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

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

(FY16–18)

WB | Development Impact and Effectiveness

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

FCS

72 ( FY16–18 )

Baseline

77 ( FY15-17 )

Expected value

75 (FY21-23)

WB | Development Impact and Effectiveness
tacometer development impact
Satisfactory outcomes of World Bank operations (IEG rating) (as % of commitments)
83 %, IEG rating

(FY16–18)

WB | Development Impact and Effectiveness

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

FCS

79 ( FY16–18 )

Baseline

87 ( FY15-17 )

Expected value

80 (FY21-23)

WB | Development Impact and Effectiveness
chat
Client feedback on World Bank effectiveness and impact on results (scale 1–10)
7.2 scale 1–10

(FY19)

WB | Development Impact and Effectiveness

Progress
Baseline
Actual
Target
Flip
WB | Development Impact and Effectiveness
chat
Client feedback on World Bank effectiveness and impact on results (scale 1–10)

FCS

6.3 ( FY19 )

Baseline

7.0 ( FY18 )

Expected value

7.0 (FY23)

WB | Performance and Quality
tacometer development impact
Satisfactory World Bank performance – i) at entry (%, IEG rating)
75 %, IEG rating

(FY16–18)

WB | Performance and Quality

Progress
Baseline
Actual
Target
Flip
WB | Performance and Quality
tacometer development impact
Satisfactory World Bank performance – i) at entry (%, IEG rating)

FCS

72 ( FY16–18 )

Baseline

77 ( FY15-17 )

Expected value

80 (FY21-23)

WB | Performance and Quality
tacometer development impact
Satisfactory World Bank performance – ii) during supervision (%,IEG rating)
87 %, IEG rating

(FY16–18)

WB | Performance and Quality

Progress
Baseline
Actual
Target
Flip
WB | Performance and Quality
tacometer development impact
Satisfactory World Bank performance – ii) during supervision (%,IEG rating)

FCS

84 ( FY16–18 )

Baseline

89 ( FY15-17 )

Expected value

80 (FY21-23)

WB | Performance and Quality
handshake
ASA objectives accomplished (%, client rating)
92 percent

(FY19)

WB | Performance and Quality

Progress
Baseline
Actual
Target
Flip
WB | Performance and Quality
handshake
ASA objectives accomplished (%, client rating)

FCS

95 ( FY19 )

Baseline

93 ( FY18 )

Expected value

90 (FY23)

WB | Performance and Quality
handshake
Global expertise embedded in ASA (%, client rating)
92 percent

(FY19)

WB | Performance and Quality

Progress
Baseline
Actual
Target
Flip
WB | Performance and Quality
handshake
Global expertise embedded in ASA (%, client rating)

FCS

93 ( FY19 )

Baseline

95 ( FY18 )

Expected value

90 (FY23)

WB | Performance and Quality
line w dollar
Volume of Reimbursable Advisory Services (US$ millions)
115 US$ million

(FY19)

WB | Performance and Quality

Progress
Baseline
Actual
Target
Flip
WB | Performance and Quality
line w dollar
Volume of Reimbursable Advisory Services (US$ millions)

FCS

0.8 ( FY19 )

Baseline

103 ( FY18 )

Expected value

monitored


Leading Global Agenda

WB | Leading Global Agenda
sun climate
Share of climate-related financing in total commitments (%)
31 percentage

FY19

WB | Leading Global Agenda

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

FCS

21 ( FY19 )

Baseline

33 ( FY18 )

Expected value

30/30* (FY20-23)

WB | Leading Global Agenda
sun climate
IBRD-Share of climate-related financing in total commitments (%)
31 percent

(FY19)

WB | Leading Global Agenda

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

Baseline

39 ( FY18 )

Expected value

30 (FY20–23)

WB | Leading Global Agenda
gender woman man
Projects that demonstrate a results chain by linking gender gaps identified in analysis to specific actions tracked in results framework (%)
65 percent

(FY19)

WB | Leading Global Agenda

Progress
Baseline
Actual
Target
Flip
WB | Leading Global Agenda
gender woman man
Projects that demonstrate a results chain by linking gender gaps identified in analysis to specific actions tracked in results framework (%)

FCS

69 ( FY19 )

Baseline

54 ( FY18 )

Expected value

55/60* (FY23)

WB | Leading Global Agenda
gender woman man
IBRD- Projects that demonstrate a results chain by linking gender gaps identified in analysis to specific actions tracked in results framework (%)
61 percent

(FY19)

WB | Leading Global Agenda

Progress
Baseline
Actual
Target
Flip
WB | Leading Global Agenda
gender woman man
IBRD- Projects that demonstrate a results chain by linking gender gaps identified in analysis to specific actions tracked in results framework (%)

Baseline

51 ( FY18 )

Expected value

55 (FY23)

WB | Leading Global Agenda
post conflict
Facetime days (change in percent since last FY)
199,503 days (6%, change since last FY)

(FY19)

WB | Leading Global Agenda

Progress
Baseline
Actual
Target
Flip
WB | Leading Global Agenda
post conflict
Facetime days (change in percent since last FY)

FCS

199,503 ( FY19 )

Baseline

189,083 (10%) ( FY18 )

Expected value

monitored


Mobilization for Development

WB | Private Investment
money tree
Private direct mobilization by World Bank operations (US$ billions)
1.9 US$ billion

(FY19)

WB | Private Investment

Progress
Baseline
Actual
Target
Flip
WB | Private Investment
money tree
Private direct mobilization by World Bank operations (US$ billions)

FCS

0.05 ( FY19 )

Baseline

1.9 ( FY18 )

Expected value

monitored

WB | Private Investment
money tree
Total private capital mobilization of World Bank-supported operations (US$ billions)
4.1 US$ billion

(FY19)

WB | Private Investment

Progress
Baseline
Actual
Target
Flip
WB | Private Investment
money tree
Total private capital mobilization of World Bank-supported operations (US$ billions)

FCS

0.24 ( FY19 )

Baseline

3.7 ( FY18 )

Expected value

monitored

WB | Private Investment
mon
Total private capital mobilization ratio of IBRD-supported operations (% )
11.3 percent

(FY19)

WB | Private Investment

Progress
Baseline
Actual
Target
Flip
WB | Private Investment
mon
Total private capital mobilization ratio of IBRD-supported operations (% )

Baseline

10.7 ( FY18 )

Expected value

25 (avg. FY19-30)


Improving the Business Model

WB | Improving the Business Model
chat
Projects with beneficiary feedback indicator at design (%)
94 percent

(FY19)

WB | Improving the Business Model

Progress
Baseline
Actual
Target
Flip
WB | Improving the Business Model
chat
Projects with beneficiary feedback indicator at design (%)

FCS

93 ( FY19 )

Baseline

95 ( FY18 )

Expected value

100 (FY23)

WB | Improving the Business Model
tacometer development impact
Quality of M&E in operations (%, IEG rating)
54 %, IEG rating

(FY16-18)

WB | Improving the Business Model

Progress
Baseline
Actual
Target
Flip
WB | Improving the Business Model
tacometer development impact
Quality of M&E in operations (%, IEG rating)

FCS

54 ( FY16–18 )

Baseline

49 ( FY15-17 )

Expected value

60 (FY23)

WB | Improving the Business Model
tacometer development impact
Proactivity index (index)
84 percent

(FY19)

WB | Improving the Business Model

Progress
Baseline
Actual
Target
Flip
WB | Improving the Business Model
tacometer development impact
Proactivity index (index)

FCS

88 ( FY19 )

Baseline

77 ( FY18 )

Expected value

80 (FY23)

WB | Improving the Business Model
chat
Client feedback on World Bank responsiveness and staff accessibility (scale 1–10)
6.8 scale 1–10

(FY19)

WB | Improving the Business Model

Progress
Baseline
Actual
Target
Flip
WB | Improving the Business Model
chat
Client feedback on World Bank responsiveness and staff accessibility (scale 1–10)

FCS

5.5 ( FY19 )

Baseline

6.8 ( FY18 )

Expected value

7.0 (FY23)

WB | Improving the Business Model
financial plant w dollar
Disbursement ratio (%)
19 percent

(FY19)

WB | Improving the Business Model

Progress
Baseline
Actual
Target
Flip
WB | Improving the Business Model
financial plant w dollar
Disbursement ratio (%)

FCS

23 ( FY19 )

Baseline

20 ( FY18 )

Expected value

20 (FY23)

WB | Managing Talent
puzzle
Employee engagement (%)
79 percent

(FY18)

WB | Managing Talent

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

Baseline

79 ( FY18 )

Expected value

80 (FY23)

WB | Managing Talent
puzzle
Staff diversity (index)
0.93 percent

(FY19)

WB | Managing Talent

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

Baseline

0.92 ( FY18 )

Expected value

1.0 (FY23)

WB | Managing Talent
puzzle
Inclusion index (%)
63 percent

(FY18)

WB | Managing Talent

Progress
Baseline
Actual
Target
Flip
WB | Managing Talent
puzzle
Inclusion index (%)

Baseline

63 ( FY18 )

Expected value

70 (FY23)


Ensuring Adequate Financial Capacity

WB | Financial Sustainability
IBRD maximum loan exposure (US$ billions)
227 US$ billion

(FY19)

WB | Financial Sustainability

Progress
Baseline
Actual
Target
Flip
WB | Financial Sustainability
IBRD maximum loan exposure (US$ billions)

Baseline

218 ( FY18 )

Expected value

Positive growth

WB | Financial Sustainability
financial plant w dollar
Total revenue (US$ billions)
5.6 US$ billion

(FY19)

WB | Financial Sustainability

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

Baseline

5.6 ( FY18 )

Expected value

monitored

WB | Financial Sustainability
financial plant w dollar
Average annual growth of IBRD business revenue (%)
10 percent

(FY19)

WB | Financial Sustainability

Progress
Baseline
Actual
Target
Flip
WB | Financial Sustainability
financial plant w dollar
Average annual growth of IBRD business revenue (%)

Baseline

16 ( FY18 )

Expected value

> 5% (FY19-24)

WB | Financial Sustainability
financial plant w dollar
Average annual growth of IDA business revenue (%)
26 percent

(FY19)

WB | Financial Sustainability

Progress
Baseline
Actual
Target
Flip
WB | Financial Sustainability
financial plant w dollar
Average annual growth of IDA business revenue (%)

Baseline

27 ( FY18 )

Expected value

monitored

WB | Budget Efficiency
financial plant w dollar
IBRD Budget Anchor (%)
79 percent

(FY19)

WB | Budget Efficiency

Progress
Baseline
Actual
Target
Flip
WB | Budget Efficiency
financial plant w dollar
IBRD Budget Anchor (%)

Baseline

88 ( FY18 )

Expected value

< 100%

WB | Budget Efficiency
financial plant w dollar
IDA Budget Anchor (%)
98 percent

(FY19)

WB | Budget Efficiency

Progress
Baseline
Actual
Target
Flip
WB | Budget Efficiency
financial plant w dollar
IDA Budget Anchor (%)

Baseline

102 ( FY18 )

Expected value

< 100%

WB | Budget Efficiency
financial plant w dollar
Operational units share of unit budgets (%)
59 percent

(FY19)

WB | Budget Efficiency

Progress
Baseline
Actual
Target
Flip
WB | Budget Efficiency
financial plant w dollar
Operational units share of unit budgets (%)

Baseline

58 ( FY18 )

Expected value

monitored

WB | Budget Efficiency
financial plant w dollar
Bank budget to portfolio volume ratio (IBRD + IDA) (%)
11 percent

(FY19)

WB | Budget Efficiency

Progress
Baseline
Actual
Target
Flip
WB | Budget Efficiency
financial plant w dollar
Bank budget to portfolio volume ratio (IBRD + IDA) (%)

Baseline

11 ( FY18 )

Expected value

monitored