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Are World Bank Group Projects Getting Cleaner, Greener, and More Resilient?

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Are World Bank Group Projects Getting Cleaner
Highlights from the 2017 Results and Performance of the World Bank GroupHighlights from the 2017 Results and Performance of the World Bank Group

Project Performance Assessment Report - Senegal: Integrated Marine and Coastal Resources Management Project and Sustainable Management of Fish Resources Project

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This Project Performance Assessment Report reviews World Bank support for the sustainable management of fisheries in Senegal over the period of 2004 to 2012, provided by two investment projects: Integrated Marine and Coastal Resources Project (2004-2012) and Sustainable Management of Fish Resources Project (2008-2012). Designed in response to a crisis in the fisheries Show MoreThis Project Performance Assessment Report reviews World Bank support for the sustainable management of fisheries in Senegal over the period of 2004 to 2012, provided by two investment projects: Integrated Marine and Coastal Resources Project (2004-2012) and Sustainable Management of Fish Resources Project (2008-2012). Designed in response to a crisis in the fisheries sector, both projects aimed to enhance the sustainable management of the artisanal fisheries sector. The overall outcome rating of the GIRMAC project is unsatisfactory. The overall outcome of the GDRH project is rated highly unsatisfactory. The experience of the two projects yields the following lessons: (1) Reforming the fisheries sector is a politically sensitive and long-term pursuit, best suited to a phased programmatic approach in which sustained support is ensured over a series of operations. (2) Operationalizing co-management requires actions at both local and national level, lack of synchronization between the two can disrupt implementation and the motivation of key actors. (3) Supporting Alternative Revenue Generating Activities can potentially reduce the poverty-conservation tradeoff by making up for lost income or subsistence opportunities that stem from reduced resource access caused by project activities.

Staying on track with the Sustainable Development Goals- What evaluation can teach us

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Staying on track with the Sustainable Development Goals – What evaluation can teach us
What IEG has learned about the Sustainable Development Goals through evaluating the World Bank Group’s work.What IEG has learned about the Sustainable Development Goals through evaluating the World Bank Group’s work.

IEG Insights - Recent Evaluations

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See the latest development insights from IEG’s evaluation workSee the latest development insights from IEG’s evaluation work

World Bank Group Engagement in Small States

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country program evaluation, world bank group engagement in small states
The Cases of the OECS, Pacific Island Countries, Mauritius, the Seychelles, Cabo Verde, and Djibouti - Clustered Country Program EvaluationThe Cases of the OECS, Pacific Island Countries, Mauritius, the Seychelles, Cabo Verde, and Djibouti - Clustered Country Program Evaluation

Cluster Country Program Evaluation on Small States: Pacific Island Countries Program Evaluation (FY05–15 - Volume 2)

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This is the appendix to the evaluation that assesses the Bank Group’s relevance and effectiveness in the PICs as satisfactory. The World Bank made effective use of budgetary, IDA, and trust fund resources to support significant transformational changes in the region, and had a key role in persuading Australia and New Zealand to adopt temporary migration programs that yielded major benefits to Show MoreThis is the appendix to the evaluation that assesses the Bank Group’s relevance and effectiveness in the PICs as satisfactory. The World Bank made effective use of budgetary, IDA, and trust fund resources to support significant transformational changes in the region, and had a key role in persuading Australia and New Zealand to adopt temporary migration programs that yielded major benefits to participating countries. In addition, the World Bank persuaded a number of PICs governments to scale back their departments for infrastructure maintenance and to outsource this maintenance to the private sector. It also increased awareness of the need to build climate resilience into infrastructure design and enabled major improvements in communications through enhanced connectivity. Looking forward, the evaluation emphasizes collaboration between the World Bank and the International Finance Corporation to more effectively support private sector development; increasing the focus on education’s role in providing the skills needed for developing tourism, agriculture, and fisheries; and providing better preparation for temporary and permanent migrants.

Cluster Country Program Evaluation on Small States: Pacific Island Countries Program Evaluation (FY05–15 - Volume 1)

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This evaluation assesses the Bank Group’s relevance and effectiveness in the PICs as satisfactory. The World Bank made effective use of budgetary, IDA, and trust fund resources to support significant transformational changes in the region, and had a key role in persuading Australia and New Zealand to adopt temporary migration programs that yielded major benefits to participating countries. In Show MoreThis evaluation assesses the Bank Group’s relevance and effectiveness in the PICs as satisfactory. The World Bank made effective use of budgetary, IDA, and trust fund resources to support significant transformational changes in the region, and had a key role in persuading Australia and New Zealand to adopt temporary migration programs that yielded major benefits to participating countries. In addition, the World Bank persuaded a number of PICs governments to scale back their departments for infrastructure maintenance and to outsource this maintenance to the private sector. It also increased awareness of the need to build climate resilience into infrastructure design and enabled major improvements in communications through enhanced connectivity. Looking forward, the evaluation emphasizes collaboration between the World Bank and the International Finance Corporation to more effectively support private sector development; increasing the focus on education’s role in providing the skills needed for developing tourism, agriculture, and fisheries; and providing better preparation for temporary and permanent migrants.

Review of the 2005-2012 Sao Tome and Principe Country Partnership Strategy Completion Report (CPSCR) and the Interim Strategy Note (ISN)

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This review examines the implementation of the FY2006-FY2009 Sao Tome and Principe Country Partnership Strategy (CPS) of FY2005, and the FY2011-FY2012 Interim Strategy Note of FY2011. While the CPS was an IDA-only strategy, the ISN was jointly implemented by IDA and IFC. This review covers the joint program of the two institutions. The overall objective of the CPS was to support implementation of Show MoreThis review examines the implementation of the FY2006-FY2009 Sao Tome and Principe Country Partnership Strategy (CPS) of FY2005, and the FY2011-FY2012 Interim Strategy Note of FY2011. While the CPS was an IDA-only strategy, the ISN was jointly implemented by IDA and IFC. This review covers the joint program of the two institutions. The overall objective of the CPS was to support implementation of the country's Poverty Reduction Support Program (PRSP). The ISN built on the CPS, continuing the support to government's emphasis on eliminating constraints to growth but taking into account the uncertainties of the potential inflow of oil revenues. World Bank Group (WBG) support under the ISN was organized under two pillars, (i) accelerating sustainable and broad-based economic growth; and (ii) strengthening governance, public institutions, and human capital. IEG rates the overall outcome as Moderately Satisfactory. Under Pillar I, the Bank achieved its objective of increasing competition in the telecommunications sector. There was substantial progress in strengthening the fiscal regulatory framework. Progress was mixed both in terms of improving the business climate and of aid coordination. Results in the energy sector were not achieved, and financial intermediation and access to credit did not improve. Under Pillar II, results were achieved in the area of budgetary operations where transparency and accountability were improved as well as the effectiveness of budget execution. Objectives in the education sector were mostly achieved as access and efficiency improved but no evidence was provided to support improvements in quality. Development of a second PRSP was mostly achieved. Results were partially achieved given that the country remained to be Extractive Industries Transparency Initiative (EITI)-compliant, and no further progress on strengthening the National Petroleum Agency was reported. Objectives in the health sector were partially achieved as access improved but there was no evidence of improvements in quality and efficiency. The objective of increasing capacity of coastal fisheries to address climate variation was not achieved. The CPSCR outlined nine lessons for the next CPS. IEG agrees with these lessons and underscores two additional points. First, faulty design of results frameworks has a negative impact on the ability to take stock of the impact of the WBG on development outcomes and diminishes their usefulness as a monitoring and management tool. Second, proposed WBG interventions should be capable of achieving the CPS / ISN objectives and contribute in a significant way to the country development goals (i.e., the results chain linking WBG interventions to the country development goals must be strong and clear).

Fisheries in the Maldives and Yemen

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Review of the 2007-2012 Mauritania Country Assistance Strategy Completion Report (CASCR)

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This review examines the implementation of the FY2008-FY2011 Mauritania Country Assistance Strategy (CAS) of FY2007, and assesses the CAS Completion Report (CASCR). The CAS was implemented by IDA. The overarching objective of the CAS (as expressed in the results matrix) was to contribute to poverty reduction through the different channels of its interventions in Mauritania. The CAS objectives Show MoreThis review examines the implementation of the FY2008-FY2011 Mauritania Country Assistance Strategy (CAS) of FY2007, and assesses the CAS Completion Report (CASCR). The CAS was implemented by IDA. The overarching objective of the CAS (as expressed in the results matrix) was to contribute to poverty reduction through the different channels of its interventions in Mauritania. The CAS objectives were organized under the same five pillars as the poverty reduction support program 2 (PRSP 2): (i) accelerate growth and maintain macroeconomic stability by strengthening the macro-economic framework, private/financial sector and competitiveness, growth potential in key sectors, and infrastructure; (ii) anchor growth in the economic environment of the poor through the development of rural and urban sectors, micro-finance and MSE, and targeted poverty alleviation programs; (iii) develop human resources and generalize access to basic social services via improved access to education and vocational, technical training, to health and nutrition, to water and sanitation, to basic services and increased rights awareness; (iv) improve good governance and capacity building through modernization of public administration, efficient management of public property and decentralization; and (v) reinforce pilot programs, monitoring, evaluation and coordination. IEG rates the overall outcome of Bank assistance as unsatisfactory, below the CASCR rating of moderately unsatisfactory. IEG's rating reflects the fact that a majority of the intended outcomes set out in the CAS were only partially achieved or not achieved--this much is acknowledged in the CASCR. Bank support contributed to strengthening the legal framework and institutional capacity for managing oil revenues and other natural resources, to addressing the issue of locust invasions, and to improving the quality of basic education. Good progress was made in improving the living conditions of rural communities through implementation of CDD programs and in facilitating access to basic services in urban areas. However, only limited progress was achieved in a large number of areas, including the capacity for macroeconomic analysis, the institutional framework for financial and transport sectors, sustainable irrigation schemes, access to basic services, employment opportunities and micro-credits, quality and relevance of higher education, civil service management, public resource management and decentralization. The Bank played an insignificant role and/or achieved little progress in the areas of a modern business environment, tools for managing the fishery sector, rural electrification, land tenure reforms, maternal health services and HIV/AIDS treatment, and gender equality. Finally, no information is provided in terms of helping the country strengthen monitoring, evaluation and coordination capacities. The CASCR draws several sound lessons based on the difficult experience with CAS design and implementation. IEG concurs with all these lessons, and wishes to underscore two additional points. First, there needs to be greater adherence to the practice rather than the rhetoric of selectivity. The Mauritania CAS, for all its overwhelming scope, was designed "with the aim of selecting specific strategies to maximum impact." This failure at being strategically selective even when strategic selectivity was an explicit goal and specific tools (i.e., strategic positioning tool) were developed to promote its application, calls for a careful reflection on the meaning and implications of selectivity. Second, IEG stresses the urgency of the need to rebuild statistical and monitoring and evaluation (M&E) capabilities in the context of developing local capacities, and the need to sharpen the results focus of the next CAS in order to better capture development outcomes and better learn from failure.