Corporate Process Review of Managing for Development Results in CDB

The Caribbean Development Bank (CDB) formally embraced Managing for Development Results (MfDR) in 2000 and over the past two decades has increased attention to and investment in MfDR, including the adoption of MfDR Action Plans, independent reviews of its MfDR agenda, the development of guidelines, tools and training programmes, and the establishment of the Development Effectiveness Committee.The objective of this Corporate Process Review was to examine the current state of MfDR practice in the Bank and the degree to which it contributes to improved management decision-making and development effectiveness. The review focused on the period 2015-2020, aligned with CDB’s current and previous strategic planning periods (2015-2019, 2020-2024) and with the current and previous CDB MfDR Action Plans (2016-2019, 2020-2024).

CDB’s Work Through Development Finance Institutions and Other Financial Intermediaries 2012-2019

The Caribbean Development Bank (CDB) has been working with Development Finance Institutions (DFIs)1 and Financial Institutions (FIs) in the Region for more than 40 years. It supports the provision of affordable financial products and services to businesses and individuals to advance sustainable socioeconomic development and poverty reduction. Loans to financial intermediaries are in the form of a line of credit, with on-lending to a diverse client base in the productive sector, and for mortgages and student loans.The evaluation aimed to assess CDB’s work through financial intermediaries over the period 2012-19, and to draw lessons for strategic and operational improvement. The intended audience for this report is the Bank’s Private

OIE Work Programme 2020-2024

This five-year plan for evaluation at the Caribbean Development Bank (CDB) is articulated in three parts. Part One examines the context for evaluation at the Bank, including its Evaluation Policy, strategic planning documents, policies and strategies, and co-investment partners. Part Two surveys the broader Multilateral Development Bank (MDB) context of which CDB is a part and highlights trends in MDB policies and evaluation approaches. Part Three sets out indicative plans for evaluation over the 2020 to 2024 period, bearing in mind the current constraint imposed by the COVID-19 pandemic. General considerations that have informed evaluation choices; expected phasing and resource requirements; and some important enabling activities such as knowledge management and capacity building are also outlined.It is important to note that this is conceived as a rolling plan, to be refreshed at least bi-annually, and in particular to take account of any significant changes in CDB’s strategic environment (for example a new Special Development Fund [SDF] Contributors’ Agreement).

Barbados Country Strategy and Programme Evaluation 2010-2018

This is the first country strategy evaluation of Barbados commissioned by the Office of Independent Evaluation. It covers two strategies: the 2010-13 Country Assistance Strategy (CAS) and the 2015-18 Country Strategy Paper (CSP). It also comments on the developments in the first year since the new government formed after May 2018, going slightly beyond the CSP period (by an additional 6 months) since these are highly relevant to the issues covered.

Cluster Country Strategy and Programme Evaluation of OECS and ODT Borrowers 2010-2018

CDB’s Office of Independent Evaluation (OIE) Five-Year Plan (2017) highlights Country Strategy and Programme Evaluations (CSPEs) as one of its key activities. This evaluation examined CDB’s support to the region’s small economies, including countries and territories that are members of the Organisation of Eastern Caribbean States (OECS). Following an evaluability assessment in 2017/18, OIE launched this evaluation in November 2018, and it was carried out between late January and July 2019.The objective of this evaluation was to assess Bank programming and performance in up to ten of its Borrowing Member Countries (BMCs), using the OECD Development Assistance Committee (DAC) evaluation criteria of relevance, effectiveness, efficiency and sustainability. The evaluation is intended to inform the design and implementation of future Country Strategy Papers (CSPs) and programme interventions. The intended audiences for the evaluation are the CDB Board of Directors, CDB management and staff, governments of OECS member countries and territories, and CDB’s other development partners.

Haiti Country Strategy and Programme Evaluation 2007-2015

Haiti formally became a member of the Caribbean Development Bank in January 2007, setting the stage for full engagement by the Bank in support of its economic challenges and developmental agenda. Despite some delays, due to Haiti’s high-risk environment, the Bank managed to deliver its projects with a smart choice of implementation approaches. This Report presents the findings of the Haiti Country Strategy and Programme Evaluation, 2007 – 2015. The evaluation was conducted in two phases and addressed CDB’s operations in Haiti under the Country Strategies for the period 2009-2012 and 2013-16.  The evaluation assessed the effectiveness, efficiency and sustainability of the Country Strategies by examining individual projects undertaken during the two CSP periods and the extent to which the portfolio of projects supported the CSP objectives and country priorities.The document highlights 26 findings, 3 recommendations and 2 corporate considerations that may influence the implementation approaches that the Bank takes over the coming CSP period.

Evaluation Brief: Gender Equality Policy and Operational Strategy 2013-2018

This evaluation examines the Caribbean Development Bank’s performance in gender equality since 2008, the year in which its Gender Equality Policy and Operational Strategy (GEPOS) was approved. The evaluation assesses the relevance of the Bank’s approach to promoting and catalysing gender equality, the effectiveness of its operations, sustainability of institutional improvements, and enabling factors within the Bank itself.

Disaster Management Strategy and Operational Guidelines 2009-2018

In 1998, CDB implemented its Natural Disaster Management Strategy and Operational Guidelines (NDMSOG) under which approximately 11% of the Bank’s total lending and technical assistance was expended in the period up to 2008.In 2009, CDB’s Disaster Management Strategy and Operational Guidelines (DiMSOG) replaced NDMSOG as it was noted that “with increasing frequency, countries in the Region are facing situations in which scarce resources that were earmarked for development projects have to be diverted to relief and reconstruction following disasters, thus setting back economic growth”.This evaluation covers the period from 2009 to 2017 and was intended to:(a) gather evidence and lessons to inform a new iteration of DiMSOG;(b) understand the relevance and effectiveness of DiMSOG; and(c) identify CDB’s comparative advantage regarding Disaster Risk Management in the Region and the best role for the Bank to play given its focus, capacity and lending instruments.The evaluation cites 15 main messages, and 9 recommendations.

Policy-Based Operations 2006-2016

The Caribbean Development Bank introduced policy-based lending in 2006, the aim of which was to “address complex medium-term structural, social and institutional issues that are essential to the attainment of sustainable development and poverty reduction” and to “support the implementation of policy reforms and institutional changes aimed at improving the effectiveness of public policy.”This evaluation assesses the Bank’s experience with the PBL instrument over the period 2006-2016.  It examines the need for and relevance of the PBL programme, its design, implementation and results achieved, as well as areas for improvement.An analysis of how the PBL programme performed in practice is demonstrated in the case study reports of Barbados, Jamaica, Grenada, and St. Vincent and the Grenadines. The evaluation report contains 25 findings, 8 conclusions and 6 recommendations.

OIE Work Programme 2017-2020

This five year plan for evaluation at the Caribbean Development Bank (CDB) is articulated in three parts. Part One examines the context for evaluation at the Bank, including its Evaluation Policy, strategic planning documents, policies and strategies, and co-investment partners. Part Two surveys the broader Multilateral Development Bank (MDB) context of which CDB is a part and highlights the particular trends in MDB policies and evaluation approaches which this plan should take account of. Part Three sets out indicative plans for evaluation at CDB over the 2018 to 2022 period; the considerations that have informed these evaluation choices; the expected phasing and resource requirements; and some important enabling activities such as knowledge management and capacity building.It is important to note that this is conceived as a rolling plan, to be refreshed at least bi-annually, and in particular to take account of any significant changes in CDB’s strategic environment (for example a new Strategic Plan and/or Special Development Fund [SDF] Contributors’ Agreement).