Economic Conditions

2005 Annual Report on Operations Evaluation (World Bank by Janardan Prasad Singh

By Janardan Prasad Singh

The '2005 Annual document on Operation evaluate' examines using details by means of global financial institution managers to enhance improvement effects and improve the effectiveness of the financial institution on the kingdom point. It means that higher awareness is required to degree and deal with improvement effects on the kingdom point. this may require strengthening international locations' functionality size skill. The financial institution is making development in strengthening the consequences concentration of its tracking and assessment, yet extra realization is required to enhance functionality dimension and monitoring development.

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Additional resources for 2005 Annual Report on Operations Evaluation (World Bank Independent Evaluation Group)

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While most of these frameworks need further development, they provide a starting point for Bank staff as they develop country results chains that link country development goals with specific Bank operations. A key challenge will be adapting a generic framework to country circumstances. The Sector Strategy Implementation Update (SSIU) of February 2005 is a new report that replaces individual Sector Strategy Paper updates. It documents progress in all the sectoral (and thematic) strategies. It anticipates that the Results-Based CASs will improve the Bank’s internal capacity to collect and report on sector-level results and will highlight intermediate and final outcome indicators.

Chapter 3: Evaluation Highlights • The Bank continues to integrate a results focus in monitoring and evaluation systems. • Country-level monitoring for results is gaining momentum. • Monitoring of sector-level results is not as far along, but progress is being made. • New lending guidelines and templates have been issued that require more systematic collection of data for monitoring of lending operations. • Monitoring of analytic and advisory activity remains a challenge. • Corporate-level monitoring is gaining ground.

4 Improving IEG’s Effectiveness I EG evaluates its own products and services as part of a continuous process of self-evaluation. This chapter discusses IEG’s response to recommendations for itself contained in last year’s AROE and the results of the IEG client survey, which assesses Bank staff awareness about IEG studies and their perceptions of quality. IEG’s Response to 2004 AROE Recommendations The 2004 AROE included two recommendations for IEG: Recommendation 1: Strengthen attention to results-oriented M&E in IEG by requiring evaluations at the country, sector, and project levels to address systematically the three criteria for results-oriented M&E, and increase the weight that IEG ratings give to the extent of resultsoriented M&E and managing for results in Bank programs.

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