Can the Private Sector Accelerate the Shift to a Circular Economy?
Web Resource
How can the World Bank Group effectively address constraints to foster the power of the private sector in municipal solid waste management? Evidence from groundbreaking projects shows that collaboration and continuity are key. How can the World Bank Group effectively address constraints to foster the power of the private sector in municipal solid waste management? Evidence from groundbreaking projects shows that collaboration and continuity are key.
International Finance Corporation Country Diagnostics and Strategies Under IFC 3.0: An Early-Stage Assessment (Approach Paper)
PDF file
In December 2016, the International Finance Corporation (IFC) introduced its latest strategy, IFC 3.0, which aimed to enhance IFC’s development impact by creating “new and stronger markets for private sector solutions” (IFC 2019) and “mobilizing private capital at significant scale” (IFC 2021) where it is needed the most. To achieve IFC 3.0’s aims of market creation and private capital Show MoreIn December 2016, the International Finance Corporation (IFC) introduced its latest strategy, IFC 3.0, which aimed to enhance IFC’s development impact by creating “new and stronger markets for private sector solutions” (IFC 2019) and “mobilizing private capital at significant scale” (IFC 2021) where it is needed the most. To achieve IFC 3.0’s aims of market creation and private capital mobilization at scale, IFC recognized it would need new tools and analytical capabilities to: (i) Develop a deeper understanding of the constraints limiting private sector solutions and opportunities in each country’s economy, including in key enabling and productive sectors; and (ii) Allow for a more strategic selection, sequencing, and implementation of its activities and stronger coordination across the World Bank Group. At the country level, IFC 3.0’s tools included a new diagnostic instrument, the Country Private Sector Diagnostic (CPSD), and a new strategy instrument, the IFC Country Strategy. The objective of the evaluation is to assess whether IFC Country Strategies and CPSDs have enhanced IFC’s ability to create markets and mobilize capital at scale and have informed Bank Group collaboration on private sector development. The evaluation will focus on IFC Country Strategies and CPSDs completed since their inception in fiscal year (FY)18. The evaluation will cover all 50 IFC Country Strategies and the 31 CPSDs completed between FY18 and December 31, 2021.
World Bank Group Engagement with Morocco 2011–21 (Approach Paper)
PDF file
This Country Program Evaluation aims to assess the World Bank Group’s contribution to Morocco’s development trajectory over the past decade (fiscal years 2011–21) and is timed to inform the next Country Partnership Framework and future Bank Group engagements in the country. The Country Program Evaluation will use a range of methods to assess how the Bank Group has supported Morocco’s efforts to Show MoreThis Country Program Evaluation aims to assess the World Bank Group’s contribution to Morocco’s development trajectory over the past decade (fiscal years 2011–21) and is timed to inform the next Country Partnership Framework and future Bank Group engagements in the country. The Country Program Evaluation will use a range of methods to assess how the Bank Group has supported Morocco’s efforts to tackle major constraints to achieving its objective of reaching upper-middle-income-country status. The evaluation will focus on three outcome areas: (i) fostering private sector–led growth that absorbs a growing labor force; (ii) strengthening inclusive human capital formation and addressing the obstacles to women and youth labor force participation; and (iii) reducing climate risks and natural resource depletion and addressing their combined effects on the most vulnerable people, especially in rural areas.
Public Utility Reform: What lessons can we learn from IEG evaluations in the energy and water sectors?
PDF file
This synthesis provides a review of operationally relevant findings and lessons from World Bank-supported utility reforms in the energy and water sectors, as identified in IEG evaluation products.This synthesis provides a review of operationally relevant findings and lessons from World Bank-supported utility reforms in the energy and water sectors, as identified in IEG evaluation products.
Meet The Evaluator: Anna Aghumian
Web Resource
In this audio interview we meet the Independent Evaluation Group’s (IEG) Anna Aghumian. She is a senior evaluator who specializes in the World Bank Group’s global work, multi-donor partnerships, and global public goods. She is also a seasoned telecommuter. Music: Goatmilk
Listen to how IEG's Anna Aghumian is zooming into the World Bank Group’s global work, multi-donor partnerships, and global Show MoreIn this audio interview we meet the Independent Evaluation Group’s (IEG) Anna Aghumian. She is a senior evaluator who specializes in the World Bank Group’s global work, multi-donor partnerships, and global public goods. She is also a seasoned telecommuter. Music: Goatmilk
Listen to how IEG's Anna Aghumian is zooming into the World Bank Group’s global work, multi-donor partnerships, and global public goods.
IEG · Meet the Evaluator: Anna Aghumian
Pakistan: First and Second Programmatic Fiscally Sustainable and Inclusive Growth Development Policy Credit (PPAR)
PDF file
This Project Performance Assessment Report evaluates a programmatic series of two development policy operations for Pakistan. The series was the World Bank’s first policy-based operation in Pakistan in more than a decade. The project development objective was to (a) foster private and financial sector development to bolster economic growth, and (b) mobilize revenue while expanding fiscal space to Show MoreThis Project Performance Assessment Report evaluates a programmatic series of two development policy operations for Pakistan. The series was the World Bank’s first policy-based operation in Pakistan in more than a decade. The project development objective was to (a) foster private and financial sector development to bolster economic growth, and (b) mobilize revenue while expanding fiscal space to priority social needs”. The objective was matched by two policy areas. The first policy area covered reforming trade tariffs, privatizing state-owned enterprises, improving business registration, developing the microinsurance sector, and improving the availability of credit information. The second policy area covered improving revenue performance and enhancing the social safety net program.
Ratings for the First and Second Programmatic Fiscally Sustainable and Inclusive Growth Development Policy Credits are as follows: Outcome was moderately satisfactory, Risk to development outcome was high, Bank performance was moderately satisfactory, Borrower performance was moderately unsatisfactory, and Quality of M&E was modest. This PPAR offers the following lessons: (i) In Pakistan, the World Bank reengagement with development policy lending after a long break benefited from a longer-term strategy (or program) that provides for several interrelated DPCs, a large and relevant technical assistance program, and close cooperation with the IMF. (ii) Dividing important sectoral issues among separate operations could be an effective strategy when the government is facing multiple reform challenges. (iii) Political economy analysis and communication support related to politically sensitive reforms were insufficient.
The International Finance Corporation’s and Multilateral Investment Guarantee Agency’s Support for Private Investment in Fragile and Conflict-Affected Situations (Approach Paper)
PDF file
In countries affected by fragility, conflict, and violence (FCV), the private sector can play a critical role in providing jobs and income. Inclusive and sustainable economic growth led by private investment can help heal grievances stemming from economic exclusion. Although the private sector in fragile environments and in conflict is often informal, constrained, and distorted and may involve Show MoreIn countries affected by fragility, conflict, and violence (FCV), the private sector can play a critical role in providing jobs and income. Inclusive and sustainable economic growth led by private investment can help heal grievances stemming from economic exclusion. Although the private sector in fragile environments and in conflict is often informal, constrained, and distorted and may involve entities that are parties to conflict, it is essential for providing livelihoods, income, and services to people. This evaluation seeks to inform the implementation of the Bank Group FCV strategy and IFC’s and MIGA’s commitments to scale up investments in FCS. As the Bank Group is launching its 2020–25 FCV strategy, this evaluation will inform its implementation. The report will help gauge the effectiveness of and develop lessons from efforts to enhance the range of IFC and MIGA initiatives to scale up and improve sustainable private investments in FCS under the Capital Increase Package and IFC’s and MIGA’s strategies.
What is blended finance, and how can it help deliver successful high-impact, high-risk projects?
Web Resource
An introduction to an effective tool to crowd in private sector financing where it is most needed.An introduction to an effective tool to crowd in private sector financing where it is most needed.
Burundi - Completion and Learning Review : IEG Review
Web Resource
This review of the World Bank Group’s (WBG) Completion and Learning Review (CLR) covers the period of the Country Assistance Strategy (CAS), FY13-16, and updated in the Performance and Learning Review (PLR) dated February 25, 2015. The World Bank Group’s (WBG) CAS had three focus areas: (i) improving competitiveness, (ii) improving resilience by consolidating social stability, and (iii) Show MoreThis review of the World Bank Group’s (WBG) Completion and Learning Review (CLR) covers the period of the Country Assistance Strategy (CAS), FY13-16, and updated in the Performance and Learning Review (PLR) dated February 25, 2015. The World Bank Group’s (WBG) CAS had three focus areas: (i) improving competitiveness, (ii) improving resilience by consolidating social stability, and (iii) strengthening governance. The CAS was broadly aligned with the Government’s Second National Poverty Reduction Strategy (PRSP II), 2012-2015, which seeks to improve governance, growth and job creation, social services, and environmental/spatial management. Specifically, the CAS focus areas and objectives supported PRSP II objectives on quality of economic infrastructure, promotion of the private sector and job creation, strengthening the social safety net, capacity building and improved
performance in the healthcare system, and fiscal management.
Managing Urban Spatial Growth: An evaluation of World Bank support to land administration, planning and development (Approach Paper)
PDF file
Managing urban spatial growth matters to reduce poverty and promote shared
prosperity. As cities sprawl they become more unequal and inefficient. Land markets enable urban development through private investments in land and assets that guide spatial growth. However, when land management and land use planning are deficient, informal land markets proliferate, fostering the growth of slums and urban Show MoreManaging urban spatial growth matters to reduce poverty and promote shared
prosperity. As cities sprawl they become more unequal and inefficient. Land markets enable urban development through private investments in land and assets that guide spatial growth. However, when land management and land use planning are deficient, informal land markets proliferate, fostering the growth of slums and urban sprawl. The World Bank has outlined an agenda for supporting urbanization which frames urban development in the context of a market‐based approach informed by spatial considerations. For over three decades the World Bank has been supporting and strengthening city institutions which manage urban spatial growth through land administration, land use planning and land development.
The purpose of this evaluation is to assess the relevance and contribution of
WB support to enhance the capacity of clients to manage urban spatial growth
through land administration, land use planning and land development. The
evaluation will document what works and why; and to draw lessons for future
interventions. The evaluation will also assess World Bank support to foster client’s
capacity to meet relevant SDG’s as they relate to the management of urban spatial
growth including, equal rights over ownership and control (SDG 1.4.2), inclusive and
sustainable urbanization and capacity for participatory, integrated and sustainable
human settlement planning and management in all countries (SDG 11.3) as outlined in the United Nations New Urban Agenda 2017‐20305. This evaluation complements the forthcoming evaluation Building Urban Resilience: An evaluation of the World Bank Groups Evolving Experience 2007‐2017.