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IEG Work Program and Budget (FY20) and Indicative Plan (FY21-22)

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To maximize its relevance and value added for the World Bank Group (WBG), IEG will align its work program with WBG strategic priorities. IEG also aims to maintain a clear line of sight with the WBG mission and the Sustainable Development Goals (SDGs), as well as with commitments made in the IBRD and IFC Capital Packages and in the context of IDA replenishments. Furthermore, IEG will keep an Show MoreTo maximize its relevance and value added for the World Bank Group (WBG), IEG will align its work program with WBG strategic priorities. IEG also aims to maintain a clear line of sight with the WBG mission and the Sustainable Development Goals (SDGs), as well as with commitments made in the IBRD and IFC Capital Packages and in the context of IDA replenishments. Furthermore, IEG will keep an increased focus on outcomes, countries, clients, and beneficiaries in its work, and aim to foster a greater outcome orientation throughout the WBG. To achieve this strategic vision, IEG will focus its work program on the key development effectiveness questions that the institution and its clients are most concerned about. For each of these questions, we will strive to answer “why”, “how, “where”, “when”, and “for whom” specific interventions or programs have achieved results or not. By working more closely with operational units and other evaluation initiatives across the WBG, we will seek to significantly enhance IEG’s value added for the Board and WBG management. The work program will be anchored around a series of “streams”, building evidence over time on connected themes and trying to bridge between project, country, sector and strategic impact: Fragility, Conflict and Violence (FCV), Gender, Maximizing Finance for Development, Human Capital, Climate Change, Growth and Transformation. In addition, IEG will work along an ‘effectiveness’ cross-cutting stream, aimed at examining systemic issues in WBG effectiveness, as well as working towards building a stronger outcome focus for WBG operations and strategies.

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.

Kenya: Agricultural Productivity Program (KAPP I and II)

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This is a Project Performance Assessment Report (PPAR) covers the Kenya Agricultural Productivity Program (KAPP) and Kenya Agricultural Productivity and Agribusiness Program (KAPAP). This report was commissioned to assess the development results and outcomes of the projects, and to document the experiences and lessons from the innovative institutional and policy reforms carried out to accelerate Show MoreThis is a Project Performance Assessment Report (PPAR) covers the Kenya Agricultural Productivity Program (KAPP) and Kenya Agricultural Productivity and Agribusiness Program (KAPAP). This report was commissioned to assess the development results and outcomes of the projects, and to document the experiences and lessons from the innovative institutional and policy reforms carried out to accelerate agricultural productivity growth and commercialization of smallholder agriculture in Kenya. The sequential implementation of two projects offered an opportunity to assess the extent to which certain institutional and policy reforms—to bring pluralism in the agricultural extension system and increase the performance of the agricultural research system—have contributed to crop-livestock productivity growth. It also allows evaluation of whether the changes introduced are likely to be sustained. This report covers two projects and ratings for each are as follows: Kenya Agricultural Productivity Project - Outcome was moderately satisfactory, Risk to development outcome was high, Bank performance was moderately satisfactory and Borrower performance was moderately satisfactory. Kenya Agricultural Productivity and Agribusiness Project – Outcome was moderately satisfactory, Bank performance was moderately unsatisfactory, and Borrower performance was moderately unsatisfactory. The following lessons are drawn from the experience of the KAPP program: (i) Sustained government ownership and commitment are key to achieve complex and sectorwide institutional reforms. (ii) Effectiveness of institutional reforms and project outcomes requires sustained effort through continuous realignment with the changing context. (iii) Participatory and client-driven approaches with strong priority setting and regular evaluation are critical to stimulate and transform the agricultural research system. (iv) Provision of agricultural extension services to poor small-scale farmers as a public good requires a sustainable financing mechanism. (v) Public sector funding for extension services can be decoupled from public provision to strengthen complementarities and create space for private sector participation and improved service delivery. (vi) Scaling up the contracted service delivery model using the privatized extension system requires development of new public regulatory and quality control systems.

Paraguay CLR Review FY15-18

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Paraguay - Completion and Learning Review for the Period FY15-FY18 : IEG Review (English) Paraguay is an upper middle-income country with a population of 6.8 million (2017) and a GNI per capita (Atlas method) of USD 3,920 in 2017.The population is very young (60 percent under thirty years old) and the country is going through a rapid urbanization process from a low base. The country has over Show MoreParaguay - Completion and Learning Review for the Period FY15-FY18 : IEG Review (English) Paraguay is an upper middle-income country with a population of 6.8 million (2017) and a GNI per capita (Atlas method) of USD 3,920 in 2017.The population is very young (60 percent under thirty years old) and the country is going through a rapid urbanization process from a low base. The country has over the last 15 years achieved solid economic growth (average GDP growth of 4.7 percent per annum) and improved shared prosperity, spurred by abundant natural resources. The CPS for the World Bank Group (WBG) had three pillars (or focus areas): (i) resilience to risks and volatility; (ii) pro-poor delivery of public goods and services; and (iii) agricultural productivity and market integration. The Country Partnership Strategy (CPS) focus areas and objectives were broadly aligned with the government's National Development Plan (NDP) 2014-2030 and supported the NDP's higher level objective to reduce extreme poverty and foster income growth of the bottom 40 percent. The WBG's program components were well aligned with the NDP and addressed important development issues. The program was selective with three focus areas and eight objectives (some of which, however, contained multiple sub-objectives). The Bank demonstrated flexibility by shifting to knowledge services when the demand for IBRD lending dropped in the run-up to the election. However, the results framework had significant shortcomings which were not fully addressed at the PLR stage. The Completion and Learning Review (CLR) highlighted six lessons with which IEG concurs: (i) simplicity in project design helps speed up project implementation; (ii) investment projects may help to build governance and capacity; (iii) a realistic results framework is needed for timely achievement of objectives; (iv) a strong ASA program requires selectivity and government ownership; (v) RASs may help prioritize ASA demand and advance reforms during Paraguay's long project preparation cycles; and (vi) the flexibility afforded by programmatic ASA helps respond to changes in client needs.

Bolivia: Rural Alliances Project (PPAR)

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Around the turn of the millennium, based on lessons learned from projects in Bolivia and elsewhere, the World Bank began tinkering with the model of decentralized, community-driven development, trying to make it a more effective vehicle for boosting incomes generated by private sector productive activities in poor rural areas. The conviction was growing that past efforts to raise production Show MoreAround the turn of the millennium, based on lessons learned from projects in Bolivia and elsewhere, the World Bank began tinkering with the model of decentralized, community-driven development, trying to make it a more effective vehicle for boosting incomes generated by private sector productive activities in poor rural areas. The conviction was growing that past efforts to raise production incomes had underperformed because they had not, at the project design phase, paid enough attention to the potential of existing—and, more importantly, new—markets, nor had they developed ways to better link small-scale producers to those markets. The rural alliances model has now been applied to 18 operations in 10 countries throughout the Latin America and Caribbean Region. It seeks to promote links between buyers and organized groups of poor rural producers. The objective of the project, as stated in the development credit agreement, was to test a model to improve accessibility to markets for poor rural producers in pilot areas. Ratings for the project as follows: Outcomes was highly satisfactory, Risk to development outcome was negligible to low, Bank performance was highly satisfactory, and Borrower performance was highly satisfactory. IEG draws six lessons from the assessment: (i) In a country such as Bolivia, where the productivity of small-scale producers is low and there is substantial scope for increasing sales to the domestic market, the first step for a productive alliance is to boost the quantity and quality of the marketed surplus. (ii) Once producer groups are well organized, alliances can help producers obtain sustainable, postproject finance, enhancing the sustainability of the alliance arrangement. (iii) Project management can be greatly enhanced when strict quality controls are applied by independent parties, without political interference. (iv) Technical assistance works best when it is based on a flexible menu that accommodates the varied capacity building needs of different subprojects. (v) Agile disbursement of project funds enhances beneficiary commitment and increases the efficiency of subproject implementation. (vi) Having a knowledgeable national coordinator who helps design the project and provides long-term leadership greatly enhances the achievement of project objectives.

Albania: Secondary and Local Roads Project (PPAR)

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This Project Performance Assessment Report (PPAR) assesses the development effectiveness of the Secondary and Local Roads Project in Albania approved in 2008. The project development objective was to improve access to essential services and economic markets via the provision of all-weather roads for the resident population in the rural areas of Albania. This would be achieved through Show MoreThis Project Performance Assessment Report (PPAR) assesses the development effectiveness of the Secondary and Local Roads Project in Albania approved in 2008. The project development objective was to improve access to essential services and economic markets via the provision of all-weather roads for the resident population in the rural areas of Albania. This would be achieved through reconstructing selected secondary and local roads; building the competencies of the implementation agency Albanian Development Fund (ADF); building an asset management system for the secondary and local road networks; and improving capacity in the local community for maintenance. Ratings for the Secondary and Local Roads Project are as follows: Outcome was satisfactory, Risk to development outcome as moderate, Bank performance was satisfactory, and Borrower performance was satisfactory. Lessons from the project include: (i) Implementing a successful multidonor programmatic approach to sector development requires the combination of government commitment with credible planning and common rules of engagement. (ii) Concentrating competencies within one agency may frustrate future decentralization of responsibilities. (iii) In the absence of need-based and credible linkages to resource allocation, a road asset management system may not get sufficient traction.

Peru: Sierra Rural Development Project (PPAR)

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This is the Project Performance Assessment Report (PPAR) for the Peru Sierra Rural Development Project (P079165). The assessment will contribute to learning from projects that seek to increase the integration of small-scale producers with market value chains. The loan agreement stated that the project development objective was to assist the Borrower in improving the assets and economic conditions Show MoreThis is the Project Performance Assessment Report (PPAR) for the Peru Sierra Rural Development Project (P079165). The assessment will contribute to learning from projects that seek to increase the integration of small-scale producers with market value chains. The loan agreement stated that the project development objective was to assist the Borrower in improving the assets and economic conditions of rural families in selected areas of the Borrower’s Apurímac, Ayacucho, Huancavelica, Junín, Huánuco, and Pasco regions, and strengthen government capacity to implement an integrated Sierra development strategy. Ratings for the Sierra Rural Development Project are as follows: Outcomes was satisfactory, Bank performance was satisfactory, and Quality of monitoring and evaluation was substantial. Four lessons from the experience of this assessment include: (i) Subproject investments by producer groups are more likely to be viable when the selection of subprojects is competitive and demand-driven, and it entails a substantial producer contribution to subproject cost. (ii) Building partnerships between actors in the market value chain is difficult and, in some circumstances, may not be feasible in the short term. (iii) Subproject investments by producer groups give a one-off boost to poor producer households without necessarily ensuring that they will continue to grow, or that the groups to which they belong will become stronger. (iv) Ensuring complementarity between subproject investments by producer groups and government-financed infrastructure and services, although hard to achieve, is important for maximizing impact.

Liberia CLR Review FY13-17

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Liberia is a low-income country with a GNI per capita (Atlas method) of 380 US dollars in 2017. After a period of conflict and instability, Liberia's Gross Domestic Product (GDP) grew at an average annual rate of 6.2 percent during 2003-2013. The ebola virus disease (EVD) crisis of 2014-2016 and a drop in global commodity prices resulted in slower average annual GDP growth of 2.1 percent with per Show MoreLiberia is a low-income country with a GNI per capita (Atlas method) of 380 US dollars in 2017. After a period of conflict and instability, Liberia's Gross Domestic Product (GDP) grew at an average annual rate of 6.2 percent during 2003-2013. The ebola virus disease (EVD) crisis of 2014-2016 and a drop in global commodity prices resulted in slower average annual GDP growth of 2.1 percent with per capita annual GDP growth at -0.4 percent during 2013-2017. As a post conflict country aiming to achieve sustained broad-based growth, Liberia faces several development challenges: large infrastructure gaps, poor education and health indicators, a large youth cohort, lack of economic diversification, and weak public institutions. The World Bank Group's country partnership strategy had three pillars: (i) economic transformation; (ii) human development; and (iii) governance and public sector institutions. In addition, the CPS had two cross-cutting themes of capacity development and gender equality. The CPS focus areas and objectives were well aligned with the government's agenda for transformation with a strong focus on infrastructure. The CLR provided a succinct assessment of the achievement of program objectives. It identified the increases in IDA lending attributable to the EVD outbreak. The CLR review agrees with the CLR lessons: (i) ensure government's strong commitment to the CPF program through close alignment with the country's development plans; (ii) adapt and apply a sound post-conflict and fragile country lens in the design of CPF programs for post conflict countries; (iii) keep an eye on medium-term goals even in the face of a crisis such as EVD; (iv) being selective about cross-cutting themes and including outcomes associated with these themes helps maintain the Government's and Country Team's focus on them throughout implementation. IEG provides the following additional lessons: (i) flexibility of the CPS program enabled the WBG to respond to the EVD crisis in a timely manner; and (ii) trust fund activities need to have a well-articulated strategic focus and explicit selectivity filters to ensure that they contribute to the achievement of CPS objectives.

Kyrgyz Republic CLR Review FY14-17

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The Kyrgyz Republic is a lower middle-income country with a GNI per capita of $1,100 in 2016. It is a country with a land-locked and mountainous geography, and rich in mineral and water resources. GDP growth averaged 3.7 percent during the CPS period (2014-17), somewhat below the average during the previous four years (4.0 percent). Gold production and worker remittances have been significant Show MoreThe Kyrgyz Republic is a lower middle-income country with a GNI per capita of $1,100 in 2016. It is a country with a land-locked and mountainous geography, and rich in mineral and water resources. GDP growth averaged 3.7 percent during the CPS period (2014-17), somewhat below the average during the previous four years (4.0 percent). Gold production and worker remittances have been significant drivers of growth, but are subject to volatility and do not lend themselves to sustained growth. Growth helped reduce poverty rates, from the recent peak of 38.0 percent in 2012 to 25.4 percent in 2015. Nevertheless, the country’s Human Development Index improved slightly from 0.656 in 2013 (ranked 125nd among 187 countries) to 0.664 in 2015 (ranked 120th among 188 countries). Inequality (the GINI Index) declined from 28.8 in 2013 to 26.8 in 2016, Policy effectiveness has been undermined by high levels of corruption and frequent changes in Government. Kyrgyz’s rank in Transparency International’s Corruption Perception Index deteriorated from 123rd of 167 in 2015 to 135th of 167 in 2017. During the CPS period, there were five different prime ministers. The World Bank Group’s (WBG) CPS had three pillars (or focus areas): (i) public administration and public service delivery, (ii) business environment and investment climate, and (iii) natural resources and physical infrastructure. The CPS was aligned with the Government’s National Sustainable Development Strategy (NSDS), 2013-2017, specifically with NSDS objectives on public administration, judiciary, social services, financial and private sector development, agribusiness, exports, environmental protection/resource management, energy, transport, and urban development. These objectives were part of the NSDS broad focus on governance, state building, and economic development. WBG’s support was also aligned with a number of specific government programs (e.g., the Governance and Anti-Corruption Plan adopted in 2012).

Papua New Guinea: Smallholder Agriculture Development Project (PPAR)

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Papua and New Guinea (Papua New Guinea) has faced considerable development challenges since its independence in 1975. Through the Smallholder Agriculture Development Project, the World Bank sought to improve community participation in rural areas by supporting the already-established local palm oil production industry. The objective of SADP in the financing agreement (July 2008) was to increase, Show MorePapua and New Guinea (Papua New Guinea) has faced considerable development challenges since its independence in 1975. Through the Smallholder Agriculture Development Project, the World Bank sought to improve community participation in rural areas by supporting the already-established local palm oil production industry. The objective of SADP in the financing agreement (July 2008) was to increase, in a sustainable manner, the level of involvement of targeted communities in their local development through measures aimed at increasing oil palm revenue and local participation. Ratings for the Smallholder Agriculture Development Project are as follows: Outcome was unsatisfactory, Risk to development outcome was high, Bank performance was moderately unsatisfactory, and Borrower performance was unsatisfactory. Lessons from the project include: (i) Projects that seek to improve crop productivity and income on smallholder farms, in addition to CDD, work better when they integrate the two disparate objectives because of the very different implementation modalities involved. (ii) Complex, multidimensional projects require additional oversight and support in environments with weak government implementation capacity. (iii) Creative operational approaches or sufficient institutional support is required in weak-capacity environments to ensure that project disbursements are distributed effectively. (iv) Understanding cultural impacts and how they influence agricultural cash crops in smaller, geographically isolated states is necessary to ensure that political constraints do not reduce the impact of World Bank projects. (v) Agricultural sector road infrastructure investments need to be coordinated sufficiently with domestic private-sector interests and provincial government priorities to ensure sustainability and future operational maintenance.