ABSTRACT
The analysis on the EU internal and external effectiveness conducted in Chapter 5 indicates that Brussels’ influence on decisions taken at the IBRD Board is much dependent on the nature of the issue and the type of policy at stake. While decision making in constituent politics, such as changes to shareholding rights, largely responds to incentives dictated by national priorities, on other sector- and region-specific issues of common EU interest, MS have been able to better coordinate. The extent to which such coordination has been turned into higher contributed effectiveness to support development has varied widely, along a host of factors, including program- and partner-specific dimensions. This chapter deepens the focus on those components, analyzing consistency (between stated and achieved objectives) and impact (policy outcome) dimensions of the EU’s development efforts when cooperating with the World Bank and through Bank-sponsored or managed programs. Detailed investigations are in turn presented in Chapters 7, 8 and 9, where the general evidence provided here is deepened with the help of case-studies relative to the ECA, MENA and SSA regions, and analyzed through the lenses of role theory, inter-institutional bargaining and effectiveness frameworks advanced in the book.
