This report completes the second phaseof the Operations Evaluation Department's independentevaluation of the World Bank's involvement in globalprograms. This Phase 2 report is based on case studies of 26(of a total of 70) Bank-supported global programs thataccounted for 90 percent of the Bank's global programexpenditures in 2002. It follows on the phase 1 reportcompleted in 2002 and the meta-evaluation of the CGIARcompleted in 2003 that evaluated Bank involvement in globalprograms. The phase 2 report's recommendations stresstwo key elements: 1) The need for a global strategy for theBank that will focus Bank support on high-priority,well-funded global public goods programs and that will bebased on a consultative process involving key partners; 2)Better routine management of the global portfolio in orderto set international standards for quality, add value, andenhance returns to Bank country operations and clients. Thestudy points out that some key elements of a Bank globalstrategy would likely include an understanding andexploitation of the comparative advantage of the Bank andits key partners, including U.N. agencies; a clear focus onkey global public goods and global policies that adverselyaffect developing countries' prospects for growth andpoverty alleviation; and support of poverty reductionactivities that complement rather than compete with Bankcountry operations. With respect to the improvement in theportfolio, OED recommends that the Bank: a) Separateoversight from management; b) Improve standards ofgovernance and management of individual programs; c) Revisitselection and exit criteria; and d) Strengthen evaluationsof global programs and their review within the Bank.
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