2017年-世界发展银行全球_FY_2016_Jamaica_Country_Opinion_Survey_Report_109页_4mb

Jamaica Country Opinion Survey Summary

Core Content

The Jamaica Country Opinion Survey is part of the World Bank Group (WBG) Country Opinion Survey Program. The survey aimed to assess how stakeholders in Jamaica perceive the WBG’s work, including its effectiveness, role in development, and communication strategies. It was conducted from June to September 2016, involving 91 stakeholders (37% response rate), with responses compared to the FY'13 survey (68% response rate, N=108).

Main Points and Key Information

I. Objectives

• The survey sought to understand stakeholders' perceptions of the WBG's work in Jamaica.
• It explored general issues facing Jamaica, overall attitudes toward the WBG, sectoral effectiveness, and the future role of the WBG in the country.

II. Methodology

• Stakeholders were selected from various sectors including government, private sector, NGOs, media, academia, and more.
• Responses were collected via both courier and an online platform (Qualtrics).
• Indicator questions were included for the WBG’s annual Corporate Scorecard.
• Data were weighted for year-to-year comparison, excluding stakeholder groups not present in both years and "Other" category respondents.

III. Demographics of the Sample

• Stakeholders were grouped as follows:
  • Ministry employees and consultants: combined.
  • Financial sector and private sector: combined.
  • NGOs, private foundations, and faith-based groups: grouped under "CSO."
  • Other stakeholders (e.g., local governments, independent institutions): included in the "Other" category.
• No respondents were from the office of the President/Prime Minister, trade unions, youth groups, or the judiciary.

IV. General Issues Facing Jamaica

• Perception of Direction: Respondents in FY'16 were more likely to believe Jamaica is headed in the right direction (65.1%) compared to FY'13 (data not shown).
• Development Priorities:
  • Top priorities included "crime and violence" (47.3%), "job creation/employment" (35.2%), and "economic growth and diversification" (34.1%).
• Poverty Reduction:
  • Top contributors to poverty reduction were "job creation/employment/entrepreneurship" (76%), "education and skills development" (61%), and "equality of opportunity" (38%).
• Shared Prosperity:
  • Stakeholders identified "better entrepreneurial opportunities" (49%) and "greater voice and participation for citizens" (42%) as key indicators of shared prosperity.
• Social and Economic Issues:
  • Most respondents believed the gap between the rich and poor is a very big problem.
  • Global climate change was seen as a very serious problem by all respondents.

V. Overall Attitudes toward the World Bank Group

• Effectiveness Rating: FY'16 respondents rated the WBG’s effectiveness significantly lower than FY'13 (mean 5.7 vs. 6.5).
• Collaboration Impact: Collaborators with the WBG gave significantly higher ratings than non-collaborators.
• Perceptions of Effectiveness:
  • Key drivers of overall effectiveness were: transport, access to affordable finance for SMEs, and water and sanitation.
  • For achieving development results, key drivers were: education, private sector development, and early childhood development.
• Greatest Value:
  • In FY'13, the WBG's greatest value was seen as "financial resources: investment lending" (50%) and "technical assistance" (50%).
• Greatest Weakness:
  • In FY'13, the main weaknesses were perceived as "too bureaucratic" (37%) and "not sensitive to political/social realities" (30%).

VI. Sectoral Effectiveness

• Effectiveness by Area:
  • Transport, access to affordable finance for SMEs, and water and sanitation were rated highest for overall effectiveness.
  • Education, private sector development, and early childhood development were key for achieving development results.
• Private Public Partnerships:
  • Stakeholders rated the WBG’s role in promoting private public partnerships as moderate to high.

VII. How the World Bank Group Operates

• Perceptions of Work:
  • Stakeholders rated the WBG’s work on a scale from "Strongly disagree" to "Strongly agree."
  • Key areas included its role as a development partner, its ability to correct work in real time, and its responsiveness to local needs.
• Real-Time Monitoring:
  • Respondents rated the WBG’s ability to measure and correct its work in real time as 5.7 on a 10-point scale.

VIII. World Bank Group's Knowledge and Instruments

• Consultation Frequency:
  • FY'16 respondents consulted the WBG’s knowledge work more frequently than FY'13.
• Knowledge Quality:
  • Stakeholders rated the technical quality of the WBG’s knowledge work highly.
• Financial Instruments:
  • The WBG’s financial instruments were seen as meeting Jamaica’s needs, with a mean rating of 7.0 (out of 10).
• Communication Preferences:
  • Preferred information sources included the WBG’s website (64%), publications (51%), and e-newsletters (43%).

IX. The Future Role of the World Bank Group in Jamaica

• Increasing Value:
  • Stakeholders suggested the WBG should provide more data/knowledge on Jamaica’s economy (34%) and improve the competitiveness of its financing (32%).
• Resource Focus:
  • Key areas for resource focus were "education and skills development" (63%), "job creation/employment and entrepreneurship" (53%), and "public sector governance/reform" (32%).
• Service Combination:
  • Stakeholders were asked to identify which service the WBG should offer more of, with responses indicating a preference for certain areas.

X. Communication and Outreach

• Awareness of Policies:
  • FY'16 respondents were less aware of the WBG’s Access to Information Policy compared to FY'13.
• Information Sources:
  • Most respondents obtained information from local newspapers (78%), the Internet (47%), and local television (21%).

Key Findings

• Familiarity with WBG: FY'16 respondents had lower familiarity with the WBG compared to FY'13 (weighted mean 7.0 vs. 8.3).
• Effectiveness: Overall effectiveness and ability to achieve development results were lower in FY'16 than FY'13.
• Collaboration: Stakeholders who collaborated with the WBG had more positive perceptions.
• Knowledge Work: Increased consultation with WBG knowledge work, but awareness of policies remained low.
• Communication: Preferred channels included the website and publications, but awareness of the Access to Information Policy decreased.

Conclusion

The Jamaica Country Opinion Survey provides a comprehensive overview of stakeholder perceptions of the WBG’s work. While the WBG is seen as a valuable entity, there is room for improvement in terms of familiarity, effectiveness, and communication. The survey highlights the importance of collaboration, technical quality, and responsiveness to local needs, with a clear focus on poverty reduction, education, and private sector development.