Search

Report/Evaluation Type:Country Focused ValidationsProject Level Evaluations (PPARs)
Displaying 1 - 10 of 757

Liberia CLR Review FY13-17

PDF file
Liberia is a low-income country with a GNI per capita (Atlas method) of 380 US dollars in 2017. After a period of conflict and instability, Liberia's Gross Domestic Product (GDP) grew at an average annual rate of 6.2 percent during 2003-2013. The ebola virus disease (EVD) crisis of 2014-2016 and a drop in global commodity prices resulted in slower average annual GDP growth of 2.1 percent with per Show MoreLiberia is a low-income country with a GNI per capita (Atlas method) of 380 US dollars in 2017. After a period of conflict and instability, Liberia's Gross Domestic Product (GDP) grew at an average annual rate of 6.2 percent during 2003-2013. The ebola virus disease (EVD) crisis of 2014-2016 and a drop in global commodity prices resulted in slower average annual GDP growth of 2.1 percent with per capita annual GDP growth at -0.4 percent during 2013-2017. As a post conflict country aiming to achieve sustained broad-based growth, Liberia faces several development challenges: large infrastructure gaps, poor education and health indicators, a large youth cohort, lack of economic diversification, and weak public institutions. The World Bank Group's country partnership strategy had three pillars: (i) economic transformation; (ii) human development; and (iii) governance and public sector institutions. In addition, the CPS had two cross-cutting themes of capacity development and gender equality. The CPS focus areas and objectives were well aligned with the government's agenda for transformation with a strong focus on infrastructure. The CLR provided a succinct assessment of the achievement of program objectives. It identified the increases in IDA lending attributable to the EVD outbreak. The CLR review agrees with the CLR lessons: (i) ensure government's strong commitment to the CPF program through close alignment with the country's development plans; (ii) adapt and apply a sound post-conflict and fragile country lens in the design of CPF programs for post conflict countries; (iii) keep an eye on medium-term goals even in the face of a crisis such as EVD; (iv) being selective about cross-cutting themes and including outcomes associated with these themes helps maintain the Government's and Country Team's focus on them throughout implementation. IEG provides the following additional lessons: (i) flexibility of the CPS program enabled the WBG to respond to the EVD crisis in a timely manner; and (ii) trust fund activities need to have a well-articulated strategic focus and explicit selectivity filters to ensure that they contribute to the achievement of CPS objectives.

Kyrgyz Republic CLR Review FY14-17

PDF file
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).

India CLR Review FY13-17

PDF file
This review of the India Completion and Learning Report of the World Bank Group (WBG) Country Partnership Strategy (CPS) covers the CPS period, FY13-FY17, including the CPS Performance and Learning Review (PLR) of September 2, 2015.The overarching goals of the WBG's CPS for India were to help the country accelerate poverty reduction and increase shared prosperity. The CPS was aligned with the Show MoreThis review of the India Completion and Learning Report of the World Bank Group (WBG) Country Partnership Strategy (CPS) covers the CPS period, FY13-FY17, including the CPS Performance and Learning Review (PLR) of September 2, 2015.The overarching goals of the WBG's CPS for India were to help the country accelerate poverty reduction and increase shared prosperity. The CPS was aligned with the government's Twelfth Five Year Plan (2012-2017), which sought high levels of economic growth and prioritized inclusiveness from several perspectives—poverty reduction, group equality, regional balance, and empowerment. The CPS organized its program around three engagement areas (or focus areas): (i) Integration with focus on physical connectivity to improve India's domestic, regional and global integration; (ii) Transformation by facilitating spatial transformation from rural to urban areas and benefitting from agglomeration economies, raising agricultural productivity and encouraging off-farm employment; and (iii) Inclusion by enhancing services in health, nutrition, education and social programs for the disadvantaged groups. The CPS had three cross-cutting themes of governance, environmental sustainability and gender equality which were envisaged to be embedded across the three engagement areas. The CPS committed to allocate 60 percent of the new commitments during the CPS directly to the states, of which half (30 percent) would go to the Low-Income States (LIS) and Special Category States (SCS).The government elected in May 2014 emphasized reforms to promote growth while maintaining attention to inclusion. The government and the WBG agreed to a narrow set of eight priorities to guide the work forward. These eight priorities could have provided the opportunity to consolidate the program interventions and sharpen the results framework. At the PLR, however, the CPS original program objectives remained virtually unchanged. The WBG responded to the new priorities by scaling up its lending and ASA; in effect, broadening the scope of its engagement in India beyond the original design. IEG concurs with key CLR lessons summarized as follows: i) expanding engagement in LIS/SCS requires significant time and resources; (ii) WBG activities in states were characterized by individual sector operations with limited integration, making the sum of engagement less than the parts; (iii) national-level operations supporting GoI Centrally Sponsored Schemes (CSS) were generally effective for scaling up impact and engaging on policy but often had implementation challenges; (iv) the World Bank's ability to support systemic improvements through operations depended on the long-term partnership in the sector more than the amount of financing; (v) an increase in operations with Results Based Frameworks (RBF) during the CPS period appeared to promise stronger impact, but these operations need to ensure that the M&E systems to trigger disbursements are thoroughly developed; and (vi) examples of cross-sectoral operations providing a more holistic approach need to be expanded further.

Rwanda: Fourth Poverty Reduction Strategy Grant, Fifth Poverty Reduction Support Grant, Sixth Poverty Reduction Support Grant, and Seventh Poverty Reduction Support Financing

PDF file
This Project Performance Assessment Report evaluates a programmatic series of four development policy financing (DPF) operations approved for Rwanda over 2008–11. The series consisted of four single-tranche operations: the fourth, fifth, and sixth Poverty Reduction Support Grants (PRSGs), approved in March 2008, 2009, and 2010, respectively, and a seventh Poverty Reduction Support Financing Show MoreThis Project Performance Assessment Report evaluates a programmatic series of four development policy financing (DPF) operations approved for Rwanda over 2008–11. The series consisted of four single-tranche operations: the fourth, fifth, and sixth Poverty Reduction Support Grants (PRSGs), approved in March 2008, 2009, and 2010, respectively, and a seventh Poverty Reduction Support Financing operation (PRSF-7, a combination of grant and credit financing) approved in February 2011. The purpose of the PPAR is to examine the extent to which the series achieved its relevant program development objectives and how well the associated outcomes have been sustained since the series’ closure. In addition to its accountability and lesson learning functions, the PPAR provided inputs to the Independent Evaluation Group’s (IEG) fiscal years (FY) 09–17 Country Program Evaluation for Rwanda. Ratings for this project are as follows: Outcome was moderately satisfactory, Risk to development outcome was moderate, Bank performance was moderately satisfactory, and Borrower performance was moderately satisfactory. Key lessons from the experience of PRSF 4-7 include: (i) Programmatic DPF can be an effective form of support for a well-defined, country-owned reform program. (ii) It is difficult to be definitive about the efficacy of a DPF series unless the results framework is tight-knit, the reforms supported have the requisite depth, and there is a strong and direct causal link between these reforms and the outcomes sought. (iii) A commitment to providing regular, predictable financing in the form of (multisector) general budget support operations implies that the World Bank needs to be prepared to accommodate dilution or deferral of reform content relative to what is foreseen at the outset. (iv) The World Bank can face a hard choice between adhering to a CPAF in a multisector budget support series and fulfilling the good-practice prescriptions in its operational policy for DPF. (v) Successful deployment of an integrated financial management information system can be facilitated by high-level commitment and performance monitoring, sustained external support, and system ownership.

Papua New Guinea: Smallholder Agriculture Development Project (PPAR)

PDF file
Papua and New Guinea (Papua New Guinea) has faced considerable development challenges since its independence in 1975. Through the Smallholder Agriculture Development Project, the World Bank sought to improve community participation in rural areas by supporting the already-established local palm oil production industry. The objective of SADP in the financing agreement (July 2008) was to increase, Show MorePapua and New Guinea (Papua New Guinea) has faced considerable development challenges since its independence in 1975. Through the Smallholder Agriculture Development Project, the World Bank sought to improve community participation in rural areas by supporting the already-established local palm oil production industry. The objective of SADP in the financing agreement (July 2008) was to increase, in a sustainable manner, the level of involvement of targeted communities in their local development through measures aimed at increasing oil palm revenue and local participation. Ratings for the Smallholder Agriculture Development Project are as follows: Outcome was unsatisfactory, Risk to development outcome was high, Bank performance was moderately unsatisfactory, and Borrower performance was unsatisfactory. Lessons from the project include: (i) Projects that seek to improve crop productivity and income on smallholder farms, in addition to CDD, work better when they integrate the two disparate objectives because of the very different implementation modalities involved. (ii) Complex, multidimensional projects require additional oversight and support in environments with weak government implementation capacity. (iii) Creative operational approaches or sufficient institutional support is required in weak-capacity environments to ensure that project disbursements are distributed effectively. (iv) Understanding cultural impacts and how they influence agricultural cash crops in smaller, geographically isolated states is necessary to ensure that political constraints do not reduce the impact of World Bank projects. (v) Agricultural sector road infrastructure investments need to be coordinated sufficiently with domestic private-sector interests and provincial government priorities to ensure sustainability and future operational maintenance.

Turkey: Istanbul Seismic Risk Mitigation and Emergency Preparedness Project (PPAR) (Turkish version)

PDF file
This version of the PPAR report has been translated to Turkish. Turkey faces high vulnerability to earthquakes, with Istanbul posing the most serious risk due its high seismic risk and its role as the population and economic center of Turkey. A major earthquake near Istanbul in 1999 led to over 17,000 deaths and damage estimated at $US 5-13 billion. The World Bank supported a post-earthquake Show MoreThis version of the PPAR report has been translated to Turkish. Turkey faces high vulnerability to earthquakes, with Istanbul posing the most serious risk due its high seismic risk and its role as the population and economic center of Turkey. A major earthquake near Istanbul in 1999 led to over 17,000 deaths and damage estimated at $US 5-13 billion. The World Bank supported a post-earthquake reconstruction project over 1999-2006, but vulnerability to earthquakes remained high, especially for Istanbul. A major earthquake in Istanbul would be catastrophic, and could derail the country’s development trajectory. The government was committed to undertaking disaster risk mitigation, but needed external assistance and support to do so. The World Bank was a suitable partner based on its financing capacity, technical expertise in disaster risk management and mitigation, and credibility and trust in Turkey based on prior disaster risk management engagements. These considerations motivated the creation of the Istanbul Seismic Risk Mitigation and Emergency Preparedness Project (ISMEP) as a proactive risk mitigation effort. Ratings for the Istanbul Seismic Risk Mitigation and Emergency Preparedness Project are as follows: Outcome is highly satisfactory, Risk to development outcome is negligible, Bank performance is satisfactory, and Borrower performance is highly satisfactory. The project offers the following lessons: (i) A sub-national multisector model can be highly effective for reducing disaster risk in a well-functioning major metropolitan area, even in a country where these approaches are unusual. (ii) A semi-autonomous professional project coordination unit can help to ensure effective and efficient project implementation even when dealing with many stakeholders and beneficiary agencies. (iii) Even highly successful project models may not be replicated if they cannot generate strong government ownership and if they rely on exceptional measures. (iv) The World Bank can achieve large scale impact by creating effective project platforms that are able to attract additional financing from other institutions. (v) The World Bank can offer significant value to clients from financing, access to technology, project management experience, and influence - even in megacities in high capacity upper middle-income countries. (vi) Pilot efforts may not support learning if they do not have monitoring and evaluation systems that assess their contribution to program objectives and draw conclusions for the design of future interventions. (vii) Small grants to support municipalities in digitizing their processes can have a significant impact on efficiency and transparency if coupled with highly motivated municipal leadership.

Rwanda: Quality of Decentralized Service Delivery Support Development Policy Operation (PPAR)

PDF file
This Project Performance Assessment Report (PPAR) assesses the Rwanda Quality of Decentralized Service Delivery Support Development Policy Operation, in the amount of $50 million, which was approved by the Board of Executive Directors on May 14, 2013 and closed as scheduled on June 30, 2014. The purpose of the PPAR is to examine the extent to which this development policy operation achieved its Show MoreThis Project Performance Assessment Report (PPAR) assesses the Rwanda Quality of Decentralized Service Delivery Support Development Policy Operation, in the amount of $50 million, which was approved by the Board of Executive Directors on May 14, 2013 and closed as scheduled on June 30, 2014. The purpose of the PPAR is to examine the extent to which this development policy operation achieved its relevant objectives and the sustainability of outcomes after project closure. In addition to its accountability and lesson-learning functions, the PPAR provided input for IEG’s Country Program Evaluation for Rwanda for fiscal years 2009–17. It will also serve the purpose of providing input to an upcoming IEG thematic evaluation on strengthening subnational governments. Ratings for this project are as follows: World Bank’s financial contribution was satisfactory, Risk to development outcome was moderate, Bank performance was satisfactory, and Government performance was satisfactory. The following lessons are drawn from the design and implementation of the program: (i) Strong government ownership and leadership of the reform agenda are important drivers of successful development policy financing. (ii) Rollout of an IFMIS at the local government level can serve as a useful catalyst and vehicle for enhancing local capacity. (iii) Flexibility, agility, and strategic acumen on the World Bank’s part can play a valuable role in resolving a financing impasse that threatens to jeopardize development gains. (iv) In designing a DPO, there may be a trade-off between speed of response and value-added in terms of leveraging reforms.

Burkina Faso: Growth and Competitiveness Credits 1-4 (PPAR)

PDF file
This Project Performance Assessment Report (PPAR) evaluates the Growth and Competitiveness Credit Development Policy Financing series (I–IV) implemented in Burkina Faso between 2012 and 2015. The total cost of the four operations was $359 million equivalent. The first operation was approved by the Board of the International Development Association (IDA) on June 26, 2012, and the last on April 2, Show MoreThis Project Performance Assessment Report (PPAR) evaluates the Growth and Competitiveness Credit Development Policy Financing series (I–IV) implemented in Burkina Faso between 2012 and 2015. The total cost of the four operations was $359 million equivalent. The first operation was approved by the Board of the International Development Association (IDA) on June 26, 2012, and the last on April 2, 2015. The series closed on December 31, 2015. The Independent Evaluation Group (IEG) prepared the report based on interviews, a review of World Bank files, and documents and data collected during a field visit to Burkina Faso in November 2017. The mission met with World Bank staff, government officials, beneficiaries of the reforms, donors, academia, and civil society groups. The evaluation also draws from interviews with the task team leaders and country manager of Burkina Faso. The series followed 11 budget support operations of the Poverty Reduction Support Credits and Grants 1–11 in Burkina Faso and was the only type of development policy operation financed by IDA resources during the period.

Seychelles CLR Review FY12-16

PDF file
The World Bank Group's (WBG) Country Partnership Strategy (CPS) for Seychelles covers the period, FY12-FY15. The CPS was extended by one year to FY16 at the Country Partnership Strategy Progress Report (CPSPR) in FY15. This Review covers both the CPS and CPSPR period, FY12-16.WBG's support for Seychelles was in line with the country's draft Seychelles Medium-Term National Development Strategy Show MoreThe World Bank Group's (WBG) Country Partnership Strategy (CPS) for Seychelles covers the period, FY12-FY15. The CPS was extended by one year to FY16 at the Country Partnership Strategy Progress Report (CPSPR) in FY15. This Review covers both the CPS and CPSPR period, FY12-16.WBG's support for Seychelles was in line with the country's draft Seychelles Medium-Term National Development Strategy 2013–17 (MTNDS), later approved in 2015, which presented the vision and goals for the country. The core aim of the MTNDS was to reduce Seychelles' vulnerability and to provide the basis for long term sustainable development. Specifically, the objective of the MTNDS was to reduce vulnerability, increase resilience, and provide the basis fora sustainable development. The WBG supported the government in reducing vulnerability and building long-term sustainability with a program centered on two pillars: (i) increasing competitiveness and employment and (ii) reducing vulnerability and enhancing resilience, and one cross-cutting foundation, governance and public-sector capacity. The CPS built on the previous Interim Strategy and aimed to deepen and broaden structural reforms via programmatic support using Development Policy Lending (DPL) operations, complemented with Analytical and Advisory Services (ASA), including technical assistance and reimbursable advisory services (RAS).The IEG concurs with key lessons in the CLR: (i) development policy operations can be mobilized quickly and achieve strong results when complemented by sound analysis and technical assistance but it requires commitment and ownership, (ii) deeper understanding and assessment of political economy would help explain the successes and failures of specific reform efforts and identify factors that might otherwise be missed, and (iii) well-designed and updated results framework prove useful for Bank and Government monitoring of program implementation and results.

China: NanGuang Railway Project (PPAR)

PDF file
The purpose of this Project Performance Assessment Report (PPAR) for the World Bank’s NanGuang Railway Project in China is to offer closer and deeper insights on the project’s outcome, based on updated evidence, including an assessment of the project’s contribution to sector reform and institutional improvement. The PPAR is the first of three PPARs, each for a World Bank–financed large railway Show MoreThe purpose of this Project Performance Assessment Report (PPAR) for the World Bank’s NanGuang Railway Project in China is to offer closer and deeper insights on the project’s outcome, based on updated evidence, including an assessment of the project’s contribution to sector reform and institutional improvement. The PPAR is the first of three PPARs, each for a World Bank–financed large railway investment project in China that was completed over the past five years. Although the World Bank’s financing ranged from US$200 million to US$300 million and accounted for a small percentage of the total cost for each project, all three projects provided a platform for railway sector policy engagements between the World Bank and the Government. The goal of the NanGuang Railway Project was to enhance transport services in a congested corridor connecting a large and populous less-developed western region in Southwest China and the more-developed Pearl River delta region, with the aim of contributing to regional economic development. The project was also intended to serve as a platform for the World Bank to continue its policy engagement with the Government of China in the railway sector. Ratings for the NanGuang Railway Project are as follows: Outcome is satisfactory, Risk to development outcome is negligible, Bank performance is satisfactory, and Borrower performance is satisfactory. Lessons from the project include: (i) Sound technical design, project preparation, and implementation management, combined with a strong financial capacity, are a recipe for success for a high-speed railway project. (ii) Agglomeration effects are an important benefit of high-speed rail development and should be incorporated in the benefit-cost analysis of such projects. (iii) Successful reforms in large and complex infrastructure sectors such as railways in China require sustained policy dialogue and engagements. (iv) Good connections of high-speed railway lines with other transport modes and between the rail stations and urban centers are critical to achieving the full benefits of high speed trains.