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2002 Annual Report on Evaluation Capacity Development

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Monitoring and evaluation (M&E) is necessary to achieve evidence-based policy-making, management, and accountability these uses make M&E invaluable for the effective management of public expenditures toward poverty reduction. Evaluation capacity development (ECD) aims to achieve sustainable M&E capacities and systems in countries so that they can conduct M&E and utilize its Show MoreMonitoring and evaluation (M&E) is necessary to achieve evidence-based policy-making, management, and accountability these uses make M&E invaluable for the effective management of public expenditures toward poverty reduction. Evaluation capacity development (ECD) aims to achieve sustainable M&E capacities and systems in countries so that they can conduct M&E and utilize its findings. The World Bank is increasing substantially its support for ECD activities, and is now active in 21 countries.

2000-2001 Annual Report on Operations Evaluation

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The Annual Report on Operations Evaluation (AROE) fulfills OED's statutory obligation to assess the adequacy of the Bank's operations evaluation system. Following a suggestion by the Vice President & Controller, this year's AROE uses, for the first time, the Internal Control Integrated Framework (COSO), adopted by the Bank with a view to contributing to a coherent, Bank-wide, integrated risk Show MoreThe Annual Report on Operations Evaluation (AROE) fulfills OED's statutory obligation to assess the adequacy of the Bank's operations evaluation system. Following a suggestion by the Vice President & Controller, this year's AROE uses, for the first time, the Internal Control Integrated Framework (COSO), adopted by the Bank with a view to contributing to a coherent, Bank-wide, integrated risk review process.

2004 Annual Report on Operations Evaluation

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This year's Annual Report on Operations Evaluation assesses how results-oriented the Bank's monitoring and evaluation (M&E) systems are, and the extent to which they contribute to managing for results. International experience shows that organizations typically focus more attention on the technical and procedural aspects of M & E systems than on changing organizational cultures and Show MoreThis year's Annual Report on Operations Evaluation assesses how results-oriented the Bank's monitoring and evaluation (M&E) systems are, and the extent to which they contribute to managing for results. International experience shows that organizations typically focus more attention on the technical and procedural aspects of M & E systems than on changing organizational cultures and incentives. The Bank has improved the results orientation of a number of its product guidelines, and begun to collect better information for decision-making especially at the country program level. But the Bank has not yet given adequate attention to creating an organizational culture that values lesson learning and an incentive framework that promotes managing for results.

2002 Annual Report on Operations Evaluation

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The Annual Report on Operations Evaluation (AROE) fulfills a statutory responsibility of the Operations Evaluation Department (OED) - to attest to the progress, status, and prospects of development accountability and organizational learning within the World Bank. This year's AROE, grounded in a 10-year retrospective of monitoring, evaluation, and risk management systems in the Bank, documents Show MoreThe Annual Report on Operations Evaluation (AROE) fulfills a statutory responsibility of the Operations Evaluation Department (OED) - to attest to the progress, status, and prospects of development accountability and organizational learning within the World Bank. This year's AROE, grounded in a 10-year retrospective of monitoring, evaluation, and risk management systems in the Bank, documents remarkable progress. Further adaptation will be needed to respond to the new demands of the corporate strategy and the Bank's endorsement of the Millennium Development Goals.

2005 Annual Report on Operations Evaluation (AROE)

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The World Bank launched its Managing for Results initiative in 2002 to enhance the effectiveness of its operations. The focus on results reflects interest within the development community and the Bank to better demonstrate the effectiveness of its assistance, and needs to be encouraged. The 2005 Annual Report on Operations Evaluation (AROE) focuses on the country because it is the main unit of Show MoreThe World Bank launched its Managing for Results initiative in 2002 to enhance the effectiveness of its operations. The focus on results reflects interest within the development community and the Bank to better demonstrate the effectiveness of its assistance, and needs to be encouraged. The 2005 Annual Report on Operations Evaluation (AROE) focuses on the country because it is the main unit of account for monitoring, managing, and evaluating performance. It examines Country Assistance Strategies (CASs) for how well they link country goals, CAS outcomes, and Bank programming. It also examines how Bank information from monitoring and evaluation systems is actually used to manage the performance of Bank country programs. Finally, the report takes stock of the measures taken since the 2003 and 2004 AROE to strengthen the results focus in monitoring and evaluation.

2006 Annual Report on Operations Evaluation (AROE)

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The Annual Report on Operations Evaluation (AROE) assesses the progress, status, and prospects for monitoring and evaluating the development effectiveness of World Bank activities. The 2006 AROE asks the question to what extent the World Bank's monitoring and evaluation (M&E) systems provide staff with the information they need to better manage for results. The AROE consists of two parts. The Show MoreThe Annual Report on Operations Evaluation (AROE) assesses the progress, status, and prospects for monitoring and evaluating the development effectiveness of World Bank activities. The 2006 AROE asks the question to what extent the World Bank's monitoring and evaluation (M&E) systems provide staff with the information they need to better manage for results. The AROE consists of two parts. The first focuses on the World Bank and addresses monitoring and evaluation (M&E) within the Bank. The second focuses on the Independent Evaluation Group (IEG) and assesses IEG's effectiveness. The World Bank has been strengthening the results focus of its operations, that is outputs and outcomes of interventions. IEG addresses three questions in this evaluation: (1) What are the implications of the results focus for monitoring and evaluation? (2) What are the constraints and challenges to making use of this performance information at the operational level? (3) How is IEG contributing to this?

A Bridge to the Future

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image of a bridge at sunset. Photo credit shutterstock/ gyn9037

IEG Annual Report 2013

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Learn about IEG's activities and achievements in fiscal year 2013, and the outlook for future work. Learn about IEG's activities and achievements in fiscal year 2013, and the outlook for future work.

IEG Annual Report 2019: Transforming Evidence into Better Outcomes

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IEG Annual Report 2019: Transforming Evidence into Better Outcomes
In a year marked by change throughout the institution, IEG’s commitment to rigorous analysis, innovative methodological approaches, and the sharing of knowledge and lessons remains its foundation.In a year marked by change throughout the institution, IEG’s commitment to rigorous analysis, innovative methodological approaches, and the sharing of knowledge and lessons remains its foundation.

Insights for a Rapidly Changing World

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IEG Annual Report 2020 image of a compass