Bhutan CLR Review FY15-19
PDF file
This review of the World Bank Group (WBG) Completion and Learning Review (CLR) covers the period of the Country Partnership Strategy (CPS) FY15-19, as updated in the Performance and Learning Review (PLR) dated May 8, 2017. Bhutan is a small, land-locked, lower middle-income country. Between 2015 and 2019 the annual real GDP growth has varied between 6.2 percent and 3.7 percent. The country’s Show MoreThis review of the World Bank Group (WBG) Completion and Learning Review (CLR) covers the period of the Country Partnership Strategy (CPS) FY15-19, as updated in the Performance and Learning Review (PLR) dated May 8, 2017. Bhutan is a small, land-locked, lower middle-income country. Between 2015 and 2019 the annual real GDP growth has varied between 6.2 percent and 3.7 percent. The country’s economic growth was bolstered in recent years by investments in hydropower. Gross National Income (GNI) per capita is now only ten percent below the threshold for upper middle-income countries. Between 2007 and 2017 the poverty headcount ratio (measured at the US$3.20 poverty line in 2011 purchasing power parity terms) dropped from 36 to 12 percent of the population. The CPS noted that Bhutan needed to sustain macroeconomic stability while creating a business environment to promote private sector growth and job creation. The hydro-led growth had created some short-term macroeconomic imbalances, which called for careful management of fiscal and monetary policies. At the same time, it was critical to provide a better investment climate that would be more conducive to private sector development, diversification of the economy and job creation. Also, Bhutan’s large stock of natural capital called for increasing its sustainable contribution to the economy, while protecting the environment and human well-being. Related challenges included rapid urbanization, low agriculture productivity, limited infrastructure, difficult topography, and vulnerability to disaster and climate change. The 2020 Systematic Country Diagnostic (SCD) confirmed these development challenges.
Nigeria CLR Review FY14-19
PDF file
This review of the World Bank Group’s (WBG) Completion and Learning Review (CLR) covers the original period of the Nigeria Country Partnership Strategy (CPS), FY14-17, and the update and extension through FY19 as per the Second Performance and Learning Review (PLR) dated May 2018. The implementation of the CPS program was supported by 26 Bank operations with commitments of US$3.7 billion under Show MoreThis review of the World Bank Group’s (WBG) Completion and Learning Review (CLR) covers the original period of the Nigeria Country Partnership Strategy (CPS), FY14-17, and the update and extension through FY19 as per the Second Performance and Learning Review (PLR) dated May 2018. The implementation of the CPS program was supported by 26 Bank operations with commitments of US$3.7 billion under implementation at the beginning of the CPS and 38 new operations with commitments of US$9.4 billion. IFC invested in 28 projects for US$1.1 billion. MIGA issued three guarantees for US$549 million. The CPS design was well aligned with the challenges the country faced and the stated priorities of government. It also responded well to the challenges that arose during implementation. The CLR drew five lessons. Three of the lessons are: (i) achieving significant impact requires commitment beyond the horizon of a CPS, especially in areas such as energy and conflict mitigation; (ii) it can be difficult to accurately gauge the success or failure of results-based operations since they do not respond to traditional Bank tools for measuring success; and (iii) more care is needed in the selection of CPF objectives and results. In addition, IEG highlights the following two lessons from the CLR and builds on them: (i) The experience from expanding coverage of social assistance programs nationally under a common approach provides lessons that can be used to scale up engagements in other areas. Mainly, to combine the use of federal-level rules, policy coordination mechanisms, monitoring systems and data sharing with state-level program implementation and monitoring systems. (ii) Efforts to address design and implementation challenges included the creation of State Coordination Units to break logjams and the Multi-Sectoral Crisis Response Project (MCRP) to bring together efforts in infrastructure rehabilitation and service delivery in three conflictafflicted states. Further progress could entail absorbing and streamlining within the MCRP sectoral program delivery and institutional structures so as to reduce the number of PIUs and facilitate synergies.
Comoros CLR Review FY14-19
PDF file
This review of the Comoros Completion and Learning Review (CLR) of the World Bank
Group (WBG) Country Partnership Strategy (CPS) covers the CPS period, FY14-FY19, and the Performance and Learning Review (PLR) of December 2018. This is the first CPS for Comoros following a series of Interim Strategy Notes (ISNs), the latest of which was prepared in 2010. The WBG programs under the ISNs were Show MoreThis review of the Comoros Completion and Learning Review (CLR) of the World Bank
Group (WBG) Country Partnership Strategy (CPS) covers the CPS period, FY14-FY19, and the Performance and Learning Review (PLR) of December 2018. This is the first CPS for Comoros following a series of Interim Strategy Notes (ISNs), the latest of which was prepared in 2010. The WBG programs under the ISNs were limited in scope reflecting the high level of political instability, serious governance issues and related low IDA allocations. The CLR highlighted several lessons about a need to ensure a streamlined project design and flexibility in implementation; value of increased WBG presence on the ground; importance of donor coordination; and a need for greater realism and selectivity in the program. IEG particularly agrees that there is need for greater realism and selectivity in the program, throughout the
program, beyond the governance area on which the lesson in the CLR focuses. Being excessively ambitious with respect to institutional targets in a fragile environment increases the risk of program underperformance. IEG adds the following lesson: The decision on a large program expansion at the PLR stage requires a detailed discussion and careful justification in the PLR document because it poses a longer-term implementation risk.
Rwanda CLR Review FY14-20
PDF file
In summary, under the Rwanda CPS for FY14-FY20, the World Bank Group supported the government to address problems in areas and sectors that could help reduce poverty and improve shared prosperity. The CLR’s most relevant lessons are summarized as follows. First, government discipline and leadership enhance the effectiveness of official development assistance and the country’s ability to progress Show MoreIn summary, under the Rwanda CPS for FY14-FY20, the World Bank Group supported the government to address problems in areas and sectors that could help reduce poverty and improve shared prosperity. The CLR’s most relevant lessons are summarized as follows. First, government discipline and leadership enhance the effectiveness of official development assistance and the country’s ability to progress. Second, more qualified people working on financial management, procurement and safeguards is needed to enhance the impact of projects and program. Third, plans for agricultural modernization require considering interactions between the rural and urban labor markets to ensure migrating rural workers have gainful urban employment. Fourth, generating knowledge through ASA can help identify binding constraints and design policy reforms in a timely manner. IEG adds the following lesson: Poor results framework make it difficult to learn from a program’s experience, attribute results to the program and assess its achievements, and build knowledge that can guide future program design and implementation. To assess programs, build knowledge and guide future actions, the WBG needs to ensure CPF Results Frameworks have: (a) a clear and coherent results chain and (b) indicators that can be measured, are useful for assessing the achievement of objectives and are linked to the program’s interventions.. In Rwanda, the CPS results framework has shortcomings that makes it difficult to measure the achievement of some objectives, build knowledge and guide future WBG programs.
Sierra Leone - Completion and Learning Report : IEG Review
PDF file
This is a validation of the Completion and Learning Review (CLR) for the World Bank Group’s
(WBG) engagement in Sierra Leone covering the Country Assistance Strategy (CAS, FY10-FY13). For
completeness and learning purposes, and while the CAS formally expired in FY13, IEG has elected to
examine the period FY14-FY19 as well as no CPF was in place to replace the CAS. Owing to data
limitations and in Show MoreThis is a validation of the Completion and Learning Review (CLR) for the World Bank Group’s
(WBG) engagement in Sierra Leone covering the Country Assistance Strategy (CAS, FY10-FY13). For
completeness and learning purposes, and while the CAS formally expired in FY13, IEG has elected to
examine the period FY14-FY19 as well as no CPF was in place to replace the CAS. Owing to data
limitations and in line with relevant provisions of the Working Arrangements between the Independent
Evaluation Group and WBG, IEG’s review does not rate the CAS’s overall development outcome or the
World Bank Group’s performance.
Myanmar – Completion and Learning Report : IEG Review
PDF file
This review of the World Bank Group’s (WBG) Completion and Learning Review (CLR) covers the period of the Country Partnership Framework (CPF), FY15-FY17, and updated in the Performance and Learning Review (PLR) dated June 2, 2017, which extended the CPF period by two years to FY19. This CPF followed the end-2012 Interim Strategy Note (ISN) that resumed WBG operations after a hiatus of about 25 Show MoreThis review of the World Bank Group’s (WBG) Completion and Learning Review (CLR) covers the period of the Country Partnership Framework (CPF), FY15-FY17, and updated in the Performance and Learning Review (PLR) dated June 2, 2017, which extended the CPF period by two years to FY19. This CPF followed the end-2012 Interim Strategy Note (ISN) that resumed WBG operations after a hiatus of about 25 years. To support the Government’s development efforts, the WBG implemented a major expansion of its activities (a seven-fold increase in the Bank’s portfolio), possibly beyond what the country could absorb. Nevertheless, this support contributed to good progress on farming productivity; on access to electricity, telecommunications, health, education, and finance; and on the business climate. IEG agrees with the lessons drawn by the CLR. These are reformulated and summarized as follows: (i) In an environment of constrained implementation capacity, projects with diverse objectives and multiple implementing agencies may become unwieldy and lead to delays in project implementation. (ii) A results framework that excludes the program’s cross-cutting issues will impede assessment of success in addressing these issues. (iii) Use of country systems, support of key reform champions, and joint analytical work are among the factors that build trust with counterparts and stakeholders. (iv) Access to and coordination of trust fund resources will encourage effective implementation and collaboration across development partners. (v) Good and timely data is critical for evidence-based policy dialogue and timely response to country developments. (vi) A “one WBG” approach is critical to leverage WBG instruments toward specific objectives such as access to electricity. Seventh, more careful attention to indicators, including their sources, baselines, targets and time frames will facilitate program monitoring. (vii) A “disconnect’ between written implementation rules and actual practices in Myanmar, e.g., on procurement, may cause implementation delays. IEG adds the following lesson: Joint Implementation Plans (JIPs5) can improve the effectiveness of the “one WBG” approach noted by the CLR lessons. WBG CPFs normally intend collaboration across the Bank, IFC, and MIGA, but more often than not, CPFs do not spell out how such collaboration is to happen. Myanmar’s CPF JIP to improve access to electricity helped ensure that joint work would materialize. IEG rates the CPF development outcome as Moderately Satisfactory and WBG performance as Good.
Senegal - Completion and Learning Review : IEG Review
PDF file
Senegal is a lower middle-income country with a Gross National Income per capita of
US$1,410 in 2018. It has a population of 16.3 million (2019). Senegal was among the fastest
growing economies in Africa over the 2013-2017 period, with real GDP growth averaging 5.8% per
year compared with 2.4% annual growth in the 2008-2012 period, with lower growth being
primarily the result of the economy Show MoreSenegal is a lower middle-income country with a Gross National Income per capita of
US$1,410 in 2018. It has a population of 16.3 million (2019). Senegal was among the fastest
growing economies in Africa over the 2013-2017 period, with real GDP growth averaging 5.8% per
year compared with 2.4% annual growth in the 2008-2012 period, with lower growth being
primarily the result of the economy contracting by 8.1% in 2011 as a result of a severe drought.
Services and exports were its main drivers of growth, although all sectors contributed to growth
over the CPS timeframe. In spite of the rapid growth, GNI per capita in US dollar terms was lower
(US$1280) in 2017 than in 2013 (US$1360), because of a sharp depreciation of the CFA franc.
Senegal's human development index stood at 0.505 in 2017 which puts it in the low human
development category, standing at 164 out of 189 countries. Its Gini coefficient was 40.3 in 2011.
Mexico - Completion and Learning Review : IEG Review
PDF file
This review of Mexico’s Completion and Learning Review (CLR) of the World Bank Group’s Country Partnership Strategy (CPS) covers the CPS period FY14-FY19 and the Performance and Learning Review (PLR) of January 26, 2017. Mexico is an upper-middle-income country with a gross national income (GNI) per capita (in current US$) of US$9,180 in 2018. During 2014-18, the average annual GDP growth rate Show MoreThis review of Mexico’s Completion and Learning Review (CLR) of the World Bank Group’s Country Partnership Strategy (CPS) covers the CPS period FY14-FY19 and the Performance and Learning Review (PLR) of January 26, 2017. Mexico is an upper-middle-income country with a gross national income (GNI) per capita (in current US$) of US$9,180 in 2018. During 2014-18, the average annual GDP growth rate was 2.2 percent in a show of resilience in the face of a complex external environment. In the first half of 2019, economic growth came to a virtual halt owing to policy uncertainty, tight monetary conditions and budget under-execution as well as slowing global manufacturing activity. Over the longer term, Mexico’s economic growth has been below the level needed to converge toward advanced country economies. The country’s per capita GDP, which is closely related to productivity, stands at 34 percent of U.S. per capita GDP compared with 49 percent in 1980.2 Poverty rates (share of individuals living on less than the 2011 PPP US$1.90 per day poverty line) fell from 3.8 percent of the population in 2016 to 2.2 percent in 2016. There was a small decline in the Gini index from 48.7 percent in 2014 to 48.3 in 2016. IEG’s Country Program Evaluation for Mexico (2018) indicates that Mexico’s multidimensional poverty index for the extremely poor fell from 11.3 percent in 2010 to 7.6 percent in 2016, helping reduce the overall index from 46.1 percent to 43.6 percent. At the same time, income growth of the bottom 40 percent was below the population mean.