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Of Mice and Men (and World Bank Projects): Harnessing Behavioral Approaches

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Mpulungu, Zambia - March 27, 2015: African schoolgirl in green school uniform against a forest background   Shutterstock By Tatsiana Hendzel
Behavioral Science offers insights and design principles that can be incorporated into existing programs, often at low cost, to increase program reach, effectiveness, and sustainability.Behavioral Science offers insights and design principles that can be incorporated into existing programs, often at low cost, to increase program reach, effectiveness, and sustainability.

Conducting evaluations in times of COVID-19 (Coronavirus)

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Coronavirus outbreak world economy impact image with downtrend charts, financial investment graphs recession, display of stock market crash price data. Covid-19 corona flu virus pandemic 3D concept
Current circumstances push us to rethink how to go about our evaluative work to address ethical, conceptual, and methodological challenges that will affect our capacity to conduct evaluations. Current circumstances push us to rethink how to go about our evaluative work to address ethical, conceptual, and methodological challenges that will affect our capacity to conduct evaluations.

World Bank Group Support to International Development Association Countries for Integration into Global Value Chains (Approach Paper)

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The rise of global value chains (GVCs) in the past two decades has dramatically altered the world economy. Lower transport and communication costs and falling barriers to trade have allowed firms to organize production processes into discrete tasks that can be performed in different countries. This has given rise to a finer international division of labor and greater gains from specialization, Show MoreThe rise of global value chains (GVCs) in the past two decades has dramatically altered the world economy. Lower transport and communication costs and falling barriers to trade have allowed firms to organize production processes into discrete tasks that can be performed in different countries. This has given rise to a finer international division of labor and greater gains from specialization, which opens opportunities for developing countries to participate in global production networks without having to master the entire production process. About 80 percent of global trade occurs through GVCs (UNCTAD 2013). Integration into GVCs helped many fast-growing economies increase exports, create jobs, acquire technologies, develop skills, and improve productivity. These countries have experienced the steepest declines in poverty (WTO 2017). The purpose of this evaluation is to shed light on what worked and why in Bank Group support to IDA countries’ efforts to enhance integration into GVCs. To this end, the evaluation will (i) take stock of Bank Group engagement with IDA countries on GVCs, (ii) assess the contribution of Bank Group support to enhancing GVC participation and benefits, and (iii) identify the main factors that have influenced the Bank Group’s ability to contribute to GVC-related outcomes.

Bowling in the dark: Monitoring and evaluation during COVID-19 (Coronavirus)

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Bowling in the dark: Monitoring and evaluation during COVID-19
Lessons from past experience can help creatively and responsibly adapt M&E practices.Lessons from past experience can help creatively and responsibly adapt M&E practices.

The World’s Bank: An Evaluation of the World Bank Group’s Global Convening

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The World’s Bank: An Evaluation of the World Bank Group’s Global Convening
This first-of-its-kind evaluation assesses the scope and effectiveness of the World Bank Group’s convening on major global development challenges.This first-of-its-kind evaluation assesses the scope and effectiveness of the World Bank Group’s convening on major global development challenges.

Mozambique: ProMaputo, Maputo Municipal Development Program (MMDP I and II) (PPAR)

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The Maputo Municipal Development Program (MMDP) was designed to directly respond to the need for institutional strengthening to achieve sustained service delivery. Given the need for sustained support, the project was conceived as multiphase programmatic approach of adaptable program loans (APLs) with sequenced objectives. The project development objective of phase I was “to strengthen the Maputo Show MoreThe Maputo Municipal Development Program (MMDP) was designed to directly respond to the need for institutional strengthening to achieve sustained service delivery. Given the need for sustained support, the project was conceived as multiphase programmatic approach of adaptable program loans (APLs) with sequenced objectives. The project development objective of phase I was “to strengthen the Maputo City Council’s institutional and financial capacity to support achievement of long-term service delivery goals, and to implement selected priority investments” (World Bank 2007). Phase II continued to strengthen capacities and to scale up municipal service delivery and infrastructure investments. The project development objective of APL II was “to improve the delivery and sustainability of priority municipal services in Maputo Municipality” (World Bank 2010). Ratings for the ProMaputo, Maputo Municipal Development Program I were as follows: outcome was moderately satisfactory, risk to development outcome was substantial, M&E quality was substantial, Bank performance was satisfactory, Borrower performance was satisfactory. Ratings for the Maputo Municipal Development Program II (MMDP II) were as follows: outcome was moderately satisfactory, risk to development outcome was substantial, M&E quality was substantial, Bank performance was moderately satisfactory, Borrower performance was moderately satisfactory. Lessons for these projects include: (i) In low-capacity settings, where cities are barely able to meet service delivery needs, it may be necessary to deliver critical services while incrementally building municipal capacity for sustained service delivery over time. (ii) Interventions in land administration require a thorough analysis of the local, institutional, and political economy conditions. (iii) Excessive reliance on external expertise can undermine knowledge transfer and ultimately sustainability in municipal development projects. (iv) Achieving outcomes in solid waste management in low-capacity contexts requires a viable financial plan and mechanisms for capital and recurrent expenditures which may include contributions from national and local governments, private partnerships, and user fees. (v) Although achieving universal access to solid waste management is a significant achievement in low-capacity contexts, outcomes are undermined if investment in waste disposal is insufficient, especially for the most vulnerable. (vi) Land use transformation brought about by infrastructure investments can contribute positively to the local tax base, but it can also negatively affect poorer residents when land and housing prices rise.

Chad Country Program Evaluation (Approach Paper)

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The goal of the evaluation is to assess the World Bank Group’s development effectiveness during the 10 years since the Bank Group reengaged with Chad, focusing on the design and implementation of interventions within a context of high fragility and extreme poverty. It covers the implementation of the Interim Strategy Note (ISN; fiscal year [FY]10–12) and Country Partnership Framework (CPF; FY16– Show MoreThe goal of the evaluation is to assess the World Bank Group’s development effectiveness during the 10 years since the Bank Group reengaged with Chad, focusing on the design and implementation of interventions within a context of high fragility and extreme poverty. It covers the implementation of the Interim Strategy Note (ISN; fiscal year [FY]10–12) and Country Partnership Framework (CPF; FY16–20). In June 2019, a Performance and Learning Review (PLR) was prepared, which reiterated the need to focus on the fundamentals of economic recovery owing to reduced fiscal space and capacity constraints. This evaluation is intended to provide strategic insight for the next Chad CPF, scheduled for delivery in FY21, and to offer lessons of potential relevance to other Bank Group country programs in fragile and conflict-affected situations.

Mid-Term Review of the World Bank Group’s Gender Strategy (FY16–23) (Approach Paper)

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The World Bank Group’s gender strategy for fiscal year (FY)16–23 presents gender equality as integral to smart development policy (World Bank Group 2015). Successful implementation of the strategy will contribute to the Bank Group achievement of the twin goals and the Sustainable Development Goals. The strategy focuses on four objectives: human endowments, jobs, asset control/ownership, and voice Show MoreThe World Bank Group’s gender strategy for fiscal year (FY)16–23 presents gender equality as integral to smart development policy (World Bank Group 2015). Successful implementation of the strategy will contribute to the Bank Group achievement of the twin goals and the Sustainable Development Goals. The strategy focuses on four objectives: human endowments, jobs, asset control/ownership, and voice/agency and sets new targets, establishes a new methodology for measuring progress, and outlines opportunities to make the Bank Group more transformational in its work.

Meet the Evaluator: Estelle Raimondo

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Meet the Evaluator: Estelle Raimondo
Get to know some of the people behind IEG's evaluations.Get to know some of the people behind IEG's evaluations.

The Missing Middle: addressing income inequality is the next challenge for the Philippines as it approaches UMIC status

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The Missing Middle: addressing income inequality is the next challenge for the Philippines as it approaches UMIC status
How the World Bank Group can build on previous successful engagements to achieve results that go beyond growth numbers.How the World Bank Group can build on previous successful engagements to achieve results that go beyond growth numbers.