& çâÌæÚUæð´ ·¤è ¥ôÚU Îð¹Ùæ ÁæÚUè ÚU¹ð´ ¥ÍæüÌ ¥ÂÙð ÜÿØ ÂÚU ŠØæÙ ÚU¹ð´Ð ãæÚU Ù ×æÙð´, €UØô´ç·¤ ·¤æ× ·¤ÚUÙð âð ¥æÂ·¤ô ©gðàØ ·¤è Âýæç# ãôÌè ãñ ¥õÚU ÁèßÙ ·¤æ ¹æÜèÂÙ ÎêÚU ãôÌæ ãñÐ ÖÜð ãè ÁèßÙ ×ð´ ç·¤ÌÙè Öè ·¤çÆÙæ§ü €UØô´ Ù ¥æ°, çÁ™ææâæ ¥õÚU ©ˆâæã ÕÙæ° ÚU¹ð´Ð ŠØæÙ ÚU¹ð´, ÜÿØ ã×ðàææ ¥æÂ·Ô¤ Âæâ ãôÌð ãñ´ çÁ‹ãð´ ÂæÙð ·Ô¤ çÜ° ÂýØæâ ¥æÂ ·¤Öè Öè àæéM¤ ·¤ÚU â·¤Ìð ãñ´Ð

Success rate of WB projects in developing countries up
Projects funded by the World Bank in developing countries are Increasingly successful but there is room for improvement, according to the Bank's independent Operations Evaluation Department (OED). reports
It analyses the evaluation findings of more than 1,000 completed Bank-funded op erations — the most comprehensive analysis In the de partment's 21-year history, said a press release issued in Dhaka
The OED. In its Annual Review of Evaluation Results for 1994, says that there-are "encouraging signs", but adds that the findings “underscore the need for managers to focus more attention on key performance factors Xnd on accountability for results within the Bank."
The results, the report adds, suggest that the most direct way to Improve portfo Ho performance Is to lend more selectively. They also emphasize the Importance of "better project processing and more careful portfolio management by borrowers and the Bank."
The review Is based on completion reports by opera tlonai staff and on perfor mance audit reports, impact evaluations and evaluation studies by OED. which in 1994 studied 246 completed operations for the first time and 108 operations whose completion reports had been prepared In earlier years.
The results showed that 66 per cent of the operations evaluated in 1994 had satisfactory outcomes, compared with 64 per cent of operalions evaluated the previous year. While it is better than the average of 63 per cent for
1990-94. "it is still unaccept-ably low." OED says.
Forty four per cent of the evaluated operations are expected to sustain their bene fits throughout the opera tional phase that follows the completion of Bank loan disbursements.
This proportion Is little different from last year's and the average for 1989-94. But the proportion of operations Judged unlikely to sustain their benefits has dropped to 20 per cent from 24 per cent in 1993.
Institutional development goals were substantially achieved in 39 per cent of the operations — better than the 30 per cent In 1993 and the average of 31 per cent for the last five years, but again a low figure.
Adjustment operations kept up the improvement In performance that first became noticeable two years ago. and they performed better, on average, than investment projects. Adjustment operations had a 70 per cent satisfactory rating, versus 65 per cent for Investment operations.
Forty-five per cent of the operations analysed were considered highly or substantially effective in meeting their goals, and another 34 per cent as moderately effective. Forty-one per cent of the operations were rated as highly or substantially efficient and another 32 per cent as moderately efficient.
Sustainability ratings were unchanged, on average, from last year. In East Asia, the proportion of operations rated likely to be sustainable improved to 73 per cent. In Africa. 23 per cent of operations were likely to be sus-
talnable. Only 26 per cent — 31 per cent In /J?8? ?4 ~ werc rated as unlikely to be sustainable.
Projects realised high returns Most achieved re-es Umated returns were much higher than 10 per cent. By sector, re-estimated rate of return were: agriculture 17 per cent, power 17 per cent, transport 28 per cent, and urban development 25 per cent. K
The gap seems to be narrowing between returns estimated at appraisal and re-estimated at completion.
Forecasts of Implementation time and cost are becoming more realistic. Time overruns have gone down, but forecasts are still over-optimistic. On average, operations evaluated in 1994 took 37 per cent longer to implement than originally scheduled, down from 48 per cent in 1993, and 54 per cent in the 1974-94 cohorts.
Cost estimates are also improving. Africa was the only region where operations cost more than expected (overruns were at 16 per cent). The other regions had cost underruns of between 10 and 15 per cent.
Plenty of "best practice" examples show that significant improvements in portfolio performance are possible. OED evaluations designate operations as outstanding If they exceed all their major goals, have highly innovative designs, and use approaches likely to be successful in different countries or sectors.
Of the 354 operations that were evaluated In 1994, OED assessed 18 as outstanding, on the basis of performance audits or reviews of completion reports.