Mongolia CLR Review FY13-21
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This review examines the implementation of the FY13-FY17 Mongolia Country Partnership
Strategy (CPS), which was endorsed by the World Bank Group (WBG)’s Board of Executive
Directors in April 2012, updated in the Performance and Learning Review (PLR) of December 2016
(which extended the CPS by six months) and further revised in the PLR of November 2019. At that
time, the CPS period was extended Show MoreThis review examines the implementation of the FY13-FY17 Mongolia Country Partnership
Strategy (CPS), which was endorsed by the World Bank Group (WBG)’s Board of Executive
Directors in April 2012, updated in the Performance and Learning Review (PLR) of December 2016
(which extended the CPS by six months) and further revised in the PLR of November 2019. At that
time, the CPS period was extended retroactively by three years until December 31, 2020.
The CPS had three Focus Areas: (1) enhance Mongolia’s capacity to manage the mining
economy sustainably and transparently; (2) build a sustained and diversified basis for economic
growth and employment in urban and rural areas; and (3) address vulnerabilities and growing
inequality through improved access to services and better service delivery, safety net provision,
and improved disaster risk management. The CPS objectives were well aligned with the country’s
own development goals as set out in various government programs and strategies.
Indonesia CLR Review FY16-20
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This review of the World Bank Group (WBG) Completion and Learning Review (CLR) covers the period of the Country Partnership Framework (CPF) FY16-20, as updated in the Performance and Learning Review (PLR). The review covers WBG activities since July 1, 2015 through June 30, 2020 and not since July 1, 2016 as stated in the CLR.
Indonesia is the world’s fourth Show MoreThis review of the World Bank Group (WBG) Completion and Learning Review (CLR) covers the period of the Country Partnership Framework (CPF) FY16-20, as updated in the Performance and Learning Review (PLR). The review covers WBG activities since July 1, 2015 through June 30, 2020 and not since July 1, 2016 as stated in the CLR.
Indonesia is the world’s fourth most populous nation, with a population of 271 million (2019) across over 6000 inhabited islands. During the CPF period (and up to the COVID pandemic) the economy grew steadily, underpinned by solid macro-economic fundamentals, with an annual GDP growth rate (2016-19) of 5.1 percent. The 2020 SCD Update notes that the poverty rate declined to an all-time low of 9.4 percent in early 2019 and that incomes for the lower 40 percent have climbed, but that the pace of poverty reduction has been only 0.3 percentage points per year post 2010, against 0.6 percentage points per year in 2003-2010. Indonesia’s Gini coefficient declined from 38.6 in 2016 to 37.8 in 2018. The 2015 SCD identified three key pathways to shared prosperity: strong economic and jobs growth, improved access to key services, and better natural resource management.
South Africa CLR Review FY14-18
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South Africa is an upper middle-income country with a GDP per capita (2018) of US$6,354. GDP growth has remained slightly above one percent per year over the past decade, which has resulted in negative GDP growth per capita for every year starting 2015. This low growth has
exacerbated already high unemployment (up from 25.1 percent of labor force in 2014 to a projected 28.6 percent in 2019 – and Show MoreSouth Africa is an upper middle-income country with a GDP per capita (2018) of US$6,354. GDP growth has remained slightly above one percent per year over the past decade, which has resulted in negative GDP growth per capita for every year starting 2015. This low growth has
exacerbated already high unemployment (up from 25.1 percent of labor force in 2014 to a projected 28.6 percent in 2019 – and considerably higher for youth), poverty, and inequality. The government’s vision throughout the CPS period was outlined in the 2030 National Development Plan (NDP) of 2012 that identified three key priorities: raising employment through faster economic growth, improving the quality of education, skills development and innovation, and building the capacity of the state to play a developmental, transformative role.
Bhutan CLR Review FY15-19
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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. 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
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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 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.
Djibouti CLR Review FY14-18
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Djibouti is one of the smallest countries in Africa with a population of 1 million and a lower middle- income country with a GNI per capita of $3,190 in 2018. Djibouti is a fragile state, with an average Country Policy and Institutional Assuagement (CPIA) rating of 2.97 in FY19.1 During 2014-2018, the economy experienced strong growth, at an average annual rate of 6.5 percent, driven by large- Show MoreDjibouti is one of the smallest countries in Africa with a population of 1 million and a lower middle- income country with a GNI per capita of $3,190 in 2018. Djibouti is a fragile state, with an average Country Policy and Institutional Assuagement (CPIA) rating of 2.97 in FY19.1 During 2014-2018, the economy experienced strong growth, at an average annual rate of 6.5 percent, driven by large-scale public investment in infrastructure and logistics services, as well as regional trade. Absolute poverty, measured at $1.90 per day (at 2011 purchasing power parity), dropped from 22.7 percent in 2013 to 17.1 percent in 2017; however, the poverty rate in rural areas remains high (at 57.8 percent as compared with the national poverty rate at 41.2 percent). The unemployment rate is high at 47 percent in 2018. There was a decline in the Gini index from 44.1 percent in 2014 to 41.6 percent in 2017. Djibouti’s UN Human Development Index rose from 0.475 in 2014 to 0.495 in 2018 and it is ranked 171st out of 189 countries. The CPS had two focus areas: (i) reducing vulnerability as reflected in high poverty, high unemployment, and deficits in human development indicators and social service delivery; and (ii) strengthening public and private sector capacity for service delivery; as well as a cross-cutting theme of gender equity. The CPS objectives were broadly congruent with the government’s strategy Djibouti 2035 Vision, which emphasized national peace and unity, diversified and competitive economy, and consolidation of human capital, and highlighted reducing gender inequality as one of three transversal themes. At the PLR stage, several adjustments were introduced to respond to the growing refugee crisis in the country, scaling back work in areas where policy dialogue with the government lagged (e.g., telecoms reform and disaster risk management [DRM]).
Comoros CLR Review FY14-19
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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 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
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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 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
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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 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
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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 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.