01. Annual Reports & Independent Evaluations

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World Bank Annual Report 2023: A New Era in Development
(Washington, DC: World Bank, 2023-09-28) World Bank
This annual report, which covers the period from July 1, 2022, to June 30, 2023, has been prepared by the Executive Directors of both the International Bank for Reconstruction and Development (IBRD) and the International Development Association (IDA)—collectively known as the World Bank—in accordance with the respective bylaws of the two institutions. Ajay Banga, President of the World Bank Group and Chairman of the Board of Executive Directors, has submitted this report, together with the accompanying administrative budgets and audited financial statements, to the Board of Governors.
The World Bank Group in Chad, Fiscal Years 2010–20: Country Program Evaluation
(Washington, DC : World Bank, 2022-06-28) Independent Evaluation Group
This Country Program Evaluation (CPE) assesses the World Bank Group's development effectiveness in Chad over the past decade within a context of high fragility and extreme poverty. The report covers the implementation of the Interim Strategy Note (2010–12) and the Country Partnership Framework (16–20). This CPE draws lessons to inform the design and implementation of the next partnership strategy with Chad. IEG finds that World Bank Group's support to Chad was aligned with government priorities and World Bank diagnostics. Bank Group support helped advance several human development objectives. It especially increased access to health services, primary and secondary education, and social protection in targeted areas as well as gender equality. Notwithstanding the challenges inherent in working in a fragile and conflict-affected situation, the performance of the Bank Group portfolio in Chad was weak. Timely budget support helped stave off an imminent fiscal crisis but did not achieve sustained reform. Few results were achieved in agriculture, infrastructure, and public resource management. Overall, performance was undermined by procurement delays, high turnover of government counterparts, and a lack of continuity in World Bank staff working on Chad. The following three lessons are offered for consideration. First, timely and targeted analytical work is necessary to inform priority setting, policy dialogue, and the design of reforms. Given the prevalence of capacity and absorptive constraints, it is essential to strategically prioritize analytical work to help identify and understand the most binding constraints to development gains and inform efforts to address them. Second, procurement challenges warrant greater attention to address the underlying political and bureaucratic obstacles, which will require a higher-level dialogue with the government. Lastly, although working in Chad is challenging, it is critical to strengthen incentives to attract and retain talent. This is needed to improve continuity of engagement with country authorities and compensate for weak client capacity, including the high turnover of government officials.
The World Bank Annual Report 2022: Helping Countries Adapt to a Changing World
(Washington, DC : World Bank, 2022) World Bank
The Annual Report is prepared by the Executive Directors of the International Bank for Reconstruction and Development (IBRD) and the International Development Association (IDA)--collectively known as the World Bank--in accordance with the by-laws of the two institutions. The President of the IBRD and IDA and the Chairman of the Board of Executive Directors submit the Report, together with the accompanying administrative budgets and audited financial statements, to the Board of Governors.
The World Bank Annual Report 2021: From Crisis to Green, Resilient, and Inclusive Recovery
(Washington, DC: World Bank, 2021-10-01) World Bank
The Annual Report is prepared by the Executive Directors of the International Bank for Reconstruction and Development (IBRD) and the International Development Association (IDA)--collectively known as the World Bank--in accordance with the by-laws of the two institutions. The President of the IBRD and IDA and the Chairman of the Board of Executive Directors submits the Report, together with the accompanying administrative budgets and audited financial statements, to the Board of Governors.
A Blueprint for Strengthening Food System Resilience in West Africa: Regional Priority Intervention Areas
(Washington, DC: World Bank and UN FAO, 2021-05-11) World Bank; Food and Agriculture Organization of the United Nations
Over the last decade, the combined impact of multiple drivers and shocks including food demand growth, stagnant crop yields, climate change, rising insecurity, and, more recently, the COVID-19 pandemic has resulted in worsening food and nutrition insecurity across West Africa. Despite this alarming trend, the region's diverse agriculture and food sector has the potential to provide West Africans with sufficient, affordable, and nutritious food while contributing to inclusive growth and poverty reduction. The report begins by providing an overview of key trends and developments shaping current food system outcomes before identifying and examining three interconnected priority areas for simultaneous intervention at regional level: i) Strengthening the Sustainability of the Food System’s Productive Base: Climate-Smart Agriculture (CSA) at Farm and Landscape Level; ii) Promoting an Enabling Environment for Intraregional Value Chain Development and Trade Facilitation; and iii) Enhancing Regional Risk Management Architecture and Farmer Decision Support Tools. By proposing a set of implementation-ready regional flagship initiatives for each intervention area, the report supports a broad range of development partners and other actors in formulating policies and designing upcoming investment projects. Regional flagship initiatives proposed in the report include inter alia accelerating the evolution of the regional agricultural research system; promoting cross-border food value-chains through investments in food safety, quality control, and traceability systems; and upgrading early-warning and food crisis prevention systems by using digital technology.
The Next Generation Africa Climate Business Plan: Ramping Up Development-Centered Climate Action
(World Bank, Washington, DC, 2020-06) World Bank
Economic growth and shared prosperity in Sub-Saharan Africa will be increasingly undermined if vulnerabilities to climate change are not addressed. Climate impacts, which are already being felt will escalate significantly, as early as 2030, causing many low-capacity countries to be even more vulnerable. Given the climate sensitivities of multiple engines of growth, agriculture, natural capital, and infrastructure, the urgency for countries to ramp up climate-smart development at scale and across the growth spectrum is an imperative. The Next Generation Africa Climate Business Plan provides a platform to further galvanize climate action by prioritizing its focus on the region’s core development challenges and priorities. The plan is grounded in the World Bank’s commitment to support climate-resilient and low carbon development across the developing world and its solid engagement in technical and financial assistance to support climate action in Africa.
Accelerating Climate-Resilient and Low-Carbon Development: Second Progress Report on the Implementation of the Africa Climate Business Plan
(Washington, DC: World Bank, 2018-05) World Bank
This report provides an overview of the progress made in 2017 in implementing the Africa Climate Business Plan (ACBP), a blueprint for climate action in Sub-Saharan Africa that the World Bank launched during the 21st meeting of the Conference of the Parties (COP21) to the United NationsFramework Convention on Climate Change (UNFCCC) in Paris in November 2015. This report provides an update on resource mobilization, describes the climate co-benefits provided by the ACBP portfolio, and details implementation progress by ACBP cluster and component. In addition, to better measure and monitor results and inform future project design, it reports on two new pieces of analysis undertaken this year: a review of the ACBP contribution to implementation of the Nationally Determined Contributions (NDCs) of Sub-Sharan Africa’s countries; and a review of the ACBP portfolio from the perspective of its contribution to resilience building (following the resiliencepathways approach).
Accelerating Climate-Resilient and Low-Carbon Development: Africa Climate Business Plan – Third Implementation Progress Report and Forward Look
(World Bank, Washington, DC, 2018) World Bank
Sub-Saharan Africa’s (SSA) race to resilience just became more urgent with the release of the IPCC 1.5°C Special Report. The Africa region must adapt to the 0.5°C warming of the past 50 years, while at the same time prepare for the intensification of climate change impacts. The good news is that the region is not starting from zero; the bad news is that the current pace of climate action is far from adequate. The Africa Climate Business Plan (ACBP) has been a galvanizing platform for climate action since its launch in December 2015, yet it must be even more ambitious in the scale and pace of climate action in the face of a new urgency to manage climate risks and deliver on climate-resilient development. Highlights of the progress up to and including FY18 as well as the main outstanding challenges are summarized here. The report also highlights successful projects that can be replicated, key lessons learned, and reflects on future strategic directions.
Lessons from Environmental Policy Lending
(World Bank, Washington, DC, 2016-06-29) Independent Evaluation Group
The World Bank offers three main categories of financing: investment project financing directly finances specific investments; Program for results financing uses country systems and disburses based on achievement of specific results; and Development Policy Financing (DPF) supports a government program of policy and institutional actions. The DPF instrument is intended to achieve development results primarily through the supported policy reforms and associated policy dialog and support. This learning product focusses on the World Bank’s experience with DPOs in the Environment sector, broadly defined. For the purposes of this review, environmentalDPOs were defined to be any policy lending operation mapped to the Environment and Natural Resources (ENR) Global Practice or, prior to that, the Environment Sector Board, or any other policy lending operation with an environmental or disaster risk management theme as the primary or secondary theme (see Appendix C). This experience covers a wide range of sectors, including climate change mitigation and adaptation, green growth, natural resource management, disaster risk management, forestry, environmental policy, and others. Much of the experience is very new, with 25 of the 64 operations yet to be evaluated. Many of the active programs are among the first environmental DPOs in their country or region. Many operations were designed and implemented by teams that included staff with relatively little policy lending experience, and so the opportunity for learning is substantial.
Climate-Resilient and Low-Carbon Transport in Sub-Saharan Africa: A Contribution to the Africa Climate Business Plan
(World Bank, Washington, DC, 2016-04-18) World Bank
The objective of this transport component of the broader Africa Climate Business Plan (ACBP) is to begin to mainstream climate benefits into the World Bank’s transport program for Sub-Saharan Africa, the better to assist African countries in bringing their climate change efforts to scale. It is a first step towards mainstreaming responses to the climate challenge into transport programs in Africa, and it represents the first time the Transport & ICT GP has produced a work plan for its investment and technical assistance operations that takes into account the content of countries’ Nationally Determined Contributions (NDCs) and attempts to align World Bank support to the goals stated therein. The transport work plan under this Africa Climate Business Plan will consist of up to $3.2 billion in investments and technical assistance over the 2016-2020 period – including $2.8 billion in World Bank funds. Those investments will help to make progress on two strategic objectives: (1) improving the resilience of African transport infrastructure to climate change by defining four pillars of resilient transport; and (2) improving the carbon-efficiency of transport systems in Sub-Saharan Africa.