By Janardan Prasad Singh
The '2005 Annual record on Operation evaluate' examines using details by way of international financial institution managers to enhance improvement effects and increase the effectiveness of the financial institution on the nation point. It means that better awareness is required to degree and deal with improvement effects on the kingdom point. this can require strengthening international locations' functionality dimension capability. The financial institution is making development in strengthening the consequences concentration of its tracking and review, yet extra realization is required to enhance functionality dimension and monitoring development.
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Additional info for 2005 Annual Report on Operations Evaluation (World Bank Independent Evaluation Group)
Also, global programs, unlike investment projects, are ongoing rather than completed. IEG will initiate two pilot GPRs in fiscal 2005 that will be similar in scope to a PPAR. They will include lessons learned rather than recommendations. Like PPARs, each review will undergo a multi-tiered review within IEG. For the pilot phase, IEG plans to ask the Board’s Committee on Development Effectiveness (CODE) to review the first two pilots in order to provide feedback to IEG regarding the new product. Conclusions The Bank is making progress in strengthening a results orientation in M&E.
Conclusions The move to a results approach shifts the focus on performance measurement and management from within the Bank to the country. The shift to outcomes will require the Bank to work with the government to put in place systems to collect and analyze the necessary information. This should not become a burden for the government. The Bank will need to: (a) use government systems and help build capacity to develop and maintain such systems; (b) help to generate demand for, and use of, the information; (c) simplify and emphasize essential information; and (d) harmonize information systems across Bank operations, as well as with other development agencies.
Performance Management As the Bank increases its results orientation, the focus of performance management will shift from the Bank to the country and toward shared accountability for results. Establishing the use of, and creating demand for, performance information will be critical for successful performance management. Performance information is meaningless if it is not used. An OECD/DAC report identified two categories of use for performance information: (a) management improvement (managing for results) and (b) performance reporting (accountability for results).