Using Training to Build Capacity: An Evalution of the World Bank's Project-based and WBI Training

Contents......Page 5
Abbreviations......Page 9
Acknowledgments......Page 11
Foreword......Page 13
Executive Summary......Page 15
Management Response......Page 19
Chairperson’s Summary: Committee on Development Effectiveness (CODE)......Page 23
The Nature of World Bank Training Support......Page 29
Figure 1.3: WBI Trained Mainly Government Staff and Academics......Page 31
Learning Outputs......Page 39
Figure 2.1: Most Training Examined in Field Studies Resulted in Learning Gains......Page 40
Figure 2.2: About Half of Trainees Reported Substantial Positive Changes to Work Performance......Page 41
Attributing Training Results......Page 43
Table 3.1: Design Factors for Successful Training......Page 47
Box 3.2: Diverse Pedagogical Methods Support Learning......Page 49
Table 3.2: Courses Are Interesting but Too Short and Lack Hands-On Work......Page 50
Targeting of Training......Page 51
Figure 3.1: Project-Based Training Provided Adequate Follow-up Support More Frequently Than WBI......Page 52
Figure 3.2: Adequate Training-Needs Assessments Were Done in a Majority of Training Programs Reviewed in Field Missions......Page 54
Participant Selection......Page 55
Figure 3.3: Participant Selection Strategies Reveal a Wide Range of Weaknesses......Page 57
Box 4.1: Why Learning Cannot Be Implemented......Page 61
Table 4.1: Lack of Relevance Is the Main Reason Why Training Lacks Impact......Page 62
Figure 4.1: Projects Rate Higher Than WBI on Attention to Capacity Context......Page 63
Table 4.2: Organizational Incentives for Implementing Learning Are Satisfactory but Material Resources Are Insufficiently Available......Page 64
Identifying and Measuring the Results of Training......Page 69
Box 5.2: Participant Satisfaction Questionnaires: What Can They Tell Us?......Page 72
Box 5.3: Collaboration between WBI and Operations: Contrasting Cases......Page 75
Findings......Page 79
Recommendations......Page 81
Appendixes......Page 83
APPENDIX A: METHODOLOGY......Page 85
APPENDIX B: ASSESSING TRAINING FOR SUCCESSFUL CAPACITY DEVELOPMENT: LITERATURE REVIEW SUMMARY......Page 91
APPENDIX C: SUMMARY OF CLIENT SURVEYS IN SIX COUNTRIES......Page 95
APPENDIX D: MONITORING AND EVALUATION OF TRAINING OUTCOMES IN CLOSED BANK PROJECTS......Page 107
APPENDIX E: SUMMARY OF INTERVIEWS WITH BANK TASK TEAM LEADERS......Page 109
APPENDIX F: SUMMARY OF WBI’S PARTNER TRAINING INSTITUTE SURVEY......Page 117
APPENDIX G: ASSESSMENT OF WBI’S ACTIVITY INITIATION SUMMARY FORMS......Page 123
APPENDIX H: LIST OF WBI INTERVIEWEES......Page 125
APPENDIX I: LIST OF PROJECTS IN COUNTRY REVIEW STUDIES......Page 127
APPENDIX J: DETAILED MANAGEMENT COMMENTS......Page 129
Endnotes......Page 135
Bibliography......Page 141
Figures......Page 6
Box 1.1: Evaluation Tools......Page 34
Box 2.1: How Work Changed Following Training......Page 42
Box 3.1: Drivers of Training Success......Page 48
Table 3.3: Targeting of Training......Page 53
Box 4.3: Setting Up Training-Feedback Loops in the Bangladesh Public Procurement Reform Project......Page 66
Table 5.1: Four Levels of Training Evaluation......Page 71
Box 5.4: Insufficient Building of Partner Training Institute Capacity by WBI......Page 76
Figure 1.2: Adaptable Program Loans Have the Highest Shares of Training......Page 30
Figure 1.4: A Results Chain for Training......Page 33
Figure 4.2: Client Commitment Is Stronger in Projects......Page 65
Figure 5.2: Most TTLs Seek Advice from Bank Operational Colleagues and  External Consultants......Page 73
Tables......Page 7
Table 2.1: Same Project, Different Training Outcomes......Page 44
Table 3.5: Different Participant Expertise Levels Impair Training Results......Page 56