2001年-世界发展银行全球_2000_Annual_Review_of_Development_Effectiveness___From_Strategy_to_Results_92页_8mb

报告摘要

2000 Annual Review of Development Effectiveness Summary

Core Content

The 2000 Annual Review of Development Effectiveness (ARDE) is a comprehensive report by the World Bank's Operations Evaluation Department (OED), emphasizing the importance of evaluation in improving development effectiveness. The report highlights the Bank's evolving mandate and the challenges it faces in a complex and dynamic global environment.

Main Goals of Evaluation

To learn from experience and assess the results of the Bank's work.
To provide an objective basis for evaluating the Bank's contributions to development.
To enhance accountability and improve the Bank's operations.
To identify and disseminate lessons learned from past projects and programs.

Key Findings

1. From Strategy to Results

The Bank's mandate has expanded to include institutional development, good governance, social development, post-conflict reconstruction, debt relief, and global public goods.
The 2000 ARDE indicates that progress in development effectiveness has been solid across a broad range of areas.
Portfolio performance is expected to exceed the Strategic Compact target of 75% satisfactory outcomes.
Institutional development and sustainability ratings have also improved.

2. Trends and Lessons in Project Performance

Project outcomes, institutional development, and sustainability have shown positive trends.
Performance varies by region, sector, and instrument.
Risks and rewards of operations are influenced by sector and regional factors.
Determinants of project success include institutional quality, policy coherence, and effective implementation.

3. Adapting to the Country Context

Country conditions significantly influence project performance.
Instruments must align with country objectives and be used strategically to build consensus.
Resource allocation should consider both country performance and poverty incidence.
Country-level partnerships need to be more strategic and collaborative.

4. Toward Global Results: Sector and Thematic Dimensions

Sector performance is affected by country-specific factors and the Bank's approach.
Challenges in achieving sectoral and thematic objectives require strong country commitments.
The Bank should focus on effective implementation of its strategies in diverse environments.
Sector strategy papers need to be more coherent and reflective of country needs.

5. Corporate and Policy Implications

The Bank must address tensions between corporate and client priorities.
It should adapt its organizational structure, business practices, and operational instruments to reduce organizational stress.
Budget processes need to be reformed to align strategies with resource allocations.
Greater emphasis should be placed on knowledge creation and quality monitoring.
The Bank should systematically assess its comparative advantage and pursue responsible selectivity through productive partnerships.

Key Messages

Consensus and Shared Vision: Reforms and development programs are more likely to be sustained when there is consensus within the country and a shared vision between the Bank and the country.
Adaptation to Country Context: Development effectiveness critically depends on tailoring institutional priorities and programs to the specific constraints and opportunities of individual countries.
Instrument Mix and Timing: The Bank's effectiveness is not solely dependent on lending volume but also on the mix of instruments, timing of policy-based loans, and the use of partnerships.
Productive Partnerships: The Bank has initiated various partnerships, but must be more businesslike and selective in their approach to realize their full potential.

Recommendations

The Bank should explicitly recognize differences between its priorities and those of its clients.
Strengthen the strategic use of its convening role and promote cross-country learning.
Improve the coherence and effectiveness of its sector and thematic strategies.
Reform budgeting and management processes to better align with development goals.
Enhance knowledge management and quality monitoring systems.
Encourage more systematic and flexible use of advisory services and lending instruments.

Conclusion

The 2000 ARDE concludes that the World Bank can further improve its development effectiveness by directly addressing the challenges and dilemmas it faces. This includes enhancing its ability to adapt to local conditions, fostering consensus, and ensuring that its strategies and operations are aligned with both global and national development goals.

Appendices

Annex A: Relevance and Outcome of Country Programs
Annex B: Recently Evaluated Sector and Thematic Strategies
Annex C: Statistical Annex (including performance data by sector, region, and income group)
Annex D: Managing Development Effectiveness: An Overview from the CODE Chairperson

Figures and Tables

Figure 2.1: Approval Years of Recently Evaluated Projects
Figure 2.2: Trends in Satisfactory Project Outcomes
Figure 2.3: Trends in Institutional Development Impact
Figure 2.4: Trends in Sustainability
Figure 2.5: Trends in the Aggregate Project Performance Index (APPI)
Figure 2.6: Regional Trends in Satisfactory Operations (by projects)
Figure 2.7: Sectoral Trends in Satisfactory Operations
Figure 2.8: Risks and Rewards by Sector and Region
Figure 2.9: Institutional Quality, Policy, and Portfolio Performance
Figure 3.1: Country Performance Influences Instrument Performance
Figure 3.2: Per Capita IDA Lending by CPIA Ratings
Figure 3.3: Per Capita IBRD Lending by CPIA Ratings
Figure 4.1: Sector Project Outcomes Vary by Country Income
Figure 4.2: Sector and Thematic Strategy Ratings
Figure A.1: Relevance of Bank Strategy and Effectiveness of Country Program Implementation
Table C.1: Outcome, Sustainability, Institutional Development Impact, and Aggregate by Sector, Network, Lending Type/Source, Region, and WDI Income Group (by projects)
Table C.2: Outcome, Sustainability, Institutional Development Impact, and Aggregate by Sector, Network, Lending Type/Source, Region, and WDI Income Group (by disbursements, FY96 US$)

Authors and Contributors

Timothy Johnston (Lead author)
William Battaile (Chapter 2 on project performance trends)
Mita Marra, Carlos Reyes, Kimberly Smith, S. Ramachandran (Team members)
Peer reviewers: Aysegul Akin-Karasapan, Robert Buckley, Stephen Commins, Ishac Diwan, David Dollar, Catherine Gwin, John Heilbrunn, Wendy Jarvie, Ashoka Mody, Linda Morra, Manuel Penalver Quesada, Enrique Rueda-Sabater, Susan Stout, Gene Tidrick, Joseph Wambia, and Irene S. Xenakis.

Key Contributors

Annisa Cline-Thomas, Parveen Moses, Julia Ooro (Support)
Elizabeth Campbell-Page, Caroline McEuen, William Hurlbut, Bruce Ross-Larson (Editorial support)
Outreach and Dissemination Unit (Publication)

Acknowledgments

The report was prepared by a team led by Timothy Johnston and supported by OED staff and various external contributors. It draws on a wide range of recent evaluations and analyses.

Copyright and Distribution

ISSN: 1019-4363
ISBN: 0-8213-4929-5
Distribution: The World Bank encourages dissemination of its work and grants permission for photocopying with appropriate fees.

Executive Summary

The 2000 ARDE underscores the need for the World Bank to enhance its development effectiveness through strategic adaptation, improved knowledge management, and stronger partnerships. It calls for a more systematic and flexible approach to project implementation, program management, and sectoral strategies to better align with global and national development goals.

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