Using Training to Build Capacity
148 pages

Using Training to Build Capacity


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The World Bank finances about US$720 million in training every year, through both its lending projects and its in-house World Bank Institute (WBI). The evaluation found that while most of the training reviewed resulted in demonstrable participant learning, this learning frequently did not lead to real change in participants' workplace performance. Poor training outcomes most often resulted from training content that wasn't relevant to the needs and goals of the target institutions, or from the trainees' lack of incentives or resources to apply learning in their workplaces. These findings highlight how important it is for training to be embedded in broader capacity-building programs that identify and address organizational and institutional capacity constraints alongside human ones.



Publié par
Publié le 20 mars 2008
Nombre de lectures 25
EAN13 9780821373781
Langue English
Poids de l'ouvrage 2 Mo

Using Training to Build Capacity for Development
Using Training to Build
Capacity for Development
An Evaluation of the World Bank’s
Project-Based and WBI Training
ISBN 978-0-8213-7378-1
2004 Annual Review of Development Effectiveness: The Bank’s Contributions to Poverty Reduction
Addressing the Challenges of Globalization: An Independent Evaluation of the World Bank’s Approach to Global Programs The World Bank Group consists of five institutions—the International Bank for Reconstruction and Development
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Country Assistance Evaluation Retrospective: OED Self-Evaluation
Debt Relief for the Poorest: An OED Review of the HIPC Initiative
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The Drive to Partnership: Aid Coordination and the World Bank
Economies in Transition: An OED Evaluation of World Bank Assistance
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Financial Sector Reform: A Review of World Bank AssistanceTHE INDEPENDENT EVALUATION GROUP
Financing the Global Benefits of Forests: The Bank’s GEF Portfolio and the 1991 Forest Strategy and Its Implementation
Fiscal Management in Adjustment Lending
IDA’s Partnership for Poverty Reduction
Improving the Lives of the Poor Through Investment in Cities
Information Infrastructure: The World Bank Group’s Experience
Investing in Health: Development Effectiveness in the Health, Nutrition, and Population SectorThe Independent Evaluation Group (IEG) is an independent, three-part unit within the World Bank Group.
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IEG-World Bank is charged with evaluating the activities of the IBRD (The World Bank) and IDA, IEG-IFC focuses on Lesotho: Development in a Challenging Environment
assessment of IFC’s work toward private sector development, and IEG-MIGA evaluates the contributions of MIGA Mainstreaming Gender in World Bank Lending: An Update
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The goals of evaluation are to learn from experience, to provide an objective basis for assessing the results of the Poverty Reduction in the 1990s: An Evaluation of Strategy and Performance
Bank Group’s work, and to provide accountability in the achievement of its objectives. It also improves Bank Group The Poverty Reduction Strategy Initiative: An Independent Evaluation of the World Bank’s Support Through 2003
Power for Development: A Review of the World Bank Group’s Experience with Private Participation in the Electricity Sectorwork by identifying and disseminating the lessons learned from experience and by framing recommendations drawn
Promoting Environmental Sustainability in Developmentfrom evaluation findings.
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Reforming Agriculture: The World Bank Goes to Market
Sharing Knowledge: Innovations and Remaining Challenges
Social Funds: Assessing Effectiveness
Tunisia: Understanding Successful Socioeconomic Development
Uganda: Policy, Participation, People
The World Bank’s Experience with Post-Conflict Reconstruction
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All IEG evaluations are available, in whole or in part, in languages other than English. For our multilingual selection, please visit BANK INDEPENDENT EVALUATION GROUP
Using Training to Build Capacity
for Development
An Evaluation of the World Bank’s Project-Based
and WBI Training
The World Bank
Washington, D.C.©2008 The International Bank for Reconstruction and Development / The World Bank
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Cover photo: Trainee midwives at Calcutta College of Nursing.
Cover photo by: Liba Taylor/Corbis.
ISBN: 978-0-8213-7378-1
e-ISBN: 978-0-8213-7379-8
DOI: 10.1596/978-0-8213-7378-1
World Bank InfoShop Independent Evaluation Group
E-mail: Knowledge Programs and Evaluation Capacity
Telephone: 202-458-5454 Development (IEGKE)
Facsimile: 202-522-1500 E-mail:
Telephone: 202-458-4497
Facsimile: 202-522-3125
Printed on Recycled PaperContents
vii Abbreviations
ix Acknowledgments
xi Foreword
xiii Executive Summary
xvii Management Response

xxi Chairperson’s Summary: Committee on Development
Effectiveness (CODE)
1 1 The Role of Training in Capacity Building
3 The Nature of World Bank Training Support
5 Scope of the Evaluation
5 Evaluating the Training Results Chain
11 2 Effectiveness of Training
13 Learning Outputs
14 Workplace Performance Outcomes
15 Impact on Development Capacity
17 Attributing Training Results
19 3 What Training Works: Training Design
23 Pedagogy
24 Support for Transferring Learning to the Workplace
25 Targeting of Training
26 Diagnosis
28 Training-Needs Assessment
29 Participant Selection
31 From Process to Context: Making Learning Work for the Organization
33 4 When Training Works: The Organizational Context for Training
36 Importance of Organizational Context for Training Success
37 Organizational Incentives and Resources for Applying Learning
38 Importance of Client Commitment
41 5 Bank Processes and Systems
43 Identifying and Measuring the Results of Training
46 Bank Support for Training
49 Bank Resources for Effective Training
51 6 Findings and Recommendations
53 Findings
55 Recommendations
57 Appendixes
59 A: Methodology
65 B: Assessing Training for Successful Capacity Development: Literature
Review Summary
69 C: Summary of Client Surveys in Six Countries
81 D: Monitoring and Evaluation of Training Outcomes in Closed Bank
83 E: Summary of Interviews with Bank Task Team Leaders
91 F: y of WBI’s Partner Training Institute Survey
97 G: Assessment of WBI’s Activity Initiation Summary Forms
99 H: List of WBI Interviewees
101 I: List of Projects in Country Review Studies
103 J: Detailed Management Comments
109 Endnotes
115 Bibliography
8 1.1 Evaluation Tools
16 2.1 How Work Changed Following Training
22 3.1 Drivers of Training Success
23 3.2 Diverse Pedagogical Methods Support Learning
27 3.3 When Not to Train
35 4.1 Why Learning Cannot Be Implemented
36 4.2 Importance of Workplace Environment to Training Success
40 4.3 Setting Up Training-Feedback Loops in the Bangladesh Public
Procurement Reform Project
45 5.1 Limited Focus of WBI Level-1 Evaluation
46 5.2 Participant Satisfaction Questionnaires: What Can They Tell Us?
49 5.3 Collaboration between WBI and Operations: Contrasting Cases
50 5.4 Insufficient Building of Partner Training Institute Capacity by WBI
4 1.1 Projects in the Health, Nutrition, and Population Sector Involve the
Most Training
4 1.2 Adaptable Program Loans Have the Highest Shares of Training
5 1.3 WBI Trained Mainly Government Staff and Academics
7 1.4 A Results Chain for Training
14 2.1 Most Training Examined in Field Studies Resulted in Learning Gains
15 2.2 About Half of Trainees Reported Substantial Positive Changes to
Work Performance
26 3.1 Project-Based Training Provided Adequate Follow-up Support More
Frequently Than WBI
28 3.2 Adequate Training-Needs Assessments Were Done in a Majority of
Training Programs Reviewed in Field Missions
31 3.3 Participant Selection Strategies Reveal a Wide Range of Weaknesses
37 4.1 Projects Rate Higher Than WBI on Attention to Capacity Context
39 4.2 Client Commitment Is Stronger in Projects
47 5.1 Most TTLs Would Prefer Having an Internal Unit of Experts
47 5.2 Most TTLs Seek Advice from Bank Operational Colleagues and
External Consultants
18 2.1 Same Project, Different Training Outcomes
21 3.1 Design Factors for Successful Training
24 3.2 Courses Are Interesting but Too Short and Lack Hands-On Work
27 3.3 Targeting of Training
30 3.4 Four Strategies for Selecting Participants
30 3.5 Different Participant Expertise Levels Impair Training Results
36 4.1 Lack of Relevance Is the Main Reason Why Training Lacks Impact
38 4.2 Organizational Incentives for Implementing Learning Are
Satisfactory but Material Resources Are Insufficiently Available
45 5.1 Four Levels of Training Evaluation
AIS Activity Initiation Summary
ICR Implementation Completion Report
IEG Independent Evaluation Group
IMF International Monetary Fund
InWEnt Internationale Weiterbildung und Entwicklung (Germany)
ITCILO International Training Centre of the International Labour Organization
JICA Japan International Cooperation Agency
M&E Monitoring and evaluation
MASHAV Israeli Center for International Cooperation
NGO Nongovernmental organization
PAD Project appraisal document
TTL Task Team Leader
WBI World Bank Institute
WBIEG World Bank Institute Evaluation Group