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Results and Performance of the World Bank Group 2020 (Concept Note)

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With the Results and Performance of the World Bank Group 2020 (RAP 2020), the Independent Evaluation Group (IEG) is rethinking its approach to the annual review of World Bank Group development effectiveness. Similar to past years, the report will synthesize ratings and other evidence from IEG evaluations and validations to give an aggregated picture of the results and performance of the World Show MoreWith the Results and Performance of the World Bank Group 2020 (RAP 2020), the Independent Evaluation Group (IEG) is rethinking its approach to the annual review of World Bank Group development effectiveness. Similar to past years, the report will synthesize ratings and other evidence from IEG evaluations and validations to give an aggregated picture of the results and performance of the World Bank, the International Finance Corporation (IFC), and the Multilateral Investment Guarantee Agency (MIGA). The scope of the report and the data sources used will be broader than in past years to deepen some of the analysis on drivers of performance and allow for the rethinking of statistical methods. The report will review the results, outcomes, and performance of the Bank Group at the level of projects, country programs, and corporate priorities and will also reflect on the systems used to measure outcomes. The RAP will not have a special theme. Its title will stay the same, except for the year, which will be updated to denote the calendar year in which the report is finalized. Hence, although the previous RAP was titled RAP 2018, the next one will be titled RAP 2020.

The World Bank Group Partnership with the Philippines, 2009–18

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The World Bank Group Partnership with the Philippines, 2009–18 Country Program Evaluation
This Country Program Evaluation (CPE) assesses the development effectiveness of the World Bank Group program in the Philippines between 2009 and 2018.This Country Program Evaluation (CPE) assesses the development effectiveness of the World Bank Group program in the Philippines between 2009 and 2018.

Indonesia: Community-based Settlement Rehabilitation and Reconstruction Project for Central and West Java and Yogyakarta Special Region (PPAR)

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The government of Indonesia committed approximately $600 million to fund the reconstruction and rehabilitation of approximately 255,000 homes in the earthquake-affected areas. Several development partners also contributed funds for a significantly smaller reconstruction initiative. At the government’s request, the World Bank used these additional contributions to create a recipient-executed Java Show MoreThe government of Indonesia committed approximately $600 million to fund the reconstruction and rehabilitation of approximately 255,000 homes in the earthquake-affected areas. Several development partners also contributed funds for a significantly smaller reconstruction initiative. At the government’s request, the World Bank used these additional contributions to create a recipient-executed Java Reconstruction Fund (JRF). The World Bank used the JRF’s resources to create the Community-Based Settlement Rehabilitation and Reconstruction Project (CSRRP) for Central and West Java and Yogyakarta Special Region. The CSRRP’s objective was to assist in meeting the needs of eligible households for earthquake-resistant housing and community infrastructure in the affected areas. These objectives were to be achieved through a community-based approach in which beneficiaries would have a major role in decision-making about reconstruction of their homes and the construction of their communities’ infrastructure. Ratings for the Community-based Settlement Rehabilitation and Reconstruction Project (CSRRP) are as follows: Outcome was moderately satisfactory, Risk to development are modest, Bank performance was moderately satisfactory, and Borrower performance was satisfactory. Key lessons from the experience of the project include the following: (i) A community-based approach to postdisaster reconstruction can be effective and efficient in a context in which there is prior experience and existing institutions and cultural norms that favor it. (ii) Careful attention is essential in deciding who will be assisted financially in reconstructing homes, the amount of assistance to be provided, and the perceived effects and consequences of these decisions. (iii) The disaster resilience of project-provided housing can be undermined by subsequent expansion or enlargement of the housing. (iv) Community settlement or similar development plans may not meaningfully support disaster risk reduction unless these plans meet several essential conditions. (v) Women’s participation in community-driven development is a challenge to ensure when their interests, experiences, and perspectives are not properly considered in a project’s design, for example, through a gender analysis that identifies potential opportunities and obstacles to their meaningful participation in decision-making.

India: Andhra Pradesh and Telangana State Community-Based Tank Management Project (PPAR)

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This Project Performance Assessment Report assesses the development effectiveness of India’s Andhra Pradesh and Telangana State Community-Based Tank Management Project, which was approved in 2007 and closed in 2016. The development objectives of the project were to (i) improve agricultural productivity with the assistance of selected tank-based producers; and (ii) improve the management of tank Show MoreThis Project Performance Assessment Report assesses the development effectiveness of India’s Andhra Pradesh and Telangana State Community-Based Tank Management Project, which was approved in 2007 and closed in 2016. The development objectives of the project were to (i) improve agricultural productivity with the assistance of selected tank-based producers; and (ii) improve the management of tank systems with the assistance of selected water user associations. Ratings for this review are as follows: Outcome was satisfactory, Risk to development outcome was substantial, Bank performance was moderately satisfactory, and Borrower performance was moderately satisfactory. Lessons from this review include: (i) The potential economic benefits from improved irrigation infrastructure cannot be adequately realized by beneficiaries without the coordinated and ongoing support of multiple government agencies and research extension services in agriculture. (ii) Continued support to WUAs in terms of resources and social intermediation, such as through nongovernmental organizations, is key to enhancing their capacity for improved water management in drought-prone areas. (iii) Benefits from increased water availability can be further increased if cropping decisions by smallholder farmers in drought-prone areas are informed by water budgeting and collective governance principles for sustainable use.

The Key to Making Cities More Resilient? Accountability.

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The Key to Making Cities More Resilient? Accountability.
Governments and lending institutions must learn to identify—and track the progress of—interventions that build resilience in urban areas.Governments and lending institutions must learn to identify—and track the progress of—interventions that build resilience in urban areas.

Cabo Verde CLR Review FY15-17

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During the CPS period, Cabo Verde’s economy grew annually by an average of 3.2%, an improvement over the average 0.83% growth during 2012-2014. The percentage of the population below the national poverty line fell from 58% in 2001 to 35% in 2015. Cabo Verde’s UN Human Development Index rose from 0.647 in 2015 to 0.654 in 2017, and its rank increased from 132nd of 187 countries Show MoreDuring the CPS period, Cabo Verde’s economy grew annually by an average of 3.2%, an improvement over the average 0.83% growth during 2012-2014. The percentage of the population below the national poverty line fell from 58% in 2001 to 35% in 2015. Cabo Verde’s UN Human Development Index rose from 0.647 in 2015 to 0.654 in 2017, and its rank increased from 132nd of 187 countries in 2013 to 125th of 189 countries in 2015. Development challenges during the CPS period stemmed from the continuing effects of the 2008-2009 global financial crisis. The government responded to the crisis with an ambitious counter-cyclical investment program, leading to increased deficits and reversing a previously declining trajectory of public debt. Major ongoing constraints included lack of human capital (workforce skills), insufficient connectivity (transport, communications, and electricity) among the country’s ten islands; weak public sector performance; poor business climate; and lack of resilience to trade volatility and to climactic and geological hazards.

Building Urban Resilience: An Evaluation of the World Bank Group’s Evolving Experience (2007-2017)

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Building Urban Resilience: An Evaluation of the World Bank Group’s Evolving Experience
This evaluation examines the World Bank Group’s evolving experience in building resilience in urban areas during the period 2007–17. The focus of this evaluation is the World Bank Group’s support to clients in building urban resilience—to cope, recover, adapt and transform—in the face of shocks and chronic stresses.This evaluation examines the World Bank Group’s evolving experience in building resilience in urban areas during the period 2007–17. The focus of this evaluation is the World Bank Group’s support to clients in building urban resilience—to cope, recover, adapt and transform—in the face of shocks and chronic stresses.

India: Tamil Nadu Irrigated Agriculture Modernization and Water-Bodies Restoration and Management Project (PPAR)

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This Project Performance Assessment Report assesses the development effectiveness of India’s Tamil Nadu Irrigated Agriculture Modernization and Water-Bodies Restoration and Management (TN-IAMWARM) project, which was approved in 2007 and closed in 2015. The development objective of the project was to assist selected subbasin stakeholders in increasing the productivity of irrigated agriculture in Show MoreThis Project Performance Assessment Report assesses the development effectiveness of India’s Tamil Nadu Irrigated Agriculture Modernization and Water-Bodies Restoration and Management (TN-IAMWARM) project, which was approved in 2007 and closed in 2015. The development objective of the project was to assist selected subbasin stakeholders in increasing the productivity of irrigated agriculture in the state of Tamil Nadu within an integrated water resources management framework. Ratings for this project are as follows: Outcomes was satisfactory, Risk to development was substantial, Bank performance was satisfactory, and Borrower performance was satisfactory. Lessons from the project include: (i) Irrigation project design that combines improvements in infrastructure with activities for improving agricultural and water use practices, agricultural inputs, and marketing support and linkages, can be a viable and effective approach for improving agricultural productivity and rural livelihoods. (ii) For the several line departments that are necessarily involved in multi-dimensional irrigation projects, the provision of appropriate training can play a pivotal role in fostering collaborative behavior among the departments, and to orient them towards the farmer beneficiary as the focal point of their services. (iii) The tone set by the project leadership is crucial for fostering and sustaining collaborative behavior across diverse implementing agencies. (iv) Including a water resource management component in an irrigation project can be a strategically important decision with long-term payoffs but may have to be supplemented by other projects to realize the potential for wider water management and climate smart agricultural policies. (v) Introduction of water budgeting concepts at the village or sub-basin level is a crucial first step to build on by gradually promoting the measurement of water use and agricultural water productivity.

Changes in Carbon Markets and Regulatory Systems from Kyoto to Paris and How the World Bank Group Responded to these Changes (Working Paper)

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This study provides a structured review of the existing literature on changes in international market mechanisms for greenhouse gas reductions and related regulatory systems. The assessment period 1997 to 2016 starts with the signing of the Kyoto Protocol and ends with the entry into force of the Paris Agreement. It can be differentiated into a period of emergence of market mechanisms until 2005 Show MoreThis study provides a structured review of the existing literature on changes in international market mechanisms for greenhouse gas reductions and related regulatory systems. The assessment period 1997 to 2016 starts with the signing of the Kyoto Protocol and ends with the entry into force of the Paris Agreement. It can be differentiated into a period of emergence of market mechanisms until 2005, a gold rush from 2006 to 2011, a fragmentation of markets lasting until 2015, and a brief post-Paris period of relaunch, of a new climate policy agreement. A key aspect of the review is how the World Bank Group responded to changes. The review includes about 300 peer-reviewed articles and about 40 articles from gray literature coming from highly-reputed sources. A large share of the literature examined covers the flexible mechanisms of the Kyoto Protocol with a strong focus on the Clean Development Mechanism (CDM). This is a consequence of the unexpected success of the CDM in the carbon market, at least until 2011–12, as well as the transparency of the mechanism that has facilitated research. As topics and issues related to the international carbon market emerged, the Bank Group tried to address them, focusing on developing countries to enhance their participation in the market. However, there is only limited peer-reviewed literature that assesses the Bank Group strategies and operations. Key changes in markets and regulatory frameworks as well as the responses of the Bank Group can be grouped into four main periods that are briefly discussed below.

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.