Behind the Mirror
The World Bank Group's self-evaluation systems have expanded since they started 40 years ago, and compliance with requirements is mostly strong. They systems mesh well with the independent evaluation systems for which they provide information and the systems have been emulated and adapted by other development agencies. However, the self-evaluation systems primarily focus on results reporting and accountability needs and do not provide the information necessary to help the Bank Group transform into a "Solutions Bank" or develop learning to enhance performance as emphasized in its 2013 strategy. Information generated through the systems is not regularly mined for knowledge and learning except by IEG, and its use for project and portfolio performance management can be improved. The systems produce corporate results measures but need to produce value to staff and line management and to the primary beneficiaries of the "Solutions Bank"—client governments, implementing agencies, firms, and beneficiaries and citizens.
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| Format: | Report biblioteca |
| Language: | English en_US |
| Published: |
World Bank, Washington, DC
2016-03-29
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| Subjects: | development effectiveness, World Bank Group, IFC, MIGA, impact evaluation, corporate scorecards, management action record, self-evaluation, accountability, monitoring, results, organizational learning, performance management, |
| Online Access: | http://documents.worldbank.org/curated/en/2016/07/26610605/behind-mirror-report-self-evaluation-systems-world-bank-group https://hdl.handle.net/10986/24956 |
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| Summary: | The World Bank Group's
self-evaluation systems have expanded since they started 40
years ago, and compliance with requirements is mostly
strong. They systems mesh well with the independent
evaluation systems for which they provide information and
the systems have been emulated and adapted by other
development agencies. However, the self-evaluation systems
primarily focus on results reporting and accountability
needs and do not provide the information necessary to help
the Bank Group transform into a "Solutions Bank"
or develop learning to enhance performance as emphasized in
its 2013 strategy. Information generated through the systems
is not regularly mined for knowledge and learning except by
IEG, and its use for project and portfolio performance
management can be improved. The systems produce corporate
results measures but need to produce value to staff and line
management and to the primary beneficiaries of the
"Solutions Bank"—client governments, implementing
agencies, firms, and beneficiaries and citizens. |
|---|