Addressing the Challenges of Globalization : An Independent Evaluation of the World Bank's Approach to Global Programs
This report completes the second phase of the Operations Evaluation Department's independent evaluation of the World Bank's involvement in global programs. This Phase 2 report is based on case studies of 26 (of a total of 70) Bank-support...
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| Format: | Publication |
| Language: | English en_US |
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Washington, DC: World Bank
2013
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| Online Access: | http://documents.worldbank.org/curated/en/2004/01/7563430/addressing-challenges-globalization-independent-evaluation-world-banks-approach-global-programs http://hdl.handle.net/10986/14755 |
| Summary: | This report completes the second phase
of the Operations Evaluation Department's independent
evaluation of the World Bank's involvement in global
programs. This Phase 2 report is based on case studies of 26
(of a total of 70) Bank-supported global programs that
accounted for 90 percent of the Bank's global program
expenditures in 2002. It follows on the phase 1 report
completed in 2002 and the meta-evaluation of the CGIAR
completed in 2003 that evaluated Bank involvement in global
programs. The phase 2 report's recommendations stress
two key elements: 1) The need for a global strategy for the
Bank that will focus Bank support on high-priority,
well-funded global public goods programs and that will be
based on a consultative process involving key partners; 2)
Better routine management of the global portfolio in order
to set international standards for quality, add value, and
enhance returns to Bank country operations and clients. The
study points out that some key elements of a Bank global
strategy would likely include an understanding and
exploitation of the comparative advantage of the Bank and
its key partners, including U.N. agencies; a clear focus on
key global public goods and global policies that adversely
affect developing countries' prospects for growth and
poverty alleviation; and support of poverty reduction
activities that complement rather than compete with Bank
country operations. With respect to the improvement in the
portfolio, OED recommends that the Bank: a) Separate
oversight from management; b) Improve standards of
governance and management of individual programs; c) Revisit
selection and exit criteria; and d) Strengthen evaluations
of global programs and their review within the Bank. |
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