Knowledge-based country programs : an evaluation of World Bank Group experience
2016
This evaluation assesses knowledge-based activities in nine country programs selected from 48 knowledge-intensive programs supported by the Bank Group. It identifies the factors in the success or failure of those activities as they contribute to policy making or development outcomes. It also identifies areas of strength for the Bank Group as well as areas of weakness or risk. The evaluation findings are therefore relevant to current Bank Group efforts to strengthen the contribution of knowledge to development. The evaluation was done on economic and sector work and non-lending technical assistance activities selected from a purposive sample of knowledge-intensive country programs. In addition, the evaluation assessed International Finance Corporation Advisory Services for their synergy with the Bank’s analytical and advisory activities. The findings have implications for the Bank Group’s knowledge work, including governance and incentives. The Bank Group remained a strategic partner in the focus countries by providing knowledge services that addressed one or more client needs, which ranged from customized development solutions and capacity development to experience-sharing and innovative ideas. In the sample of countries, the Bank Group was more effective when it worked on specific sectors rather than broad topics, designed tasks to address specific client concerns, customized international best practice to local conditions, generated data to support policy making, and formulated actionable recommendations that fi t local administrative and political economy constraints. The Bank Group was less effective when it did not address issues relevant to the client or was unable to follow up consistently with the client on the implementation of advisory activities. Regardless of the level of government that operated as counterpart (central or local), client participation and good monitoring and evaluation systems were key to good results.
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