 | This article has multiple issues. Please help improve it or discuss these issues on the talk page . (Learn how and when to remove these template messages)
|
 ESMAP logo | |
| Abbreviation | ESMAP |
|---|---|
| Formation | 1983 |
| Type | IGO |
| Legal status | Multi-Donor Trust Fund |
| Purpose | Poverty reduction |
| Location |
|
Region served | Global |
Official language | English |
ESMAP Program Manager | Gabriela Elizondo Azuela |
Main organ | Consultative Group |
Parent organization | The World Bank |
Staff | 45+ |
| Website | www.esmap.org |
ESMAP was established in 1983 in response to the global energy crisis of the late 1970s, and the impact this was having on the economies of oil-importing developing countries. ESMAP has since operated in over 100 countries through more than 800 activities covering a broad range of energy issues.
Achieving Universal Energy Access By 2030 And Advancing Decarbonization
Visit our Activities Dashboard: https://www.esmap.org/activities
ESMAP is governed by a Consultative Group (CG) comprising representatives from contributing donors and chaired by the Senior Director of the World Bank's Energy and Extractives Practice Group. The CG meets annually to review ESMAP's strategic direction, achievements, use of resources and funding requirements.
The World Bank's Independent Evaluation Group (IEG) also reviews and assesses the performance of all World Bank Global Trust-Funded Programs. This includes an evaluation of ESMAP against its business plans, investment frameworks, and the effectiveness and efficiency of the deployment of trust fund resources. In addition, IEG assesses the World Bank's management and accountability for the use of trust fund resources and the impact of trust funds on the World Bank's development role. Read the most recent IEG evaluation.
ESMAP's latest Independent External Evaluation completed in March 2020 is a requirement by the World Bank to review the performance of programs reaching the end of their business plans. On this occasion, the evaluation covers the 2017-2020 Business Plan. A Briefing Note was also prepared aiming at synthesizing the contents of the full evaluation. As customary, following the evaluation's recommendations, ESMAP Management prepared a response.
The previous Independent External Evaluation covered a four-year period from July 2011 to June 2015. Two years of the previous (2008-2013) and the subsequent (2014-2016) ESMAP business plans, and one year of the previous ASTAE business plan and three years of the ASTAE business plan (2012-2016). With both these business plans having reached their end date, the World Bank Group (WBG) required an external evaluator to review the performance of ESMAP and ASTAE against their respective business plans and investment frameworks. As a follow-up to the evaluation's recommendations, the ESMAP Management Team prepared a response.
Download full list of ESMAP's Donors: https://www.esmap.org/sites/default/files/Donor%20Logos-Agencies%20by%20Country.pdf
In common usage, evaluation is a systematic determination and assessment of a subject's merit, worth and significance, using criteria governed by a set of standards. It can assist an organization, program, design, project or any other intervention or initiative to assess any aim, realisable concept/proposal, or any alternative, to help in decision-making; or to ascertain the degree of achievement or value in regard to the aim and objectives and results of any such action that has been completed.
The United Nations Development Programme (UNDP) is a United Nations agency tasked with helping countries eliminate poverty and achieve sustainable economic growth and human development. The UNDP emphasizes developing local capacity towards long-term self-sufficiency and prosperity.
In the field of management, strategic management involves the formulation and implementation of the major goals and initiatives taken by an organization's managers on behalf of stakeholders, based on consideration of resources and an assessment of the internal and external environments in which the organization operates. Strategic management provides overall direction to an enterprise and involves specifying the organization's objectives, developing policies and plans to achieve those objectives, and then allocating resources to implement the plans. Academics and practicing managers have developed numerous models and frameworks to assist in strategic decision-making in the context of complex environments and competitive dynamics. Strategic management is not static in nature; the models can include a feedback loop to monitor execution and to inform the next round of planning.
Enterprise risk management (ERM) in business includes the methods and processes used by organizations to manage risks and seize opportunities related to the achievement of their objectives. ERM provides a framework for risk management, which typically involves identifying particular events or circumstances relevant to the organization's objectives, assessing them in terms of likelihood and magnitude of impact, determining a response strategy, and monitoring process. By identifying and proactively addressing risks and opportunities, business enterprises protect and create value for their stakeholders, including owners, employees, customers, regulators, and society overall.
Project portfolio management (PPM) is the centralized management of the processes, methods, and technologies used by project managers and project management offices (PMOs) to analyze and collectively manage current or proposed projects based on numerous key characteristics. The objectives of PPM are to determine the optimal resource mix for delivery and to schedule activities to best achieve an organization’s operational and financial goals, while honouring constraints imposed by customers, strategic objectives, or external real-world factors. Standards for Portfolio Management include Project Management Institute's framework for project portfolio management, Management of Portfolios by Office of Government Commerce and the PfM² Portfolio Management Methodology by the PM² Foundation.
Capacity building is the improvement in an individual's or organization's facility "to produce, perform or deploy". The terms capacity building and capacity development have often been used interchangeably, although a publication by OECD-DAC stated in 2006 that capacity development was the preferable term. Since the 1950s, international organizations, governments, non-governmental organizations (NGOs) and communities use the concept of capacity building as part of "social and economic development" in national and subnational plans. The United Nations Development Programme defines itself by "capacity development" in the sense of "'how UNDP works" to fulfill its mission. The UN system applies it in almost every sector, including several of the Sustainable Development Goals to be achieved by 2030. For example, the Sustainable Development Goal 17 advocates for enhanced international support for capacity building in developing countries to support national plans to implement the 2030 Agenda.
The African Development Bank Group (AfDB) or Banque Africaine de Développement (BAD) is a multilateral development finance institution headquartered in Abidjan, Ivory Coast, since September 2014. The AfDB is a financial provider to African governments and private companies investing in the regional member countries (RMC).
Internal auditing is an independent, objective assurance and consulting activity designed to add value and improve an organization's operations. It helps an organization accomplish its objectives by bringing a systematic, disciplined approach to evaluate and improve the effectiveness of risk management, control and governance processes. Internal auditing might achieve this goal by providing insight and recommendations based on analyses and assessments of data and business processes. With commitment to integrity and accountability, internal auditing provides value to governing bodies and senior management as an objective source of independent advice. Professionals called internal auditors are employed by organizations to perform the internal auditing activity.
The Renewable Energy and Energy Efficiency Partnership (REEEP) is a Vienna-based international organisation that advances markets for renewable energy and energy efficiency with a particular emphasis on the emerging markets and developing countries. Its primary focus is in de-risking and scaling up clean energy business models.
The Atomic Energy Regulatory Board (AERB) was constituted on 15 November 1983 by the President of India by exercising the powers conferred by Section 27 of the Atomic Energy Act, 1962 to carry out certain regulatory and safety functions under the Act. The regulatory authority of AERB is derived from the rules and notifications promulgated under the Atomic Energy Act, 1962 and the Environmental (Protection) Act, 1986. The headquarters is in Mumbai.
The CAMELS rating is a supervisory rating system originally developed in the U.S. to classify a bank's overall condition. It is applied to every bank and credit union in the U.S. and is also implemented outside the U.S. by various banking supervisory regulators.
The Consultative Group on Indonesia (CGI) gathered Indonesia's international donors from 1992 to 2007 to coordinate the flow of foreign aid to Indonesia. It was set up by the Indonesian government and the World Bank.
The Nile Basin Initiative (NBI) is a partnership among the Nile riparian states that “seeks to develop the river in a cooperative manner, share substantial socioeconomic benefits, and promote regional peace and security”. The NBI began with a dialogue among the riparian states that resulted in a shared vision objective “to achieve sustainable socioeconomic development through the equitable utilization of, and benefit from, the common Nile Basin water resources." It was formally launched in February 1999 by the water ministers of nine countries that share the river: Egypt, Sudan, Ethiopia, Uganda, Kenya, Tanzania, Burundi, Rwanda, the Democratic Republic of Congo (DRC), as well as Eritrea as an observer. From its beginning the Nile Basin Initiative has been supported by the World Bank and by other external partners. The World Bank has a mandate to support the work of the NBI, as lead development partner and as administrator of the multi-donor Nile Basin Trust Fund. One of the partners is the "Nile Basin Discourse", which describes itself as "a civil society network of organisations seeking to achieve positive influence over the development of projects and programmes under the Nile Basin Initiative".
The Inspection Panel is an independent accountability mechanism of the World Bank. It was established in September 1993 by the World Bank Board of Directors, and started operations on August 1, 1994. The Panel provides a forum for people who believe that they may be adversely affected by Bank-financed operations to bring their concerns to the highest decision-making levels of the World Bank. The Panel determines whether the Bank is complying with its own policies and procedures, which are designed to ensure that Bank-financed operations provide social and environmental benefits and avoid harm to people and the environment. The Inspection Panel was the first body to promote accountability among international financial institutions through this community-led, or “bottom-up”, approach which is complementary to the “top-down” forms of accountability, such as evaluation initiated by the World Bank itself. Building on this example, other multilateral and regional financial institutions have established similar accountability mechanisms as part of broader efforts at sustainable and equitable development.
Global Health Initiatives (GHIs) are humanitarian initiatives that raise and disburse additional funds for infectious diseases – such as AIDS, tuberculosis, and malaria – for immunizations and for strengthening health systems in developing countries. GHIs classify a type of global initiative, which is defined as an organized effort integrating the involvement of organizations, individuals, and stakeholders around the world to address a global issue.
Water supply and sanitation in Lebanon is characterized by a number of achievements and challenges. The achievements include the reconstruction of infrastructure after the 1975–90 Civil War and the 2006 war with Israel, as well as the reform of the water and sanitation sector through a water law passed in 2000. The law created four Regional Water Establishments to consolidate numerous smaller utilities.
Monitoring and Evaluation (M&E) is a combined term for the processes set up by organizations such as companies, government agencies, international organisations and NGOs, with the goal of improving their management of outputs, outcomes and impact. Monitoring includes the continuous assessment of programmes based on early detailed information on the progress or delay of the ongoing assessed activities. Evaluation involves the examination of the relevance, effectiveness, efficiency and impact of activities in the light of specified objectives.
Vietnam joined the World Bank Group (WBG) on 21 September 1956. Before the mid-1980s, Vietnam was one of the world's least developed countries. A series of economic and political reforms launched in 1986, known as Đổi Mới, caused Vietnam to experience rapid economic growth and development, becoming a lower middle-income country. The World Bank (WB) has maintained a development partnership with Vietnam since 1993. As of 25 March 2019, it has committed a total of US$24 billion in loans, credits, and grants to Vietnam through 165 operations and projects, 44 of which are active as of 2019 and comprise US$9 billion. With an estimated extreme poverty rate below 3% and a GDP growth rate of 7.1% in 2018, Vietnam's economy continues to show fundamental strength and is supported by robust domestic demand and export-oriented manufacturing.
In the year 2000, Rwanda began a decentralization process by adopting a National Decentralization Policy. The policy's objective were to promote good governance, to reduce poverty and to promote efficient, effective, and accountable service delivery.
| International | |
|---|---|
| National | |
