2014年-世界发展银行全球_Mongolia___The_World_Bank_Group_Country_Opinion_Survey_FY_2014_161页_2mb

Mongolia Country Opinion Survey Summary (FY 2014)

Core Content

The Mongolia Country Opinion Survey, conducted in May-July 2014, aimed to gather stakeholder perceptions of the World Bank Group (WBG) in Mongolia. It was part of the World Bank Group's Country Opinion Survey Program and included a comprehensive set of questions on general issues facing Mongolia, overall attitudes toward the WBG, its effectiveness and results, knowledge work and activities, collaboration with the WBG, its future role, and communication practices.

The survey involved 520 stakeholders, with a 69% response rate, and the data were weighted to allow for cross-year comparisons with FY'07 and FY'11 surveys. The results highlighted differences in familiarity, effectiveness perceptions, and priorities based on stakeholder groups and levels of collaboration.

Main Objectives

• Understand stakeholder perceptions of the WBG in Mongolia.
• Obtain systematic feedback on the WBG's general environment, effectiveness, knowledge work, and communication.
• Inform the Mongolia country team's strategy and the WBG's annual Corporate Scorecard.

Methodology

• Survey Period: May-July 2014
• Participants: 520 stakeholders from various sectors including government offices, PMUs, consultants, financial institutions, NGOs, media, and others.
• Response Rate: 69%
• Data Collection Methods: Mailed questionnaires, face-to-face interviews, and online surveys via Qualtrics.
• Weighting: Used to align stakeholder composition across the three fiscal years (FY'07, FY'11, FY'14).
• Indicator Questions: Used for the WBG's annual Corporate Scorecard.

Key Findings

1. Familiarity with the WBG

• Overall Familiarity: Lower in FY'14 (weighted mean = 5.7) compared to FY'11 (6.9) and FY'07 (6.5).
• High Familiarity Groups: President/Prime Minister/Minister offices, PMUs, and consultants/contractors.
• Low Familiarity Groups: Local governments and CSOs.
• Correlation: Familiarity was strongly correlated with perceived effectiveness and moderately with relevance and ability to achieve development results.

2. Perception of Mongolia's Direction

• Most Positive: President/Prime Minister/Minister offices.
• Most Negative: Media and CSOs (almost half indicated Mongolia is headed in the wrong direction).

3. Development Priorities

• Top Priorities Identified:
  • "Public sector governance/reform"
  • "Education"
  • "Mineral resource management"
  • "Job creation/employment"
• Sector-Specific Insights:
  • "Public sector governance/reform" was highlighted by those specializing in governance.
  • "Mineral resource management" was emphasized by those who collaborate with the WBG.

4. Poverty Reduction Strategies

• Top Three Areas:
  • "Job creation/employment"
  • "Domestic private sector development"
  • "Education"
• Sector-Specific Insights:
  • Governance specialists were more likely to prioritize "job creation/employment" over "education."

5. Economic Growth Strategies

• Top Four Areas:
  • "Mineral resource management"
  • "Domestic private sector development"
  • "Foreign direct investment"
  • "Job creation/employment"
• Sector-Specific Insights:
  • Governance specialists were more likely to prioritize "public sector governance/reform" for economic growth.

6. Shared Prosperity

• Top Two Factors:
  • "Job creation/employment"
  • "Domestic private sector development"
• Sector-Specific Insights:
  • Governance specialists were more likely to emphasize "public sector governance/reform" for shared prosperity.

7. Overall Attitudes Toward the WBG

• Effectiveness: Lower in FY'14 (6.0) compared to FY'11 (7.1) and FY'07 (6.7).
• High Effectiveness Groups: PMUs and consultants/contractors.
• Low Effectiveness Groups: Private sector/financial sector.
• Collaboration Impact: Respondents who collaborate with the WBG had higher effectiveness ratings.

8. Staff Preparedness

• High Ratings: Media, PMUs, and consultants/contractors.
• Low Ratings: Private sector/financial sector.
• Collaboration Impact: Collaborators rated staff preparedness significantly higher.

9. Capacity Building Support

• Most Valued Area: Supporting "groups outside of government to help them more effectively engage and participate in development efforts."
• Least Valued Area: Supporting "government institutions to be more transparent and accountable."
• Importance Ratings: CSOs rated "citizen engagement" as most important, while ministries rated it as less important.

10. Greatest Weaknesses

• Common Weaknesses:
  • "Not enough public disclosure of its work" (41% in FY'11)
  • "Not exploring alternative policy options" (32% in FY'14, 30% in FY'07)
• Collaborator Insights: Collaborators were more likely to cite "slow process" and "misalignment with other donors" as weaknesses.

11. Failed/Slow Reform Efforts

• Common Reasons:
  • "Not enough citizen/civil society participation" (CSOs and local governments)
• Collaborator Insights: Collaborators were less likely to cite this as a reason for slow reforms.

Sectoral Importance and Effectiveness

• Importance Ratings: Stakeholders generally agreed on the importance of "public sector governance/reform," "education," and "mineral resource management."
• Effectiveness Ratings: Similar across stakeholder groups for most sectors, except "health," where PMUs and consultants had higher ratings.
• Specialist Insights: Governance specialists rated "public sector governance/reform," "education," and "mineral resource management" as more effective.

Communication and Openness

• Information Sources: Vary by stakeholder group.
• Preferred Communication Methods: Not explicitly detailed, but survey included questions on this.
• Website Evaluation: Stakeholders evaluated the WBG's websites for ease of navigation and information availability.
• Social Media: Its value was rated, though specific results were not detailed.

Stakeholder Groups

• Combined Groups:
  • President/Prime Minister/Minister offices with Minister offices
  • Consultants/contractors with PMUs
  • Financial sector/private banks with private sector organizations
  • CSOs (CBOs, faith-based groups, NGOs)
• Excluded Groups: Multilateral agencies, private foundations, trade unions, judiciary.

Summary of Key Differences

• Familiarity: Lower in FY'14, especially among local governments and CSOs.
• Effectiveness: Overall effectiveness was lower in FY'14.
• Collaboration Impact: Collaborators had more positive views on effectiveness and staff preparedness.
• Sectoral Focus: Governance specialists emphasized governance, education, and mineral resource management.

Conclusion

The 2014 Mongolia Country Opinion Survey provides a comprehensive overview of stakeholder perceptions of the WBG. It highlights the importance of collaboration, familiarity, and communication in shaping these perceptions. The survey also underscores the need for the WBG to focus on areas such as education, domestic private sector development, and job creation to achieve development results and shared prosperity. The findings suggest that the WBG's effectiveness and relevance are closely tied to its engagement with key stakeholders and the alignment of its work with national development priorities.