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Report/Evaluation Type:Annual Reviews (RAP)
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Results and Performance of the World Bank Group 2010

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This review is IEG's first Bank Group-wide annual evaluation. It looks at select issues of current relevance related to development results. Regarding the World Bank, this report considers the importance of decentralization but, based on limited data, does not find any association with project performance. At IFC, a number of projects show gaps in quality at entry⠔a specific rating⠔relative Show MoreThis review is IEG's first Bank Group-wide annual evaluation. It looks at select issues of current relevance related to development results. Regarding the World Bank, this report considers the importance of decentralization but, based on limited data, does not find any association with project performance. At IFC, a number of projects show gaps in quality at entry⠔a specific rating⠔relative to the institution's credit review guidelines. For MIGA to deliver on its development mandate and improve project development outcomes, strengthening the quality of underwriting is critical. Emphasizing these synergies, Part I of this report discusses recent activities and results of the World Bank Group; Part II focuses on select issues in development effectiveness at each institution. A separate volume contains a detailed review and rating of management response and actions regarding recommendations from IEG from recent years.

2004 Annual Review of Development Effectiveness: The Bank's Contributions to Poverty Reduction

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The Bank has refocused its mission and corporate strategy to help contribute to poverty reduction, based on a two-pillar strategy which emphasizes growth and social issues, including empowerment and security. It has rightly adopted a multi-dimensional approach to poverty that is broader than just income. The Bank should further elaborate its business models, such as PRSPs, LICUS, and MICs to make Show MoreThe Bank has refocused its mission and corporate strategy to help contribute to poverty reduction, based on a two-pillar strategy which emphasizes growth and social issues, including empowerment and security. It has rightly adopted a multi-dimensional approach to poverty that is broader than just income. The Bank should further elaborate its business models, such as PRSPs, LICUS, and MICs to make them more fully consistent with poverty reduction in varying country settings. Linking the Bank's interventions at the country level to poverty reduction will require a sharper results focus. The Bank's global programs should also be more explicitly linked to needs of developing countries and to poverty reduction. The Bank needs to devote more attention to growth and the interaction between growth and the social aspects of poverty reduction. It would be timely to assess the impact of the Bank's work on governance and harness the links between governance and investment climate. The Bank needs to better demonstrate the poverty impact of its interventions aimed at empowerment and human development.

2004 Annual Review of Development Effectiveness: The Bank's Contributions to Poverty Reduction (Statistical Annex)

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The Bank has refocused its mission and corporate strategy to help contribute to poverty reduction, based on a two-pillar strategy which emphasizes growth and social issues, including empowerment and security. It has rightly adopted a multi-dimensional approach to poverty that is broader than just income. The Bank should further elaborate its business models, such as PRSPs, LICUS, and MICs to make Show MoreThe Bank has refocused its mission and corporate strategy to help contribute to poverty reduction, based on a two-pillar strategy which emphasizes growth and social issues, including empowerment and security. It has rightly adopted a multi-dimensional approach to poverty that is broader than just income. The Bank should further elaborate its business models, such as PRSPs, LICUS, and MICs to make them more fully consistent with poverty reduction in varying country settings. Linking the Bank?s interventions at the country level to poverty reduction will require a sharper results focus. The Bank's global programs should also be more explicitly linked to needs of developing countries and to poverty reduction. The Bank needs to devote more attention to growth and the interaction between growth and the social aspects of poverty reduction. It would be timely to assess the impact of the Bank's work on governance and harness the links between governance and investment climate. The Bank needs to better demonstrate the poverty impact of its interventions aimed at empowerment and human development.

Results and Performance of the World Bank Group 2018

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results and performance of the world bank group 2018, rap 2018
The Results and Performance of the World Bank Group (RAP) report is IEG's annual review of the development effectiveness of the World Bank Group. The report synthesizes trends in ratings and identifies explanatory factors behind portfolio performance.The Results and Performance of the World Bank Group (RAP) report is IEG's annual review of the development effectiveness of the World Bank Group. The report synthesizes trends in ratings and identifies explanatory factors behind portfolio performance.

Annual Review of Development Effectiveness (ARDE) 2000: From Strategy to Results (main report)

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The ARDE 2000 tracks the Bank's operational performance based on the findings of recent OED evaluations of projects, country programs, and sector and thematic work and illustrates the lessons that emerge. The Bank's role in the increasingly complex global environment is examined in the context of the tensions and tradeoffs among diverse goals that are part of Bank work balancing country Show MoreThe ARDE 2000 tracks the Bank's operational performance based on the findings of recent OED evaluations of projects, country programs, and sector and thematic work and illustrates the lessons that emerge. The Bank's role in the increasingly complex global environment is examined in the context of the tensions and tradeoffs among diverse goals that are part of Bank work balancing country performance with poverty prevalence in resource allocation, adapting global knowledge to local conditions, and achieving a balance between comprehensive approaches and selectivity in programs and partnerships.

Supplemental Tables to the 1999 Annual Review of Development Effectiveness

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1999 Annual Review of Development Effectiveness: Toward a Comprehensive Development Strategy

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This book is a step toward a more comprehensive assessment of the World Bank's effectiveness. It lays out issues in defining and measuring the Bank's development effectiveness in a changing global environment, underscores the importance of moving toward a more results-oriented system for improved institutional learning and accountability in meeting strategic goals, examines some of the strategic Show MoreThis book is a step toward a more comprehensive assessment of the World Bank's effectiveness. It lays out issues in defining and measuring the Bank's development effectiveness in a changing global environment, underscores the importance of moving toward a more results-oriented system for improved institutional learning and accountability in meeting strategic goals, examines some of the strategic dimensions of evaluation results, and analyzes the determinants of project performance at the level of country portfolios and individual projects.

MIGA's Financial Sector Guarantees in a Strategic Context

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This report aims to to inform the design and the implementation of MIGA's new Strategic Directions FY12⠓14 by drawing lessons from recent experience with one of MIGA's main pillars, financial sector guarantees. The new strategy coincides with the beginning of the post-Convention change era. Its key challenge will be to enable the Agency to better exploit its original mandate and take full Show MoreThis report aims to to inform the design and the implementation of MIGA's new Strategic Directions FY12⠓14 by drawing lessons from recent experience with one of MIGA's main pillars, financial sector guarantees. The new strategy coincides with the beginning of the post-Convention change era. Its key challenge will be to enable the Agency to better exploit its original mandate and take full advantage of the new opportunities opened up by the changes to MIGA's Convention. The report begins by looking at the implementation of MIGA's current strategy, Operational Directions FY09⠓11, and assesses MIGA's performance over the strategy period in relation to the strategy's objectives. MIGA's ability to monitor strategy implementation is assessed in light of MIGA's efforts to introduce key performance indicators over the last three years. The report also presents a conceptual framework for assessing the design of MIGA's upcoming FY12⠓14 strategy ⠓ its completeness, its internal consistency and logic for achieving its strategic objectives, based on IEG's report Evaluating MIGA's FY05⠓08 Strategic Directions. The evaluation provides then an in-depth assessment of MIGA's financial sector guarantees. Financial sector guarantees have the potential to play an important role in development. They may contribute positively to the deepening and broadening of financial markets. Positive development impacts can also ensue from MIGA's support for the entry of foreign banks into developing country financial systems that accelerate the introduction of new technologies and management approaches. With financial sector guarantees being MIGA's most important business segment in terms of volume of newly issued guarantees and their role in the World Bank Group's response to the global financial crisis, they are at the center stage of MIGA's strategy and operations. The evaluation distills findings about the development effectiveness of projects in this sector and MIGA's effectiveness in underwriting them, and considers issues of financial sector guarantees' alignment with MIGA's strategic priorities. The report concludes by discussing possible factors for strategy implementation, and identifies issues aimed at strengthening MIGA's ability to implement its new strategy going forward.

Results and Performance of the World Bank Group 2011 (Vol. 1: Full Report)

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To help reduce poverty in developing countries, the World Bank Group supports four core development goals at the global and country levels: expanding economic opportunities, enhancing human development, mitigating socioeconomic and environmental risks, and improving governance and public sector effectiveness. Good progress was made in these areas by the developing countries in the first half of Show MoreTo help reduce poverty in developing countries, the World Bank Group supports four core development goals at the global and country levels: expanding economic opportunities, enhancing human development, mitigating socioeconomic and environmental risks, and improving governance and public sector effectiveness. Good progress was made in these areas by the developing countries in the first half of the 2000s, although recent global economic crises as well as natural disasters contributed to setbacks, and global climate change continues to threaten progress.