56812 FAST TRACK BRIEF July 13, 2009 The IEG report "Bangladesh Country Assistance Evaluation, 2001-08" was discussed by CODE on July 13, 2009 Bangladesh Country Assistance Evaluation, 2001-08 Bangladesh is among the World Bank's largest IDA-eligible borrowers, with a country portfolio of 21 ac- tive projects and net commitment of $1.9 billion as of FY08. The Bank's strategy has been to support gov- ernment efforts to improve governance as a cross-cutting goal, while also improving the investment cli- mate and empowering the poor. IDA's strategy for Bangladesh and its program during the period 2001-08 were relevant to the country's de- velopment needs, including improving governance and promoting structural reforms in order to consolidate gains in macroeconomic performance, exports, education, and health, and improve the prospects for suc- cessful future development. IDA's strategy and program aligned with those of other development partners, especially from FY06 on under the joint CAS framework. The efficacy of the program varied by sector and over time, but was moderately satisfactory overall when judged against stated goals. There were positive outcomes in several areas of governance (public financial management, tackling corruption, and support- ing local governments), macroeconomic performance, the business environment, agriculture and rural de- velopment, energy, education, and health. Performance in some other areas of governance (especially civil service reform) and in transportation and water supply and sanitation fell well short of objectives. Efficacy might have been greater had more attention been paid to deploying a broader range of instru- ments to support complex institutional reforms; maintaining a minimum level of dialogue and assistance even in difficult sectors, to avoid stop-go programs such as emerged in agriculture and energy; streng- thening monitoring, especially of complex operations, to identify needed midcourse corrections earlier; more fully engaging Bangladeshi counterparts in developing and implementing reforms in governance and private sector development; and coordinating with development partners. IFC was able to realize only a few new investments in the financial and manufacturing sectors. A weak business environment combined with limited presence on the ground, uncompetitive pricing and the wrong incentive system were behind the outcome. IFC increased its engagement in advisory services, showing adaptability, learning from the past, and discipline in its activities. IEG recommends that IDA use its array of instruments to support complex reforms, such as in civil service and anti-corruption programs, and not limit support as it did in this case to Development Support Credits; break with past stop-go patterns even in difficult sectors, recognizing that support may need to be mod- ulated to respond to changing conditions; keep operations better on track by strengthening monitoring and evaluation; fully engage Bangladeshi counterparts; and enhance prioritization and focus of coordination with development partners. IFC could strengthen its staff on the ground and their incentive systems, and be prepared to sustain its engagement in the energy sector in the long run. B angladesh has the world's seventh largest population with 159 million inhabitants and is the world's largest unitary state. It has had a difficult political history, with political power alternating between two parties with little toler- ance for each other. Political power and allegiance track into IEG's ratings of closed projects in Bangladesh were slightly below average for both South Asia and the Bank. During the period under review, IEG evaluated 33 closed IDA-financed projects in Bangladesh, representing $2.8 billion in commit- ments. Outcome was rated satisfactory for 73 percent of the many aspects of civil society, and corruption has often been a projects (by both commitment and number), lower than the normal part of everyday life. The political environment has Bank and regional averages, which were, by value, 83 percent dramatically changed every few years. Despite this, Bangladesh and 82 percent, respectively. Ninety-one percent of the has made remarkable progress in GDP growth, exports, and projects by commitment value were rated sustainable, com- human development. Per capita income has reached $470 pared to 83 percent for the Bank and 89 percent for the (2007, Atlas method), about on par with Ghana. A recent po- South Asia Region. Country Portfolio Performance Reviews verty assessment found that poverty decreased from 57 percent (CPPRs) have not been implemented regularly, nor were oth- in the early 1990s to 40 percent in 2005. er portfolio management initiatives documented. Bangladesh joined the World Bank in 1972 and is also a Analytic Work. Some analytic work was highly relevant and member of IFC and MIGA. Beginning with a credit for relief served as a basis for the dialogue and to help formulate and rehabilitation for $50 million in 1972, a total of 213 cre- projects and, especially, development policy credits. However, dits and grants haven been approved to date for about $13.9 the large volume of economic and sector work (ESW) was billion in commitments. As of end FY08, the Bank had an not always adequately discussed with senior government offi- active portfolio of 21 projects with commitments of $1.9 bil- cials or civil society. The share of IDA's administrative budg- lion, making Bangladesh one of its largest borrowers. et allocated to ESW was 23 percent, slightly less than average for South Asia (26 percent). Bank assistance during the FY01-08 period was delivered under the FY01 and FY06 Country Assistance Strategies (CASs) and Development Partner Coordination. There are a large num- the FY03 CAS Progress Report. These largely reflected the ber of development partners in Bangladesh, and coordination Bank's search for more effective support for Bangladesh's ef- has been an important focus for IDA. This has included a De- forts to sustain and enhance development, even as success in velopment Policy Forum, now chaired by the Government of increasing exports and workers' remittances reduced the coun- Bangladesh, and a local coordinating group, chaired by IDA, try's dependence on foreign assistance, and as awareness in- with sector groups each chaired by a lead development partner. creased that governance issues needed to be addressed more An important aspect of coordination was the 2006 Joint CAS broadly. The 2006 CAS was prepared jointly with key develop- framework, prepared with ADB, DFID, and Japan, which spe- ment partners: the Asian Development Bank (ADB), Japan, and cified lead partners for particular sectors and an implementa- the United Kingdom's Department for International Develop- tion matrix comprising activities of all four partners. Under the ment (DFID). The CASs identified pillars and objectives that Joint CAS, the four partners shared an analysis of the issues were clearly relevant to Bangladesh, although benchmarks were and a strategy for addressing those issues, though retaining not always well specified. Although modified from the 2001 their own business practices and policies. While relations CAS to the 2006 CAS, largely to increase emphasis on gover- among the partners are good, country-level coordination has nance, the main objectives were to improve governance (en- been sporadic and proved more costly than envisaged. Im- compassing much broader objectives than only reducing cor- proved coordination is important, but the particular vehicle of ruption) as a cross-cutting goal with two supporting pillars: (1) a Joint CAS has not been as useful as initially thought. improve the investment climate, including macroeconomic per- An interim Poverty Reduction Strategy Paper entitled "Na- formance, the business environment, infrastructure, agriculture, tional Strategy for Economic Growth, Poverty Reduction and and related sectors for pro-poor growth; and (2) empower the Social Development" was prepared in March 2003, followed poor, including improving services to attain and improve on the by the 2005 PRSP "Unlocking the Potential--National Strat- Millennium Development Goals, enhancing the provision of egy for Accelerated Poverty Reduction." Neither document social services to the poor, and improving local government. had a direct impact on government programs, but the gov- Lending and Portfolio Management. During the period ernment subsequently turned to the consultants who pre- FY01-FY08, IDA committed a total of about $4.83 billion. pared them for advice. However, government counterparts The 2001 CAS called for lending of about $1.4 billion (as- told IEG that over-reliance on consultants discouraged gov- suming one year of low case lending and two years of base ernment commitment, inhibited domestic capacity building, case lending), while the 2003 CAS Progress Report called for and reduced sustainability of outcomes. lending of $2.0 billion, and the 2006 CAS, lending of $ 3.0 An important mechanism for coordination at the sector level billion for FY06-09, for total projected lending of $6.4 billion. has been sectorwide approaches (SWAps), in particular in health The shortfall in commitments was related to a large amount and education. These have proven beneficial in managing assis- of turbulence in the lending program and a number of tance, especially now with a clearer understanding that they en- dropped projects, especially early in the period. tail up-front costs in adapting to the new system. Enhanced 2 monitoring to identify needed corrections earlier would make and exports and workers' remittances grew rapidly, though them even more beneficial. this is attributable largely to government initiatives, with some support from the DSCs. Public revenue grew according to Program Overview targets, largely due to tax revenue reforms implemented in IDA assistance during the review period had positive out- 2008, and public external debt reduction targets were sub- comes in many areas, including some aspects of improving stantially exceeded. IDA contributed to improved tax per- implementation capacity (such as in public financial manage- formance through the DSCs and the FY04 Economic Man- ment and tackling corruption) accelerating private sector de- agement and Technical Assistance project. However, public velopment (such as in managing the policy framework for revenue remains low by international standards, as does pub- private sector development, energy, agriculture) and human lic expenditure. The DSCs supported trade tariff reductions, development (health and education). The outcome of IDA though they are still high relative to other South Asian coun- support fell short of objectives in civil service reform, legal tries, as is the anti-export tax bias. There have been some and judicial reform, voice/empowerment/participation, reductions in administrative barriers. The CAS objectives transportation, and water supply and sanitation. were substantially achieved and macroeconomic management has been strong. However, Bangladesh still ranks very low on Governance. IDA correctly broadened its support for gover- international measures of competitiveness. Overall, the out- nance reforms beyond corruption with the FY06 CAS, encom- come of IDA support for macromanagement and the policy passing implementation capacity (public financial management framework for PSD is rated moderately satisfactory. and public sector reform), corruption, legal and judicial reform, and voice/empowerment/participation. There have been im- Accelerating Private Sector Development and Improving provements in public financial management. Two IDA projects the Investment Climate--Infrastructure. IDA largely supported a new public procurement law and its implementa- withdrew from the energy sector early in the evaluation pe- tion. However, several partners do not yet use the govern- riod because of governance and related concerns. Serious ment's new system, although IDA does (except for interna- shortfalls in production and adverse impacts on PSD ensued, tional competitive bidding). Development Support Credits and IDA wisely began to ramp up its engagement through (DSCs) supported improvements in accounting and auditing carefully structured DSC conditionality, investment lending, and a new strategic budget planning system now used in 20 and technical assistance. The outcome of IDA's support re- ministries, though more needs to be done. By contrast, DSC flects an accelerating pace of reforms and particular achieve- support for public sector reform, and the civil service in partic- ments in rural electrification, assisted by the FY02 Rural Elec- ular, has achieved almost nothing. Promotions are not based trification and Renewable Energy project. IDA was less on merit, and many senior officials are rotated to new positions successful in water supply and sanitation, where it withdrew annually. DSC support for the new Anti-Corruption Commis- from urban water and sanitation (access to safe water and sion has been important in tackling corruption, though, again, sanitation in urban areas has been falling), although the arsen- much more is needed. The judiciary was separated from the ic attenuation program did impact many rural areas. IDA executive branch, but DSC support was of marginal impor- should have been more active and creative in ensuring conti- tance as this was already a government priority. IDA's Legal nuity of operations. In transportation, the rural road network and Judicial Reform project contributed to improved civil court has been improved and expanded, supported by the FY03 administration with reduced case backlogs in a number of dis- Rural Transport Improvement project, among others, and trict courts. But much more needs to be done in those districts there have been some improvements in Dhaka. Important already covered by the reform, and a public outreach compo- corruption and procurement issues are being addressed with nent of the project was dropped, while a large number of dis- assistance from the Bank's Integrity Department. However, tricts are not yet touched by the reforms. IDA did not address some important reforms were not addressed, so that, for ex- case management in the criminal justice system, important for ample, there was little private sector investment. Chittagong the anti-corruption effort. Port operations improved dramatically, in part because of a DSC-supported customs duty reform, but more importantly The IDA program has had only modest impact concerning because the government removed corrupt management and voice/empowerment/participation, despite some effective improved work regulations. Overall, the outcome of IDA work with BRAC University. In many areas of governance, support for infrastructure is rated moderately satisfactory. and in other sectors, outreach to civil society and other part- ners has not been strong. Consequently, Bangladeshi owner- Accelerating Private Sector Development and Improving ship of reforms supported by the Bank has been uneven. the Investment Climate--Agriculture and Rural Devel- Overall, the outcome of IDA support for governance reform opment. IDA's stop-go program in agriculture and rural de- is rated moderately satisfactory. velopment before and during the early part of this evaluation period proved costly, with loss of knowledge and standing as Accelerating Private Sector Development and Improving a respected counterpart. As IDA reengaged during the FY06 the Investment Climate--Macromanagement and the CAS period, it took years to recover from that loss. There Policy Framework for PSD. GDP growth was 5-6 percent were, however, important gains in some CAS objectives, such through the evaluation period, fiscal deficits were contained, 3 as improving disaster management capacities, attributable in cult development challenges. While DSCs were effec- part to the FY09 Recovery and Restoration project and the tive in promoting many reforms, they were not suffi- FY08 Social Investment Program additional financing for cient to motivate others, especially civil service reform. floods, but less progress in strengthening policies for rural In such cases, coordinated support is needed, and growth and strengthening local government, and negligible DSCs should be complemented by other instruments, progress in rationalizing input subsidies. Performance would including investment lending and analytic and advisory have been improved with better donor coordination in the activities (AAA). Concerning the health and education sector. Overall, the outcome of IDA support for agriculture SWAps, for which IDA assistance took the form of and rural development is rated moderately satisfactory. sector investment credits, more creative use of a mix Empowering the Poor--Education. Access to primary and of DSCs and investment lending is essential to provide secondary education has been greatly expanded, but this has not more efficient support to those sectors. been matched by improvements in quality, and efficiency is low · The Bank's stop-go approach in agriculture, urban wa- and access has inequities. Substantial progress has been made in ter supply and sanitation, and energy was not effective. provision of education to girls. However, teacher absenteeism and political interference in the appointment of teachers are still Institutional reforms take time to be completed and important governance issues. Another issue is targeting of the show results. Recognizing that aggregate ceilings on subsidy programs for those attending primary school and for lending, as, for example, under the FY01 CAS low female secondary school pupils. Two SWAps, led by the ADB case, need to be respected, and that levels and modali- but with substantial support from IDA, are addressing these ties of engagement may need to be modulated by sec- issues (subsidy targeting has improved considerably), though tor, more staying power even in the face of adverse re- some midcourse corrections could have been implemented ear- sults may well lead to more productive programs. lier with better monitoring. Implementation could have been Such engagement need not entail large amounts of accelerated with increased investments up front in staff time lending, but could focus on AAA and well-targeted and resources needed to implant SWAp modalities. In its sup- technical assistance lending and small-scale projects porting role, IDA has made effective contributions to education that address critical needs. Legal and judicial reform reform. On balance, given improvements in education and es- may be a subsector where the Bank is in danger of re- pecially in girls' enrollment rates, the outcome of IDA support peating the error of stop-go engagement. for education is rated moderately satisfactory. · Despite some positive results in governance, the Bank Empowering the Poor--Health. Gains in managing popu- has not succeeded in promoting civil service reform, a lation growth have been impressive, and many health indica- high priority, with adverse consequences. This was a tors, such as infant mortality, have improved substantially. difficult objective given the political environment. The The Bank sought to improve sector governance (financial lack of a merit-based system and the rapid rotation of management and procurement) with only modest improve- senior officials make it extremely difficult to plan, pro- ment in local accountability, utilization rates (for which out- gram, and implement reforms, while the associated lack comes are mixed), diversification of service delivery through of accountability heightens the risk of corruption. greater engagement with NGOs (for which there was lagging but slowly improving achievement), and improvement in tu- · The Bank has appropriately focused on corruption is- berculosis detection (which increased from 40 percent in sues in education and health, but needs to enhance its 1995 to nearly universal). On balance, the outcome of IDA focus on other aspects of governance (such as teacher support for health is rated moderately satisfactory. absenteeism) that also detract from service delivery. The overall outcome of IDA support to Bangladesh over the · Monitoring of progress was inadequate, as circum- evaluation period is rated moderately satisfactory, based on IEG stances changed and challenges emerged. For example, ratings of moderately satisfactory on the outcome of each of the education and health SWAps could have been the main areas covered by IDA's program. IEG weighted more effective had monitoring identified weaknesses governance more heavily than the other areas, but beyond earlier and had these been followed promptly by mid- this, the outcome associated with the two main pillars of IDA course corrections. At the country assistance level, the support were weighted evenly, since in many cases their com- FY06 CAS had a long list of milestones and interme- ponents supported cross-cutting objectives defined within the diate indicators, but aside from a few precise quantita- CAS pillars, rather than traditional sector programs. tive targets, there was no indication of how these were Program Findings to be monitored and progress judged. · Many Bangladeshi partners were not fully engaged in · There were many positive findings overall, although important aspects of the assistance program. Important the Bank has had mixed results when it has relied too elements of civil society did not engage in discussions heavily on just one type of instrument to address diffi- 4 concerning governance, nor did key Chambers of effort to remain engaged, helping the country sustain the di- Commerce regularly participate in discussions of PSD. rection and pace of reforms when political developments and other circumstances challenge them. Selective emphasis of · Coordination between the Bank and other development particular sectors should continue, but it should not act as an partners was strong in some sectors but weak in energy on/off switch for key sectors. and water supply, contributing to unsatisfactory out- comes in those sectors. Project implementation in agri- Focus on governance constraints that impede service culture did not benefit from full exchanges of informa- delivery. The low public revenue levels in Bangladesh attach tion with other development partners. However, a premium to governance reform, since governance shortfalls, heightened coordination among external partners has combined with resource constraints, greatly amplify problems proven to be effective and to improve the development in service delivery, especially for the poor and vulnerable. impact of the Bank's assistance, as has been the case Improving subsidy targeting in education and security of with the education and health SWAps. pharmaceuticals in clinics are important examples. · The FY06 Joint CAS framework entailed considerable Strengthen monitoring and evaluation (M&E). The health costs in formulation, and lack of program monitoring and education SWAps could have been even more effective had improved monitoring revealed shortcomings earlier. A well- and evaluation greatly diminished the benefits of the functioning M&E framework is instrumental in building local joint effort. Joint efforts need to be sustained through capacity, sequencing reforms, and making the necessary changes implementation in order for benefits to be realized. and adaptations to the project or program. It should also lend · IFC was not included in the FY06 CAS implementation itself to fostering a greater degree of coordination with external framework and was mentioned only a few times in the partners when these are involved. To help improve CAS design, FY01 CAS framework. Given the focus on accelerating M&E--particularly the results matrix--must be underpinned PSD, the basis for this silence is not clear. by a sound results framework, including well thought out indi- cators and mechanisms to monitor progress. · Interviews with Bank staff indicate that there has been some lack of communication between headquarters Ground the country dialogue in appropriately designed (network) staff and local office (regional) staff. This has and implemented AAA and coordinate closely with other hindered the Bank's ability to provide timely and ap- development partners to bring about greater country propriate support to Bangladesh when assistance was ownership with strong political support for the needed requested. The lack of coordination has also imposed policy actions. Domestic partners are essential to sustain the costs on the government with too many missions. momentum of Bangladesh's efforts to rein in corruption and improve governance. The Bank should ensure that AAA and Recommendations other tasks are adequately discussed with civil society and other partners and are not supply driven, and it should in- Use a broader range of instruments to support civil service clude programmatic as well as task-specific preparatory dis- reform and other complex institutional reforms. DSCs have cussions with beneficiaries and stakeholders on a more regu- been effective in many areas, but not in supporting complex lar basis. More products should be translated into Bangla to institutional reforms. While macro-level governance has been promote broader engagement. very good, a more robust approach is needed to improve go- vernance pertaining to civil service reform, sectors, enterprises, Improve the prioritization and operational focus of and individuals to further improve outcomes. In addressing IDA's coordination with external partners. The Bank has these development challenges, the Bank may need coordinated been a leader in bringing together the donor community in deployment of DSCs, investment lending, technical assistance, Bangladesh. However, it can move beyond agreements on and well-focused AAA, especially for civil service and similarly broad objectives. As the SWAp experience suggests, only complex institutional reforms. The heavy reliance on DSCs in through better program and project coordination can the Bangladesh has yielded some good results, but support for re- Bank and its external partners ensure that their efforts are forms in some areas was insufficiently complemented by other mutually reinforcing, that sufficient resources and knowledge forms of support. By improving the mix of instruments the are devoted to the task, and that adequate monitoring and Bank can help Bangladesh build local capacity, sequence re- evaluation takes place--these principles remain valid even at forms, and make adjustments as circumstances change. lower levels of harmonization. Stay involved in sectors for the long haul, even where Better organize staff resources and programs to facilitate dialogue has been difficult, such as energy, agriculture, work programs. In Bangladesh too many missions asked for and water supply and sanitation. Stop-go involvement has too many meetings. In addition, networks seem to have fallen caused a loss of knowledge and mutual respect, making res- short on providing the skills mix needed by the country team, tarting operations quite costly. Moreover, in sectors requiring raising questions about whether better communication is deep institutional changes, such as judicial, legal, and anti- needed between staff in Dhaka and in headquarters. This also corruption programs, the Bank needs to make an additional resulted in delayed interventions and responses, with notable 5 exceptions such as the Cyclone Relief supplemental for the stated goals of furthering strong, transparent corporate gover- Transitional Support Credit. nance; increased foreign direct investment; and increased inter- regional investment. In infrastructure, IFC made positive contri- Regularly conduct Country Portfolio Performance Re- butions through investments in telecommunications and the first views or other portfolio reviews, especially since the private power producer. However, it was not able to develop Bangladesh portfolio is large and has underperformed further interventions in infrastructure and only recently devel- for extended periods. CPPRs are important for learning, oped infrastructure advisory services. Although identified in improving Bank practices, and engaging the government in CASs as areas of potential engagement, IFC did not contribute systemic as well as project-specific reforms. As and when to development of the gas, private health, or private education these or other less formal portfolio reviews are implemented, sectors. In the business environment, IFC's initial approach was they should be well documented. to address "low-hanging fruit" which, while positive, had only limited impact on the broader environment. Since 2007, IFC has IFC Summary developed a more comprehensive approach to business enabling IFC identified a broad range of objectives since 2002 in the environment issues through the multidonor-supported BICF. financial sector, manufacturing, infrastructure, the social sec- tors, and the business environment of Bangladesh. However, IFC Recommendations over the review period, IFC realized only a few new invest- Address weaknesses in staff incentive systems that may ments in the financial and manufacturing sectors. IFC's ability distract attention from more difficult countries in a re- to make new investments was affected by Bangladesh's weak gion. IFC's current incentive framework based on regional and overall business environment, including restrictions on over- sector targets favors work on better performing countries in a seas borrowing, perceptions of high political risk, complex region, where greater opportunities exist and risks are lower. ownership arrangements and governance issues in the bank- To maximize its potential contribution in difficult countries, ing and corporate sectors, and continuing administrative ob- IFC should refine its incentive framework to reward work on stacles to doing business. At the same time, some internal countries such as Bangladesh, where the prospects of develop- weaknesses in IFC are also apparent. Other than the country ing successful investments are lower but, if realized, offer high manager, IFC's business development presence in country additionality and contribution to development. was limited to two local business development officers that were recently placed in Dhaka; IFC's sector and regional- Further leverage advisory services staff on the ground to based incentive system can favor staff work on countries in support investment project development. While there the region with more conducive business environments; IFC have been recent cases of IFC advisory services projects lead- proved to be uncompetitive in price relative to offerings by ing to investment projects, greater opportunities are likely to local banks for shorter-term lending; and unlike in India, IFC exist in exploiting the country and sector knowledge and did not have the ability to provide local currency loans until a client relationships of IFC's substantial advisory service staff pilot facility was introduced in 2007. In the difficult invest- presence in Bangladesh. IFC should leverage this presence by ment environment, IFC appropriately increased its engage- providing further training and incentives for advisory services ment in advisory services through both the South Asia En- staff to be more proactive in developing relationships and terprise Development Facility (SEDF) and the Bangladesh identifying investment opportunities. Investment Climate Fund (BICF). Supported by close donor Be prepared to sustain engagement in the power sector engagement and systematic monitoring and evaluation, IFC's over the longer term. IFC helped develop the first indepen- advisory services approach has shown a good degree of adap- dent power producer in Bangladesh in 1998, playing an impor- tability, learning from the past, and discipline in its activities. tant role in structuring the transaction and mitigating country Through its few investments and enhanced advisory services and sector risks, although it was then not engaged in the sector portfolio, IFC made a positive, but limited, contribution to de- until an advisory operation in 2008. Given that the power sec- velopment of the private sector. In the financial sector, it made tor is a critical obstacle to doing business in Bangladesh, IFC important contributions to development of the non-bank finan- should adopt a long-term approach and seek to sustain its en- cial sector through early investments in leasing and housing gagement through both advisory operations and investment finance and supported increased small and medium enterprise project development, given the scope for a high degree of IFC lending in several commercial banks through its advisory servic- additionality and development contribution though the sector. es. It did not, however, influence improvements in banking sec- tor corporate governance and so did not have the intended broader sector impact. In the manufacturing sector, IFC made positive contributions through advisory services and several in- vestments, particularly through support of a unique cross-border cement plant and through technical support to the ready-made garments, agribusiness, and light engineering sectors. However, its limited volume of investments undermined its influence on 6 About Fast Track Briefs Fast Track Briefs help inform the World Bank Group (WBG) managers and staff about new evaluation findings and recom- mendations. The views expressed here are those of IEG and should not be attributed to the WBG or its affiliated organiza- tions. Management's Response to IEG is included in the pub- lished IEG report. The findings here do not support any general inferences beyond the scope of the evaluation, including any infe- rences about the WBG's past, current or prospective overall performance. 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