Selected Highlights

close

The WBG continues to reposition itself to effectively respond to the ever-changing development challenges that clients face. During the year in focus (FY20), the World Bank realigned senior responsibilities within global practice groups to strengthen links and cooper­ation between sectoral and regional teams and ensure maximum outcome for clients. IFC has also shifted its focus towards upstream systemic changes that will create markets and opportunities for sustainable private investment. Similarly, MIGA has been working with the Independent Evaluation Group (IEG) to reinforce learning feedback loops by incorporating lessons from evaluations into new projects. Further efforts have been also underway across the Group to improve organizational effectiveness and budget discipline to make more resources available to meet client needs and challenges.

Read More >

The World Bank Group (WBG) is performing well across a number of key indicators, and intensifying support to clients to respond to challenges posed by the pandemic. The overall strong results witnessed across several Tier 3 indicators reflect Group’s effectiveness in achieving results despite room for improvements. Stakeholders and clients continue to favorably rate Group’s effectiveness and knowledge, with client feedback/satisfaction on effectiveness and impact on results at 7.2 (scale 0-10)  exceeding the target level of 7 (scale 0-10). IEG’s evaluation of country programs, however, linger around 62 percent satisfactory rating primarily driven by weak ratings for challenging environments such as fragile and conflict affected situations (FCS). Outcomes of World Bank operational performance, as evaluated by IEG, continue to improve and has already surpassed the institutional target of 75 percent.  IFC has been taking significant measures to address issues under its control for both investment and advisory services with preliminary results pointing to a noticeable improvement for next year's reporting. MIGA's guarantee projects witnessed a steady improving trend in development outcome ratings due to increased emphasis on underwriting quality and attention to monitoring, evaluation and learning.  

On the global agenda, significant progress has been made towards mainstreaming support to climate co-benefits into the WBG operations, all WBG country strategies and World Bank projects are screened for climate and disaster risk. Mobilizing private capital remains a WBG priority, although the pandemic had a negative impact on private capital flows to developing countries, but efforts are underway to increase the amount of private capital mobilized in the medium and long term. The World Bank is on track to achieving the target of ensuring that key aspects of the Gender Strategy are reflected in operations to reduce gender gaps and empower women. The share of World Bank projects with gender tag at 61 percent, in FY20,   exceeded the target of 55 percent. The quality of M&E of World Bank operations has also improved for a second year in a row, whilst projects continue to better integrate beneficiary feedback into design while the Bank continues to build staff capacity to improve M&E. The WBG is strengthening its country focus, expanding its global footprint while deepening partnerships to scale up development impact.

< Read Less

Supporting Clients to Achieve Development Results

WBG | Development Impact and Effectiveness
Satisfactory outcomes of Country Partnership Frameworks (%, IEG rating)
Satisfactory outcomes of country partnership frameworks (IEG rating)
62 PERCENT

FY17-20

WBG | Development Impact and Effectiveness

Progress
Baseline
Actual
Target
Flip
WBG | Development Impact and Effectiveness
Satisfactory outcomes of Country Partnership Frameworks (%, IEG rating)
Satisfactory outcomes of country partnership frameworks (IEG rating)

FCS

47 ( FY17-20 )

Baseline

63 ( FY15-18 )

Expected value

70 (FY20-23)

WBG | Development Impact and Effectiveness
tacometer development impact
Satisfactory outcomes of WBG operations (IEG rating) (as share of operations) - WB
79 %, IEG RATING

FY17-19

WBG | Development Impact and Effectiveness

Progress
Baseline
Actual
Target
Flip
WBG | Development Impact and Effectiveness
tacometer development impact
Satisfactory outcomes of WBG operations (IEG rating) (as share of operations) - WB

Baseline

77 ( FY15-17 )

Expected value

75 (FY21-23)

WBG | Development Impact and Effectiveness
tacometer development impact
Satisfactory outcomes of WBG operations (IEG rating) (as share of operations) - IFC
42 %, IEG RATING

CY16-18

WBG | Development Impact and Effectiveness

Progress
Baseline
Actual
Target
Flip
WBG | Development Impact and Effectiveness
tacometer development impact
Satisfactory outcomes of WBG operations (IEG rating) (as share of operations) - IFC

Baseline

50 ( CY14-16 )

Expected value

improving trend

WBG | Development Impact and Effectiveness
tacometer development impact
Satisfactory outcomes of WBG operations (IEG rating) (as share of operations) - MIGA
69 %, IEG RATING

FY13-18

WBG | Development Impact and Effectiveness

Progress
Baseline
Actual
Target
Flip
WBG | Development Impact and Effectiveness
tacometer development impact
Satisfactory outcomes of WBG operations (IEG rating) (as share of operations) - MIGA

FCS

78 ( FY13-18 )

Baseline

65 ( FY12-17 )

Expected value

monitored

WBG | Development Impact and Effectiveness
tacometer development impact
IFC advisory services successful development effectiveness rating (IEG rating)
41 %, IEG RATING

FY20

WBG | Development Impact and Effectiveness

Progress
Baseline
Actual
Target
Flip
WBG | Development Impact and Effectiveness
tacometer development impact
IFC advisory services successful development effectiveness rating (IEG rating)

Baseline

49 ( FY18 )

Expected value

improving trend

WBG | Development Impact and Effectiveness
chat
Stakeholder feedback on World Bank Group effectiveness and impact on development results
6.8 Scale: 1-10 

FY20

WBG | Development Impact and Effectiveness

Progress
Baseline
Actual
Target
Flip
WBG | Development Impact and Effectiveness
chat
Stakeholder feedback on World Bank Group effectiveness and impact on development results

FCS

6.8 ( FY20 )

Baseline

6.5 ( FY18 )

Expected value

7.0 (FY23)

WBG | Development Impact and Effectiveness
chat
Stakeholder feedback on World Bank Group knowledge
7 Scale: 1-10 

FY20

WBG | Development Impact and Effectiveness

Progress
Baseline
Actual
Target
Flip
WBG | Development Impact and Effectiveness
chat
Stakeholder feedback on World Bank Group knowledge

FCS

6.8 ( FY20 )

Baseline

7 ( FY18 )

Expected value

7.0 (FY23)

WBG | Development Impact and Effectiveness
chat
Client feedback/satisfaction on WBG effectiveness and impact on results
7.2 Scale: 1-10 

FY20

WBG | Development Impact and Effectiveness

Progress
Baseline
Actual
Target
Flip
WBG | Development Impact and Effectiveness
chat
Client feedback/satisfaction on WBG effectiveness and impact on results

FCS

7.2 ( FY20 )

Baseline

6.9 ( FY18 )

Expected value

7.0 (FY23)

WBG | Performance and Quality
handshake
Satisfactory WBG performance for country partnership frameworks (IEG rating)
63 %, IEG RATING

FY17-20

WBG | Performance and Quality

Progress
Baseline
Actual
Target
Flip
WBG | Performance and Quality
handshake
Satisfactory WBG performance for country partnership frameworks (IEG rating)

FCS

40 ( FY17-20 )

Baseline

54 ( FY15-18 )

Expected value

75 (FY20-23)

WBG | Performance and Quality
chat
Advisory Services and Analytics (ASA) objectives accomplished
94 PERCENT

FY20

WBG | Performance and Quality

Progress
Baseline
Actual
Target
Flip
WBG | Performance and Quality
chat
Advisory Services and Analytics (ASA) objectives accomplished

FCS

95 ( FY20 )

Baseline

93 ( FY18 )

Expected value

90 (FY23)

WBG | Performance and Quality
chat
Client feedback/satisfaction on IFC investment//advisory services (% satisfied)
79 // 91 PERCENT

FY20

WBG | Performance and Quality

Progress
Baseline
Actual
Target
Flip
WBG | Performance and Quality
chat
Client feedback/satisfaction on IFC investment//advisory services (% satisfied)

FCS

91// 89 ( FY20 )

Baseline

89// 91 ( FY18 )

Expected value

85 // 85 (FY23)


Leading Global Agenda

WBG | Leading Global Agenda
sun climate
WBG - Share of climate-related financing in total commitments
29 PERCENT 

FY20

WBG | Leading Global Agenda

Progress
Baseline
Actual
Target
Flip
WBG | Leading Global Agenda
sun climate
WBG - Share of climate-related financing in total commitments

FCS

31 ( FY20 )

Baseline

32 ( FY18 )

Expected value

varies by institution*


Mobilization for Development

WBG | Mobilization for Development
handshape
Share of Country Partnership Frameworks (CPFs) that have at least one joint objective in the results matrix (%)
100 PERCENT

FY20

WBG | Mobilization for Development

Progress
Baseline
Actual
Target
Flip
WBG | Mobilization for Development
handshape
Share of Country Partnership Frameworks (CPFs) that have at least one joint objective in the results matrix (%)

FCS

100 ( FY20 )

Baseline

100 ( FY18 )

Expected value

100 (FY23)

WBG | Mobilization for Development
puzzle
Staff perception of WBG collaboration (%)
39 PERCENT

FY18

WBG | Mobilization for Development

Progress
Baseline
Actual
Target
Flip
WBG | Mobilization for Development
puzzle
Staff perception of WBG collaboration (%)

Baseline

39 ( FY18 )

Expected value

50 (FY23)

WBG | Private Investments
money tree
Total private mobilization of Bank Group -supported operations/transactions
22.5 US$ BILLION

FY20

WBG | Private Investments

Progress
Baseline
Actual
Target
Flip
WBG | Private Investments
money tree
Total private mobilization of Bank Group -supported operations/transactions

FCS

1.22 ( FY20 )

Baseline

33.4 ( FY18 )

Expected value

monitored

WBG | Mobilization for Development
Private mobilization of Bank Group
Private mobilization of Bank Group - supported operations/transactions
11.7 US$ BILLION

FY20

WBG | Mobilization for Development

Progress
Baseline
Actual
Target
Flip
WBG | Mobilization for Development
Private mobilization of Bank Group
Private mobilization of Bank Group - supported operations/transactions

FCS

0.6 ( FY20 )

Baseline

13 ( FY20 )


Improving the Business Model

WBG | Managing Talent
puzzle
Engagement Index(%)
77 PERCENT

FY20

WBG | Managing Talent

Progress
Baseline
Actual
Target
Flip
WBG | Managing Talent
puzzle
Engagement Index(%)

Baseline

76 ( FY18 )

Expected value

80 (FY23)

WBG | Managing Talent
puzzle
Staff diversity
0.87 Index 

FY20

WBG | Managing Talent

Progress
Baseline
Actual
Target
Flip
WBG | Managing Talent
puzzle
Staff diversity

Baseline

0.85 ( FY18 )

Expected value

1.0 (FY23)

WBG | Managing Talent
puzzle
Inclusion index
65 PERCENT

FY20

WBG | Managing Talent

Progress
Baseline
Actual
Target
Flip
WBG | Managing Talent
puzzle
Inclusion index

Baseline

62 ( FY18 )

Expected value

70 (FY23)


Ensuring Adequate Financial Capacity

WBG | Financial Sustainability
financial plant w dollar
Total revenue
9.1 US$ BILLION

FY20

WBG | Financial Sustainability

Progress
Baseline
Actual
Target
Flip
WBG | Financial Sustainability
financial plant w dollar
Total revenue

Baseline

9.1 ( FY18 )

Expected value

monitored

WBG | Financial Sustainability
financial plant w dollar
Average annual growth of WBG business revenue
3 PERCENT

FY20

WBG | Financial Sustainability

Progress
Baseline
Actual
Target
Flip
WBG | Financial Sustainability
financial plant w dollar
Average annual growth of WBG business revenue

Baseline

7 ( FY18 )

Expected value

> 5% (FY19–24)