Selected Highlights

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The WBG continues to reposition itself to effectively respond to the ever-changing development challenges that clients face. During the year in focus (FY19), 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.

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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. 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.  IFC has been also taking significant measures to address issues under its control for both investment and advisory services. MIGA's guarantee projects witnessed a steady improving trend in development outcome ratings. 

On the global agenda, significant progress has been made towards mainstreaming support to climate co-benefits into the WBG operations. Mobilizing private capital also remain a WBG priority, with efforts underway to increase the amount of private capital mobilized. 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 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. The WBG is strengthening its country focus, expanding its global footprint while deepening partnerships to scale up development impact.

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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 %, IEG rating

(FY16–19)

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 ( FY16–19 )

Baseline

63 ( FY15-18 )

Expected value

70 (FY20-23)

WBG | Development Impact and Effectiveness
tacometer development impact
Satisfactory outcomes of WBG operations - World Bank (%,IEG rating)
78 %, IEG rating

FY16–18

WBG | Development Impact and Effectiveness

Progress
Baseline
Actual
Target
Flip
WBG | Development Impact and Effectiveness
tacometer development impact
Satisfactory outcomes of WBG operations - World Bank (%,IEG rating)

FCS

72 ( FY16–18 )

Baseline

77 ( FY15-17 )

Expected value

75 (FY21-23)

WBG | Development Impact and Effectiveness
tacometer development impact
Satisfactory outcomes of WBG operations - IFC (%,IEG rating)
45 %, IEG rating

(CY15-17)

WBG | Development Impact and Effectiveness

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

Baseline

50 ( CY14-16 )

Expected value

improving trend

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

Baseline

65 ( FY12-17 )

Expected value

monitored

WBG | Development Impact and Effectiveness
tacometer development impact
IFC advisory services successful development effectiveness rating (%, IEG rating)
37 %, IEG rating

(FY19)

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 WBG effectiveness and impact on development results (scale 1–10)
6.7 scale 1–10

(FY19)

WBG | Development Impact and Effectiveness

Progress
Baseline
Actual
Target
Flip
WBG | Development Impact and Effectiveness
chat
Stakeholder feedback on WBG effectiveness and impact on development results (scale 1–10)

FCS

6.2 ( FY19 )

Baseline

6.5 ( FY18 )

Expected value

7.0 (FY23)

WBG | Development Impact and Effectiveness
chat
Stakeholder feedback on WBG knowledge (scale 1–10)
6.9 scale 1–10

(FY19)

WBG | Development Impact and Effectiveness

Progress
Baseline
Actual
Target
Flip
WBG | Development Impact and Effectiveness
chat
Stakeholder feedback on WBG knowledge (scale 1–10)

FCS

6.3 ( FY19 )

Baseline

7.0 ( FY18 )

Expected value

7.0 (FY23)

WBG | Development Impact and Effectiveness
chat
Client feedback/satisfaction on WBG effectiveness and impact on results (scale 1–10)
7.2 scale 1–10

(FY19)

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 (scale 1–10)

FCS

6.3 ( FY19 )

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

(FY16–19)

WBG | Performance and Quality

Progress
Baseline
Actual
Target
Flip
WBG | Performance and Quality
handshake
Satisfactory WBG performance for Country Partnership Frameworks (%, IEG rating)

FCS

53 ( FY16–19 )

Baseline

54 ( FY15-18 )

Expected value

75 (FY20-23)

WBG | Performance and Quality
chat
Advisory Services and Analytics (ASA) objectives accomplished (%, client rating)
92 percent

(FY19)

WBG | Performance and Quality

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

FCS

95 ( FY19 )

Baseline

93 ( FY18 )

Expected value

90 (FY23)

WBG | Performance and Quality
chat
Client feedback/satisfaction on IFC: investment; advisory services (%, satisfied)
86; 91 percent

(FY19)

WBG | Performance and Quality

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

FCS

75; 95 ( FY19 )

Baseline

89; 91 ( FY18 )

Expected value

85; 85 (FY23)


Leading Global Agenda

WBG | Leading Global Agenda
sun climate
Share of climate‐related financing in total commitments (%)
30 percent

(FY19)

WBG | Leading Global Agenda

Progress
Baseline
Actual
Target
Flip
WBG | Leading Global Agenda
sun climate
Share of climate‐related financing in total commitments (%)

FCS

21 ( FY19 )

Baseline

32 ( FY18 )

Expected value

varies by institution*


Mobilization for Development

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

(FY19)

WBG | Mobilization for Development

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

FCS

100 ( FY19 )

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 Investment
money tree
Private direct mobilization by WBG operations/transactions (US$ billions)
13.6 US$ billion

(FY19)

WBG | Private Investment

Progress
Baseline
Actual
Target
Flip
WBG | Private Investment
money tree
Private direct mobilization by WBG operations/transactions (US$ billions)

FCS

0.14 ( FY19 )

Baseline

13 ( FY18 )

Expected value

monitored

WBG | Private Investment
money tree
Total private mobilization of WBG ‐supported operations/ transactions (US$ billions)
29.7 US$ billion

(FY19)

WBG | Private Investment

Progress
Baseline
Actual
Target
Flip
WBG | Private Investment
money tree
Total private mobilization of WBG ‐supported operations/ transactions (US$ billions)

FCS

0.91 ( FY19 )

Baseline

33.4 ( FY18 )

Expected value

monitored


Improving the Business Model

WBG | Managing Talent
puzzle
Employee engagement (%)
76 percent

(FY18)

WBG | Managing Talent

Progress
Baseline
Actual
Target
Flip
WBG | Managing Talent
puzzle
Employee engagement (%)

Baseline

76 ( FY18 )

Expected value

80 (FY23)

WBG | Managing Talent
puzzle
Staff diversity (index)
0.92 percent

(FY19)

WBG | Managing Talent

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

Baseline

0.92 ( FY18 )

Expected value

1.0 (FY23)

WBG | Managing Talent
puzzle
Inclusion index (%)
62 percent

(FY18)

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 (US$ billions)
9.3 US$ billion

(FY19)

WBG | Financial Sustainability

Progress
Baseline
Actual
Target
Flip
WBG | Financial Sustainability
financial plant w dollar
Total revenue (US$ billions)

Baseline

9.1 ( FY18 )

Expected value

monitored

WBG | Financial Sustainability
financial plant w dollar
Average annual growth of WBG business revenue (%)
6 percent

(FY19)

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)