2016年-世界发展银行全球_FY16_Peru_Country_Opinion_Survey_Report_112页_2mb

FY16 Peru Country Opinion Survey Report Summary

Core Content

This report presents the findings of the FY16 Peru Country Opinion Survey conducted by the World Bank Group's Public Opinion Research Group (PORG). The survey aimed to understand how stakeholders in Peru perceive the WBG's work, focusing on general issues facing the country, overall attitudes toward the WBG, sectoral effectiveness, and the future role of the WBG in Peru.

Main Objectives

• To gain insights into stakeholders' perceptions of the WBG's work in Peru.
• To explore the following areas:
  • General issues facing Peru
  • Overall attitudes toward the WBG
  • The WBG's effectiveness and results
  • The WBG's knowledge work and activities
  • Collaboration with the WBG
  • The WBG's future role in Peru
  • Communication and outreach efforts

Methodology

• Conducted between April and June 2016.
• 562 stakeholders were invited to participate.
• 209 stakeholders responded, resulting in a 37% response rate.
• The survey included a mix of online and email-based questionnaires.
• Data were weighted to allow for comparison with the FY14 survey (42%, N=197).
• Not all stakeholder groups were included in the comparison due to differences in representation.

Demographics of the Sample

• Respondents were drawn from various stakeholder groups, including government offices, PMUs, consultants, local governments, bilateral/multilateral agencies, private sector organizations, NGOs, the media, and academia.
• Key groups included:
  • Office of the President/Prime Minister and Office of Minister (combined)
  • Financial sector/private banks and private sector organizations (combined)
  • Private foundations and NGOs/CBOs (combined into "CSO" category)
• Groups with few respondents: Office of a parliamentarian, judiciary branch, and "Other".
• No respondents from local governments, trade unions, faith-based groups, or youth groups.

General Issues Facing Peru

• Perception of Direction: 80.1% of respondents believed Peru was headed in the right direction.
• Development Priorities: Top priorities included education, public sector governance/reform, and water and sanitation.
• Poverty Reduction: Education, water and sanitation, and rural development were seen as the most effective areas for poverty reduction.
• Shared Prosperity: Respondents identified economic growth and equity as key elements.
• Poverty Gap: A majority perceived the gap between the rich and poor as a very big problem.
• Climate Change: Perceived as a very serious problem by a significant portion of respondents.

Overall Attitudes Toward the World Bank Group

• Effectiveness: Respondents rated the WBG as more effective than the Latin American Development Bank but less effective than the FY14 survey.
• Collaboration: Respondents who collaborated with the WBG and those who did not had statistically similar overall ratings.
• Greatest Values: Policy advice, studies, analyses, and capacity development were identified as the greatest values.
• Most Effective Instruments: Capacity development, technical assistance, and investment lending were seen as the most effective in reducing poverty.
• Greatest Weaknesses: Lack of public disclosure, insensitivity to political/social realities, and complex processes were cited as major weaknesses.

Sectoral Effectiveness

• Key drivers of overall effectiveness included:
  • Effectiveness in law and justice
  • Effectiveness in transport
  • Effectiveness in gender equity
• For achieving development results, key drivers were:
  • Effectiveness in gender equity
  • Effectiveness in information and communications technology
  • Effectiveness in transport
• The WBG was perceived as effective in promoting private-public partnerships and helping the poorest in Peru.

How the WBG Operates

• Year Comparison: Respondents gave lower ratings for several qualities of the WBG as an effective development partner compared to FY14.
• Internal Measuring and Monitoring: Respondents rated the WBG's ability to measure and correct its work in real time.
• Reimbursable Advisory Services: Respondents evaluated the value for money of the WBG's advisory services.
• Knowledge Work Quality: Technical quality of the WBG's knowledge work was generally positive.

Knowledge and Instruments

• Frequency of Consultation: Respondents consulted the WBG's knowledge work and activities frequently.
• Meeting Knowledge Needs: A majority believed the WBG met Peru's needs for knowledge services.
• Contribution to Development Results: The WBG's knowledge work was seen as a significant contributor to development outcomes.
• Financial Instruments: Respondents believed the WBG's financial instruments met Peru's needs.
• Preferred Communication Channels: E-newsletters, seminars/workshops, and publications were preferred sources of information.

Future Role of the WBG in Peru

• Increasing Value: Respondents suggested increasing capacity development, especially at the subnational level.
• Resource Focus: Education and public sector governance/reform were identified as the most important areas for resource focus.
• Service Combination: Respondents believed the WBG should offer more advisory services.

Communication and Outreach

• Information Sources: The Internet and local newspapers were the most common sources of information about development issues.
• Preferred Information Channels: E-newsletters, seminars/workshops, and written materials were preferred.
• Awareness of Access to Information Policy: This year's respondents were less aware of the WBG's Access to Information Policy than those in FY14.
• Website Usage: A higher percentage of respondents used the WBG website this year.
• Social Media Use: A majority of respondents used or had used the WBG's social media channels.

Key Findings

• The WBG is generally viewed as effective, with high ratings on its work in key sectors.
• Stakeholders' familiarity with the WBG is strongly correlated with their ratings of its effectiveness.
• The WBG's role in poverty reduction and shared prosperity is seen as important.
• There is a call for increased capacity development and more advisory services.
• Communication and outreach efforts have improved, with increased website and social media usage.