The World Bank Group in Chad, Fiscal Years 2010–20 : Country Program Evaluation
This Country Program Evaluation (CPE) assesses the World Bank Group's development effectiveness in Chad over the past decade within a context of high fragility and extreme poverty. The report covers the implementation of the Interim Strategy N...
| Main Author: | |
|---|---|
| Format: | Working Paper |
| Language: | English en_US |
| Published: |
Washington, DC : World Bank
2022
|
| Subjects: | |
| Online Access: | http://documents.worldbank.org/curated/en/099524106282224769/IDU0a21585f204cfd045e50896a093801bc4db85 http://hdl.handle.net/10986/37678 |
| Summary: | This Country Program Evaluation (CPE)
assesses the World Bank Group's development
effectiveness in Chad over the past decade within a context
of high fragility and extreme poverty. The report covers the
implementation of the Interim Strategy Note (2010–12) and
the Country Partnership Framework (16–20). This CPE draws
lessons to inform the design and implementation of the next
partnership strategy with Chad. IEG finds that World Bank
Group's support to Chad was aligned with government
priorities and World Bank diagnostics. Bank Group support
helped advance several human development objectives. It
especially increased access to health services, primary and
secondary education, and social protection in targeted areas
as well as gender equality. Notwithstanding the challenges
inherent in working in a fragile and conflict-affected
situation, the performance of the Bank Group portfolio in
Chad was weak. Timely budget support helped stave off an
imminent fiscal crisis but did not achieve sustained reform.
Few results were achieved in agriculture, infrastructure,
and public resource management. Overall, performance was
undermined by procurement delays, high turnover of
government counterparts, and a lack of continuity in World
Bank staff working on Chad. The following three lessons are
offered for consideration. First, timely and targeted
analytical work is necessary to inform priority setting,
policy dialogue, and the design of reforms. Given the
prevalence of capacity and absorptive constraints, it is
essential to strategically prioritize analytical work to
help identify and understand the most binding constraints to
development gains and inform efforts to address them.
Second, procurement challenges warrant greater attention to
address the underlying political and bureaucratic obstacles,
which will require a higher-level dialogue with the
government. Lastly, although working in Chad is challenging,
it is critical to strengthen incentives to attract and
retain talent. This is needed to improve continuity of
engagement with country authorities and compensate for weak
client capacity, including the high turnover of government officials. |
|---|