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Meet the Evaluator: Estelle Raimondo

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Meet the Evaluator: Estelle Raimondo
Get to know some of the people behind IEG's evaluations.Get to know some of the people behind IEG's evaluations.

The Missing Middle: addressing income inequality is the next challenge for the Philippines as it approaches UMIC status

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The Missing Middle: addressing income inequality is the next challenge for the Philippines as it approaches UMIC status
How the World Bank Group can build on previous successful engagements to achieve results that go beyond growth numbers.How the World Bank Group can build on previous successful engagements to achieve results that go beyond growth numbers.

Not just what, but how: a strong delivery system was key to the success of the Philippines’ nationwide social protection program

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Not just what, but how: a strong delivery system was key to the success of the Philippines’ nationwide social protection program
Effective system identifies beneficiaries and delivers cash transfers in a regular and reliable way.Effective system identifies beneficiaries and delivers cash transfers in a regular and reliable way.

Bangladesh: Strengthening Public Expenditure Management Program - Strengthening Auditor General’s Office (PPAR)

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This is a Project Performance Assessment Report (PPAR) by the Independent Evaluation Group (IEG) of the World Bank’s project on Bangladesh: Strengthening Auditor General’s Office. The project was selected as part of a pilot initiative by IEG to improve the relevance of the instrument. The PPAR draws lessons from the World Bank’s experience in the context of a challenging public financial Show MoreThis is a Project Performance Assessment Report (PPAR) by the Independent Evaluation Group (IEG) of the World Bank’s project on Bangladesh: Strengthening Auditor General’s Office. The project was selected as part of a pilot initiative by IEG to improve the relevance of the instrument. The PPAR draws lessons from the World Bank’s experience in the context of a challenging public financial management, governance, and political economy environment. The original project development objectives were to (i) strengthen the institutional arrangements of the Office of the Comptroller and Auditor General (OCAG), (ii) enhance the quality and scope of audits, and (iii) enhance the institutional capacity of the Financial Management Academy (FIMA). Reflecting government reluctance to enact the underlying legal changes required by the operation, the project development objectives were revised in 2014 to (i) strengthen the quality, scope, and follow-up of audits; and (ii) create a cadre of internationally accredited professionals in OCAG. Ratings for the Strengthening Public Expenditure Management Program - Strengthening Auditor General’s Office project are as follows: Outcome was moderately satisfactory, Risk to development outcome was substantial, Bank performance was moderately unsatisfactory, and Borrower performance was moderately unsatisfactory. Lesson from the project include: (1) Inadequate assessment of political economy risks to key reforms contributed to unrealistically ambitious project design and targets, leading to shortcomings in implementation. (ii) The project sought to implement a politically sensitive policy reform through the use of technical assistance. The objective could have been more effectively pursued through a different instrument, possibly a development policy operation. (iii) The ability for a pilot to effectively demonstrate the potential of a new way of doing business requires commitment to a systematic assessment of the pilot experience and the dissemination of lessons learned.

Next steps for the World Bank’s new strategy for fragility, conflict and violence: what does the evidence say?

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Next steps for the World Bank’s new strategy for fragility, conflict and violence: what does the evidence say?
Evidence from evaluation can ease the transition from theory to practice.Evidence from evaluation can ease the transition from theory to practice.

Registration for IPDET now open

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Registration for IPDET now open
IPDET's three-week program consists of a week of training on the fundamentals of evaluation followed by two weeks of workshops on specialized topics and latest developments in the field.IPDET's three-week program consists of a week of training on the fundamentals of evaluation followed by two weeks of workshops on specialized topics and latest developments in the field.

Conflicting Results: Measuring outcomes in situations of conflict

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Conflicting Results: Measuring Outcomes in Situations of Conflict
Understanding and measuring the difference between targeted results and overall achievements in fragile situations can be challenging.Understanding and measuring the difference between targeted results and overall achievements in fragile situations can be challenging.

Senegal CLR Review FY13-17

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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 CLR Review FY14-19

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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.

Colombia: Programmatic Productive and Sustainable Cities Development Policy Loans (PPAR)

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This is the Project Performance Assessment Report (PPAR) for the programmatic Productive and Sustainable Cities Development Policy Loans (DPLs; P130972) intended to support the strengthening of the government of Colombia’s policy framework on productive, sustainable, and inclusive cities. The DPL’s objective was and remains highly relevant to the national policy and sector context, and most of Show MoreThis is the Project Performance Assessment Report (PPAR) for the programmatic Productive and Sustainable Cities Development Policy Loans (DPLs; P130972) intended to support the strengthening of the government of Colombia’s policy framework on productive, sustainable, and inclusive cities. The DPL’s objective was and remains highly relevant to the national policy and sector context, and most of the project’s prior actions were substantially designed to fulfill the aims of the DPL reform areas. However, the alignments of some prior actions show weaknesses, especially in the area of achieving more sustainable cities, and with the definition of outcomes and their measurement. Ratings for this project are as follows: outcome was satisfactory, risk to development outcome was modest, bank performance was satisfactory, and borrower performance was satisfactory. Several lessons emerged from this assessment of the Colombian DPL series: (i) Tacit assumptions that additional fiscal outlays will be forthcoming to support prior actions in development policy operations (DPOs) can create risks to the sustainability of policy reforms. (ii) When designing prior actions that require local-level implementation, it is important to consider municipal capacity and the time required to enact local-level reforms. (iii) In designing multisectoral DPOs with many prior actions across sectors, which include local implementation requirements, municipal capacity building may be required. (iv) In the context of multisector DPOs, it is critical that prior actions be directly linked to results indicators so a clear line of sight and envisioned impact is identified ex ante, thus supporting a strong design at entry.