to the effectiveness and sustainability of capacity-building support provided to water consumer associations in both projects. Based on such assessment, the PPAR draws common lessons regarding the design and implementation of both projects, which were led by two separate World Bank Global Practices: Water, and Agriculture. The lessons from this PPAR feed into IEG’s forthcoming Evaluation on Strengthening Irrigation Management Models for Sustainable Service Delivery. Ratings for the Ferghana Valley Water Resources Management Project Phase I are as follows: Outcome was moderately satisfactory, Risk to development outcome was substantial, Bank performance was moderately satisfactory, and Borrower performance was moderately satisfactory. Lessons from this project include: (1) Establishing adequate institutional arrangements is critical for sustainable use of improved agricultural technologies and practices such as land leveling and deep ripping. (ii) Sound selection criteria for identifying beneficiaries and areas are crucial for the farmers’ uptake and use of water-saving technologies. Ratings for the Rural Enterprise Support Project Phase II are as follows: Outcome was moderately satisfactory, Risk to development outcome was moderate, Bank performance was moderately satisfactory, and Borrower performance was moderately satisfactory. Lessons include: (1) Coordinated and mutually reinforcing capacity building of financial institutions and farmers is crucial for establishing viable on-farm investments. (ii) Clear concept, measurement, and disclosure arrangements at project appraisal for sensitive data can ensure the availability of results at project completion.

Armenia: Energy Efficiency Project (PPAR)

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This Project Performance Assessment Report (PPAR) evaluates the development effectiveness of the Energy Efficiency Project in Armenia. The project was selected for a PPAR to learn from an innovative pilot project that influenced the design and experience of other energy efficiency projects and interventions. Energy efficiency is of strategic importance for the World Bank given its role in Show MoreThis Project Performance Assessment Report (PPAR) evaluates the development effectiveness of the Energy Efficiency Project in Armenia. The project was selected for a PPAR to learn from an innovative pilot project that influenced the design and experience of other energy efficiency projects and interventions. Energy efficiency is of strategic importance for the World Bank given its role in supporting climate change mitigation, which is a major corporate priority. The project development objective was to reduce energy consumption of social and other public facilities in Armenia and decrease greenhouse gas emissions through the removal of barriers to the implementation of energy efficiency investments in the public sector. The project was financed through a Global Environment Facility (GEF) grant and government funds totaling $10.7 million. The project was implemented in 2012–16. Ratings from the Energy Efficiency Project were as follows: Outcomes was moderately satisfactory, Risk to development outcome was substantial, Bank performance was moderately satisfactory, and Borrower performance was moderately satisfactory. Lessons from the project include: (i) Energy efficiency revolving funds can be market enablers by partnering with commercial and financial institutions, but there are few prospects for scale up and energy efficiency market transformation without the commitment of private businesses. (ii) Practical demonstration of the technical and financial feasibility of an innovative energy efficiency transaction program can only influence positive systemic change in the legal and regulatory framework if there is government commitment to the approach and long‐term funding. (iii) Appropriate legislation and regulation can provide incentives to undertake energy efficiency measures, but they are not sufficient without a strong government energy efficiency agency in place that is responsible for monitoring and enforcement. (iv) The design of a pilot project needs to go beyond demonstration effects and lay the foundation for sustainable operations over time.

Haiti: Port-Au-Prince Neighborhood Housing Reconstruction (PPAR)

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Haiti is one of the poorest countries worldwide, and it has suffered from a long history of natural disasters, compounded with high poverty, weak institutions, and political instability. A major earthquake struck Haiti in January 2010, centered near the capital Port au Prince. About 220,000 people were killed and 300,000 wounded. Damage to buildings and infrastructure was estimated at US$ 7.8 Show MoreHaiti is one of the poorest countries worldwide, and it has suffered from a long history of natural disasters, compounded with high poverty, weak institutions, and political instability. A major earthquake struck Haiti in January 2010, centered near the capital Port au Prince. About 220,000 people were killed and 300,000 wounded. Damage to buildings and infrastructure was estimated at US$ 7.8 billion, exceeding 100% of the country’s GDP. Over a million people were displaced and settled in internally displaced persons (IDP) camps. Already weak government capacity was further overwhelmed with the deaths of 16,000 staff members. The original project objective was to help residents of selected Port-au-Prince Neighborhoods severely affected by the earthquake return to their communities by supporting them to repair and/or reconstruct their houses and improving basic community service infrastructure. Ratings for the Port Au Prince Neighborhood Housing Project are as follows: Outcome was moderately satisfactory, Risk to development outcome was substantial, Bank performance was moderately satisfactory, and Borrower performance was moderately satisfactory. The assessment offers the following lessons: (i) In the case of catastrophic disasters or in fragile settings, the need to address humanitarian needs and disaster recovery may preclude significant impact on disaster vulnerability reduction. (ii) International NGOs can be effective project implementers in an emergency context where government capacity has been weakened. (iii) Investments in infrastructure can have a larger impact on neighborhood recovery than those from direct housing reconstruction. (iv) Disaster preparedness is critical and requires upfront investment in disaster risk management capacity and in relevant data and analytics, including geospatial data. (v) Projects seeking to support durable responses to crises in FCV countries may need a combination of transitional measures and durable measures targeting vulnerable households. (vi) Pilot efforts may have limited impact if they are not based on a replicable model.

Heeding Hirschman in evaluation: finding out fast versus finding out slow

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Heeding Hirschman in evaluation: finding out fast versus finding out slow
How evaluators can counteract potential threats to validity in the face of complexity and practical constraints.How evaluators can counteract potential threats to validity in the face of complexity and practical constraints.

Romania: Hazard Risk Mitigation and Emergency Preparedness Project (PPAR)

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Romania’s Hazard Risk Mitigation and Emergency Preparedness (HRMEP) project, which was implemented between 2004 and 2012, was one of the World Bank’s first efforts to provide ex ante assistance to reduce or mitigate a country’s vulnerabilities to natural disasters related to floods, landslides, and earthquakes. The government sought the support of the World Bank to reduce vulnerability to these Show MoreRomania’s Hazard Risk Mitigation and Emergency Preparedness (HRMEP) project, which was implemented between 2004 and 2012, was one of the World Bank’s first efforts to provide ex ante assistance to reduce or mitigate a country’s vulnerabilities to natural disasters related to floods, landslides, and earthquakes. The government sought the support of the World Bank to reduce vulnerability to these and other natural disasters in a proactive manner, leading to the approval of the HRMEP. The project development objective (PDO) was to assist the government in reducing the environmental, social, and economic vulnerability to natural disasters and catastrophic mining accident spills of pollutants. The PDO also included how the objective would be achieved: (i) the strengthening of emergency management and risk financing capacity; (ii) earthquake risk reduction; (iii) flood and landslide risk reduction; and, (iv) risk reduction of mining accidents in the Tisza Basin in northwest Romania. Ratings for the Hazard Risk Emergency Preparedness Project are as follows: Outcome was moderately unsatisfactory, Risk to development outcome was significant, Bank performance was moderately unsatisfactory, and Borrower performance was moderately unsatisfactory. Key lessons from the experience of the project include the following: (i) Depending on multiple, functionally independent implementing agencies for multisector projects can increase complexity without providing commensurate benefits. (ii) Multisectoral, multihazard efforts to reduce vulnerability to disasters may not offer synergies or economies of scope in the absence of clear logical links between activities and incentives for coordination by the institutions responsible for them. (iii) In a project designed to mitigate the risk of natural disasters, it is essential that sites critical for vulnerability reduction are both properly identified and systematically supported throughout the life of a project. (iv) When supporting structural retrofits, financing only the retrofitting and not the cost of returning buildings to functionality is likely to lead to problems with implementation.

The World Bank Group’s Approach to the Mobilization of Private Capital for Development - An IEG evaluation (Approach Paper)

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Transformations in the global economy and international finance have reinforced the view that private sector and private capital are key to economic development. Private capital is expected to play an increasingly important role given the relative high volume of financial resources at its disposal: an estimated US$15 trillion--excluding international bond markets—compared with ODA annual flows of Show MoreTransformations in the global economy and international finance have reinforced the view that private sector and private capital are key to economic development. Private capital is expected to play an increasingly important role given the relative high volume of financial resources at its disposal: an estimated US$15 trillion--excluding international bond markets—compared with ODA annual flows of just US$150 billion, international public finance flows of US$ 2 trillion and domestic resource mobilization of US$ 12 trillion. The Sustainable Development Goals identify global development priorities and highlight potential uses of private capital. This evaluation has two key objectives: (a) to gain a better understanding of the WBG’s approach to private capital mobilization (for e.g. instruments, engagements with investors and clients), its relevance for client countries and its contribution to development outcomes; (b) to identify the factors and enabling conditions that contribute to successful outcomes in mobilizing private capital for development. The evaluation will synthesize lessons of good practice to help the WBG enhance its future capital mobilization role.