2018年-世界发展银行全球_An_Evaluative_Look_Behind_the_Curtain___World_Bank_Group_Staffs_Early_Experience_with_the_Shared_Prosperity_Goal_35页_1010kb

Summary of World Bank Group Staff's Early Experience with the Shared Prosperity Goal

Core Content

This paper presents an evaluative analysis of the World Bank Group (WBG) staff's understanding and operationalization of the Shared Prosperity Goal (SPG), which was introduced in 2013 as part of the WBG's dual goals: eliminating extreme poverty and promoting shared prosperity. The evaluation is based on a comprehensive survey of WBG staff graded F and above, conducted by the Independent Evaluation Group (IEG) in 2016-17.

The survey aimed to assess how well the SPG has been integrated into the WBG's operational work, what challenges staff face in its implementation, and what lessons can be drawn for future institutional actions. The survey design incorporated several best practices, including a focus group for initial insights, multiple rounds of questionnaire review, and post-stratification adjustments to account for non-response bias.

Main Findings

Understanding of the Shared Prosperity Goal

• 36.6% of WBG staff are unfamiliar with the official definition of the Shared Prosperity Goal.
• IFC and some Global Practices (GPs) show greater unfamiliarity with the goal.
• Poverty GP has the highest familiarity (97%), while other GPs like Finance and Markets, Environment, Energy, Agriculture, and Transport show lower familiarity (less than 50%).
• LAC and ECA regions have lower familiarity compared to other regions.
• Managers are more familiar with the goal than non-managers (81.3% vs. 32.6%).

Staff Attitudes Towards the Shared Prosperity Goal

• Only 6% of staff are dissatisfied with the current definition of the SPG.
• Most staff (63.4%) understand the SPG.
• More than two-thirds (68.3%) of staff believe the WBG should focus more explicitly on inequality.
• 71.3% of staff think the WBG should emphasize opportunities rather than outcomes.
• MENA region staff show highest dissatisfaction (28%) with the current definition.
• Senior staff (with 6+ years of experience) are more likely to be dissatisfied than junior staff.

Operationalization of the Shared Prosperity Goal

• 65% of WBG staff have incorporated the SPG into their work over the past 3 years.
• IBRD staff are more likely to have incorporated the SPG (79%) compared to IFC staff (49.8%).
• The main instruments used to operationalize the SPG are:
  • Policy dialogue
  • Investment lending
  • Technical assistance
  • Knowledge products
• The main channels to affect the poorest 40% (B40) include:
  • Improving the assets of the B40
  • Improving infrastructure relevant to the B40
  • Improving knowledge on the B40
  • Improving resilience to shocks
• Improving taxation policies and building political governance systems are least highlighted as channels.
• More than half (53.4%) of staff find it at least somewhat easy to incorporate the SPG into their work.
• 24.2% disagree that it is easy to implement the SPG.
• LAC and ECA regions, as well as IFC, report greater difficulty in implementation.
• Three main challenges are identified:
  • Lack of data
  • Lack of analytical tools
  • Perceived lack of client interest

Key Information

• The survey was web-based, using SurveyMonkey, and had a response rate of 35.5%.
• Post-stratification adjustments were made to account for non-response bias based on organization, location, and managerial status.
• IBRD staff are overrepresented in the sample due to higher response rates.
• Client interest is a critical factor in the implementation of the SPG, especially in MENA, LAC, and ECA regions.
• The SPG is not universally understood within the WBG, indicating a need for improved communication and training.

Recommendations

• Strengthen internal communication and training on the SPG.
• Enhance data quality, analytical tools, and client engagement.
• Consider inequality and opportunities more explicitly in the SPG's conceptualization and implementation.
• Focus on regions with lower familiarity and higher implementation challenges to improve the effectiveness of the SPG.