2017年-世界发展银行全球_FY_2017_Kazakhstan_Country_Opinion_Survey_118页_5mb

FY 2017 Kazakhstan Country Opinion Survey Report Summary

Core Content

This report presents the findings of the FY 2017 Kazakhstan Country Opinion Survey (COS), conducted by the World Bank Group's Public Opinion Research Group (PORG). The survey aimed to understand stakeholders' perceptions of the WBG's work in Kazakhstan, including its effectiveness, role in development, and future potential.

Main Objectives

• To assess how stakeholders in Kazakhstan perceive the World Bank Group (WBG).
• To evaluate the WBG's effectiveness in various development sectors.
• To identify key development priorities and challenges in Kazakhstan.
• To explore the WBG's knowledge work and financial instruments.
• To understand the future role of the WBG in Kazakhstan and its communication strategies.

Methodology

• Conducted from March to May 2017.
• Invited 402 stakeholders, including government officials, project implementers, private sector representatives, NGOs, and media.
• 267 stakeholders participated (66% response rate).
• Data was collected via postal, courier, email, and online platforms (Qualtrics).
• Results were compared to the FY 2014 survey (52% response rate, N=192).
• Data was weighted to ensure comparable stakeholder composition across years.

Demographics of the Sample

• Respondents were grouped into categories for analysis:
  • Government sectors: President/Prime Minister, Ministers, Parliamentarians, and local governments.
  • Private sector: Financial institutions and private sector organizations.
  • Civil society: NGOs, community-based organizations, private foundations, and faith-based groups (combined into "CSO").
  • Other: PMUs, consultants, contractors, and judiciary.
• No respondents from trade unions or youth groups were included.

General Issues Facing Kazakhstan

• Perception of Direction: Stakeholders from government sectors were more likely to believe Kazakhstan is headed in the right direction compared to PMUs, consultants, and the media.
• Development Priorities:
  • Top priorities included anti-corruption, public sector governance/reform, and job creation/employment.
• Poverty Reduction:
  • Respondents identified rural/territorial development, social protection, and job creation/employment as the most effective areas.
• Shared Prosperity:
  • Better entrepreneurial opportunities and a growing middle class were seen as key indicators.
• Societal Issues:
  • The gap between the rich and poor was perceived as a significant problem.
  • Global climate change was considered a serious issue.
  • Early childhood development was universally seen as very important.

Overall Attitudes Toward the World Bank Group

• Effectiveness Rating: The WBG was rated as moderately effective (mean score of 6.0).
• Development Results: The WBG was seen as contributing to development results, though not to a very significant degree (mean score of 6.3).
• Staff Preparedness: Respondents believed the WBG staff is somewhat prepared to help Kazakhstan with its development challenges (mean score of 6.5).
• Collaboration: Stakeholders who collaborated with the WBG had significantly higher ratings (mean = 6.8) compared to non-collaborators (mean = 6.3).
• Greatest Value:
  • Technical assistance and financial resources were rated as the most valuable contributions.
• Greatest Weakness:
  • Lack of public disclosure and insufficient collaboration with non-state actors were identified as key weaknesses.

Sectoral Effectiveness

• Key Drivers of Effectiveness:
  • For overall effectiveness: Social protection, anti-corruption, and disaster risk management.
  • For achieving development results: Job creation/employment, disaster risk management, health, equality of opportunity, and social protection.
• Private Public Partnerships: The WBG was seen as moderately effective in promoting private public partnerships (mean score of 6.4).
• Helping the Poorest: The WBG was rated as somewhat effective in supporting the poorest (mean score of 6.3).

How the WBG Operates

• Year Comparison: Perceptions of the WBG's work varied significantly between FY 2017 and FY 2014.
• Collaboration: Collaborators had more positive perceptions of the WBG's effectiveness compared to non-collaborators.
• Internal Measuring and Monitoring: The WBG was rated as somewhat effective in measuring and correcting its work in real time (mean score of 6.2).

WBG's Knowledge and Instruments

• Frequency of Consultation: Respondents consulted WBG knowledge work more frequently this year (monthly) compared to FY 2014 (a few times a year).
• Ministry and PMU Employees: These groups used WBG knowledge work most frequently (weekly/monthly).
• Meeting Knowledge Needs: The WBG was seen as meeting Kazakhstan's knowledge needs to a moderate extent (mean score of 6.3).
• Contribution to Development Results: The WBG's knowledge work was rated as somewhat significant in contributing to development results (mean score of 6.2).
• Technical Quality: The technical quality of WBG knowledge work was rated as moderately high (mean score of 6.5).
• Financial Instruments: The WBG's financial instruments were seen as meeting Kazakhstan's needs to a moderate extent (mean score of 6.3).
• Reimbursable Advisory Services (RAS): Respondents rated RAS as providing moderate value for money (mean score of 5.9).

Future Role of the WBG in Kazakhstan

• Making Greater Value:
  • Respondents suggested the WBG should collaborate more effectively with government clients and reach out more to groups outside of government.
• Collaboration with Key Groups:
  • NGOs, academia, private sector, and local government were prioritized for increased collaboration.
• Resource Focus:
  • Stakeholders recommended focusing on rural/territorial development, public sector governance/reform, and education, skills.
• Service Combination:
  • There was a shift in preference toward knowledge products over convening services.
  • The private sector preferred financial services, while bilateral/multilateral agencies thought the current combination was appropriate.

Communication and Outreach

• Information Sources: Most respondents (90%) obtained information from the Internet.
• Preferred Channels: The website and direct contact were the most preferred methods for receiving information from the WBG.

Key Findings and Trends

• The WBG is generally viewed as a moderately effective development partner.
• Collaboration significantly influences stakeholder perceptions.
• Familiarity with the WBG is strongly correlated with its perceived effectiveness.
• There is a growing emphasis on knowledge work and private public partnerships.
• The private sector and bilateral/multilateral agencies have distinct preferences regarding the WBG's service combination.
• Public disclosure and engagement with non-state actors are seen as areas for improvement.

Conclusion

The survey highlights the WBG's role in Kazakhstan, emphasizing the importance of collaboration, knowledge sharing, and alignment with national development priorities. While stakeholders recognize the WBG's contributions, there is a need for improved transparency and engagement with non-state actors to enhance its effectiveness and relevance.