IEG Fast Track Brief

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Fast Track Briefs inform the World Bank Group (WBG) managers and staff about new evaluation findings and recommendations.
Sub-Saharan Africa

Sub-Saharan Africa, home to more than 1 billion people, half of whom will be under 25 years old by 2050, is a diverse ...

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    Mozambique Country Program Evaluation, 2001-08
    (Washington, DC, 2010-05) World Bank
    During the period FY01-08, the World Bank was Mozambique's largest development partner, providing over $1.3 billion in International Development Association (IDA) funds. The Bank's strategy, which was aligned with and sought to support the government's poverty reduction strategy, focused on three pillars: economic growth, including macroeconomic management, financial and private sector development, rural development, and infrastructure; poverty reduction and human development; and governance. The evaluation finds that the Bank's strategy for Mozambique and its program were relevant to the country's development needs. The Bank's program was generally aligned with those of other development partners that provide general budget support, especially after FY05. Harmonization of procedures with other development partners also progressed, although there is scope for further improvement. Going forward, Independent Evaluation Group (IEG) recommends that the Bank help Mozambique sustain high growth and re-shape its pattern to make additional gains in poverty reduction; give priority in analytic work to infrastructure, agricultural productivity, education quality, and HIV/AIDS; and support improvements in the efficiency of public expenditures.
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    Uganda - Country Assistance Evaluation, 2001-07
    (World Bank, Washington, DC, 2009-04) World Bank
    The World Bank (WB) and the African Development Bank (AfDB) programs in Uganda over 2001-07 were delivered under the FY01-03 the WB Country Assistance Strategy, the 2002-04 AfDB Country Strategy Paper, and the Uganda Joint Assistance Strategy. These strategies focused on promoting governance, growth, and human development, and were pursued through a net commitment of $2.1 billion by the International Development Association (FY01-07) and $732 million equivalent (2002-07) by the African Development Fund. The World Bank's assistance strategies showed strong client orientation and were aligned with Uganda's poverty reduction strategy. The programs were substantially effective in decentralization, public sector reform, growth and economic transformation, education, and water and sanitation. More could have been done to help counter the perception of increasing corruption, improve power supply, reduce transport costs, enhance agricultural productivity, and help with family planning and reproductive health. The AfDB's assistance was also relevant and aligned with the government's development goals. Its support substantially achieved its objectives for decentralization, public sector finance, growth and economic transformation, improved competitiveness, agriculture, and water and sanitation, as well as education and health. There were some shortcomings in the assistance provided for power and roads and in reducing corruption. The International Finance Corporation's (IFC's) main contribution has been in telecommunications, in addition to playing a substantial role in providing assistance for institutional and regulatory reforms in leasing and in supporting the supply response to these reforms. Limited impact was seen in small and medium enterprise (SME) access to finance, despite significant joint effort with the WB.
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    IFC in Nigeria : An Independent Country Impact Review
    (Washington, DC, 2008-10) World Bank
    Independent Evaluation Group's (IEG's) country impact review (the report) examines if, from July 1998 through December 2007, International Finance Corporation (IFC): (i) successfully defined a relevant and appropriate strategy for helping Nigeria tackle its most pressing needs; (ii) provided investment and advisory services that were reflective of IFC's strategy; and (iii) achieved positive development results. IFC's strategies in Nigeria reflected the characteristics of IFC's process for development of country strategies jointly with the World Bank. These characteristics include: (i) poor integration with IFC's main strategy and budget process; (ii) loosely formulated country objectives and priorities in terms of sectors and products; and (iii) little or no resource allocation. As a result, IFC's strategies for Nigeria have not fulfilled their purpose of setting priorities, defining targets, and securing the human, organizational, and other resources required.
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    Ethiopia : Country Assistance Evaluation, 1998-2006
    (World Bank, Washington, DC, 2008-03) Thomas, Vinod
    Ethiopia is among the World Bank's largest IDA-eligible borrowers in Sub-Saharan Africa, with a country portfolio comprising 22 active projects for a total net commitment of US$2 billion as of end-FY07. The Bank's overarching objective during the period under review (FY98-FY06) was to support the Government in its efforts to reduce poverty by helping to: (i) promote pro-poor growth; (ii) advance private sector development; (iii) enhance human development; (iv) respond to the needs of post-conflict and emergency rehabilitation; and (v) improve governance. The evaluation finds that IDA's country strategy for Ethiopia and the associated program during the period under review were relevant to the country's development needs, which included the need to manage (and over time reduce the country's exposure to) frequent exogenous shocks and a fragile socio-political environment, especially following the post-election violence in 2005. IDA's strategy and program were also aligned with those of other development partners (DPs). The efficacy of the program was somewhat below average when measured against the goals envisaged at the outset. There were positive outcomes inter alia in post-conflict rehabilitation, economic growth, roads development, education and health. In contrast, the outcomes were less favorable in the key areas of private sector development and governance, which are crucial to sustaining growth over the longer-term and ensuring that its benefits are widely shared.