Selected Highlights

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Tier 3 - Development impact
Tier 3 - Operational delivery for clients
Tier 3 - Financial sustainability and Managing talent
Tier 3 - Strategic context

Development Impact

WBG | Development impact

Satisfactory CPF completion

Satisfactory completion of Country Strategies (percent, IEG rating)

80% Achieved
55Baseline
67Actual
70Target
Flip
WBG | Development impact
ACTUAL in FCS
(2017)
42

Percentage of Country Assistance Strategy (CAS) and/or Country Partnership Framework (CPF) Completion Reports rated moderately satisfactory, satisfactory, or highly satisfactory by the Independent Evaluation Group (IEG).

Source: IEG
WBG | Development impact

Satisfactory Outcomes

Satisfactory outcomes of WBG operations - World Bank (percent, IEG rating)

81.6% Achieved
71.2Baseline
74.3Actual
75Target
Flip
WBG | Development impact
ACTUAL in FCS
(2016)
68.3

Share of IBRD and IDA operations rated by the IEG as “moderately satisfactory” or higher on achievement of outcomes. Data are for projects exiting in the three previous fiscal years for which at least 60 percent of the projects for each fiscal year have been evaluated by IEG. The rating captures the extent to which a project’s original or formally revised development objectives were achieved.

Source: IEG
WBG | Development impact

Satisfactory Outcomes

Satisfactory outcomes of WBG operations - IFC (percent, IEG rating)

Monitored
64Baseline
50Actual
65Target
Flip
WBG | Development impact
ACTUAL in FCS

Percentage of IFC investment projects rated over a given calendar year with Highly Successful, Successful, or Mostly Successful Development Outcome ratings. IFC’s project evaluation for a given calendar year is based on a representative sample of projects that have reached early operating maturity (with adjustments for early operating maturity made based on judgments by IEG and IFC staff).

Source: IEG
WBG | Development impact

Satisfactory Outcomes

Satisfactory outcomes of WBG operations - MIGA (percent, IEG rating)

No Target
76Baseline
61Actual
Target
Flip
WBG | Development impact
ACTUAL in FCS

For MIGA, the ratings capture the percentage of MIGA- supported projects rated satisfactory or excellent for their development outcomes. MIGA and IEG evaluate the entire population of regular MIGA guarantee projects reaching operating maturity in a given fiscal year. Projects supported by the Small Investment Program (covering eligible guarantees up to $10 million) are evaluated on a programmatic basis.

Source: IEG
WBG | Development impact

Client Feedback: ASA

Bank Advisory Services and Analytics (ASA) objectives accomplished (percent, client rating)

No Target
61Baseline
91Actual
in FY18Target
Flip
WBG | Development impact
ACTUAL in FCS
(2017)

Percent of activities for which clients strongly agree or agree with the following statement: “Overall, this activity achieved its intended development outcomes” for ASA with completed Activity Completion Summaries during the fiscal year.

Source: World Bank Satisfaction Survey
WBG | Development impact

IFC Advisory Services

IFC advisory services successful development effectiveness rating (percent, self-rating)

Monitored
76Baseline
70Actual
65Target
Flip
WBG | Development impact
ACTUAL in FCS
(2017)
77

Percent of IFC’s Advisory Services rated Mostly Successful or better, using IFC’s Development Outcome Tracking System (DOTS). The rating is a synthesis of the overall strategic relevance, effectiveness, and efficiency of the services and is calculated based on all Advisory Service projects closed during the review period. At project completion, intended results are compared with achieved results.

Source: IFC data management system
WBG | Development impact

Stakeholder Feedback

Stakeholder feedback on WBG effectiveness and impact on results (scale: 1 - 10)

33.3% Achieved
6.4Baseline
6.6Actual
7.0Target
Flip
WBG | Development impact
ACTUAL in FCS
(2017)
6.7

Mean score for the answer provided by WBG stakeholders to questions from the annual WBG Country Opinion Survey: (a) “Overall, please rate your impression of the WBG's effectiveness in your country” and (b) “To what extent does the WBG's work help to achieve development results in your country?”. The indicator reflects current FY ratings for one-third of all WBG client countries surveyed each 3-year cycle.

Source: WBG, Country Opinion Survey Program
WBG | Development impact

Stakeholder Feedback

Stakeholder feedback on WBG knowledge (scale: 1 - 10)

100% Achieved
6.8Baseline
7.2Actual
7.0Target
Flip
WBG | Development impact
ACTUAL in FCS
(2017)
7.2

Mean score for the answer provided by WBG stakeholders to the question from the annual WBG Country Opinion Survey: “Overall, how significant a contribution do you believe the WBG’s knowledge work and activities make to development results in your country?”. The indicator reflects current FY ratings for one-third of all WBG client countries surveyed each 3-year cycle.

Source: WBG, Country Opinion Survey Program
WBG | Development impact

Client Feedback

Client feedback/satisfaction on WBG effectiveness and impact on results

(scale: 1 - 10)

100% Achieved
6.9Baseline
7.1Actual
7.0Target
Flip
WBG | Development impact
ACTUAL in FCS
(2017)
7.0

Mean score for the answer provided by WBG clients to the questions from the annual WBG Country Opinion Survey: (a) “Overall, please rate your impression of the WBG's effectiveness in your country.” and (b) “To what extent does the WBG's work help to achieve development results in your country?”. The indicator reflects current FY ratings for one-third of all WBG client countries surveyed each 3-year cycle.

Source: WBG, Country Opinion Survey Program
WBG | Development impact

Client Feedback

Client feedback/satisfaction for IFC investment/advisory services (percent, satisfied)

85/90Baseline
86/88Actual
85Target
Flip
WBG | Development impact
ACTUAL in FCS
(2017)
88/89

Percent of IFC Investment Services (IS)/ Advisory Services (AS) clients who were either satisfied or very satisfied with IFC’s overall service. The IS Client Survey surveys clients that have had a first disbursement in the current FY and past clients. The AS Client Survey surveys a sample of clients with projects that are active or closed during the survey period and meet a number of eligibility criteria.

Source: Client Surveys for IFC Investment and Advisory Services

Strategic Context

WBG | Strategic Context

SCDs in Country Strategies

Stock of Country Strategies underpinned by a Systematic Country Diagnostic (SCD) (percent)

79.6% Achieved
31.3Baseline
86Actual
100Target
Flip
WBG | Strategic Context
ACTUAL in FCS
(2017)
100

Percentage of the WBG country strategies underpinned by a Systematic Country Diagnostic (SCD).

Source: WBG, CAS/CPF reviews
WBG | Strategic Context

Climate Commitments

Climate related WBG commitments (US$ billions, annual)

No Target
8.4Baseline
12.8Actual
Target
Flip
WBG | Strategic Context
ACTUAL in FCS
(2017)
1.2

Annual dollar amount of World Bank Group commitments that are addressing climate change mitigation or adaptation. Development activities provide climate change co-benefits when they contribute to climate change adaptation and/or mitigation, even when adaptation and/or mitigation is not their main objective.

Source: WB, IFC and MIGA Project Appraisal and/or Supporting Documents
WBG | Strategic Context

Gender

Gender integrated Country Strategies (percent)

100% Achieved
86Baseline
100Actual
100Target
Flip
WBG | Strategic Context
ACTUAL in FCS
(2017)
100

Percentage of Country Partnership Frameworks with gender considerations in the analysis, content, and results framework that integrate gender into all of the following aspects: (a) analysis and/or consultation on gender related issues; (b) specific actions to address the distinct needs of women and girls, or men and boys, and/ or positive impacts on gender gaps; and (c) mechanisms to monitor gender impact.

Source: WBG, CAS/CPF reviews
WBG | Strategic Context

Working as one WBG

Share of Country Partnership Frameworks (CPFs) that have at least one joint objective in the results matrix (percent)

No Target
83.3Baseline
100Actual
Target
Flip
WBG | Strategic Context
ACTUAL in FCS
(2017)
100

Share of CPFs that have at least one joint WB and IFC/MIGA objective, out of all CPFs approved in a fiscal year.

Source: WBG, CPF reviews
WBG | Strategic Context

Collaboration

Staff time spent across GP/CCSAs (percent)

No Target
9.1Baseline
9.3Actual
Target
Flip
WBG | Strategic Context
ACTUAL in FCS

GF-GH level staff time charged to operational tasks managed by GPs/CCSAs other than their own/home GPs/CCSAs.

Source: WBG Time Recording System
WBG | Strategic Context

WBG Collaboration

Staff perception of WBG collaboration (percent)

39.5% Achieved
23Baseline
40Actual
66Target
Flip
WBG | Strategic Context
ACTUAL in FCS

Percentage of World Bank Group Employee Engagement Survey respondents who responded favorably to the survey question “Staff across the organizations (IBRD/IDA, IFC, MIGA, GEF, ICSID) work together effectively.”

Source: WBG 2016 Engagement Survey

Operational Delivery for Clients

WBG | Operational Delivery for Clients

Satisfactory CPF performance

Satisfactory WBG performance for Country Strategies (percent, IEG rating)

Monitored
72Baseline
57Actual
75Target
Flip
WBG | Operational Delivery for Clients
ACTUAL in FCS
(2017)
50

Percentage of Country Assistance Strategy (CAS) and/or Country Partnership Framework (CPF) Completion Reports reviewed by IEG that are rated moderately satisfactory, satisfactory, or highly satisfactory on overall World Bank performance. For the Completion and Learning Reviews (CLRs) for CPFs, data will be reported for the World Bank Group.

Source: IEG
WBG | Operational Delivery for Clients

WBG Commitments

(US$ billions)

No Target
52.9Baseline
58.8Actual
Target
Flip
WBG | Operational Delivery for Clients
ACTUAL in FCS
(2017)
7.6

Dollar value of the amount approved to be extended to clients by the World Bank, IFC, and MIGA.

Source: WB data management system; IFC data management system; MIGA Dashboard
WBG | Operational Delivery for Clients

Capital Mobilized

Capital mobilized on commercial terms (US$ billions)

No Target
11.1Baseline
11.7Actual
Target
Flip
WBG | Operational Delivery for Clients
ACTUAL in FCS
(2016)
1.2

Amount of capital (in the form of equity and/or debt) mobilized on commercial terms by WBG entities to finance direct investments in member countries. For purposes of this indicator, financing on commercial terms includes funding by private commercial entities, international finance institutions, and bilateral entities.

Source: Project Implementation Status and Results Reports, Implementation Completion and Results Reports, IFC Core Mobilization measure, and MIGA Mobilization measure.
WBG | Operational Delivery for Clients

Capital Mobilized

Private capital mobilized (direct)

(US$ billions)

No Target
n/aBaseline
10.7Actual
Target
Flip
WBG | Operational Delivery for Clients
ACTUAL in FCS
1.6

Financing from private entities other than WBG that becomes available to clients at financial close where WBG is contractually engaged in raising resources.

Project Appraisal Document
WBG | Operational Delivery for Clients

Time for Operational Delivery

WB: Concept to first disbursement (months)

29% Monitored
28Baseline
25.4Actual
Cut by 1/3Target
Flip
WBG | Operational Delivery for Clients
ACTUAL in FCS
(2017)
22.3

Average number of months from Concept Note approval to the first disbursement for World Bank-supported projects that have obtained Board approval, become effective, or had a first disbursement during the previous 12 months.

Source: WB SAP
WBG | Operational Delivery for Clients

Time for Operational Delivery

IFC: Mandate-to-disbursement (# calendar days)

Monitored
n/aBaseline
195Actual
150Target
Flip
WBG | Operational Delivery for Clients
ACTUAL in FCS

Number of calendar days between Mandate Letter Date and First Disbursement Date for all LTF projects that have a Mandate Letter Date and First Disbursement during the reporting period.

Source: IFC data management system
WBG | Operational Delivery for Clients

Time for Operational Delivery

MIGA: Concept to guarantee issuance (months)

No Target
5.41Baseline
6Actual
Target
Flip
WBG | Operational Delivery for Clients
ACTUAL in FCS

Number of months between MIGA Concept Note (“ESM”) discussion and date when the guarantee becomes effective.

Source: MIGA Dashboard
WBG | Operational Delivery for Clients

Knowledge Flow

Staff time spent across regions (percent)

No Target
10.7Baseline
7.2Actual
Target
Flip
WBG | Operational Delivery for Clients
ACTUAL in FCS

GH-level GP/CCSA staff time charged to operational tasks in Regions other than their primary Region.

Source: WBG Time Recording System

Financial Sustainability and Efficiency

WBG | Financial Sustainability and Efficiency

Financial Sustainability

Total revenue (US$ billions)

No Target
8.5Baseline
9.0Actual
Target
Flip
WBG | Financial Sustainability and Efficiency
ACTUAL in FCS

Total revenue generated by IBRD, IDA, IFC, and MIGA.

Source: Financial Statements for IBRD, IDA, IFC, and MIGA
WBG | Financial Sustainability and Efficiency

Financial Sustainability

Average annual growth of WBG business revenue (percent)

94% Achieved
n/aBaseline
4.7Actual
>5% (FY15-24)Target
Flip
WBG | Financial Sustainability and Efficiency
ACTUAL in FCS

Growth rate is the average for the cumulative business revenues for the period starting in FY15 and ending in the reporting fiscal year. The target is set for the 10-year period encompassing FY15-FY24.

Source: Financial Statements for IBRD, IDA, IFC, and MIGA
WBG | Financial Sustainability and Efficiency

Financial Sustainability

Gross expenditure reduction (US$ millions)

100% Achieved
n/aBaseline
389Actual
400Target
Flip
WBG | Financial Sustainability and Efficiency
ACTUAL in FCS

The Expenditure Review committed to $400 million in realized savings by FY18. The savings will include all sources of funds (i.e., Bank budget, trust funds, and reimbursable expenses) across the World Bank Group.

Source: WBG Expenditure Review

Managing Talent

WBG | Managing Talent

Staff Engagement

Employee Engagement (percent)

100% Achieved
71Baseline
79Actual
76Target
Flip
WBG | Managing Talent
ACTUAL in FCS

This Index measures a staff member’s pride in the institution, willingness to advocate, sense of belonging and contribution, and willingness to go the extra mile.

WBG 2016 Engagement Survey
WBG | Managing Talent

Managerial Skills

Managerial effectiveness (percent)

100% Achieved
67Baseline
74Actual
71Target
Flip
WBG | Managing Talent
ACTUAL in FCS

This Index measures the successful application of a manager’s technical and people skills to effectively lead their team. Specifically, it assesses managerial capabilities such as honesty and integrity, fairness to all staff, and taking informed risks.

WBG 2016 Engagement Survey
WBG | Managing Talent

Staff Diversity

Staff diversity (index)

33.3% Achieved
0.85Baseline
0.90Actual
1Target
Flip
WBG | Managing Talent
ACTUAL in FCS

This Index measures the aggregate difference from a target of “1” and is made up of four institutional diversity indicators: Sub-Saharan African/Caribbean (SSA/CR) staff at grades GF and above, women in technical roles at grades GF and above, Part II managers, and female managers. Each indicator is weighted to form a component of the index, with each indicator weighted at 0.20, except SSA/CR, which is 0.40.

WBG HR system
WBG | Managing Talent

Inclusive Workplace

Inclusion index (percent)

64.3% Achieved
54Baseline
63Actual
68Target
Flip
WBG | Managing Talent
ACTUAL in FCS

This Index measures the degree to which the World Bank Group creates a diverse and inclusive environment that fosters equal opportunities for everyone to succeed in the workplace, regardless of demographic characteristics.

Source: WBG 2016 Engagement Survey