Development Impact and Strategic Context
Country strategies completed recently are fully gender-integrated. This trend is consistent with the GPs’ and Regions' continued commitment to gender equality and greater efforts to provide upstream inputs based on the WBG Gender Strategy
Operational Delivery For Clients
A steady increase in the proportion of projects with baseline data for all PDO indicators in the first ISR. Although this is a positive trend, efforts need to be strengthened to achieve the target of 100%.
Operational Delivery For Clients
Improving the timeliness of lending operations remains to be a challenge. Management is planning to monitor at a more granular level and focus our attention to reduce preparation time where the Bank has more control, for types of projects that could be prepared faster.
WBG continued to make progress on D&I targets in FY17. In particular, the Bank achieved, for the first time, its target of 12.5% representation of SSA/CR nationals among GF+ staff, in large part driven by success of recruitment drives.
Satisfactory CPF completion
Satisfactory completion of Country Strategies (percent, IEG rating)
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).
Satisfactory outcomes of WBG operations - World Bank (percent, IEG rating)
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.
Satisfactory outcomes of WBG operations - IFC (percent, IEG rating)
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).
Satisfactory outcomes of WBG operations - MIGA (percent, IEG rating)
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.
Client Feedback: ASA
Bank Advisory Services and Analytics (ASA) objectives accomplished (percent, client rating)
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.
IFC Advisory Services
IFC advisory services successful development effectiveness rating (percent, self-rating)
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.
Stakeholder feedback on WBG effectiveness and impact on results (scale: 1 - 10)
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.
Stakeholder feedback on WBG knowledge (scale: 1 - 10)
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.
Client feedback/satisfaction on WBG effectiveness and impact on results
(scale: 1 - 10)
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.
Client feedback/satisfaction for IFC investment/advisory services (percent, satisfied)
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.
SCDs in Country Strategies
Stock of Country Strategies underpinned by a Systematic Country Diagnostic (SCD) (percent)
Percentage of the WBG country strategies underpinned by a Systematic Country Diagnostic (SCD).
Climate related WBG commitments (US$ billions, annual)
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.
Gender integrated Country Strategies (percent)
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.
Working as one WBG
Share of Country Partnership Frameworks (CPFs) that have at least one joint objective in the results matrix (percent)
Share of CPFs that have at least one joint WB and IFC/MIGA objective, out of all CPFs approved in a fiscal year.
Staff time spent across GP/CCSAs (percent)
GF-GH level staff time charged to operational tasks managed by GPs/CCSAs other than their own/home GPs/CCSAs.
Staff perception of WBG collaboration (percent)
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.”
Operational Delivery for Clients
Satisfactory CPF performance
Satisfactory WBG performance for Country Strategies (percent, IEG rating)
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.
Dollar value of the amount approved to be extended to clients by the World Bank, IFC, and MIGA.
Capital mobilized on commercial terms (US$ billions)
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.
Private capital mobilized (direct)
Financing from private entities other than WBG that becomes available to clients at financial close where WBG is contractually engaged in raising resources.
Time for Operational Delivery
WB: Concept to first disbursement (months)
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.
Time for Operational Delivery
IFC: Mandate-to-disbursement (# calendar days)
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.
Time for Operational Delivery
MIGA: Concept to guarantee issuance (months)
Number of months between MIGA Concept Note (“ESM”) discussion and date when the guarantee becomes effective.
Staff time spent across regions (percent)
GH-level GP/CCSA staff time charged to operational tasks in Regions other than their primary Region.
Financial Sustainability and Efficiency
Total revenue (US$ billions)
Total revenue generated by IBRD, IDA, IFC, and MIGA.
Average annual growth of WBG business revenue (percent)
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.
Gross expenditure reduction (US$ millions)
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.
Employee Engagement (percent)
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.
Managerial effectiveness (percent)
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.
Staff diversity (index)
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.
Inclusion index (percent)
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.