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.

Complete Report Complete Report [0.5 mb] Foreword Chapter 1: Introduction The 2005 AROE focuses on the country and examines the use of information by Bank managers to improve results and enhance Bank effectiveness at the country level. It examines three elements that are critical to a strong results focus: strategic planning, performance measurement, and performance management. It reviews the actions taken by the Bank to strengthen the results orientation in M&E at the country, sector, and product levels. It evaluates IEG’s effectiveness. Chapter 2: Measuring and Managing Performance at the Country Level Results-Based CASs allow a better articulation of the contribution Bank operations make to the achievement of country goals. While performance measures are included to track progress, improvement is needed in developing baselines and targeted performance measures. The Bank will need to deepen its work with clients to strengthen their monitoring and evaluation systems. As the Bank increases its results orientation, the focus of performance management will shift from the Bank to the country and toward shared accountability for results. Successful performance management requires creating demand for performance information in countries. Chapter 3: Update on Monitoring and Evaluation of Bank Operations The Bank continues to integrate a results focus in monitoring and evaluation systems. Country-level monitoring for results is gaining momentum. Monitoring of sector-level results is not as far along, but progress is being made. New lending guidelines and templates have been issued that require more systematic collection of data for monitoring of lending operations. Monitoring of analytic and advisory activity remains a challenge. Corporate-level monitoring is gaining ground. Country-level evaluation is becoming more developed and progress in sector-level evaluation needs to be deepened. Trust fund and global program evaluation are not fully effective. Chapter 4: Improving IEG's Effectiveness IEG is requiring evaluations at the country, sector, and project levels to give greater attention to results-oriented M&E. IEG’s Outreach and Communications Strategy is aimed at improving the communication and dissemination of IEG evaluation findings. IEG client survey results highlight the need for evaluation findings to be made more operational. Chapter 5: Conclusions and Recommendations Recommendations for Management: Incorporate a diagnosis of the country’s performance measurement capacity and recommendations for action to strengthen that capacity in the CAS. The diagnosis and actions should be customized to country capacity and focused on critical information needed for the government to implement its program. Expand 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. Recommendations for 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. Subject to CODE/Board endorsement of the new procedures, institute a formal system for tracking and managing IEG recommendations. Appendixes: Appendix A: Review of CAS Results Matrices Appendix B: Country Director Survey Results on the Use of Monitoring and Evaluation Systems and Information at the Country Level Appendix C: Monitoring and Evaluation Framework in the Bank Appendix D: IEG Client Surveys Appendix E: Management Response Endnotes References