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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.

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.

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.

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.

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.

Haiti: Port-Au-Prince Neighborhood Housing Reconstruction (PPAR)

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Haiti is one of the poorest countries worldwide, and it has suffered from a long history of natural disasters, compounded with high poverty, weak institutions, and political instability. A major earthquake struck Haiti in January 2010, centered near the capital Port au Prince. About 220,000 people were killed and 300,000 wounded. Damage to buildings and infrastructure was estimated at US$ 7.8 Show MoreHaiti is one of the poorest countries worldwide, and it has suffered from a long history of natural disasters, compounded with high poverty, weak institutions, and political instability. A major earthquake struck Haiti in January 2010, centered near the capital Port au Prince. About 220,000 people were killed and 300,000 wounded. Damage to buildings and infrastructure was estimated at US$ 7.8 billion, exceeding 100% of the country’s GDP. Over a million people were displaced and settled in internally displaced persons (IDP) camps. Already weak government capacity was further overwhelmed with the deaths of 16,000 staff members. The original project objective was to help residents of selected Port-au-Prince Neighborhoods severely affected by the earthquake return to their communities by supporting them to repair and/or reconstruct their houses and improving basic community service infrastructure. Ratings for the Port Au Prince Neighborhood Housing Project are as follows: Outcome was moderately satisfactory, Risk to development outcome was substantial, Bank performance was moderately satisfactory, and Borrower performance was moderately satisfactory. The assessment offers the following lessons: (i) In the case of catastrophic disasters or in fragile settings, the need to address humanitarian needs and disaster recovery may preclude significant impact on disaster vulnerability reduction. (ii) International NGOs can be effective project implementers in an emergency context where government capacity has been weakened. (iii) Investments in infrastructure can have a larger impact on neighborhood recovery than those from direct housing reconstruction. (iv) Disaster preparedness is critical and requires upfront investment in disaster risk management capacity and in relevant data and analytics, including geospatial data. (v) Projects seeking to support durable responses to crises in FCV countries may need a combination of transitional measures and durable measures targeting vulnerable households. (vi) Pilot efforts may have limited impact if they are not based on a replicable model.

The Future of Carbon Markets for Climate Change Mitigation

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The Future of Carbon Markets for Climate Change Mitigation
Join us for a discussion about the future of carbon markets and carbon pricing solutions for global greenhouse gas emission reduction.Join us for a discussion about the future of carbon markets and carbon pricing solutions for global greenhouse gas emission reduction.

Zambia CLR Review FY13-17

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The review of Zambia’s completion and learning review (CLR) of the World Bank Group’s (WBG) country partnership strategy (CPS) covers the period FY13-FY17. The WBG’s CPS had three focus areas: (a) reducing poverty and vulnerability of the poor; (b) improving competitiveness and infrastructure for growth and employment; and (c) improving governance and strengthening economic management. Cross- Show MoreThe review of Zambia’s completion and learning review (CLR) of the World Bank Group’s (WBG) country partnership strategy (CPS) covers the period FY13-FY17. The WBG’s CPS had three focus areas: (a) reducing poverty and vulnerability of the poor; (b) improving competitiveness and infrastructure for growth and employment; and (c) improving governance and strengthening economic management. Cross-cutting elements included regional integration, strengthening institutional capacity, and addressing governance, gender, and climate change challenges. The CPS was aligned with the government’s sixth national development plan 2013-2016, which aimed to accelerate infrastructure development and economic diversification, promote rural investment, accelerate poverty reduction, and enhance human development. Independent Evaluation Group (IEG) rates the CPS development outcome moderately unsatisfactory. The CLRR agrees with the CLR lessons as specified: (a) collaboration and coordination among stakeholders is critical to improving portfolio quality, (b) the number and design of projects should consider implementation capacity of the country and supervision capacity of the WBG, (c) WBG projects should be reflected in, and aligned with, the government program, (d) the WB can be effective in strengthening institutions at the local level, and (e) incorporating accountability measures in project designs promotes good governance, transparency, and oversight.

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.

Carbon Markets for Greenhouse Gas Emission Reduction in a Warming World

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Carbon Markets for Greenhouse Gas Emission Reduction in a Warming World
This evaluation assesses the role and contributions of the World Bank Group in Carbon Finance (CF) in relation to the needs and priorities of its client countries, its potential comparative advantages, and draws lessons to inform the Bank Group's future strategic direction in CF.This evaluation assesses the role and contributions of the World Bank Group in Carbon Finance (CF) in relation to the needs and priorities of its client countries, its potential comparative advantages, and draws lessons to inform the Bank Group's future strategic direction in CF.