The Matrix System at Work - Independent Evaluation Group - World ...

APPENDIX K
WORLD BANK SECTOR STRATEGY PAPERS
Table K.2. Record of Implementation of Recent Sector and Corporate Strategy Papers
Sector
Strategy
Transport
(2002)
Evaluation
(year)
A Decade of
Action
on Transport
(2007)
Key priorities of
Bank sector strategy
The 1994 WDR proposed greater use of
the private sector through promoting
effective competition and giving
stakeholders more voice and
responsibility.
The 1996 transport strategy proposed
reducing the function of the public
sector as a supplier in transport and
increasing its function as a regulator. It
also highlighted the importance of
economic, financial, environmental, and
social sustainability.
The 2002 urban transport strategy
concentrated on social exclusion
aspects of urban inaccessibility.
Implementation of sector strategy
Private sector involvement has improved
accountability and efficiency in general, but the
extent of investment has been disappointing; the
Bank erred in reducing its commitments in the
sector despite warnings from the 1996 paper that
filling the gap through private sector funding was
unlikely to succeed; "many projects" have helped
establish the regulatory framework necessary to
safeguard the public; management and
accountability improving; Bank's support to
institutional development has had mixed success;
transport projects with environmental objectives
have performed reasonably well
Assessment
Substantial
Environm
ent (2001)
Environmental
Sustainability
(2008)
The strategy sought to:
(i) improve the quality of life (enhancing
livelihoods, preventing and reducing
environmental health risks, and
reducing vulnerability to natural hazards
and climate change);
(ii) improve the quality of growth
(supporting policy, regulatory, and
institutional frameworks for sustainable
environmental management and PSD);
(iii) protect the quality of the regional
and global commons
There was growing attention to environmental
issues in country strategies. Results along the
three dimensions of the strategy follow:
(i) analytic work on poverty and pro-poor growth
has lagged, and has not been sufficiently strategic
in addressing environmental linkages with health
and vulnerability or in reducing vulnerability to
hazards and climate change;
(ii) the Bank's record on helping countries improve
environmental governance has been mixed;
(iii) global public goods tend to receive insufficient
priority
Negligible
HNP
(2007)
Improving
Effectiveness
and Outcomes
for the Poor in
Health,
Nutrition, and
Population
(2009)
The share of multi-sectoral projects doubled
during the period to half of all projects. Projects
supporting SWAps rose to 13% of the portfolio.
The share of lending with objectives to reform the
health system dropped by nearly half.
Modest
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