Authorized Authorized
eERqs
eERqs
You also want an ePaper? Increase the reach of your titles
YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.
306 WORLD DEVELOPMENT REPORT 2016<br />
Figure 6.7 Proportion of international<br />
financial institution projects with<br />
successful outcomes<br />
World Bank<br />
ADB: Sovereign<br />
ADB: Nonsovereign<br />
IFAD<br />
IFC<br />
AfDB<br />
EBRD<br />
0 10 20 30 40 50 60 70 80<br />
Percent<br />
Sources: Based on most recent available reviews of independent evaluations<br />
or independent validations of self-assessments. Data at http://bit.do<br />
/WDR2016-Fig6_7.<br />
Note: ADB = Asian Development Bank; AfDB = African Development Bank;<br />
EBRD = European Bank for Reconstruction and Development; IFAD =<br />
International Fund for Agricultural Development; IFC = International Finance<br />
Corporation. “Outcome” is an index combining efficacy, relevance, and<br />
efficiency. “Success” is a rating of 4 or better on a 6-point scale (IFAD, IFC,<br />
World Bank); 3 or better on a 4-point scale (ADB, EBRD); or 2.5 or better on<br />
a 4-point scale (AfDB).<br />
by locally recruited women using a tablet computer.<br />
The annual survey, planned for 1 million respondents,<br />
aims to provide actionable feedback at all levels from<br />
village to state (box 6.3).<br />
Feedback is facilitated for programs that are<br />
built around data platforms. For instance, the Bridge<br />
International Academy in Kenya monitors teacher<br />
and student performance, allowing management<br />
to intervene when teachers, students, or schools are<br />
underperforming (see chapter 3). Bus rapid transport<br />
systems can automatically monitor vehicle speed and<br />
ridership, tracking maintenance, capacity use, and<br />
responses to weather. Health systems can track use<br />
and outcomes if patients and providers use digital<br />
ID cards to log services. Remote sensing can track<br />
program impacts on agriculture, water use, deforestation<br />
reduction, or air pollution. Ground sensors can<br />
track the sustainability of infrastructure in remote<br />
and conflict-affected areas, as in Afghanistan and<br />
Pakistan. These systems offer rich, representative,<br />
actionable real-time information.<br />
Organizational inertia impedes agile,<br />
feedback-intensive approaches<br />
These techniques are technically feasible, but are they<br />
organizationally feasible? One obstacle is a skills gap,<br />
but this can be remedied through training. Obstacles<br />
posed by incentives are more formidable. First, donor<br />
agencies, their staff, and their recipients are often<br />
focused more on maximizing disbursements than on<br />
optimizing results. Disbursements are more immediately<br />
linked to organizational power and survival,<br />
and have traditionally been much easier to track and<br />
manage.<br />
Second, organizations cling to procedures that<br />
assume that projects can be thoroughly planned in<br />
advance and in detail. According to an OECD survey,<br />
“Development practitioners report being constrained<br />
by rigid results frameworks that are not flexible<br />
enough to include new sets of information to adapt to<br />
Figure 6.8 High-quality M&E improves project outcomes<br />
High-quality M&E<br />
Substantial M&E<br />
Modest M&E<br />
Negligible M&E<br />
Outcome (independently rated)<br />
Highly satisfactory<br />
Satisfactory<br />
Moderately satisfactory<br />
Moderately unsatisfactory<br />
Unsatisfactory<br />
Highly unsatisfactory<br />
Source: WDR 2016 team based on World Bank data. Data at http://bit.do/WDR2016-Fig6_8.<br />
Note: Colors code the proportion of projects by outcome. The size of the circle is proportional to the number of projects in the M&E category. M&E = monitoring<br />
and evaluation.
Change language