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Building ownership, consensus, and credibility during economic stabilization: Lessons from Jamaica

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Building ownership, consensus, and credibility during economic stabilization: Lessons from Jamaica
This brief captures the lessons from evaluating a World Bank budget support program implemented in Jamaica—the Economic Stabilization and Foundations for Growth Development Policy Loan (DPL).This brief captures the lessons from evaluating a World Bank budget support program implemented in Jamaica—the Economic Stabilization and Foundations for Growth Development Policy Loan (DPL).

How to support countries that aspire to middle-income status: Lessons from Rwanda

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How to support countries that aspire to middle-income status: Lessons from Rwanda
Insights from evaluation of the World Bank Group's assistance to Rwanda in its journey toward middle-income status.Insights from evaluation of the World Bank Group's assistance to Rwanda in its journey toward middle-income status.

Jamaica Economic Stabilization and Foundations for Growth Development Policy Loan (DPL) (PPAR)

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This Project Performance Assessment Report (PPAR) reviews the Economic Stabilization and Foundations for Growth Development Policy Loan (DPL), approved on December 12, 2013. The objectives of the operation were to improve (i) the investment climate and competitiveness, and (ii) public financial management for sustainable fiscal consolidation. Objectives were highly relevant to country Show MoreThis Project Performance Assessment Report (PPAR) reviews the Economic Stabilization and Foundations for Growth Development Policy Loan (DPL), approved on December 12, 2013. The objectives of the operation were to improve (i) the investment climate and competitiveness, and (ii) public financial management for sustainable fiscal consolidation. Objectives were highly relevant to country conditions and the need to avoid fiscal insolvency and begin implementing a comprehensive program of stabilization and reform. They were closely aligned with the World Bank’s strategy and government priorities. The design of the operation was substantially relevant to challenges, with policy priorities identified based on significant analytical work and nonlending technical assistance. The theory of change was convincing, with clear links among inputs, outputs, and expected results, although some indicators could have been more outcome oriented and clearer in their relation to objectives. One shortcoming of the design was the ambitious time frame for the implementation of some of the reforms related to investment climate and pensions, given the limited institutional capacity and a realistic assessment of the time needed for major legal reforms. Achievement of both objectives is rated substantial. Under the investment climate objective, reforms targeted improvements in contract enforcement, approval of building permits, and registration of micro, small, and medium enterprises to encourage their participation in the formal sector. Under the public financial management and fiscal consolidation objective, the program targeted progress on pension reform, tax reform, civil service reform, cash management, and public investment management. The impact of all reform actions was measured relative to specific indicator targets, which were substantially achieved or exceeded. These achievements were confirmed by additional quantitative indicators, qualitative gauges, and international benchmarking data. Some reforms, such as those in investment climate and pension reform, took longer than originally envisioned, but they proceeded and deepened over time. Cumulative evidence suggests that the reforms supported by the operation have been sustained and, in several areas, deepened during the past six years. This is reflected in the new development policy financing series supported by the World Bank and the International Monetary Fund Stand-By Arrangement that followed the successful conclusion of the three-year arrangement under the International Monetary Fund’s Extended Funding Facility.

World Bank Group’s Support for Crisis Preparedness: Addressing Fiscal and Financial Sector Vulnerabilities (Approach Paper)

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The purpose of this evaluation is to assess the Bank Group’s support to client countries to enhance their preparedness for exogenous shocks through more systematic ex ante identification of vulnerabilities complemented by support to address these vulnerabilities. The evaluation is focused on the period between FY2010 and FY2018, after the global recession, to evaluate whether the Bank Group had Show MoreThe purpose of this evaluation is to assess the Bank Group’s support to client countries to enhance their preparedness for exogenous shocks through more systematic ex ante identification of vulnerabilities complemented by support to address these vulnerabilities. The evaluation is focused on the period between FY2010 and FY2018, after the global recession, to evaluate whether the Bank Group had integrated lessons from the global crisis. This evaluation aims to inform the design and use of WBG strategies, operations, diagnostics and knowledge products that support crisis preparedness in both low-income and middle-income countries.

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.

Managing Urban Spatial Growth: An evaluation of World Bank support to land administration, planning and development (Approach Paper)

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Managing urban spatial growth matters to reduce poverty and promote shared prosperity. As cities sprawl they become more unequal and inefficient. Land markets enable urban development through private investments in land and assets that guide spatial growth. However, when land management and land use planning are deficient, informal land markets proliferate, fostering the growth of slums and urban Show MoreManaging urban spatial growth matters to reduce poverty and promote shared prosperity. As cities sprawl they become more unequal and inefficient. Land markets enable urban development through private investments in land and assets that guide spatial growth. However, when land management and land use planning are deficient, informal land markets proliferate, fostering the growth of slums and urban sprawl. The World Bank has outlined an agenda for supporting urbanization which frames urban development in the context of a market‐based approach informed by spatial considerations. For over three decades the World Bank has been supporting and strengthening city institutions which manage urban spatial growth through land administration, land use planning and land development. The purpose of this evaluation is to assess the relevance and contribution of WB support to enhance the capacity of clients to manage urban spatial growth through land administration, land use planning and land development. The evaluation will document what works and why; and to draw lessons for future interventions. The evaluation will also assess World Bank support to foster client’s capacity to meet relevant SDG’s as they relate to the management of urban spatial growth including, equal rights over ownership and control (SDG 1.4.2), inclusive and sustainable urbanization and capacity for participatory, integrated and sustainable human settlement planning and management in all countries (SDG 11.3) as outlined in the United Nations New Urban Agenda 2017‐20305. This evaluation complements the forthcoming evaluation Building Urban Resilience: An evaluation of the World Bank Groups Evolving Experience 2007‐2017.

Papua New Guinea CLR Review FY13-18

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This review covers the period of the Country Partnership Strategy (CPS), FY13-FY16, and updated in the Performance and Learning Review (PLR) dated July 1, 2016. At the PLR stage, the CPS period was extended by two years. Papua New Guinea (PNG) is a lower middle-income country with a Gross National Income (GNI) per capita of $2,340 in 2017. Oil and gas extraction has been the main driver of Show MoreThis review covers the period of the Country Partnership Strategy (CPS), FY13-FY16, and updated in the Performance and Learning Review (PLR) dated July 1, 2016. At the PLR stage, the CPS period was extended by two years. Papua New Guinea (PNG) is a lower middle-income country with a Gross National Income (GNI) per capita of $2,340 in 2017. Oil and gas extraction has been the main driver of economic growth. During the CPS period, GDP growth varied considerably, from 0.3 percent in 2018 to 15 percent in 2014, due to volatility in commodity prices and disruption in the operations of three major mining and petroleum projects from a 7.5 magnitude earthquake in 2018. The country’s Human Development Index increased from 0.52 percent in 2010 to 0.544 in 2017, ranking 153rd among 189 countries in 2017. PNG rejoined the WBG’s Harmonized List of Fragile and conflict affected situation Countries (FCS) in FY17 and FY18. This list had excluded PNG since 2011. The World Bank Group’s (WBG) CPS had three pillars (or focus areas): (i) increased and more gender-equitable access to inclusive physical and financial infrastructure, (ii) gender equitable improvements in lives and livelihoods, and (iii) increasingly prudent management of revenues and benefits. IEG rated the CPS development outcome as moderately unsatisfactory, and the WBG performance as fair. The CLR provides three lessons: First, portfolio improvements require sustained engagement by all project teams, implementing agencies, and the Government, as well as stronger interagency coordination. Second, PNG’s institutional and social fragility places a premium on understanding political economy factors with a bearing on projects, and on monitoring and ensuring awareness of grievance redress mechanisms. Third, partnerships can help expand ASA, increase the WBG’s impact, and test new ideas.

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

Argentina 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 World Bank Group's Country Partnership Strategy (CPS) for Argentina, FY15-FY18. The CPS had three focus areas: (a) unlocking long-term productivity growth and job creation; (b) increasing access to and quality of social infrastructure and services for the poor; and (c) reducing Show MoreThis independent review of the World Bank Group's Completion and Learning Review (CLR) covers the period of the World Bank Group's Country Partnership Strategy (CPS) for Argentina, FY15-FY18. The CPS had three focus areas: (a) unlocking long-term productivity growth and job creation; (b) increasing access to and quality of social infrastructure and services for the poor; and (c) reducing environmental risks and safeguarding natural resources. Gender and governance were cross-cutting themes to be integrated into WBG engagements. While the CPS was finalized before the 2015 election, the CPS framework remained relevant to the new administration's critical priorities, which included economic reforms to boost long-term productivity growth, developing social infrastructure and services in areas with the highest levels of poverty concentration, and meeting the country's targets for Nationally Determined Contributions for climate change.