01. Annual Reports & Independent Evaluations
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Publication
Mobile Metropolises: Urban Transport Matters
(World Bank, Washington, DC, 2017-05-24)The evaluation exercise focuses on three themes that cut across strategies and project designs during FY07–16: mobility for all (including the poor, women, and persons with disabilities), sustainable service delivery, and institutional development. In spite of the pressing need arising from rapid urbanization, Africa has a declining urban transport portfolio that in the second half of the review period (FY12–06) focused increasingly on urban roads. Upper-middle-income countries represent 43 percent of the evaluation portfolio commitments.Overall, the World Bank Group has been effective in supporting improved service quality and increased access, but approaches based on increasing infrastructure capacity are not balanced with approaches based on demand management. Among disadvantaged groups the poor received the most support. Much less attention was paid to the special needs of women and disabled persons.Affordability of urban transport services is rarely analyzed in the World Bank Group’s projects, with unknown impact on the mobility of the disadvantaged. Financial sustainability remains a challenge for the provision of public transport services. Financing gaps between revenues and operation and maintenance costs are common. The World Bank is often optimistic in appraising the costs, timing, and financial viability of mass transit projects.Efforts to engage the private sector to achieve operational efficiencies and improved financing seldom combine the policy and institutional strengths of the World Bank with transactional strengths of the International Finance Corporation and the Multilateral Investment Guarantee Agency.The World Bank Group has achieved localized environmental mitigation benefits along key urban transit corridors or systems, but broader environmental benefits could be still be achieved by using a comprehensive approach that combines upstream (policy and sector framework) and downstream (operational) measures.Weak institutional capacity and coordination remains a critical challenge in the urban transport sector. Institutional development support is a part of 80 percent of World Bank Group projects, yet these often focus on a single local body during a one-time project. Longer-term and more ambitious institutional reform engagements occurred in only a few cities.The World Bank Group’s contribution to urban transport development goes beyond projects. Investments often provide a platform for the World Bank Group to offer guidance, training, technical assistance, and learning throughout the project cycle, South-South learning and exchange, and good practices for demonstration to sector stakeholders and further adoption. -
Publication
Supporting Transformational Change for Poverty Reduction and Shared Prosperity: Lessons from World Bank Group Experience
(World Bank, Washington, DC, 2016-02-25)Transformational engagements are a critical pillar of the World Bank Group’s strategy for achieving its twin goals of extreme poverty elimination and shared prosperity. This learning product uses evaluative evidence from the Independent Evaluation Group (IEG) to understand the mechanisms and conditions for transformational engagements and the implications for the World Bank Group if it seeks to rely on such engagements to more effectively pursue its goals. -
Publication
Managing Environmental and Social Risks in Development Policy Financing
(World Bank, Washington, DC, 2015-07-27)Effective environmental and social risk management in development policy financing (DPF) is central to achieving the World Bank’s goals of ending extreme poverty and promoting shared prosperity in a sustainable manner. If the World Bank is supporting far-reaching member country reforms that are intended to contribute to the twin goals, then it should seek to understand the impact of those reforms on the poor. It should also ensure that the country’s natural capital and long-term growth prospects will not be undermined. The objective of this learning product is therefore to assess the application of the elements of the World Bank operational policy (OP 8.60) governing DPF related to the implementation of the environmental and social risk management requirements of the policy, and identify lessons learned and good practices. The focus of the study is on Bank actions, policies, procedures, and guidance for environmental and social risk management, based largely on a desk-based portfolio review of a large, random sample of development policy operations (DPOs), complemented by assessment of other relevant documents, and interviews with key stakeholders. This approach requires the Bank to determine whether specific policies supported by a DPO are likely to have significant poverty and social or environmental effects. The Bank emphasized the potential of OP 8.60 to promote positive environmental and social development from the time the policy was approved in 2004. -
Publication
Additional Financing for Transport and Information and Communication Technology
(World Bank, Washington, DC, 2015-06-23)In May 2005, the Bank adopted a new policy and new procedures on Additional Financing (OP/BP13.20) for investment lending, replacing the previous policy on supplemental financing. This policywas later revised in March 2012. This learning product assesses the performance of the AdditionalFinancing (AF) operations approved since then and draws lessons from their implementationexperience. The assessment focuses on AF in projects of the Transport and Information andCommunication Technology (ICT) Global Practice (GP). This was selected as the first batch ofoperations to review because they represent a large share in lending volume, as well as the fact that there is an existing AF study conducted by the former Transport Anchor which this review coulduse to verify the AF portfolio. This note aims to enhance the understanding of the way it has been used and how it has affected the project outcomes, through reviewing a subset of the AF portfolio for which the relevant data was readily available. The review notes the limitation of the small sample. More areas could be investigated when the data of more projects become available. -
Publication
Transforming Our World--Aiming for Sustainable Development: Using Independent Evaluation to Transform Aspirations to Achievements
(World Bank, Washington, DC, 2015)The year 2015 is pivotal in international development. In the lead-up to 2000, the global community came together at various conferences to agree on, for the first time in known history, shared development goals. The eight Millennium Development Goals (MDGs) set 18 targets that were aimed at significantly reducing disease, illiteracy, gender inequality, hunger, and poverty, and improving access to water and sanitation by 2015. Leading up to this point where the era of the MDGs concludes, progress has been monitored and discussions started well ahead of this momentous year to define and meet the more ambitious Sustainable Development Goals (SDGs), building on and bringing to fruition what has been started under the MDG agenda. Much progress has been made toward achieving the MDGs. The world reached the poverty reduction target five years ahead of schedule, and progress has been reported in a number of other areas. However, considerable challenges remain: even while declaring success on MDG1, roughly a billion people remained in poverty. A large number of MDG targets will not be met by the end of 2015, and progress remains uneven among the different countries. Moreover, new challenges to progress are emerging deriving from natural and manmade calamities. To deliver on the twin goals and the post-2015 agenda, the Bank Group would benefit from a clearly articulated role, approach, and expected contribution to the SDGs, both externally for enhancing partnerships and internally to facilitate prioritization and synergies. As this paper has shown, the World Bank Group works actively in many areas relevant to the SDGs, actually many more than covered here, but various evaluations have pointed to the importance of multi-sector integrated approaches that challenge countries and their partners to find new ways of working. The challenges that the SDGs aim to address, and the SDGs themselves, are complex, and solutions will have to be tailored to context, bring together multiple actors, and benefit from dynamic, constantly adjusted planning and execution that is informed by ongoing monitoring and evaluation. -
Publication
Financing for Development: Using Independent Evaluation to Turn Aspirations into Achievements
(World Bank, Washington, DC, 2015)The development community is increasingly accepting the importance of evidence, feedback, and learning. Some of which is generated through research, monitoring, and self-evaluation during policy-making, program design, and implementation. Others come from feedback from people directly affected by interventions who have gained a greater voice, be it through third-party feedback mechanisms, social media, beneficiary surveys, or otherwise. And, there is independent evaluation. At the World Bank Group, the independent evaluation group (IEG) has over the past years deepened the evidence that can help development finance succeed in translating the sustainable development goals (SDGs) into actions and results. This paper brings together insights from a cross-section of relevant evaluations that cover various aspects of the large, multifaceted agenda of the SDGs and their financing needs. -
Publication
The Plurinational State of Bolivia Country Program Evaluation, FY05-13: An Independent Evaluation
(World Bank, Washington, DC, 2015)As the result of past investments in gas and mining sectors and high world commodity prices, the Bolivian economy grew considerably during the last seven years. Prudent macroeconomic policies and high taxes on hydrocarbon revenues led to a significant accumulation of fiscal surplus and external reserves. Under a state-led development model, the government led by President Morales pursued redistributive policies and invested heavily in road construction. However, it has retained far more of the conservative fiscal and macroeconomic policies than would have been predicted. Sustained growth has translated into significant poverty reduction and improved equity as unskilled labor, including from indigenous groups, benefited from booming non-tradable sector activities. The availability of hydrocarbon revenues, however, created little incentive for the government to address the structural issues in the economy. The Plurinational State of Bolivia is more resource dependent, institutions are weak, decision making is increasingly discretionary, productivity remains low both inside and outside the agriculture sector and environmental degradation is worsening. Going forward, the Bank Group should develop a long-term partnership with the government as well as groups outside of the government. The Bank should scale up the good practice programs in agriculture and help the government develop a strategy for improving agricultural productivity and rural development more broadly. In transport, the Bank should continue to focus on road maintenance to complement the construction programs of the government and other partners. -
Publication
Zambia Country Program Evaluation FY04-13: An Independent Evaluation
(World Bank, Washington, DC, 2015)From 2004 to 2012, Zambia experienced a combination of good economic policies and high rates of growth not seen since the early years after its independence. While growth was mainly driven by rising copper prices, other factors contributed to Zambia’s ability to take advantage of this growth. The international debt relief programs in 2004-2005 almost eliminated public debt and provided the fiscal space for selective, high-priority investments and expanded social programs. The privatization of the copper mines brought new investment in rehabilitation and expansion of production. The period also saw a substantial expansion of primary education and progress in dealing with the most pervasive public health problems. These positive developments set the stage for Zambia to tackle its pervasive poverty. In practice, however, sustained growth over the period has led to little poverty reduction, especially in rural areas of the country. The Bank Group and other donors provided critical support at the beginning of the evaluation period, when Zambia’s debt level became unsustainable. The Bank provided substantial support for capacity development and better functioning institutions. The Bank’s efforts to strengthen public administration and improve governance met with some partial successes in enhanced audit and procurement capacity, and the achievement of Extractive Industries Transparency Initiative compliance. However, despite nearly a decade of implementation, the Integrated Financial Management Information Systems (IFMIS), is still only partially operational. Further, the Zambian government has not followed through on its positive discourse regarding decentralization of government authority. -
Publication
World Bank Group Engagement in Resource-Rich Developing Countries: The Cases of the Plurinational State of Bolivia, Kazakhstan, Mongolia, and Zambia
(World Bank, Washington, DC, 2015)This report by the Independent Evaluation Group (IEG) summarizes the experiences of and draws lessons from the country program evaluations of four natural resource-rich countries: the Plurinational State of Bolivia, Kazakhstan, Mongolia, and Zambia. It concludes that although the challenges identified in these countries are not unique, they manifest themselves with particular intensity in three closely interrelated areas that need to be defined and structured as a coherent strategy: (i) management of revenues from an exhaustible resource; (ii) growth and employment in the non-extractive sectors, and (iii) inclusive growth and reduction of poverty. Overall, looking at the four resource-rich countries in this evaluation, one does not see the World Bank Group as having a consistent framework for engagement, driven by the defining characteristics of these countries—their rich endowment with non-renewable natural resources and dependence on revenues from their exploitation. Each of the four stories evolved in a unique way that depended on how the country teams decided to react to differing country circumstances. The main challenge for the Bank Group in these countries today is how to stay relevant and competitive, as its value proposition is no longer its financial resources, but its knowledge and global experience, which may call for a more modest scope of interventions while keeping the focus on key challenges. -
Publication
Brazil Country Program Evaluation, FY2004-11 : Evaluation of the World Bank Group Program
(Washington, DC: World Bank, 2014-10-27)This country program evaluation (CPE) evaluates World Bank Group (International Bank for Reconstruction and Development (IBRD), or the Bank, International Finance Corporation (IFC), and Multilateral Investment Guarantee Agency (MIGA) operations in Brazil from FY2004 through FY2011. It seeks to answer two questions: to what extent was the Bank Group program relevant to Brazil's development needs?, and how effective were Bank Group operations in helping to accelerate economic growth and making growth more inclusive and environmentally sustainable? The period reviewed was covered by two country strategies, one for FY2004-07 and the other for FY2008-11. The evaluation comments on aspects of the country partnership strategy (CPS) FY2012-15 with particular reference to its relevance and design. The report aims to extract lessons relevant to future Bank Group operations in Brazil. The study also examines the synergies between lending and knowledge services and the effectiveness of collaboration within the Bank Group and with external development partners. This report has five chapters. Chapter one gives purpose and country context. Chapter two summarizes the Bank Group operations and examines trends and patterns during the evaluation period. Chapters three and four assess the relevance and contributions of these operations to the objectives stated in the country strategies. The concluding chapter draws lessons and recommendations for the Bank Group's future engagement in Brazil.