Cover -- Title Page -- Contents -- Abbreviations -- Acknowledgments -- Foreword -- Executive Summary -- Recommendations -- Management Response -- Management Views on IEG's Analysis and Conclusions -- Points of Disagreement -- Recommendations -- Data Concerns -- Chairperson's Summary: Committee on Development Effectiveness (CODE) -- Background -- Main findings and recommendations -- Draft Management response -- Overall conclusions -- Next steps -- Scope of the report -- Training and capacity building -- Effectiveness of training -- Training design -- Organizational context for training -- Bank processes and systems -- The role of WBI -- CHAPTER 1 The Role of Training in Capacity Building -- Evaluation Highlights -- The Nature of World Bank Training Support -- Scope of the Evaluation -- Evaluating the Training Results Chain -- CHAPTER 2 Effectiveness of Training -- Evaluation Highlights -- Introduction -- Learning Outputs -- Workplace Performance Outcomes -- Impact on Development Capacity -- Attributing Training Results -- CHAPTER 3 What Training Works: Training Design -- Evaluation Highlights -- Introduction -- Pedagogy -- Support for Transferring Learning to the Workplace -- Targeting of Training -- Diagnosis -- Training-Needs Assessment -- Participant Selection -- From Process to Context: Making Learning Work for the Organization -- CHAPTER 4 When Training Works: The Organizational Context for Training -- Evaluation Highlights -- Introduction -- Importance of Organizational Context for Training Success -- Organizational Incentives and Resources for Applying Learning -- Importance of Client Commitment -- CHAPTER 5 Bank Processes and Systems -- Evaluation Highlights -- Introduction -- Identifying and Measuring the Results of Training -- Lack of clear and monitorable training objectives -- Evaluation of training results -- Bank Support for Training.

Bank standards for training design -- Support to project task team leaders -- WBI contribution to country assistance strategy goals -- Bank Resources for Effective Training -- CHAPTER 6 Findings and Recommendations -- Findings -- Recommendations -- Recommendation 1 -- Recommendation 2 -- Recommendation 3 -- Appendix A: Methodology -- Definition and Scope -- Evaluation Tools -- A. Field reviews -- Training results -- Training targeting -- Training follow-up -- Training context -- Clarity of objectives -- Monitoring and evaluation -- B. Portfolio review -- Estimation of the amount of project-based client training -- Estimation of the amount of WBI client training -- Desk review of projects with high training content in WBI courses -- C. Literature review -- D. Benchmarking review -- E. Six-country survey of training participants -- F. Survey of Bank task team leaders -- G. Survey of WBI-partner training institutes -- Appendix B: Assessing Training for Successful Capacity Development: Literature Review Summary -- Design -- Implementation of Training Activities -- Follow-up -- Evaluation -- Conclusion -- Appendix C: Summary of Client Surveys in Six Countries -- Results -- Training success -- Drivers of success -- World Bank Training Evaluation Questionnaire -- Screening -- Course details -- Overall impression of the course -- Rating specific aspects of course and organizational environment -- Profiling -- Appendix D: Monitoring and Evaluation of Training Outcomes in Closed Bank Projects -- Preparing for Training -- Results of Training -- Appendix E: Summary of Interviews With Bank Task Team Leaders -- Sources of and Need for Training Expertise -- Relationship between WBI and TTLs in WBI Focus Countries -- WBI Use of Operational Resources -- Findings -- Survey of Bank Task Team Leaders for High-Training-Component Projects -- Screening questions.

WBI-related questions -- Project-related questions -- Demographic information -- Appendix F: Summary of WBI's Partner Training Institute Survey -- Results -- Partner institutes value their relationship with the WBI -- Partner institutes are satisfied with their relationship with the WBI -- Partner institutes are generally satisfied with the support they receive from the WBI -- Respondents are less positive (64 percent) about the WBI's capacity-building support -- Division of responsibilities between the WBI and its partner institutes can be improved -- Respondents noted interest in increasing their influence -- Survey of WBI-Partner Training Institutes -- Appendix G: Assessment of WBI's Activity Initiation Summary Forms -- Main Messages -- There is poor quality control of AISs and lack of a clear results chain -- The objectives of courses are not realistically defined -- The diagnostic exercises before the start of courses are insufficient -- Appendix H: List of WBI Interviewees -- Appendix I: List of Projects in Country Review Studies -- Appendix J: Detailed Management Comments -- Management's Views on the Overall Analysis and Conclusions -- Reservations with Regard to the Findings and Conclusions -- Evaluation Model -- Context and Tone -- Management's Views on Analysis and Conclusions Relating to WBI -- Choice of Activities for Review -- Coding of Activities -- Comparison of Project-Supported and WBI Training -- WBI's M&E Functions -- Management's Views on IEG's Recommendations -- Guidance to Staff -- WBI's Mandate -- Detailed Recommendations for WBI -- WBI Work on Improvements -- Results Framework for WBI Activities -- Bibliography -- Back Cover.