Selected Highlights

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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.

Managing Talent

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.


Development Impact

WB | Development impact

Satisfactory Outcomes

Satisfactory outcomes for World Bank operations (percent, IEG rating): as a share of operations

42.1 Progress
Watch
71.2Baseline
72.8Actual
75Target
Flip
WB | Development impact
ACTUAL in FCS
(2017)
66.3

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
WB | Development impact

Satisfactory outcomes

Satisfactory outcomes for World Bank operations (percent, IEG rating): as a share of commitments

100% Progress
On-Track
81.8Baseline
86.1Actual
80Target
Flip
WB | Development impact
ACTUAL in FCS
(2017)
79

Share of IBRD and IDA commitments 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
WB | Development impact

Client feedback: ASA

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

No Target
61Baseline
95Actual
nuTarget
Flip
WB | Development impact
ACTUAL in FCS
(2016)
nu

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
WB | Development impact

Client Feedback

Client feedback on WB effectiveness and impact on results

(scale: 1-10)

100% Progress
On-Track
6.9Baseline
7.2Actual
7.0Target
Flip
WB | Development impact
ACTUAL in FCS
(2016)
6.8

Mean score for the answers provided by WB clients to questions from the annual WBG Country Opinion Survey (COS): (a) “Overall, please rate your impression of the WB's effectiveness in your country,” and (b) “To what extent does the WB'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 COS Program
WB | Development impact

Client Feedback

Client Feedback on WB responsiveness and staff accessibility

(scale: 1-10)

75% Progress
On-Track
6.6Baseline
6.9Actual
7.0Target
Flip
WB | Development impact
ACTUAL in FCS
(2016)
6.5

Mean score for the answers provided by WB clients to the following question from the annual WBG COS Program: “To what extent is the WB an effective development partner in your country, in terms of (a) responsiveness, and (b) staff accessibility?”. The indicator reflects current FY ratings for one-third of all WBG client countries surveyed each 3-year cycle.

Source: WBG COS Program

Strategic Context

WB | Strategic Context

Alignment with the WBG Strategy

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

71% Progress
Watch
31.3Baseline
80Actual
100Target
Flip
WB | Strategic Context
ACTUAL in FCS
(2016)
100

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

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

Beneficiary Feedback

Projects with beneficiary feedback indicator at design (percent):

89% Progress
Watch
26Baseline
92Actual
100Target
Flip
WB | Strategic Context
ACTUAL in FCS
(2017)
91

Share of investment project financing operations (IBRD and IDA) for which at least one citizen engagement indicator is included in the results framework of the PAD.

Source: WB Project Appraisal Document reviews
WB | Strategic Context

Gender

Projects with gender-informed analysis, action, and monitoring (percent):

67% Progress
Watch
54Baseline
62Actual
66Target
Flip
WB | Strategic Context
ACTUAL in FCS
(2017)
52

Share of operations approved during the FY that integrate gender in all of the following aspects: (a) analysis of gender gaps and related issues; (b) specific actions to address the distinct needs of women and girls, or men and boys, and/or to close gender gaps; and (c) mechanisms to monitor project impact on males/females; impact of actions that close gender gaps on overall activities; or mechanisms that facilitate gender analysis.

Source: WB PAD, Program document reviews
WB | Strategic Context

Gender

Projects reporting on gender results during implementation (percent):

75% Progress
Off-Track
55Baseline
70Actual
75Target
Flip
WB | Strategic Context
ACTUAL in FCS
(2017)
69

Share of projects for which data on sex disaggregated and gender-relevant indicators are collected and reported on in the results framework. This indicator includes all active IPF projects (IBRD and IDA) that have been under implementation for at least three years and that are gender-informed in analysis, action, and monitoring and evaluation. Additional financing projects are also included.

Source: WB PAD and ISR Report reviews
WB | Strategic Context

Climate Commitments

Commitments with climate co-benefits (US$ billions):

46% Monitored
5.9Baseline
8.6Actual
Target
Flip
WB | Strategic Context
ACTUAL in FCS
(2016)
0.1

IBRD and IDA IPF commitments that address climate change mitigation or adaptation. Development activities are considered to provide climate change co-benefits when they contribute to climate change adaptation and/or mitigation, even when adaptation and/ or mitigation is not their primary development objective.

Source: WB SAP, PADs and/or supporting documents

Operational Delivery for Clients

WB | Operational Delivery for Clients

IBRD/IDA Commitments

(US$ billions)

Monitored
31.5Baseline
14.3Actual
Target
Flip
WB | Operational Delivery for Clients
ACTUAL in FCS
(2017)
1.2

Dollar value of the sum approved by the Board to be extended to clients on loan, credit, grant, or guarantee terms from IBRD or IDA.

Source: WB SAP
WB | Operational Delivery for Clients

IBRD/IDA Disbursements

(US$ billions)

Monitored
27.1Baseline
14.6Actual
Target
Flip
WB | Operational Delivery for Clients
ACTUAL in FCS
(2017)
2

Dollar value of the amount of the IBRD or IDA loan, credit, or grant transferred to a client during the accounting period.

Source: WB SAP
WB | Operational Delivery for Clients

Performance at Entry

Satisfactory Bank performance (percent, IEG rating): At entry

60% Progress
Watch
70.9Baseline
76.4Actual
80Target
Flip
WB | Operational Delivery for Clients
ACTUAL in FCS
(2017)
56.7

Share of the net-commitment amount of closed IBRD and IDA operations reviewed by IEG that was rated moderately satisfactory or higher on overall performance at entry divided by the total net commitment amount of closed operations reviewed by IEG over the previous 3 years. The data are reported for projects exiting in the 3 previous FYs for which at least 60% of the projects have been evaluated by IEG.

Source: IEG
WB | Operational Delivery for Clients

Performance during Supervision

Satisfactory Bank performance (percent, IEG rating): During supervision

100% Progress
On-Track
84.5Baseline
89.3Actual
80Target
Flip
WB | Operational Delivery for Clients
ACTUAL in FCS
(2017)
80.6

Share of the net-commitment amount of closed IBRD and IDA operations reviewed by IEG that was rated moderately satisfactory or higher on overall performance during supervision divided by the total net commitment amount of closed operations reviewed by IEG over the previous 3 years. The data are reported for projects exiting in the 3 previous FYs for which at least 60% of the projects have been evaluated by IEG.

Source: IEG
WB | Operational Delivery for Clients

Time for Operational Delivery

World Bank time from Concept Note to first disbursement (months):

Monitored
Off-Track
28Baseline
27Actual
Cut by 1/3Target
Flip
WB | Operational Delivery for Clients
ACTUAL in FCS
(2017)
24

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

Source: WB SAP
WB | Operational Delivery for Clients

Disbursement Ratio

(percent)

Progress
Watch
20.5Baseline
8.3Actual
20Target
Flip
WB | Operational Delivery for Clients
ACTUAL in FCS
(2017)
7.4

Ratio of disbursements during the fiscal year to the undisbursed balance at the beginning of the fiscal year for IPF projects (IBRD and IDA). The disbursement ratio is not targeted at the corporate level. There is instead a corporate standard based on historical experience.

Source: WB SAP
WB | Operational Delivery for Clients

Advisory Services and Analytics

Quality of Advisory Services and Analytics (ASA) (percent, client rating):

No Target
n/aBaseline
87Actual
FY17Target
Flip
WB | Operational Delivery for Clients
ACTUAL in FCS
(2016)
nu

Percent of activities for which clients strongly agree or agree with the following statement: “The World Bank’s expertise was tailored to my country context” for ASA with completed Activity Completion Summaries during the fiscal year.

Source: World Bank Satisfaction Survey
WB | Operational Delivery for Clients

Advisory Services and Analytics

Advisory Services and Analytics (ASA) delivered in a timely manner (percent, client rating):

100% Progress
On-Track
68Baseline
84Actual
80Target
Flip
WB | Operational Delivery for Clients
ACTUAL in FCS
(2016)
nu

Percent of activities for which clients strongly agree or agree with the following statement: “The World Bank provided support at the right time” for ASA with completed Activity Completion Summaries during the fiscal year.

Source: World Bank Satisfaction Survey
WB | Operational Delivery for Clients

Advisory Services and Analytics

External funding attracted for Advisory Services and Analytics (ASA) and other knowledge services (US$ millions):

No Target
156Baseline
61.3Actual
Target
Flip
WB | Operational Delivery for Clients
ACTUAL in FCS
(2017)
2.3

This indicator measures the attractiveness of the Bank as a knowledge provider by measuring the overall amount of funding from BETFs, Externally funded Outputs, and Reimbursable Advisory Services spent on completed activities: (a) ASA/ knowledge for external clients; (b) knowledge as a public good ; and (c) knowledge management products that are used to codify best practice on topics and themes.

Source: WB SAP
WB | Operational Delivery for Clients

Knowledge Flow

Staff time spent across regions (percent)

15% Progress
10.7Baseline
12.3Actual
Target
Flip
WB | Operational Delivery for Clients
ACTUAL in FCS
(2016)

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

Source: WBG Time Recording System
WB | Operational Delivery for Clients

Learning from Evaluation

Operations design drawing lessons from evaluative approaches (percent):

48% Progress
Off-Track
50Baseline
74Actual
100Target
Flip
WB | Operational Delivery for Clients
ACTUAL in FCS
(2016)

Share of operations approved in a reporting fiscal year that document lessons learned—from impact evaluations, IEG reviews of ICR Reports, or such other analytical and evaluative documents as Public Expenditure Reviews and Country Financial Accountability Assessments—and reflect them in the project design. Includes IBRD, IDA, GEF, large RETF, Special Financing, and Montreal Protocol.

Source: WB PAD, Project Papers, Program Document reviews
WB | Operational Delivery for Clients

Quality of M&E

Projects with baseline data for all PDO indicators in the first ISR (percent):

55% Progress
Watch
69Baseline
86Actual
100Target
Flip
WB | Operational Delivery for Clients
ACTUAL in FCS
(2017)
90

Share of projects for which the initial ISR Reports archived in the course of the fiscal year have baseline data for all project development objective (PDO) indicators. Includes IBRD, IDA, GEF, RETFs, Special Financing, and Montreal Protocol.

Source: World Bank ISR Report reviews

Financial Sustainability and Efficiency

WB | Financial Sustainability and Efficiency

Financial Sustainability

Total revenue (US$ billions)

17% No Target
5.4Baseline
6.3Actual
Target
Flip
WB | Financial Sustainability and Efficiency
ACTUAL in FCS
(2016)

Total revenues generated by IBRD and IDA. IBRD total revenue includes income from loans net of funding costs, income from investments net of funding costs, and net income from IBRD’s equity management, BETF income, reimbursable expenses, and other expenses. IDA total revenue includes income from credits, income from investments, net transfers and grants from IBRD and IFC, BETF income, and reimbursable expenses.

Source: IBRD and IDA Financial Statements
WB | Financial Sustainability and Efficiency

Financial Sustainability

Average annual growth of IBRD business revenue (percent):

100%
On-Track
n/aBaseline
13Actual
Contrib. to WBG >5%Target
Flip
WB | Financial Sustainability and Efficiency
ACTUAL in FCS
(2016)

Growth rate is the average for the cumulative business revenues for the period starting in FY15 and ending in the reporting fiscal year. IBRD business revenue includes income from IBRD loans net of funding costs, income from IBRD investments net of funding costs, BETF income (contra of which is BETF expense), and reimbursable expenses for IBRD and IDA.

Source: IBRD and IDA Financial Statements
WB | Financial Sustainability and Efficiency

Financial Efficiency

IBRD maximum loan exposure (US$ billions):

14% Progress
Watch
173Baseline
197Actual
Positive GrowthTarget
Flip
WB | Financial Sustainability and Efficiency
ACTUAL in FCS
(2016)

Maximum current year loan exposure that could be supported by current year usable equity capital based on the target 20% E/L ratio (maximum current year loan exposure = current year usable equity / 20%) approved by the Board on February 11, 2014. The FY13 value was computed using the E/L ratio target (23%) that was effective through February 10, 2014.

Source: IBRD Financial Statements
WB | Financial Sustainability and Efficiency

Financial Efficiency

IBRD budget anchor (percent):

Monitored
Watch
155Baseline
135Actual
≤100Target
Flip
WB | Financial Sustainability and Efficiency
ACTUAL in FCS
(2016)

Net administrative expenses as a percentage of IBRD loan spread revenues. In the medium term, IBRD expenses do not exceed loan spread revenue (after waivers)

Source: IBRD Financial Statements
WB | Financial Sustainability and Efficiency

Financial Efficiency

IDA budget anchor (percent):

Monitored
On-Track
98Baseline
94Actual
≤100Target
Flip
WB | Financial Sustainability and Efficiency
ACTUAL in FCS
(2016)

Net administrative expenses as a percentage of IDA loan revenue. IDA expenses do not exceed IDA revenue from service charges, while minimizing recourse to the commitment charge.

Source: IDA Financial Statements
WB | Financial Sustainability and Efficiency

Financial Efficiency

Support cost ratio (percent):

67% Progress
0.5Baseline
0.3Actual
Target
Flip
WB | Financial Sustainability and Efficiency
ACTUAL in FCS
(2016)
0.4

Support cost ratio is general administrative costs in operational units as a share of the sum of the spending on client services and lending portfolio for WB client countries. Client services costs include all business activities that are either specific to client countries or global and sector wide.

Source: WB SAP

Managing Talent

WB | Managing Talent

Staff Engagement

Employee engagement index (percent):

33% Progress
On-Track
71Baseline
73Actual
77Target
Flip
WB | Managing Talent
ACTUAL in FCS
(2016)

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.

Source: WBG 2016 Engagement Survey
WB | Managing Talent

Managerial Skills

Managerial effectiveness index (percent):

100% Progress
On-Track
67Baseline
71Actual
71Target
Flip
WB | Managing Talent
ACTUAL in FCS
(2016)

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.

Source: WBG 2016 Engagement Survey
WB | Managing Talent

Staff Diversity

Staff diversity index (index):

29% Progress
On-Track
0.86Baseline
0.90Actual
1.0Target
Flip
WB | Managing Talent
ACTUAL in FCS
(2016)

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.

Source: WBG HR system
WB | Managing Talent

Inclusive Workplace

Inclusion index (percent):

21% Progress
Watch
53Baseline
56Actual
67Target
Flip
WB | Managing Talent
ACTUAL in FCS
(2016)

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