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Creating Markets: Drivers of Success

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Creating Markets: Drivers of Success
Join us for a conversation on the factors underlying the success of market creation activities as the IFC implements its new corporate strategy, and the contributing roles of the World Bank and MIGA to that strategy. Join us for a conversation on the factors underlying the success of market creation activities as the IFC implements its new corporate strategy, and the contributing roles of the World Bank and MIGA to that strategy.

Burundi CLR Review FY13-16

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This review of the World Bank Group’s (WBG) Completion and Learning Review (CLR) covers the period of the Country Assistance Strategy (CAS), FY13-16, and updated in the Performance and Learning Review (PLR) dated February 25, 2015. The World Bank Group’s (WBG) CAS had three focus areas: (i) improving competitiveness, (ii) improving resilience by consolidating social stability, and (iii) Show MoreThis review of the World Bank Group’s (WBG) Completion and Learning Review (CLR) covers the period of the Country Assistance Strategy (CAS), FY13-16, and updated in the Performance and Learning Review (PLR) dated February 25, 2015. The World Bank Group’s (WBG) CAS had three focus areas: (i) improving competitiveness, (ii) improving resilience by consolidating social stability, and (iii) strengthening governance. The CAS was broadly aligned with the Government’s Second National Poverty Reduction Strategy (PRSP II), 2012-2015, which seeks to improve governance, growth and job creation, social services, and environmental/spatial management. Specifically, the CAS focus areas and objectives supported PRSP II objectives on quality of economic infrastructure, promotion of the private sector and job creation, strengthening the social safety net, capacity building and improved performance in the healthcare system, and fiscal management.

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.

Mobilizing Disruptive and Transformative Technologies for Development An Assessment of the World Bank Group’s Readiness (Approach Paper)

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The world is experiencing a technological revolution with far reaching implications for developing and developed countries. Technological disruption is not new, but the speed at which new technologies are emerging is unprecedented, and so is their diffusion across the global economy. Disruptive technologies can transform development – in both positive and negative ways – and result in new Show MoreThe world is experiencing a technological revolution with far reaching implications for developing and developed countries. Technological disruption is not new, but the speed at which new technologies are emerging is unprecedented, and so is their diffusion across the global economy. Disruptive technologies can transform development – in both positive and negative ways – and result in new paradigms for poverty reduction and boosting shared prosperity. Recognizing these positive and negative implications, and with a sense of urgency to position itself to help client countries mobilize disruptive technologies for their development, the Bank Group has adopted a new approach. This evaluation has a two‐fold purpose: first, to assess the Bank Group’s readiness in helping clients harness the opportunities and mitigate the risks posed by disruptive technologies; and second, to inform the implementation of the Bank Group’s new approach to disruptive technologies and its efforts to become a partner of choice in mobilizing disruptive technologies.

Improving urban governance: Lessons from Ethiopia

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Improving Urban Governance: Lessons from Ethiopia
This brief captures the lessons from evaluating the World Bank’s Ethiopia Urban Local Government Development Project (ULGDP).This brief captures the lessons from evaluating the World Bank’s Ethiopia Urban Local Government Development Project (ULGDP).

Tajikistan CLR Review FY15-18

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This independent review of the World Bank Group's Completion and Learning Review (CLR) covers the period of the Country Partnership Strategy (CPS), FY15-FY18.The government's National Development Strategy (NDS), 2006-2015, aimed at generating sustainable growth, improving public administration, and developing human resources. The CPS original design was broadly aligned with NDS through its three Show MoreThis independent review of the World Bank Group's Completion and Learning Review (CLR) covers the period of the Country Partnership Strategy (CPS), FY15-FY18.The government's National Development Strategy (NDS), 2006-2015, aimed at generating sustainable growth, improving public administration, and developing human resources. The CPS original design was broadly aligned with NDS through its three focus areas: (1) strengthening the role of the private sector; (2) social inclusion; and, (3) promoting regional connectivity. The CPS design also included cross-cutting areas in gender, governance, and climate change. The CPS sought to help Tajikistan transition to a new growth model. The cost of complying with business regulation dropped, although Tajikistan continues to rank the lowest in the Central Asia region per the 2019 Doing Business report. Tax e-filing has exceeded expectations, but taxpayer satisfaction with new procedures was not assessed. The World Bank collaborated effectively with development partners in areas such as energy, water, and governance. INT received ten complaints and launched three investigations which all closed as substantiated.IEG agrees with the lessons and highlights the following: (i) overambitious objectives and/or under-emphasis of institutional impacted the success of the CPS program; (ii) with greater ownership and commitment, the government can (and does) implement “transformational projects” and achieve significant results; and, (iii) uneven governance standards, weak administration capacities, and inadequate internal review practices are constraints to swift implementation and need to be anticipated and managed proactively.IEG adds two lessons: i) A country program should identify objectives that match the level of ambition of the program and its intended results and impact; and ii) Political economy analysis of the drivers of policy reform is necessary early on to accompany implementation of ambitious goals.

Poland: Public Finance, Resilience and Growth Development Policy Loans (PPAR)

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This Project Performance Assessment Report (PPAR) evaluates four lending operations implemented in Poland from 2012 to 2016. The development objectives of the first series were to support Poland’s fiscal consolidation agenda while strengthening fiscal institutions and improving the efficiency and sustainability of social spending. The objectives of the second series were to enhance macroeconomic Show MoreThis Project Performance Assessment Report (PPAR) evaluates four lending operations implemented in Poland from 2012 to 2016. The development objectives of the first series were to support Poland’s fiscal consolidation agenda while strengthening fiscal institutions and improving the efficiency and sustainability of social spending. The objectives of the second series were to enhance macroeconomic resilience, strengthen labor market flexibility and employment promotion, and improve private sector competitiveness and innovation. Ratings for the First and Second Public Finance Development Policy Loans are as follows: Outcome is satisfactory, Risk to development outcome is low, Bank performance is satisfactory, Borrower performance is moderately satisfactory. Ratings for the First and Second Resilience and Growth Development Policy Loans are as follows: Outcome is moderately satisfactory, Risk to development outcome is moderate, Bank performance is satisfactory, and Borrower performance is satisfactory. Lessons include: (i) Development policy lending can help mitigate global economic and financial shocks and protect vulnerable groups in high-income countries when accompanied with timely, high-quality, and responsive technical assistance that supports the reforms. (ii) Where a high-income country is required to implement constitutional provisions or agreed reforms with a regional body, providing support for the implementation of such reforms is likely to enhance the likelihood of success. (iii) RAS are a promising tool for engaging governments in high-income countries when Bank Group staff demonstrate the capacity to produce timely and high-quality analytical products in response to government requests. (iv) Coordinating with other partners in situations where the World Bank is not the largest stakeholder is important for successful implementation of reforms. (v) Analyzing the political cost of implementing proposed reform measures is an important part of policy lending.

Creating Markets to Leverage the Private Sector for Sustainable Development and Growth

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Creating Markets to Leverage the Private Sector for Sustainable Development and Growth
With a strong learning focus, this evaluation is intended to inform the implementation of IFC’s corporate strategy (IFC 3.0) and the contributing roles of the World Bank and MIGA to that strategyWith a strong learning focus, this evaluation is intended to inform the implementation of IFC’s corporate strategy (IFC 3.0) and the contributing roles of the World Bank and MIGA to that strategy

Why systematic engagement is essential to promoting trade and growth: Lessons from World Bank Group experience

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Why systematic engagement is essential to promoting trade and growth
Findings from IEG's recent evaluation, which examined whether efforts to reduce trade costs for World Bank client countries improved their trade competitiveness.Findings from IEG's recent evaluation, which examined whether efforts to reduce trade costs for World Bank client countries improved their trade competitiveness.

El Salvador: Income Support and Employability Project (PPAR)

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This is a Project Performance Assessment Report of the Income Support and Employability Project (P117440) in El Salvador. The project development objective was to (i) provide temporary income support to the urban vulnerable poor, (ii) improve the coverage of labor intermediation and training services to the urban vulnerable poor, and (iii) improve the institutional capacity of the borrower to Show MoreThis is a Project Performance Assessment Report of the Income Support and Employability Project (P117440) in El Salvador. The project development objective was to (i) provide temporary income support to the urban vulnerable poor, (ii) improve the coverage of labor intermediation and training services to the urban vulnerable poor, and (iii) improve the institutional capacity of the borrower to develop an integrated social protection system. The project was approved in November 2009 (fiscal year [FY]10) with an original closing date envisioned for December 2014 (FY15). The project underwent five restructurings throughout implementation. The final closing date was August 2016 (FY17). At appraisal, project cost was estimated at $50 million and government counterpart funding was $4 million. By project closing, $49.3 million of the loan proceeds were disbursed. Ratings for the Income Support and Employability Project are as follows: Outcome was satisfactory, Risk to development outcome was substantial, Bank performance was satisfactory, and Borrower performance was moderately satisfactory. Lessons from this project include: (i) A crisis period can create opportunities for broader reform of an existing social protection system through projects that adequately balance short and long-term objectives. (ii) Ensuring high participation and higher incomes for vulnerable groups requires interventions that are specifically tailored to address the needs of these groups. (iii) In an emergency context, a project can be implemented rapidly and effectively by using the country’s existing capacity when the project relies on an implementing agency with a proven track record and is accompanied by close World Bank supervision. (iv) The support of knowledgeable local actors is critical for the successful implementation of an intervention in areas affected by high levels of crime and violence.