2001 Annual Review of Development Effectiveness: Making by William G. Battaile Jr.

By William G. Battaile Jr.

The 'bottom line' for the realm financial institution is its improvement effectiveness. The autonomous Operations review division (OED) tracks the Bank's improvement functionality, reading the effectiveness of financial institution tasks, courses, and procedures; attracts classes of operational event; and gives suggestion to the Board in keeping with reviews on the undertaking, state, region, and thematic degrees. every year, facts from those reviews is marshaled to provide a precis document at the Bank's improvement effectiveness, situated round a specific improvement factor. The '2001 Annual evaluate of improvement Effectiveness: Making offerings' (2001 ARDE) offers the newest self reliant overview effects, with a spotlight on how the financial institution and its consumers could make the easiest choice from the on hand suggestions instruments.

The most up-to-date venture review info awarded within the 2001 ARDE make certain an important development within the results of the Bank's lending functionality, specifically for FY00 exiting initiatives. The upward pattern keeps into FY01, with reliable advancements in sustainability and institutional improvement influence to boot. Lending is, besides the fact that, just one size of the Bank's broader tips toolkit consisting of either monetary and nonfinancial tools. This toolkit has been tailored and accelerated according to a fancy and quickly altering improvement time table. New lending tools, analytical instruments, and partnership preparations were crafted to handle the myriad wishes and personal tastes of debtors and to fulfill the problem of the Bank's undertaking of poverty relief. because the findings of the 2001 ARDE convey, selecting the best mix and sequencing of actions in a given environment, could make the variation among good fortune and failure. How those tools are being placed into perform, their effectiveness and hyperlink to kingdom, quarter, and thematic effects, and the place there's want for development are the topic of this evaluation.

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2001 Annual Review of Development Effectiveness: Making Choices

The 'bottom line' for the realm financial institution is its improvement effectiveness. The autonomous Operations review division (OED) tracks the Bank's improvement functionality, interpreting the effectiveness of financial institution initiatives, courses, and procedures; attracts classes of operational event; and offers recommendation to the Board according to reviews on the venture, state, region, and thematic degrees.

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Extra resources for 2001 Annual Review of Development Effectiveness: Making Choices

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OED has so far evaluated only one APL and two LILs. These three evaluations do not constitute a large enough sample to draw any accurate analysis of their performance. ” Instruments have different risks and rewards, which can be factored into their choice. 10 places major lending instruments into four risk/reward quadrants, where rewards are measured by the average APPI and risk by the APPI’s standard deviation. This comparison is not meant Tr e n d s i n O u t c o m e s o f I n v e s t m e n t Operations Selected Specific Investment Instruments (Weighted by Disbursements) 100 100 90 90 Percent Satisfactory Percent Satisfactory All Investment Lending 80 70 60 50 By Project 80 70 60 SIMs 50 SILs Weighted by Disbursements 40 40 1996 1997 1998 1999 2000 2001* 1996 1997 1998 1999 2000 2001* *Preliminary; see chapter 3 endnote 1.

CFA Non-CFA Africa 80 60 40 20 0 Pre-Devaluation Post-Devaluation Performance at the Instrument Level Ta b l e 3 . 1 Reasons for Unsatisfactory Outcomes (percent of sample unsatisfactory projects, for which the factor is identified) Factor Investment Adjustment Total % Weakness in project design 100 100 100 Weak monitoring and evaluation 46 13 38 Weak borrower commitment 46 88 56 Poor borrower implementation performance 42 50 44 Poor Bank supervision performance 38 0 28 Negative exogenous factors 33 0 25 Source: Review of recent PPARs for projects with unsatisfactory outcomes.

1, while most of the investment projects were approved during the mid-1990s. This section is divided into two parts. The first part describes the trends of the Bank’s main performance dimensions—outcome, sustainability, and institutional development (ID) impact—for the projects that exited during the FY96–01 period. The second, focusing on Determinants of Success, discusses the factors contributing to the lending performance trends. Performance Trends Outcome Trends The Strategic Compact target of 75 percent satisfactory outcomes has been met.

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