The World Bank launched its Managing for Results initiative in 2002 to enhance the effectiveness of its operations. The focus on results
reflects interest within the development community and the Bank to better demonstrate
the effectiveness of its assistance, and needs to be encouraged.
The 2005 Annual Report on Operations Evaluation (AROE) focuses on the country because it is the main unit of account for monitoring, managing, and evaluating performance. It examines Country Assistance Strategies (CASs) for how well they link country goals, CAS outcomes, and Bank programming. It also examines how Bank information from monitoring and evaluation systems is actually used to manage the performance of Bank country programs. Finally, the report takes stock of the measures taken since the 2003 and 2004 AROE to strengthen the results focus in monitoring and evaluation.
Performance measurement in country assistance strategies is a work in progress. A review of 24 Country Assistance Strategies (CAS) conducted for the 2005 AROE found that most attempted to link country development goals with CAS outcomes and Bank interventions. However, many of the performance measures lacked baselines and specific targets, limiting the effectiveness of the measures for monitoring, management and evaluation.
A survey of Country Directors found that only one-third had developed a common system with the government to develop information and monitor jointly progress toward objectives. More progress is needed, including the strengthening of countries' performance measurement capacity. Most country directors consider this to be an essential element of joint learning.
Country Portfolio Performance Reviews are being used to increase awareness of results and improve operational outcomes. The CPPR can be strengthened to enable the government and the Bank to jointly manage performance of the portfolio and assess its effectiveness in achieving the outcomes identified in the CAS.
The Bank is making progress in establishing guidelines to strengthen the results focus of its monitoring and evaluation at the country, sector and instrument level. In the case of outcome tracking systems for the Bank's economic and sector work, technical assistance, and trust fund-supported activities, these systems are not yet being widely used.
Summary of Recommendations
IEG recommends that the World Bank:
Incorporate in the Country Assistance Strategy a diagnosis of the country's performance measurement capacity and recommendations for action to strengthen that capacity. The diagnosis and actions needs to be customized to country capacity and focused on critical information needed for the government to implement its program.
Expand the use of the Results-Based CAS as a tool to manage country programs and strengthen the link between the Results-Based CAS and the country program by providing country teams with guidance designed to increase the results orientation of CPPRs.
Consistent with new procedures endorsed by the Board for the Management Action Record, establish clear lines of accountability for the follow-up and oversight of adopted recommendations and incorporate in the management response specific actions to complement the implementation of accepted recommendations and agreed-upon timelines for adoption.
IEG recommends that IEG:
Review the results of pilot initiatives to promote more effective outreach and communication of IEG products and consider lessons learned in the full implementation of the communication strategy.
Institute a formal system for tracking and managing IEG recommendations in the Management Action Record.
What is the AROE?
The Annual Report on Operations Evaluation (AROE) fulfills
IEG’s mandate to assess the progress, status, and prospects for monitoring
and evaluating development effectiveness of World Bank activities.
The objective of the 2005 AROE is to assess the use and usefulness
of monitoring and evaluation (M&E) information for Bank
country program management.
The Independent Evaluation Group (IEG) is an independent unit within the World
Bank; it reports directly to the Bank's Board of Executive
Directors. The goals of IEG 's evaluations are to draw lessons
from Bank experience, and to provide an objective basis for
assessing the results of the Bank's work.
The World Bank launched its Managing for Results initiative in 2002 to enhance the effectiveness of its operations. The focus on results
reflects interest within the development community and the Bank to better demonstrate
the effectiveness of its assistance, and needs to be encouraged.
