The evaluation finds a broadly positive picture of the Bank’s time efficiency in disbursing and implementing PBOs. However, this efficiency was jeopardised when technical assistance (TA) was required to support the implementation of reforms, but the Bank was unable to provide it in a timely manner. Management agrees that the Bank’s lack of flexibility to respond quickly in providing TA or other expertise affects the Bank’s ability to always engage effectively, and it will look into how to enhance/expedite responsive TA provision.


The evaluation examines the Bank’s engagement in policy dialogue and concludes that the Bank is not fully using its comparative advantage to ensure PBO results through policy dialogue. Issues affecting the quality of policy dialogue included lack of clarity on responsibility for policy dialogue, what policy dialogue entails, and how it is planned and reported. Management takes note of these findings and fully agrees with the recommendations put forward to strengthen the central role of policy dialogue in PBOs.


Supervision and reporting compliance are other issues raised by the evaluation. While supervision and monitoring are taking place, the evaluation noted as an issue the lack of systematic documentation on these key activities. Management shares the concern that lack of documentation undermines internal knowledge sharing and reporting and will monitor compliance with the Bank’s standard reporting requirements.


The evaluation also examines the institutional framework for the management of PBOs, contrasting the level of support, guidance and training provided to Bank staff managing PBOs with that provided to colleagues in two peer organisations. It points out that the responsibility for PBOs has remained relatively centralised although the PBO Policy and DBDM envisage a stronger role for country offices. It highlights the important role of country offices in ensuring smooth dialogue, while noting that the extent to which country offices have actually taken up ownership of the dialogue varies significantly. The evaluation emphasises the need for a strong technical team to provide guidance, support and qualitative input during PBO preparation. Bearing in mind the need for urgency in effective High 5s implementation, management sees that the Bank needs to invest more resources to support technical staff development; hence it plans to develop an accreditation scheme/training programme to begin addressing the shortfalls in staff capacity.