capacity development in project design review of 2006 investment project portfolio mark nelson world...
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![Page 1: Capacity Development in Project Design Review of 2006 Investment Project Portfolio Mark Nelson World Bank Institute Capacity Development Unit](https://reader036.vdocument.in/reader036/viewer/2022062404/5514fdbe55034693478b63cf/html5/thumbnails/1.jpg)
Capacity Development
in Project Design
Review of 2006 Investment Project Portfolio
Mark NelsonWorld Bank Institute
Capacity Development Unit
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Background and Methodology A period of intense review of capacity
development in the World Bank and beyond World Bank and other reviews showed many
shortcomings First stage of study looks 217 WB investment
projects approved in FY06 One questionnaire per PAD based on definitions
and instructions Imperfect exercise: Just how much can be said at
the design stage? A work in progress: Further insights downstream
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Lending instruments in FY06 Investment Loans (244 projects)
Specific Investment Loans (163 projects) Adaptable Program Loans (33 projects) Technical Assistance Loans (15 projects) Sector Investment and Maintenance Loans (11 projects) Emergency Recovery Loans (19 projects) Financial Intermediary Loans (3 projects)
Development Policy Operations (53 projects) Development Policy Loans (31 projects), Poverty Reduction Strategy Credits (16 projects) Programmatic Adjustment Loan (6 projects)
For this presentation, we are dealing only with 217 investment loans for which Project Assessment Documents
are available.
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Project Distribution by Region
Regional Distribution
5%7%
26% 25%23%
14%
0%
5%
10%
15%
20%
25%
30%
AFR ECA LCR EAP SAR MENA
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The Paris Agenda
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Paris IndicatorsIndicators
1 Ownership – Operational PRS
2a Quality of PFM systems
2b Quality Procurement systems
3 Aid reported on budget
4 Coordinated capacity development
5 Use of country PFM systems
6 Parallel PIUs
7 In-year predictability
8 Untied aid
9 Use of programme-based approaches
10 Joint missions & country analytic work
11 Sound performance assessment framework
12 Reviews of mutual accountability
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Was CD mentioned in the “Development Objective”? Did the project have self-labeled capacity development
components? Types of CD inputs (training, technical assistance,
knowledge sharing, study tours) Levels of CD addressed (enabling environment, institutions
and policies, organizational and individual) Implementation arrangements (PIUs) Cost of CD inputs Basic information about region, networks, and types of
loans, and lending instruments Did the project involve coordination among donors?
Questions covered
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Is capacity development included in the “Development Objective”?
Yes59%
No37%
Unclear4%
N=217
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Is capacity development included in the “Development Objective”?
66%
73%
57%
10% 13%0%
10%
20%
30%
40%
50%
60%
70%
80%
Projects w/CDcomponent
Multiple CDcomponents
Single CDcomponent
No CDcomponents
Unclear
N=190 N=101 N=89 N=19 N=8
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Evidence of co-financing with other partners?
No 54%
Yes 46%
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Capacity development component costs as percentage of total project cost
37%
63%
12% 6%0%
10%
20%
30%
40%
50%
60%
70%
Projects w/CDcomponent
Multiple CDcomponents
Single CDcomponent
PIU cost
N=173 N=85 N=88 N=100
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CD Inputs - Definitions Training: Structured learning activities in an expert-
learning mode through which knowledge and skills are transmitted and acquired
Consultant Assistance/TA: Foreign or local consultants hired to provide assistance and expertise
Knowledge Sharing: Discrete events with emphasis on peer learning, knowledge exchange and awareness raising
Study Tours: A group of stakeholders visits selected countries or organizations with specific goals in acquiring knowledge not readily available at home
Twinning: Cooperation between two institutions where knowledge and skills are transferred
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Capacity development inputs
93%
91%
55%
52%
17%
13%
0% 20% 40% 60% 80% 100%
Consultants
Training
Knlg Sharing
Equipment
Study Tours
Unclear/other
Consultants Training Knlg Sharing Equipment Study Tours Unclear/other
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Stated aims of capacity inputs
78%
71%
35%
33%
4%
0% 20% 40% 60% 80% 100%
Institutions andPolicies
Organizations
Individuals
EnablingEnvironment
Unclear
Institutions and Policies Organizations Individuals Enabling Environment Unclear
n=217
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9%
49%
42%
12%
34%
54%
0%
10%
20%
30%
40%
50%
60%
Yes No Unclear
With foreign donors other than the World Bank With no other foreign donors
Quantitative Descriptions of Baseline Capacity
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Project Implementation Unit used?
No23%
Unclear5%
Yes72%
Percentage of 217 investment projects
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86%
78%73%
68%
60%
40%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
EAP ECA AFR LCR MENA SAR
PIUs by region
(n=30) (n=55) (n=56) (n=51) (n=10) (n=15)
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Highlights from the Project Portfolio
Examples of good practice?
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Organizational levelChange management, audits and reviews
Institutional and policy levelResolution of policy differences and process issues.
Enabling environmentCoordinating government-wide reform
Institutional Reform and Capacity Building in Kenya
Fertile Conditions for Capacity Growth
Individual levelIntensive training and technical assistance
for civil service staff
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Institutional Strengthening and Health Sector Support Project in Niger
Sector-Wide Approach (SWAp) focused on institutions, organizations and individuals
Detailed diagnosis of capacity constraints
Coordination among all stakeholders
Management capacity developed within government – no PIU
Human Capital
Enabling Environment
& Governance
Health Sector Organizations
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Second Multisectoral STI/HIV/AIDS Prevention Project in Madagascar Harmonization & donor coordination Use of informal networks (video-clubs,
community gathering places) Well defined indicators Comprehensive multi-sectoral
approach to preventing the disease
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Judicial Modernization Project in AzerbaijanClear capacity objective
with actions focused on constraints Weak management
impedes policy implementation
Weak human capital deters professionalism
Lack of court facilities impedes modernization
Lack of information limits accessibility and accountability
Physical Facilities&
Technology
Human Capital
Information
Management
DevelopingJudicial Capacity
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Features of project designBenchmarks, specific
targets, engaged partners, accountability Focus on systems,
organizational functioning
Training of 1000 officials by CoE, GTZ, USAID
Strong emphasis on information flow, accountability
Implementation by the Ministry of Justice which is accountable for results and sustainability
Physical Facilities&
Technology
Human Capital
Information
Management
DevelopingJudicial Capacity
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Education Excellence and Equity Project in Albania
SWAp focused on improving quality of learning conditions, increased enrollment in general secondary education
Identifies short-term, intermediate and long-term goals
Focus on capacity of Ministry of Education and Science – no external PIU
Strengthening leadership,management and governance of
education system
Improving conditions for teaching and learning
Improving and rationalizing education
infrastructure
Higher educationreform
Components
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Local government capacity development in Uganda: An ongoing project Long-term process: Started in early 1990s Significant resources allocated competitively
through grants to local districts Strong country leadership Culture of participation Demand from public and from local leaders Huge effort at monitoring and evaluating
outcomes “Every morning when I get out of bed, I feel the
demands of the people coming through every window,” George Ntulume, Wakiso District Administrator
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Uganda’s District Governments
Wakiso District Population 1 million(includes Entebbe)
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Some Preliminary Conclusions
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Progress towards Paris commitmentsIndicator 2005 2008 Target
Joint country analytic work 39% 66%
Program-based approaches (DPLs, SWAps, basket financing)
50% 66%
Parallel PIUs 46% 16%
Disbursements on schedule 89% 94%
Aid dispersed using country procurement systems
n/a n/a
Aid dispersed using country financial management systems
[65] [77]
Missions done jointly 19% 40%
TC coordinated with other donors 47% 50%
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SWAps cost more to prepare…
$428,000
$360,000 $351,000
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
$400,000
$450,000
Average preparation cost (US$)
SWAps All projects DPOs
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…and may take longer to prepare
14.6 14.4
8.9
0
2
4
6
8
10
12
14
16
average months preparation time
SWAps All projects DPOs
months months
months
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Disincentives to harmonization and alignment Time and efficiency constraints Career incentives linked to quantity of
“deliverables,” not “good behavior” Focus on corruption creates impression
that country systems are less reliable Budget: Coordination costs more
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Many ways to skin a cat? Highly diverse approaches to, and definitions of,
capacity development Some projects include a single, discrete capacity
development component (often focused on project implementation)—“The Capacity Component”
Others contain multiple CD components focused on broader capacities, Paris-inspired approaches
Will we see a difference between these two approaches downstream?
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Yet, growing evidence of attention to long-term capacity development A number of projects which stand out of the crowd, but the
proof will be in the results downstream Greater attention to capacity in recent Quality Assurance
Group assessments, after QAE7 showed “institutional development/capacity building” as the most frequently cited development objective (cited in 60% of the sample). In QAE6, analysis had focused almost exclusively on capacity for implementation.
Criticisms of the “capacity is for implementation” line of thinking from Independent Evaluation Group in its 2005 evaluation of capacity development in Africa, the Task Force on CD in Africa and by OECD/DAC report
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Areas for further work Are there special capacity approaches that
traditional investment projects can bring? When capacity is not planned carefully in design,
can it appear in implementation? Task managers say weak countries benefit from the strong attention that comes from traditional projects.
Do PIUs reduce corruption in the weakest countries?
Does the stronger performance of DPLs, particularly under programmatic approaches, extend to capacity development? (DLPs were 100% “Mostly Satisfactory” or higher compared to 91% for investment loans in QEA7)