Displaying 1 - 10 of 2871
World Bank Group Support to Health Services: Achievements and Challenges
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Join us for a discussion about how the Word Bank Group can best support countries in moving towards universal health coverage in partnership with other actors, including the private sector, and in the context of the Human Capital Project.Join us for a discussion about how the Word Bank Group can best support countries in moving towards universal health coverage in partnership with other actors, including the private sector, and in the context of the Human Capital Project.
A critical step in achieving universal health care: Improving public-private interactions to deliver health services
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What IEG found when evaluating public-private interaction in the health sector of World Bank Group client countriesWhat IEG found when evaluating public-private interaction in the health sector of World Bank Group client countries
Collateral damage: the pitfalls of quantitative measures of success
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An evaluator’s perspective on "Weapons of Math Destruction"An evaluator’s perspective on "Weapons of Math Destruction"
The Future of Carbon Markets for Climate Change Mitigation
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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.
Building the next generation of carbon markets for climate change mitigation
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Countries, international organizations, donors, and the private sector have an opportunity to revitalize and strengthen carbon markets to support the greater emission reduction targets set by the Paris Agreement. Countries, international organizations, donors, and the private sector have an opportunity to revitalize and strengthen carbon markets to support the greater emission reduction targets set by the Paris Agreement.
Paraguay CLR Review FY15-18
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Paraguay - Completion and Learning Review for the Period FY15-FY18 : IEG Review (English)
Paraguay is an upper middle-income country with a population of 6.8 million (2017) and a GNI per capita (Atlas method) of USD 3,920 in 2017.The population is very young (60 percent under thirty years old) and the country is going through a rapid urbanization process from a low base. The country has over Show MoreParaguay - Completion and Learning Review for the Period FY15-FY18 : IEG Review (English)
Paraguay is an upper middle-income country with a population of 6.8 million (2017) and a GNI per capita (Atlas method) of USD 3,920 in 2017.The population is very young (60 percent under thirty years old) and the country is going through a rapid urbanization process from a low base. The country has over the last 15 years achieved solid economic growth (average GDP growth of 4.7 percent per annum) and improved shared prosperity, spurred by abundant natural resources. The CPS for the World Bank Group (WBG) had three pillars (or focus areas): (i) resilience to risks and volatility; (ii) pro-poor delivery of public goods and services; and (iii) agricultural productivity and market integration. The Country Partnership Strategy (CPS) focus areas and objectives were broadly aligned with the government's National Development Plan (NDP) 2014-2030 and supported the NDP's higher level objective to reduce extreme poverty and foster income growth of the bottom 40 percent. The WBG's program components were well aligned with the NDP and addressed important development issues. The program was selective with three focus areas and eight objectives (some of which, however, contained multiple sub-objectives). The Bank demonstrated flexibility by shifting to knowledge services when the demand for IBRD lending dropped in the run-up to the election. However, the results framework had significant shortcomings which were not fully addressed at the PLR stage. The Completion and Learning Review (CLR) highlighted six lessons with which IEG concurs: (i) simplicity in project design helps speed up project implementation; (ii) investment projects may help to build governance and capacity; (iii) a realistic results framework is needed for timely achievement of objectives; (iv) a strong ASA program requires selectivity and government ownership; (v) RASs may help prioritize ASA demand and advance reforms during Paraguay's long project preparation cycles; and (vi) the flexibility afforded by programmatic ASA helps respond to changes in client needs.
A Return to the World Bank Group
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A new year, a new beginning! A new year, a new beginning!
Macedonia, former Yugoslav Republic of: Regional and Local Roads Program Support Project (PPAR)
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This PPAR assesses the development effectiveness of the Regional and Local Roads Program Support project in the former Yugoslav Republic of Macedonia (FYR Macedonia), which was approved in 2008. The original development objective of the project, “to reduce cost of access to markets and services for communities served by regional and local roads,” was revised through a level I restructuring in Show MoreThis PPAR assesses the development effectiveness of the Regional and Local Roads Program Support project in the former Yugoslav Republic of Macedonia (FYR Macedonia), which was approved in 2008. The original development objective of the project, “to reduce cost of access to markets and services for communities served by regional and local roads,” was revised through a level I restructuring in 2013 “to reduce the cost of safe access to markets and services for communities served by regional and local roads in FYR Macedonia’s territory, and to improve institutional capacity for investment planning and road safety.” The revised objective thus introduced the element of road safety to access, as well as institutional capacity for investment planning and road safety.
Ratings for the Regional and Local Roads Program Support Project are as follows: Outcome was satisfactory, Risk to development outcome was substantial, Bank performance was moderately satisfactory, and Borrower performance was satisfactory. Lessons from the project include: (i) Objective criteria developed and applied in a participatory manner can support a transparent framework to allocate investments and maintenance funds in the roads sector. (ii) The decentralization of responsibilities to local governments needs to be accompanied by the availability of commensurate resources and capacity building. (iii) Road safety and road design elements need to be jointly integrated into the project design and monitoring framework to mitigate risks to the effectiveness of road projects. (iv) Road project appraisal requires sufficient time and technical due diligence to ensure effective and timely project implementation.
Ethiopia: Urban Local Government Development Project (PPAR)
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This is the Project Performance Assessment Report for the Urban Local Government Development Project (ULGDP) in Ethiopia, which was approved by the World Bank’s Board of Executive Directors on May 29, 2008, and closed on December 31, 2014. The project’s development objective was to support improved performance in the planning, delivery, and sustained provision of priority municipal services and Show MoreThis is the Project Performance Assessment Report for the Urban Local Government Development Project (ULGDP) in Ethiopia, which was approved by the World Bank’s Board of Executive Directors on May 29, 2008, and closed on December 31, 2014. The project’s development objective was to support improved performance in the planning, delivery, and sustained provision of priority municipal services and infrastructure by urban local governments across the country.
Ratings for Urban Local Government Development Project are as follows: Outcome was satisfactory, Risk to development outcome was negligible to low, Bank performance was satisfactory, and Borrower performance was satisfactory. Lessons from the project include: (i) There is a trade‐off between scope and development outcomes in municipal operations that use performance‐based grants. It is critical to ensure that funding is sufficient to both incentivize behavior at the city level and offer a meaningful level of technical assistance. (ii) A one‐size‐fits‐all approach is ineffective in urban development projects that target multiple cities at various stages of development. (iii) Performance‐based grants should be considered as a preferred method of intermediating intergovernmental fiscal resources to urban local governments in the context of emerging urban systems. (iv) Promoting autonomous decision making at the city level although ensuring that operational rules and supervision are in place is a necessary condition to ensuring the intended use of funds in municipal finance projects. (v) Urban development projects need to balance targeting core city administrative functions as well as improving city management and planning competencies.
World Bank Group Support for the Reform of State-Owned Enterprises, 2007-2018: An IEG Evaluation (Approach Paper)
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State-Owned Enterprises (SOEs) play a critical role in many developing and
emerging economies. Governments use SOEs to pursue economic, social and political
objectives. These can include such objectives as promoting growth in promising sectors or
lagging regions, delivering services to the urban or rural poor or general population,
addressing market failures such as natural monopoly, filling Show MoreState-Owned Enterprises (SOEs) play a critical role in many developing and
emerging economies. Governments use SOEs to pursue economic, social and political
objectives. These can include such objectives as promoting growth in promising sectors or
lagging regions, delivering services to the urban or rural poor or general population,
addressing market failures such as natural monopoly, filling perceived market gaps,
financing investments whose size or risk make private investment unlikely, or addressing
issues of heightened national priority or security.
The evaluation will review the experience of the WBG supporting SOE reforms
over the ten-year period 2008-2018. It will: (i) assess the ways in which WBG support to
SOE reform achieved its stated objectives (including the extent to which those objectives
were aligned with the strategies of the Bank Group, country, and relevant sectors); (ii)
identify what worked (success factors and examples of good practice); and (iii) draw lessons
from factors associated with successful and unsuccessful interventions and country
engagements to inform the Bank Group’s future response to needs for SOE support.