01. Annual Reports & Independent Evaluations

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The World Bank Annual Report 2014
(Washington, DC, 2014) World Bank
The Annual Report is prepared by the Executive Directors of the International Bank for Reconstruction and Development (IBRD) and the International Development Association (IDA)—collectively known as the World Bank—in accordance with the by-laws of the two institutions. The President of the IBRD and IDA and the Chairman of the Board of Executive Directors submits the Report, together with the accompanying administrative budgets and audited financial statements, to the Board of Governors.
Managing Risk, Promoting Growth: Developing Systems for Social Protection in Africa--The World Bank's Africa Social Protection Strategy 2012-2022
(World Bank, Washington, DC, 2012-06) World Bank
A growing body of evidence demonstrates that individuals and households experience a range of positive outcomes from social protection. Social protection increases productivity and growth. Countries can realize significant benefits by creating an integrated social protection system. Social protection is affordable in low-income countries despite tight budgets. While overall spending on social protection in Africa remains low by international standards, experience suggests that social protection programs can achieve national coverage at the cost of only 1 to 2 percent of gross domestic product (GDP). While this is only a portion of the financing required to operate a social protection system, it draws attention to what countries can achieve in the short-term. Indeed, one way in which existing social protection spending can be made significantly more efficient would be by reallocating existing financing for inefficient subsidies and ad hoc emergency food aid to predictable safety nets. At the same time, pursuing reforms to social security systems will ensure their fiscal sustainability, while expanding coverage. Notably, the costs of not protecting poor families are very high, are borne disproportionately by women and children, and undermine the productivity of future generations. The Strategy will be implemented by leveraging partnerships, knowledge, and the World Bank's financing instruments. The World Bank will continue to invest in analytical work to fill knowledge gaps and promote an evidence-based dialogue for social protection systems in Africa and further innovation. It will work with governments to build country-owned national social protection systems with the aim of reducing fragmentation in the sector. The Bank also will pay particular attention to institutional development and capacity building by using its lending to increase the coverage of successful social protection interventions. Throughout this work, the Bank will work in coordination with governments, development partners, the private sector, academics, civil society, and beneficiaries.
An Independent Review of World Bank Support to Capacity Building in Africa: The Case of Mali
(Washington, DC, 2005-03-14) World Bank
The country study follows a framework that examines three dimensions of capacity building in the public sector: (1) institutional capacity, the framework of goals, incentives, rewards, and sanctions within which organizations, groups, and individuals operate; (2) organizational capacity, groups of individuals bound together for a specific purpose, with objectives, internal mechanisms, procedures, and resources; and (3) human capacity, people with the ability to analyze development needs, define objectives, design and implement strategies, policies, and programs, and raise resources to meet those needs and deliver services. There are four focal sectors reviewed: roads, health, education, and public financial management. On measures of both relevance and effectiveness, the Bank's support has been strongest in the roads sector, stronger in education than in health, and weakest in public financial management. Overall, its support has also been more effective at building organizational and human resource capacities than building institutions, though there is considerable variation in the effectiveness of its support for these dimensions of capacity across the four sectors.
Republic of Mozambique : Evaluation of the Poverty Reduction Strategy Paper Process and Arrangements Under the Poverty Reduction and Growth Facility
(Washington, DC, 2004-07-06) International Monetary Fund; World Bank
The International Monetary Fund (IMF) and the World Bank introduced the Poverty Reduction Strategy Paper (PRSP) process in 1999 to strengthen the poverty alleviation focus of their assistance to low-income countries. At the IMF, the introduction of the PRSP was accompanied by the transformation of the Enhanced Structural Adjustment Facility (ESAF), the concessional lending window, into the Poverty Reduction and Growth Facility (PRGF), with a view to giving a more central role to poverty reduction and pro-poor growth considerations in the design of IMF-supported programs in low-income countries. The rest of the report is organized as follows. Part two provides background information on poverty incidence in Mozambique, as well as on political and economic developments since the early 1990s. The relevance of the PRSP approach to Mozambique s situation, application of the underlying principles, and preliminary evidence on results, are examined in part three. The effectiveness of IMF assistance, including alignment of the PRGF and technical assistance to PRSP objectives is assessed in part four. Part five considers the effectiveness of World Bank support, also including alignment of that support to the objectives of the PRSP approach. Part six reviews IMF-World Bank collaboration in relation to the PRSP process, and part seven presents the main conclusions and lessons.
Strategic Framework for Assistance to Africa : IDA and the Emerging Partnership Model
(Washington, DC, 2004) World Bank
This paper sets the strategic framework for the International Development Association's (IDA) work in Africa, over the next several years. The strategy evolved over more than a year, as a result of extensive consultation with Africa Region staff, other Bank staff, external advisors, clients, partners, and representatives of civil society in the region. The strategy seeks to clarify IDA's role within four pillars, i.e., reduce poverty and improve governance; invest in people; increase economic growth and enhance competitiveness; and, improve aid effectiveness. Three levels of measurement are proposed: IDA's own activities in policy dialogue, programs, and partnerships; final country outcomes; and, an intermediate set of indicators that measure policy, and program effectiveness. It also proposes to further the results agenda, by pushing toward result-based Country Assistance Strategies (CAS), and mainstreaming statistical capacity as a core sector, and, sets benchmarks relating to each of the four pillars for monitoring the success of its own implementation. The nest step would be to align IDA operations with these priorities, by using the strategy to assist the discussions of CASs, and regional assistance strategies, and the implementation of training, and communications to ensure the successful implementation of the strategy.
Monitoring and Evaluation Capacity Development in Africa : Selected Proceedings, Johannesburg, 25-29 September 2000
(Johannesburg, 2000) Development Bank of Southern Africa; African Development Bank; World Bank
The importance of the monitoring and evaluation (M&E) function within public administration has been magnified by the growing voice of civil society, which has brought the issues of good governance and more effective public administration to the fore. The global trend towards more accountable, responsive and efficient government has bolstered the appeal for M&E capacity development, which has been the central focus of efforts to improve governance in the context of a comprehensive development framework. Evaluation has become increasingly important in Africa owing to stagnant, and negative economic growth rates, together with concerns related to governance, and doubts about the efficacy of development assistance. These are selected proceedings from the seminar and workshop on "Monitoring and Evaluation Capacity Development for Africa" as a follow-up to the regional seminar, to foster networking among M&E practitioners, and to share knowledge on M&E in the context of improved governance, accountability, and effective development delivery, and results. In addressing monitoring and evaluation, and the development challenge in Africa, selected topics in Part I, vary from the policy challenge as viewed from the African Development Bank perspective, through new dimensions of poverty-focused evaluation within a comprehensive development framework, to key challenges for M&E practice in Africa. Part II offers an overview of evaluation capacity development in selected African states, and its role in rebuilding demand and infrastructure for M&E. In addressing evaluation capacity development through new methodologies, Part III examines how to focus the M&E of development programs on changes in partners, and the implications of decentralized delivery for national M&E, while Part IV reviews African sector experiences, through case studies and implications for M&E. Finally, Parts V, VI and VII address how to develop national evaluation associations, and opportunities for international cooperation; looking at the future through National Action Plans for 2001; and, the way forward.