By World Bank Independent Evaluation Group
The AROE sequence keeps to reinforce its concentrate on effects, tracking, and overview. the newest 2006 version updates the results of handling for ends up in global financial institution operations, assesses if tracking and overview practices offer employees with details that is helping them deal with for effects, and appears at IEG's personal effectiveness. Its ideas deal with how you can make tracking and overview more advantageous and influential instruments.
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Extra info for 2006 Annual Report on Operations Evaluation
Insufficient budgets were often cited as an issue. In a previous QAG assessment of supervision in fiscal 2001–02, only 31 percent of TTLs responding felt that they had sufficient resources to adequately implement an outcome-focused system for supervision (World Bank 2003b). 1). Supervision received more resources than either lending or country and ESW and accounted for about 27 percent of total client expenditures within the Regions. Supervision expenditure per project increased in real terms during the period.
1). Supervision received more resources than either lending or country and ESW and accounted for about 27 percent of total client expenditures within the Regions. Supervision expenditure per project increased in real terms during the period. This suggests that the issue may not be the lack of Bank budget for M&E per se, but the many demands on both financial resources and the TTL’s time and attention. Participants explained that they often postponed the preparation of M&E arrangements until after project approval because of the need to reduce project preparation time: You need to do it (develop monitoring and evaluation system) quickly, you need to do it before (appraisal), and then you are running out of time because there are all these pressures to deliver.
IEG’s outputs are the findings, lessons, and recommendations from its evaluations and evaluation capacity support in client countries. Dissemination efforts are the intermediate step between outputs and outcomes. For IEG’s accountability function, the intermediate outcomes of these outputs are the Board’s use of evaluations to fulfill its oversight function and the incorporation of IEG recommendations in Bank internal policies and procedures. 1: IEG Results Chain Final outcome Bank effectiveness improved Government institutions, policies, programs made more effective Data sources Intermediate outcomes Accountability through use by Board and senior management • Use of evaluation findings by Board members to provide oversight function • Evaluation recommendations incorporated into Bank operations and policy Learning from evaluation by operational staff •Use of evaluation findings by Bank staff to improve policy advice to clients and program and project design •Use of evaluation findings by external stakeholders to improve their programs and policies Dissemination of IEG products Outputs • IEG-WB evaluations—Findings, lessons, and recommendations • Support for evaluation capacity development (knowledge, training, advice) • Management Action Record • Survey of executive directors and their advisors • Client survey on use and influence of IEG’s evaluations • References to IEG’s evaluations in PADs and sector strategies • References to IEG in the media • Awareness of IEG’s evaluations (client survey) • Client survey on evaluation quality satisfaction IEG-WB budgetary resources (staff, consultants, and so forth) Inputs Source: IEG.