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

APPENDIX K
WORLD BANK SECTOR STRATEGY PAPERS
Sector
Strategy
(year)
Urban
(2000)
Evaluation
(year)
Improving
Municipal
Management for
Cities to
Succeed (2009)
Key priorities of
Bank sector strategy
The strategy put municipal
management and service provision at
the center of the urban strategy.
For service provision: Municipalities
were seen as key providers of local
services for improving livability for the
poor in cities;
For planning: Capacity building at the
municipal level was to help achieve
good governance; and competitiveness
highlights City Development Strategies
to help urban markets work better.
For municipal finance: bankability was
to help municipalities achieve sound
finances and creditworthiness through
better municipal financial management.
Implementation of sector strategy
Management of municipal service provision was a
priority in all focus MDPs, although there were
shortcomings in results for many.
Planning was not a consistent priority in Municipal
Development Projects despite its emphasis in the
urban strategy.
Most MDPs addressed the financial dimension of
municipal management (and there were better
results here than in other areas).
Assessment
Modest
Gender
(2001)
Gender and
Development
(2010)
The strategy planned to:
(i) prepare periodic Country Gender
Assessments;
(ii) develop priority policy and
operational interventions;
(iii) monitor the implementation and
results
The Bank failed to prepare the number of country
gender assessments planned. Implementation of
the M&E system was inadequate. In practice
gender issues were restricted to those sectors
identified in the CAS as relevant.
Negligible
Water
(2003)
Water and
Development
(2010)
The 1993 strategy shifted the Bank's
approach from one based on discrete
investments to a multi-sectoral one.
The 2003 strategy supported business
as usual in areas with success
(including water quality, conservation,
groundwater management), but focused
on areas of poor performance or where
issues are contentious. This included
'principled pragmatism' rather than faith
in private sector provision, reengagement
with big hydraulic
infrastructure projects, and assuring
consistency with CASs through country
water resources assistance strategies.
The integration of water practices across sectors
is well underway: a majority of water projects were
overseen by sector boards other than Water and
Sanitation, but integration has made little progress
in client countries.
Dams and hydropower have become more
important parts of the portfolio.
Some activities (of the business as usual variety)
have become less important, including coastal
zone management, pollution control, and to a
lesser extent groundwater conservation.
The Bank's complementary strategies for the
water sector have been broadly appropriate, but
their application has underemphasized some of
the most difficult challenges set by the 2003
strategy.
Modest
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