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Building up the capacity and influence of evaluation in the Bank and outside, 1986-92 (English)

This report outlines how the capacity and influence of evaluation, in the Bank and outside, was built during the period 1986-92, as described by the author, the former Director-General, Operations Evaluation Department (OED). As seen by the author, the mandate at the time was twofold: to breathe new life into the Bank's evaluation system, and, to encourage further development of evaluation capacity outside the Bank. Arguably, the impact of evaluation was seen as accountability only, rather than the marketing of products as well - which in effect, competes with the accountability function. This was seen as a cultural barrier to solve. Another issue to solve was the management problem, because there were no administrative functions, no budgeting, no cost information, and no common services. Thus, the culture instilled was a participatory style of management, to interact with operational staff in order to impact on the quality of operations. In the management side, a Director was appointed to build a stronger departmental relationship. However, on the evaluation output, significant resource problems were mounting in the face of evaluation demands. Important features at the time, highlight some controversial studies, e.g., on project environmental impacts; experiments reviewing the adjustment lending; many cluster audits; and, the strengthened Annual Review. Discussed in depth are the dissemination, and feedback processes, and the evaluation capacity development, emphasizing the soundness of the Review of the Bank's Portfolio Performance, which although reported on the deteriorating performance, proved the need for stronger evaluation mechanisms.




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Building up the capacity and influence of evaluation in the Bank and outside, 1986-92 (English). Operations Evaluation Department (OED) working paper series Washington, D.C. : World Bank Group.