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The second edition of the Impact Evaluation in Practice handbook is a comprehensive and accessible introduction to impact evaluation for policy makers and development practitioners. First published in 2011, it has been used widely across the development and academic communities. The book incorporates real-world examples to present practical guidelines for designing and implementing impact evaluations. Readers will gain an understanding of impact evaluations and the best ways to use them to design evidence-based policies and programs. The updated version covers the newest techniques for evaluating programs and includes state-of-the-art implementation advice, as well as an expanded set of examples and case studies that draw on recent development challenges. It also includes new material on research ethics and partnerships to conduct impact evaluation. The handbook is divided into four sections: Part One discusses what to evaluate and why; Part Two presents the main impact evaluation methods; Part Three addresses how to manage impact evaluations; Part Four reviews impact evaluation sampling and data collection. Case studies illustrate different applications of impact evaluations. The book links to complementary instructional material available online, including an applied case as well as questions and answers. The updated second edition will be a valuable resource for the international development community, universities, and policy makers looking to build better evidence around what works in development.
Operations research originated during World War II with the military's need for a scientific method of providing executives with a quantitative decision-making basis. This text explores strategical kinematics, tactical analysis, gunnery and bombardment problems, more.

Hearings

United States. Congress. House. Committee on Appropriations

Published: 1952

Total Pages: 1460


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This publication evaluates the performance of the World Bank Group (WBG) during the 1990s in promoting private sector development in the electric power sector in 80 countries. Main findings include that where countries showed a commitment to advancing reforms in promoting private sector development and where programmes were properly implemented, the expected benefits were delivered. However, quality of outcomes depended on the objectives pursued and on types of assistance provided, with most countries remaining in the early stages of reform.
About the Operations Evaluation Department of the World Bank from 1973 to 2003.
The development paradigm has shifted toward private investment, and the private sector has become central in development strategies. There is much to be learned about how to effectively facilitate and mobilize private sector contributions to development. Effective monitoring and evaluation (M and E) systems are critical for learning to catalyze private sector development. In line with this advance, the International Finance Corporation and the Multilateral Investment Guarantee Agency are developing and refining their M and E efforts. In this Biennial Report on Operations Evaluation, the Independent Evaluation Group takes stock of the evolution of the M and E systems in the two organizations, assessing their adequacy, coverage, and quality, as well as their respective results measurement systems. IEG acknowledges progress by the two institutions. IFC has advanced its systems for gathering, analyzing, and applying project information and has strengthened its coverage of indicators that measure results. Information from M and E has become more prominent in its business decisions. However, the institution’s corporate goals are built on indicators of client reach that cannot be solely attributable to IFC, so there is no credible articulation of IFC’s impact. MIGA has introduced self-evaluation of its projects and started gathering some standard development indicators. As a result, individual learning is taking place in the institution. The report shows the importance of IFC and MIGA managements continuing their efforts to deepen M and E and improve their systems. To gain the full benefit of learning from evidence that M and E brings to light, key areas need improvement. IEG offers recommendations for IFC regarding quality, verification of data, and tracing effects. For MIGA, IEG notes that it needs to adapt and streamline its evaluation approach to fit its business practices.
An effective state is essential to achieving socio-economic and sustainable development. With the advent of globalization, there are growing pressures on governments and organizations around the world to be more responsive to the demands of internal and external stakeholders for good governance, accountability and transparency, greater development effectiveness, and delivery of tangible results. Governments, parliaments, citizens, the private sector, NGOs, civil society, international organizations and donors are among the stakeholders interested in better performance. As demands for greater accountability and real results have increased, there is an attendant need for enhanced results-based monitoring and evaluation of policies, programs, and projects. This Handbook provides a comprehensive ten-step model that will help guide development practitioners through the process of designing and building a results-based monitoring and evaluation system. These steps begin with a OC Readiness AssessmentOCO and take the practitioner through the design, management, and importantly, the sustainability of such systems. The Handbook describes each step in detail, the tasks needed to complete each one, and the tools available to help along the way."