215,949 research outputs found
Guidance on the Implementation of Policy Directive B.10: Pest and Pesticide Management
No full textThe purpose of this technical note is to provide further guidance on implementing Policy Directive B.10 as it relates to pesticide use, and to propose incorporating the FAO\u27s International Code of Conduct on Pesticide Management as a further standard to be considered in the design and implementation of IDB-financed operations. This guidance applies to projects in all sectors where the Bank directly finances the acquisition, production and use of pesticides; these sectors may include, for example, education, housing and transport. In addition, given that one key aspect of both the Policy Directive and the International Code of Conduct is to promote and encourage the use of Integrated Pest Management (IPM) and Integrated Vector Management (IVM), this technical note provides background information and guidance on fostering their use
The World Bank Group Beyond the Crisis
No full textRobert B. Zoellick, President of the World Bank, addressed the following issues: seeds of crisis; the changing context; responsible globalization; the current role of the World Bank Group; the role of the World Bank Group in a new post-crisis World; and the reform agenda. He pointed to four aspects of Group’s future role: development finance; delivering knowledge products; the global public goods agenda (such as climate change and communicable diseases); and unforeseen future crises. Reform efforts include: 1) improving development effectiveness with a focus on results, decentralization, gender, investment lending reform, and human resources; 2) promoting accountability and good governance, and 3) increasing cost efficiency. He noted the completion of recent enhancements to the voice and representation of developing and transition countries in the Bank Group. Bretton Woods is being overhauled before our eyes
Analysis of Research Department\u27s Activities and the Work of the Bank: Economic Assessment Reports (EARs)/High Level Consultation Meetings (Encerronas)
No full textThe principal objective of this study is to ascertain the impact of EARs on country papers, the Bank\u27s operations program, and the countries\u27 adoption of RES proposals. To achieve this objective, a comparative qualitative analysis of the encerronas for the various countries was prepared, the content of the supporting EARs was reviewed, and a series of meetings was held with the main officials involved in the encerronus. To study the interaction between content and the discussion of issues at the encerronus, certain specific cross-cutting issues are for all the counties were selected on the basis of two complementary criteria: their repetition at all the encerronus and their obvious importance for establishing the countries\u27 development strategies. The issues were: (a) privatization and infrastructure; (b) exchange policy and dollarization; and (c) decentralization. The study covers 10 countries in which encerronus were held between 1997 and August 2000, based on the documents provided by RES
Volume 1. Main Report
No full textThe 2012 annual report of the International Bank for Reconstruction and Development (IBRD) and the International Development Association (IDA) contains messages from both outgoing President Robert B. Zoellick and incoming President Dr. Jim Yong Kim. The Board of Directors statement highlights the Bank's achievements in 2012. The report showcases the Corporate Scorecard, presented in four tiers, providing information on the Bank's overall performance and results. Tier I provides the global development context. Tier II includes aggregate data collected through the standardized sector indicators. Tier III shows the overall success of Bank activities in achieving their development goals, as well as the Bank's operations effectiveness. Tier IV presents the Bank's organizational effectiveness and modernization. The report also discusses the financial commitments and resources, an operational summary, and World Bank lending by theme and sector for 2007-2012. Additional information on activities and outcomes is available in the annexes.Office of the President (EXC
World Bank Group Evaluation Principles
No full textThe World Bank Group is committed to
its twin goals: to eradicate extreme poverty and boost
shared prosperity in a sustainable manner. The World Bank
Group’s Forward Look – A Vision for the World Bank Group in
2030 outlines how the World Bank Group strives to achieve
these goals in close partnership with our shareholders:
first, by working to accelerate inclusive and sustainable
economic growth; second, by helping countries to invest more
effectively in people; and third, by fostering resilience to
global shocks and threats.Implementing the Forward Look and
contributing to the achievement of the Sustainable
Development Goals require the World Bank Group to
continually adapt to rapidly changing situations based on
evidence of what works and what does not. Timely and
appropriate adaptive management requires building a culture
of continuous improvement and problem-solving, based on
evidence. Evaluation plays a key role in generating the
evidence about what works in different contexts, and in
identifying lessons for World Bank Group stakeholders. The
2015 External Review of the Independent Evaluation Group
(IEG) recommended that the World Bank Group develop an
“institution-wide, principles-based living evaluation
policy” that outlines the principles, criteria, and
accountabilities for evaluation across the organization. In
response, World Bank Group Management and IEG have jointly
developed common principles for evaluation in the World Bank
Group, which form the foundation of this document. The
common principles include core principles for evaluation,
and principles for selecting, conducting, and using
evaluations. These aim to strengthen accountability and
learning for evidence-based decision making and program
improvement to enhance development results. They are
designed to: (a) align the World Bank Group’s evaluative
efforts with global challenges and the World Bank Group’s
strategic focus; (b) clarify the roles and responsibilities
of key actors and encourage synergy among them throughout
the evaluation process; and (c) ensure that all World Bank
Group evaluations are robust, of high quality, and credible
Non-bank Financial Institutions and Capital Markets in Turkey
No full textThis study analyses the state of
development, and prospects of future growth of Turkish
non-bank financial institutions, and capital markets.
Currently, credit markets in Turkey are dominated by
banking, and capital markets are dominated by Government
securities. Longstanding macro-economic instability, and
inflation have discouraged investment in financial assets,
and crowded out funding for the private sector. The
resulting lack of depth, and breadth has made the financial
sector vulnerable to shocks, resulting in repeated crises,
and, has reduced its intermediation efficiency. To enhance
the financial sector's capacity to support private
sector development, and economic growth, and to reduce its
vulnerability to shocks, non-bank sources of finance should
be developed. The report identifies the key policy issues
that should be addressed for this purpose. The discussion,
and policy recommendations are structured around the
following leading themes: a) mobilizing savings; b) building
an institutional investor base, comprising insurance
companies, private pension funds, and mutual funds; c)
developing equity, debt, and derivative markets; d)
developing leasing, factoring, and venture capital
companies; and, e) strengthening confidence in financial
markets through improved corporate governance, accounting
and auditing standards, and practices, and, financial sector
regulation, and supervision
User\u27s Guide: IDB Sustainability Scorecard for Private Sector Tourism Projects
No full textThis self-evaluation "Scorecard" is intended to guide the proposed tourism project representative requesting funding in order that (a) the whole range of practices, from best to counter indicated, will be taken into account for the design, construction, and operation of the tourism project, and so that (b) the Inter-American Development Bank (IDB) may understand which aspects of the tourism project are excellent, acceptable, or unacceptable before considering it for financial assessment. A project whose Scorecard has items marked in red is unacceptable for such consideration, and one having items marked in orange must be carefully analyzed by the IDB. The scorecard is online and it can be accessed through the following URL: http://www.iadb.org/tourismscorecard/index.cfm?lang=e
Volume 2. Responding with Knowledge and Experience
No full textThe 2012 annual report of the International Bank for Reconstruction and Development (IBRD) and the International Development Association (IDA) contains messages from both outgoing President Robert B. Zoellick and incoming President Dr. Jim Yong Kim. The Board of Directors statement highlights the Bank's achievements in 2012. The report showcases the Corporate Scorecard, presented in four tiers, providing information on the Bank's overall performance and results. Tier I provides the global development context. Tier II includes aggregate data collected through the standardized sector indicators. Tier III shows the overall success of Bank activities in achieving their development goals, as well as the Bank's operations effectiveness. Tier IV presents the Bank's organizational effectiveness and modernization. The report also discusses the financial commitments and resources, an operational summary, and World Bank lending by theme and sector for 2007-2012. Additional information on activities and outcomes is available in the annexes
Volume 3. Annexes
No full textThe 2012 annual report of the International Bank for Reconstruction and Development (IBRD) and the International Development Association (IDA) contains messages from both outgoing President Robert B. Zoellick and incoming President Dr. Jim Yong Kim. The Board of Directors statement highlights the Bank's achievements in 2012. The report showcases the Corporate Scorecard, presented in four tiers, providing information on the Bank's overall performance and results. Tier I provides the global development context. Tier II includes aggregate data collected through the standardized sector indicators. Tier III shows the overall success of Bank activities in achieving their development goals, as well as the Bank's operations effectiveness. Tier IV presents the Bank's organizational effectiveness and modernization. The report also discusses the financial commitments and resources, an operational summary, and World Bank lending by theme and sector for 2007-2012. Additional information on activities and outcomes is available in the annexes
Public Investment Profile for Disaster Risk Reduction: A Macro-Economic Study
No full textThe Inter-American Development Bank (IADB) carried out a study on “Development of a Public Investment Profile for Disaster Risk Reduction: A Macro-Economic Study” through the Technical Cooperation RG-T2434 from 2014 to 2017. Its objective was to develop a technical instrument to carry out comparative analyses on the economic benefits of different investment measures in Disaster Risk Reduction (DRR), assessing the benefits from public investments that seek to mitigate the economic and social impacts of disasters in a sustainable way. The instrument supports decision-making for the allocation of public budget to different strategies in disaster risk mitigation, risk retention and/or transfer (by considering different financial instruments) both, at national and local levels. This technical instrument is titled: Investment Profile for Disaster Risk Reduction (DRR Investment Profile). This document presents a conceptual model to optimize the composition, among four possible options, to be financed for disaster risk reduction over different time periods: a) investment in risk mitigation measures, b) design of a reserve fund to cope with the immediate needs for emergency attention and restoration of basic services, c) engage on a contingent credit instrument to cover certain loss layers, and/or d) purchase insurance to transfer risk to a third party. Each combination of, and constitution among these options, is complemented with the estimation of its costs and benefits to choose the best one (i.e. the one that yields the highest ratio between benefits and costs, either subject to a budgetary constraint or not). This document is organized as follows: Chapter 2 summarizes the findings of a literature review carried out to establish a basic knowledge for the development of the study. Chapter 3 proposes a conceptual model and, Chapter 4 presents the methodological framework to incorporate risk mitigation measures in this conceptual model. Finally, Chapter 5 addresses risk mitigation in more detail, proposing a methodology to generate the loss exceedance curves (LEC) that account for mitigation measures. The model seeks to reflect the changes in the LEC through variations in specific parameters
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