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Topic:Governance
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Ethiopia: Urban Local Government Development Project (PPAR)

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This is the Project Performance Assessment Report for the Urban Local Government Development Project (ULGDP) in Ethiopia, which was approved by the World Bank’s Board of Executive Directors on May 29, 2008, and closed on December 31, 2014. The project’s development objective was to support improved performance in the planning, delivery, and sustained provision of priority municipal services and Show MoreThis is the Project Performance Assessment Report for the Urban Local Government Development Project (ULGDP) in Ethiopia, which was approved by the World Bank’s Board of Executive Directors on May 29, 2008, and closed on December 31, 2014. The project’s development objective was to support improved performance in the planning, delivery, and sustained provision of priority municipal services and infrastructure by urban local governments across the country. Ratings for Urban Local Government Development Project are as follows: Outcome was satisfactory, Risk to development outcome was negligible to low, Bank performance was satisfactory, and Borrower performance was satisfactory. Lessons from the project include: (i) There is a trade‐off between scope and development outcomes in municipal operations that use performance‐based grants. It is critical to ensure that funding is sufficient to both incentivize behavior at the city level and offer a meaningful level of technical assistance. (ii) A one‐size‐fits‐all approach is ineffective in urban development projects that target multiple cities at various stages of development. (iii) Performance‐based grants should be considered as a preferred method of intermediating intergovernmental fiscal resources to urban local governments in the context of emerging urban systems. (iv) Promoting autonomous decision making at the city level although ensuring that operational rules and supervision are in place is a necessary condition to ensuring the intended use of funds in municipal finance projects. (v) Urban development projects need to balance targeting core city administrative functions as well as improving city management and planning competencies.

World Bank Group Support for the Reform of State-Owned Enterprises, 2007-2018: An IEG Evaluation (Approach Paper)

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State-Owned Enterprises (SOEs) play a critical role in many developing and emerging economies. Governments use SOEs to pursue economic, social and political objectives. These can include such objectives as promoting growth in promising sectors or lagging regions, delivering services to the urban or rural poor or general population, addressing market failures such as natural monopoly, filling Show MoreState-Owned Enterprises (SOEs) play a critical role in many developing and emerging economies. Governments use SOEs to pursue economic, social and political objectives. These can include such objectives as promoting growth in promising sectors or lagging regions, delivering services to the urban or rural poor or general population, addressing market failures such as natural monopoly, filling perceived market gaps, financing investments whose size or risk make private investment unlikely, or addressing issues of heightened national priority or security. The evaluation will review the experience of the WBG supporting SOE reforms over the ten-year period 2008-2018. It will: (i) assess the ways in which WBG support to SOE reform achieved its stated objectives (including the extent to which those objectives were aligned with the strategies of the Bank Group, country, and relevant sectors); (ii) identify what worked (success factors and examples of good practice); and (iii) draw lessons from factors associated with successful and unsuccessful interventions and country engagements to inform the Bank Group’s future response to needs for SOE support.

The Philippines Country Program Evaluation (Approach Paper)

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This Country Program Evaluation (CPE) aims to assess the development effectiveness of the World Bank Group (WBG) program in the Philippines between FY10‐18. It will assess the WBG’s contributions to the country’s development in each of the WBG group priority areas of engagement as defined in the 2010‐2012 Country Assistance Strategy (CAS) and the 2014‐2019 Country Partnership Strategy (CPS). At Show MoreThis Country Program Evaluation (CPE) aims to assess the development effectiveness of the World Bank Group (WBG) program in the Philippines between FY10‐18. It will assess the WBG’s contributions to the country’s development in each of the WBG group priority areas of engagement as defined in the 2010‐2012 Country Assistance Strategy (CAS) and the 2014‐2019 Country Partnership Strategy (CPS). At the same time, it will look into the extent to which the WBG took advantage of potential synergies between the financial, knowledge and convening services that the WBG institutions offered across its various engagement areas, as well as the factors that could have limited or constrained the scale of the WBG engagement in the country.

Rwanda: Urban Infrastructure and City Management Project (UICMP) (PPAR)

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This Project Performance Assessment Report reviews the Rwanda Urban Infrastructure and City Management Project (UICMP). The project was approved on November 10, 2005 and became effective on June 2, 2006. The project’s original closing date of March 31, 2009, was extended by nine months to December 31, 2009. The project was financed by an International Development Association (IDA) grant ($20 Show MoreThis Project Performance Assessment Report reviews the Rwanda Urban Infrastructure and City Management Project (UICMP). The project was approved on November 10, 2005 and became effective on June 2, 2006. The project’s original closing date of March 31, 2009, was extended by nine months to December 31, 2009. The project was financed by an International Development Association (IDA) grant ($20 million) and a Professional Human Resource Development grant ($0.46 million), and contributions from the government of Rwanda ($2.6 million). The Nordic Development Fund provided parallel financing ($6.4 million). The project development objective (PDO) was to increase access to urban infrastructure and services in the primary city of Kigali and the two secondary cities of Butare and Ruhengeri through physical investment and upgrading and improved management tools. Ratings for this project are as follows: Outcome was satisfactory, Risk to development outcome was moderate, Bank performance was satisfactory, and Borrower performance was satisfactory. Main lessons from this operation are as follows: (i) The World Bank’s absence in a sector creates knowledge and implementation gaps for both World Bank and client, requiring significant catch-up transaction costs. (ii) Using a delegated management agency to address the weak implementation capacity of local governments requires a focus on building such capacity and a clear exit strategy to ensure long-term sustainability. (iii) To maximize learning from pilot project components, their lessons should be documented and disseminated to inform the future work of the World Bank and government.

Albania Country Program Evaluation

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The primary goal of the evaluation is to assess the Bank Group’s development effectiveness in Albania during the period FY11-19 and to inform the design and implementation of its future activities in Albania. The Country Program Evaluation (CPE) will place strong emphasis on assessing World Bank Group strategic positioning and program delivery to help Albania achieve its development goals, Show MoreThe primary goal of the evaluation is to assess the Bank Group’s development effectiveness in Albania during the period FY11-19 and to inform the design and implementation of its future activities in Albania. The Country Program Evaluation (CPE) will place strong emphasis on assessing World Bank Group strategic positioning and program delivery to help Albania achieve its development goals, notably that of European Union (EU) accession. The selection of Albania is motivated by the important challenges the country has faced since the 2008 financial crisis in sustaining the major development gains achieved following the opening of the economy in the early 1990s. The report seeks to provide inputs for the next Country Partnership Framework (CPF), scheduled for Board discussion in FY21. While the CPE is primarily aimed at informing future WBG support to Albania, the evaluation findings are expected to provide lessons for WBG programs in countries that share similar characteristics and aspirations—for example, other small-size, middleincome countries seeking to achieve high rates of growth and poverty reduction, facing the challenge of employment creation, or aspiring to join the EU.

Engaging Citizens for Better Development Results

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Engaging Citizens for Better Development Results
IEG held a panel discussion about what can be done to further improve the quality and depth of World Bank Group citizen engagement efforts, as well as the factors determining their successful integration into lending instruments, country strategy preparation, and policy formulation. IEG held a panel discussion about what can be done to further improve the quality and depth of World Bank Group citizen engagement efforts, as well as the factors determining their successful integration into lending instruments, country strategy preparation, and policy formulation.

Laying the Groundwork for Peace and Development: 5 Lessons from the Republic of Colombia

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Laying the Groundwork for Peace and Development
This brief captures the lessons from evaluating a World Bank's Peace and Development Project, implemented in the Republic of Colombia.This brief captures the lessons from evaluating a World Bank's Peace and Development Project, implemented in the Republic of Colombia.

Ten factors that improve the impact of Development Policy Financing in IDA countries

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How to Improve the Impact of Development Policy Financing in IDA countries
A new IEG report outlines the conditions that maximize development outcomes for Development Policy Financing in IDA countries.A new IEG report outlines the conditions that maximize development outcomes for Development Policy Financing in IDA countries.

An Independent Evaluation of the World Bank Group’s Support to Mexico (2008–17)

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An Independent Evaluation of the World Bank Group’s Support to Mexico
This evaluation assesses the development effectiveness of the World Bank Group’s country program in Mexico between 2008 and 2017.This evaluation assesses the development effectiveness of the World Bank Group’s country program in Mexico between 2008 and 2017.

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).