Technical Cooperation at the Inter-American Development Bank
Date issued
May 2026
Subject
Technical Cooperation;
Corporate Evaluation;
Strategy;
Monitoring and Evaluation
JEL code
H83 - Public Administration • Public Sector Accounting and Audits
Category
Technical Notes
This evaluation assesses Technical Cooperation (TC) at the Inter-American Development Bank during 2015-2024. Conducted by the Office of Evaluation and Oversight (OVE) at the request of the Board of Executive Directors, it examines the relevance of the TC portfolio, how TC products are used, and whether the institutional model supports the relevant and effective deployment of TC. The evaluation covers the institutional framework for TC and 4,477 non-reimbursable TC operations approved during the period, representing US$2.1 billion in approvals. It used mixed methods, including quantitative and qualitative portfolio analysis, document review, interviews, and detailed assessment of selected national and regional TC operations.
The evaluation finds that TC delivers substantial operational value and plays a central role in the Bank's lending, policy dialogue, and engagement with countries. TC supports loan preparation and implementation and serves as the main instrument for initiating or reactivating dialogue with governments. TC operations are generally aligned with national priorities and Bank strategies, and clients value their access to specialized expertise, flexible support, and the Banks convening power.
Management has strengthened TC programming, prioritization, and funding, which has improved predictability and reduced underexecution. However, the Bank has not clearly articulated how to use TC selectively to advance strategic priorities and contribute to impact at scale. Overlapping TC categories, monitoring focused on outputs, limited evidence of product use and outcomes, and the absence of systematic assessment at closure constrain decision-making and portfolio learning. The Bank also lacks a structured framework for making TC products accessible and promoting their reuse to inform subsequent work.
Based on these findings, OVE recommends clarifying TCs strategic role within IDBImpact, strengthening monitoring and evaluation to capture outcomes, and establishing a framework for TC learning and knowledge management.
The evaluation finds that TC delivers substantial operational value and plays a central role in the Bank's lending, policy dialogue, and engagement with countries. TC supports loan preparation and implementation and serves as the main instrument for initiating or reactivating dialogue with governments. TC operations are generally aligned with national priorities and Bank strategies, and clients value their access to specialized expertise, flexible support, and the Banks convening power.
Management has strengthened TC programming, prioritization, and funding, which has improved predictability and reduced underexecution. However, the Bank has not clearly articulated how to use TC selectively to advance strategic priorities and contribute to impact at scale. Overlapping TC categories, monitoring focused on outputs, limited evidence of product use and outcomes, and the absence of systematic assessment at closure constrain decision-making and portfolio learning. The Bank also lacks a structured framework for making TC products accessible and promoting their reuse to inform subsequent work.
Based on these findings, OVE recommends clarifying TCs strategic role within IDBImpact, strengthening monitoring and evaluation to capture outcomes, and establishing a framework for TC learning and knowledge management.
NO