Report Year
1st MAR Year

Formulate a more systematic approach to improving M&E quality. As the report explains, this would entail building staff and clients' M&E capacity, demonstrating to clients the value of M&E, and provisioning of specialized M&E skills at key moments of the project cycle for targeted projects (applies to the World Bank and IFC).abc

Recommendation Adoption
IEG Rating by Year: mar-rating-popup M NT NT NT Management Rating by Year: mar-rating-mng-popup M NT NT NT
NANot Accepted
NRNot Rated
Findings Conclusions

Identification of problems and solutions could be strengthened by having more reliable monitoring data and using that data more consistently in safe space deliberative meetings aimed at identifying and discussing problems. The M&E systems that generate the underlying evidence for results have long-standing shortcomings, despite various initiatives to strengthen M&E and results orientation. Strengthening M&E is especially important for projects with new or innovative designs and will also require building client M&E capacity in collaboration with partners.

Original Management Response

World Bank Management is committed to continue improving the quality of M&E and agrees with a need for a more systematic approach to strengthening M&E and results orientation. Over the past two years, considerable effort has been made to build M&E capacity, through strengthened and more systematic learning in M&E and RMES activities. In addition to efforts to strengthen learning and knowledge sharing, Management is reviewing various options to better define competencies and provide support to staff engaged in results measurement and M&E, under the Bank’s new career framework and governance structures. This activity is intended to strengthen internal capacity in this area, and is complementary to the parallel effort to provide more systematic oversight and support to ensure the quality of M&E designs at entry and throughout the implementation of projects.

IFC Management remains committed to having a strong and specialized group of IFC M&E staff that supports operational teams, teams working on CPFs and JIPs, and IFC’s clients. IFC’s Development Impact Unit, in particular, and several of the industry strategists play a key role in supporting project teams at appraisal, entry, implementation, supervision, and completion on issues related to development impact and M&E framework. Furthermore, Management continues to support the RMES, which aims at the professionalization of M&E staff across the WBG. All of these initiatives have been approved by management and discussed with CODE as part of IFC’s proposal to enhance its results framework.

Action Plans
Action 1
Action 1 Number:
Action 1 Title:
IFC will strengthen the quality of M&E in projects.
Action 1 Plan:

IFC Action 4.1: Strengthen the support provided by Results Measurement specialists at the development and supervision stages of projects, CPFs and JIPs to improve ex-ante development impact assessment framework and process.
Timeline: FY18

IFC Action 4.2: Develop and implement an M&E training program for operational staff (as part of existing mandatory professional trainings, such as on credit and risk).
Timeline: FY18

IFC Action 4.3: Develop a training program for RMES members, including a possible certification process.
Timeline: FY18

Action 2
Action 3
Action 4
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Action 7
Action 8
IEG Update:
No Updates
Management Update:
No Updates
IEG Update:
No Updates
Management Update:
No Updates
IEG Update:
No Updates
Management Update:
No Updates
IEG Update:

As the update makes clear, IFC RM Specialists play an important role supporting projects, CPFs, and CLRs. IFC has conducted many M&E trainings, and its support for RMES is much welcome. However, achieving the goal of strengthening the quality of M&E in IFC projects will also require stronger and more consistent support by Results Measurement specialists at relevant points in the project cycle. And, as noted also in the response to World Bank management, there is also a need to boost the use of M&E for course corrections and learning lessons.

Management Update:

Action 4.1: In FY17, RM Specialists supported 27 CPFs and PLRs in Tier 1 countries, focused primarily in Africa, ECA, and LAC. IFC produced a total of 75 Tier 1 and 29 Tier 2 CPFs and PLRs in FY17. RM Specialists supported the development of theories of change, objectives, indicators, and targets. IFC also continued its results measurement support in 12 JIPs related to cities, power, agribusiness and health completed in 2016. Action 4.2: IFC Cross-Cutting Advisory Services Support and Services (CASSU) conducts annual training for operational staff which includes a Monitoring and Evaluation (M&E) component. In addition, within the RMES, IFC jointly with the WB developed, tested and successfully delivered three RMES two-day workshops focused on Results Frameworks for the Country Strategy Process. Two workshop (June and Oct. 2016) were focused on RMES members, and a third one (April 2017) was focused on WBG operational staff at all levels e.g., RM, CountryManager, Program Leaders, Strategists. Further, seventeen Anticipating Impact Measurement and Monitoring (AIMM) training workshops were conducted from June – Sept. 2017 for operational and support staff in FIG, INR, MAS, CTT, and the Economics and Private Sector Development VPU (CEDVP).Action 4.3: In FY17, IFC carried out a staff skills assessment exercise to identify training needs/ gaps as a first step towards developing a training program for RMES members a framework for training for IFC RM staff is also currently under development, with delivery and implementation expected for next year.