2016年-世界发展银行全球_FY16_Country_Opinion_Survey_Report_for_the_Dominican_Republic_114页_2mb

FY16 Country Opinion Survey Report For The Dominican Republic Summary

Core Content

The FY16 Country Opinion Survey Report for the Dominican Republic is part of the World Bank Group's (WBG) Country Opinion Survey Program. The survey aimed to understand how stakeholders in the Dominican Republic perceive the WBG's work, including its effectiveness, role in development, and communication strategies.

Main Objectives

• To assess stakeholders' perceptions of the WBG's work in the Dominican Republic.
• To evaluate the WBG's effectiveness and results.
• To explore the WBG's knowledge work and activities.
• To examine the future role of the WBG in the country.
• To analyze communication and outreach methods.

Methodology

• Conducted from April 2016 to June 2016.
• 624 stakeholders were invited to participate.
• 201 stakeholders responded, resulting in a 32% response rate.
• Participants were drawn from various sectors including government, private sector, NGOs, academia, and others.
• The survey included both online and mail-based questionnaires.
• Data were weighted to allow for comparison with the FY'13 survey (response rate 54%, N=275).

Demographics of the Sample

• Combined Groups:
  • President/Prime Minister and Minister offices were combined.
  • Financial sector and private sector organizations were grouped together.
  • CSOs (private foundations, NGOs/CBOs, trade unions) were categorized as a single group.
• Missing Groups:
  • No respondents from the judiciary branch, faith-based groups, or youth groups.
• Geographic Locations:
  • South/Southwest, East, and North/Cibao were grouped into the "Other" category.
• Familiarity with WBG:
  • FY16 respondents were more familiar with the WBG than in FY13 (weighted mean 7.6 vs. 6.6).
  • Familiarity was strongly correlated with overall effectiveness ratings.
• Familiarity with Other Banks:
  • WBG was more familiar than the Latin American Development Bank and European Investment Bank.
  • Familiarity with the Inter-American Development Bank was statistically similar.

General Issues Facing the Dominican Republic

• Direction of the Country:
  • FY16 respondents were more likely to believe the country is headed in the right direction than FY13 respondents.
• Development Priorities:
  • Top priorities included "public sector governance/reform", "education", and "anti-corruption".
• Poverty Reduction:
  • Education, job creation, and equality of opportunity were seen as key contributors.
• Shared Prosperity:
  • Respondents associated shared prosperity with economic growth and equity.
• Poverty Gap:
  • Many respondents perceived the gap between the rich and poor as a very big problem.
• Climate Change:
  • Global climate change was seen as a very serious problem by a significant portion of respondents.

Overall Attitudes toward the WBG

• Effectiveness of the WBG:
  • FY16 respondents rated the WBG as more effective than FY13 respondents (7.3 vs. 6.9).
  • The WBG was rated more effective than the Latin American Development Bank and European Investment Bank, but less effective than the Inter-American Development Bank.
• Collaboration:
  • Respondents who collaborate with the WBG gave similar ratings to non-collaborators for the indicator questions.
• Greatest Values of the WBG:
  • Financial resources (investment lending and policy-based lending) were the greatest values.
• Most Effective Instruments:
  • Investment lending, technical assistance, and policy-based lending were seen as the most effective in poverty reduction.
• Greatest Weaknesses:
  • Being too bureaucratic, influenced by development countries, and lack of public disclosure were identified as the main weaknesses.
• Overall Ratings:
  • Stakeholders generally rated the WBG's work positively, with a mean rating of 7.0 for internal measuring and monitoring and 7.2 for reimbursable advisory services.

Sectoral Effectiveness

• Effectiveness in Key Sectors:
  • The WBG was rated more effective in poverty reduction, equality of opportunity, and government effectiveness.
• Collaboration Impact:
  • Collaboration with the WBG was linked to higher effectiveness ratings in several areas.
• Private Public Partnerships:
  • The WBG was seen as moderately effective in promoting private public partnerships.
• Helping the Poorest:
  • The WBG was rated as moderately effective in helping the poorest in the country.

How the WBG Operates

• Collaboration with the Government:
  • FY16 respondents gave significantly lower ratings for the WBG's collaboration with the government compared to FY13.
• Internal Measuring and Monitoring:
  • Respondents believed the WBG measures and corrects its work in real time.
• Value for Money:
  • The WBG's Reimbursable Advisory Services were seen as providing value for money.

WBG's Knowledge and Instruments

• Frequency of Use:
  • FY16 respondents consulted the WBG's knowledge work more frequently than FY13 respondents.
• Meeting Knowledge Needs:
  • The WBG was seen as meeting the country's needs for knowledge services.
• Contribution to Development Results:
  • The WBG's knowledge work was rated as making a significant contribution to development results.
• Technical Quality:
  • The technical quality of the WBG's knowledge work was highly rated.
• Qualities of Knowledge Work:
  • The WBG was seen as effective in providing relevant, timely, and high-quality knowledge services.

Future Role of the WBG

• To Increase Value:
  • Stakeholders suggested the WBG should reach out more to groups outside the government and reduce the complexity of obtaining financing.
• Focus Areas:
  • Public sector governance/reform, education, and poverty reduction were identified as the top focus areas.
• Service Priorities:
  • Stakeholders indicated that the WBG should prioritize technical assistance and policy-based lending.

Communication and Outreach

• Preferred Information Sources:
  • Local newspapers, periodicals, and web-based sources were the primary sources of information.
• Future Outreach:
  • Stakeholders preferred receiving information through the World Bank website and direct contact with the Bank.

Key Findings

• The WBG has improved in terms of stakeholder familiarity and effectiveness compared to FY13.
• There is a strong correlation between familiarity with the WBG and its perceived effectiveness.
• Stakeholders emphasize the need for greater collaboration and accessibility.
• The WBG is seen as a valuable development partner, particularly in knowledge and financial instruments.
• Future focus areas include public sector reform, education, and poverty reduction.