Selected Highlights

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Guided by improvements in operational and organizational effectiveness, the World Bank Group continues to adapt to changing global needs, with a sharp focus on country contexts and on managing toward lasting development outcomes. Rising trends in independent assessment of outcomes in World Bank Group country programs, IDA operations, IBRD operations, and IFC investment and advisory services show the results of years of effort to improve the quality and relevance of services for clients. MIGA results remain near peak levels.

Importantly, the quality of monitoring and evaluation (M&E) in IDA and IBRD operations reached its highest point ever, closing in on the corporate target and still climbing. Collecting and using evidence to better implement operations is central to the outcome orientation agenda, and is a likely contributor to improving development outcomes.


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)
68 PERCENT

FY18-21

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

70 ( FY18-21 )

Baseline

63 ( FY15-18 )

Expected value

70 (FY23)

WBG | Development Impact and Effectiveness
tacometer development impact
Satisfactory outcomes of WBG operations (IEG rating) (as share of operations) - WB
81.5 %, IEG RATING

FY18-20

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

FCS

78.4 ( FY18-FY20 )

Baseline

77 ( FY15-17 )

Expected value

75 (FY23)

WBG | Development Impact and Effectiveness
tacometer development impact
Satisfactory outcomes of WBG operations (IEG rating) (as share of operations) - IFC
47 %, IEG RATING

CY17-19

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) - 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
68 %, IEG RATING

FY14-19

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) - MIGA

Baseline

65 ( FY12-17 )

Expected value

monitored

WBG | Development Impact and Effectiveness
tacometer development impact
IFC advisory services successful development effectiveness rating (IEG rating)
51.6 %, IEG RATING

FY17-19

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
7.0 Scale: 1-10 

FY21

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

7.2 ( FY21 )

Baseline

6.5 ( FY18 )

Expected value

7.0 (FY23)

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

FY21

WBG | Development Impact and Effectiveness

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

FCS

7.1 ( FY21 )

Baseline

7 ( FY18 )

Expected value

7 (FY23)

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

FY21

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

7.5 ( FY21 )

Baseline

6.9 ( FY18 )

Expected value

7 (FY23)

WBG | Performance and Quality
handshake
Satisfactory WBG performance for country partnership frameworks (IEG rating)
70 %, IEG RATING

FY18-21

WBG | Performance and Quality

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

FCS

60 ( FY18-21 )

Baseline

54 ( FY15-18 )

Expected value

75 (FY23)

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

FY21

WBG | Performance and Quality

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

FCS

85 ( FY21 )

Baseline

93 ( FY18 )

Expected value

90 (FY23)

WBG | Performance and Quality
chat
Client feedback/satisfaction on IFC investment//advisory services (% satisfied)
n.a. // 90 PERCENT

FY21

WBG | Performance and Quality

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

FCS

n.a. // 86 ( FY21 )

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
32 PERCENT 

FY21

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

28 ( FY21 )

Baseline

32 ( FY18 )

Expected value

35 (avg FY21-25)


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

FY21

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 ( FY21 )

Baseline

100 ( FY18 )

Expected value

100 (FY23)

WBG | Mobilization for Development
puzzle
Staff perception of WBG collaboration (%)
N/A** PERCENT

FY21

WBG | Mobilization for Development

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

FCS

N/A** ( FY21 )

Baseline

39 ( FY18 )

Expected value

50 (FY23)

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

FY21

WBG | Private Investments

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

FCS

4.0 ( FY21 )

Baseline

33.4 ( FY18 )

Expected value

monitored (FY23)

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

FY21

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

0.9 ( FY21 )

Baseline

13 ( FY18 )

Expected value

monitored (FY23)


Improving the Business Model

WBG | Managing Talent
puzzle
Engagement Index(%)
NA** PERCENT

FY21

WBG | Managing Talent

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

FCS

NA** ( FY21 )

Baseline

76 ( FY18 )

Expected value

80 (FY23)

WBG | Managing Talent
puzzle
Staff diversity
0.88 Index 

FY21

WBG | Managing Talent

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

FCS

NA** ( FY21 )

Baseline

0.85 ( FY18 )

Expected value

1.00 (FY23)

WBG | Managing Talent
puzzle
Inclusion index
NA** PERCENT

FY21

WBG | Managing Talent

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

FCS

NA** ( FY21 )

Baseline

62 ( FY18 )

Expected value

70 (FY23)


Ensuring Adequate Financial Capacity

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

FY21

WBG | Financial Sustainability

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

Baseline

9.1 ( FY18 )

Expected value

monitored (FY23)

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

FY21

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)