Results and Performance of the World Bank Group 2015 by The World Bank

Author:The World Bank
Language: eng
Format: epub

ENDNOTES

1 Update on the Implementation of the Gender Equality Agenda at the World Bank Group, October 2014. Projects with gender in at least one dimension are 95 percent; in two dimensions 82 percent; and in three dimensions 55 percent. The Gender Unit in the Poverty Reduction and Economic Management network led the World Bank gender strategy until the 2014 restructuring, when the Gender Cross-Cutting Solution Area replaced it.

2 “World Bank Group Corporate Scorecards” (September 24, 2015, presentation).

3 IFC introduced the IFC gender flag in 2009/2010 for Advisory Services. This flag was revised in 2013 to match the World Bank approach; it was developed to capture multiple dimensions rather than a yes/no binary variable. In May 2015 the gender flag was introduced for Investment Services.

4 Twenty-three in-depth interviews with select World Bank staff (representing different Regions and sectors, and mostly knowledgeable of the Bank strategy on gender) were conducted and formed the basis of a background paper to the MAR 2013.

5 Of the 190 self-evaluated Advisory Services projects, 184 had been validated by IEG as of September 30, 2015.

6 IEG reviewed all IFC projects that were self-evaluated by September 30, 2015, for the gender analysis.

7 The Committee on Development Effectiveness discussed the concept note for the forthcoming gender strategy on April 8, 2015. A draft of the strategy was reviewed at vice-presidential level on September 28, 2015. The World Bank Group Board discussed the strategy document in December 2015.

8 See http://siteresources.worldbank.org/INTGENDER/Resources/GenderFlag-GuidanceNote.pdf.

9 This excludes from the 50 country strategies a few that only superficially mention gender (for example, country strategies that only include a few words, such as “the strategy will pay attention to gender issues”).

10 According to the indicator’s definition in the Gender Scorecard, gender-integrated country strategies are those that integrate gender into: (a) analysis and/or consultation on gender-related issues; (b) specific actions to address the distinct needs of women and girls, or men and boys, and/or positive impacts on gender gaps; and (c) mechanisms to monitor gender impact, as explained at http://www-wds.worldbank.org/external/default/WDSContentServer/WDSP/IB/2014/10/09/000456286_20141009104938/Rendered/PDF/913110WP0World00Box385295B00PUBLIC0.pdf, page 24.

11 In reporting that 95–97 percent of all projects were gender informed (based on the previous, looser criteria of gender being integrated in at least one dimension), the past gender updates of the gender mainstreaming strategy implicitly suggested that gender integration was expected of virtually all projects.

12 IEG assessed relevance based on the project development objective (PDO) and the social impacts stated in the Project Appraisal Document, regardless of whether the project did or did not integrate any gender elements. The assessment also analyzed project components when needed. Considerable care was taken to define relevance (each project was reviewed and discussed by four team members), but important information on the context, the state of the policy dialogue, and other crucial elements are not fully reflected in project documents.

13 Some categories are not mutually exclusive because boundaries are sometimes blurred (a project that misses the opportunity to address gaps may inadvertently amplify them).

14 The analysis counted only projects with concrete gender actions.

15 IEG recently adopted a strategic plan to improve the integration of gender in its evaluation work.

Download

Copyright Disclaimer:
This site does not store any files on its server. We only index and link to content provided by other sites. Please contact the content providers to delete copyright contents if any and email us, we'll remove relevant links or contents immediately.