01. Annual Reports & Independent Evaluations

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World Bank Group Climate Change Action Plan 2021–2025: Supporting Green, Resilient, and Inclusive Development

(World Bank, Washington, DC, 2021-06-22) World Bank Group

The Climate Change Action Plan 2021–2025 aims to advance the climate change aspects of the WBG’s Green, Resilient, and Inclusive Development (GRID) approach, which pursues poverty eradication and shared prosperity with a sustainability lens. In the Action Plan, we will support countries and private sector clients to maximize the impact of climate finance, aiming for measurable improvements in adaptation and resilience and measurable reductions in GHG emissions. The Action Plan also considers the vital importance of natural capital, biodiversity, and ecosystems services and will increase support for nature-based solutions, given their importance for both mitigation and adaptation. As part of our effort to drive climate action, the WBG has a long-standing record of participating in key partnerships and high-level forums aimed at enhancing global efforts to address climate change. The new Action Plan represents a shift from efforts to “green” projects, to greening entire economies, and from focusing on inputs, to focusing on impacts. It focuses on (i) integrating climate and development; (ii) identifying and prioritizing action on the largest mitigation and adaptation opportunities; and (iii) using those to drive our climate finance and leverage private capital in ways that deliver the most results. That means helping the largest emitters flatten the emissions curve and accelerate the downward trend and ramping up financing on adaptation to help countries and private sector clients prepare for and adapt to climate change while pursuing broader development objectives through the GRID approach.
Mobile Metropolises: Urban Transport Matters

(World Bank, Washington, DC, 2017-05-24) Independent Evaluation Group

The evaluation exercise focuses on three themes that cut across strategies and project designs during FY07–16: mobility for all (including the poor, women, and persons with disabilities), sustainable service delivery, and institutional development. In spite of the pressing need arising from rapid urbanization, Africa has a declining urban transport portfolio that in the second half of the review period (FY12–06) focused increasingly on urban roads. Upper-middle-income countries represent 43 percent of the evaluation portfolio commitments.Overall, the World Bank Group has been effective in supporting improved service quality and increased access, but approaches based on increasing infrastructure capacity are not balanced with approaches based on demand management. Among disadvantaged groups the poor received the most support. Much less attention was paid to the special needs of women and disabled persons.Affordability of urban transport services is rarely analyzed in the World Bank Group’s projects, with unknown impact on the mobility of the disadvantaged. Financial sustainability remains a challenge for the provision of public transport services. Financing gaps between revenues and operation and maintenance costs are common. The World Bank is often optimistic in appraising the costs, timing, and financial viability of mass transit projects.Efforts to engage the private sector to achieve operational efficiencies and improved financing seldom combine the policy and institutional strengths of the World Bank with transactional strengths of the International Finance Corporation and the Multilateral Investment Guarantee Agency.The World Bank Group has achieved localized environmental mitigation benefits along key urban transit corridors or systems, but broader environmental benefits could be still be achieved by using a comprehensive approach that combines upstream (policy and sector framework) and downstream (operational) measures.Weak institutional capacity and coordination remains a critical challenge in the urban transport sector. Institutional development support is a part of 80 percent of World Bank Group projects, yet these often focus on a single local body during a one-time project. Longer-term and more ambitious institutional reform engagements occurred in only a few cities.The World Bank Group’s contribution to urban transport development goes beyond projects. Investments often provide a platform for the World Bank Group to offer guidance, training, technical assistance, and learning throughout the project cycle, South-South learning and exchange, and good practices for demonstration to sector stakeholders and further adoption.
Results in the Latin America and Caribbean Region, 2016, Volume 7

(World Bank, Washington, DC, 2016-04) World Bank ; Palladini, Eric

Over the last decade, the countries of the Latin America and the Caribbean region experienced a deep economic and social transformation which lifted millions out of poverty and swelled the ranks of the middle class. Strong economic growth driven by both domestic reforms and a favorable global economic environment, was responsible for this progress. Complementary social programs, made possible by growing fiscal space, helped finance programs that supported the poor and disadvantaged. Economic tailwinds have now receded and much of the region is now working to hold on to the recent economic and social gains. Governments are having to adjust to the new global conditions which an increasing number of analysts are regarding as 'the new normal'. This means that the region will need to work harder to (i) revive economic growth through productivity gains and stable macroeconomic policies; (ii) invest in sustainable cities and infrastructure for an increasingly urban population; and (iii) help the poor get out of poverty through quality education and health services and affordable social protection programs.
Supporting Transformational Change for Poverty Reduction and Shared Prosperity: Lessons from World Bank Group Experience

(World Bank, Washington, DC, 2016-02-25) Independent Evaluation Group

Transformational engagements are a critical pillar of the World Bank Group’s strategy for achieving its twin goals of extreme poverty elimination and shared prosperity. This learning product uses evaluative evidence from the Independent Evaluation Group (IEG) to understand the mechanisms and conditions for transformational engagements and the implications for the World Bank Group if it seeks to rely on such engagements to more effectively pursue its goals.
2015 Sustainability Review

(Washington, DC, 2015-10) World Bank

The 2015 Sustainability Review provides insights into activities undertaken to manage environmental, social, and economic impacts in the World Bank’s internal business operations. The content and data in this document relate to the International Bank for Reconstruction and Development (IBRD) and the International Development Association (IDA), together the World Bank.
2015 GRI Index

(Washington, DC, 2015-10-01) World Bank

This 2015 index of sustainability indicators has been prepared in accordance with the internationally recognized standard for sustainability reporting Global Reporting Initiative (GRI) guidelines and complies with the ‘core option.’ The GRI Index provides an overview of sustainability considerations within the World Bank’s lending and analytical services as well as its day-to-day operations and management of staff. The World Bank aims to be comprehensive in its reporting and thus the Index includes indicators from GRIs financial sector supplement. The GRI Index covers activities from fiscal 2015, July 1, 2014, through June 30, 2015.
World Bank Group and World Bank Corporate Scorecards, October 2015

(World Bank, Washington, DC, 2015-10) World Bank Group

In July 2013, the World Bank Group launched its Strategy, outlining how it will partner more effectively with clients to help them achieve the ambitious goals of eradicating extreme poverty and boosting shared prosperity through economic growth, inclusion, sustainability and resilience. In April 2014, the World Bank Group Corporate Scorecard was launched for the first time and the World Bank Scorecard revised to monitor the implementation of the strategy. The World Bank Group Scorecard provides view of the results and performance indicators of the three World Bank Group institutions: the World Bank (WB), the International Finance Corporation (IFC), and the Multilateral Investment Guarantee Agency (MIGA). This brochure presents the scorecards, updated with the latest data available in fiscal year 2015. The scorecards are structured in three tiers. A tier one and two presents indicators monitoring aspects of growth, inclusiveness, and sustainability and resilience. Tier three captures the progress in implementing the World Bank Group strategy and includes measures of both operational and organizational effectiveness.
Results in the Latin America and Caribbean Region, 2015, Volume 6

(World Bank, Washington, DC, 2015-10-01) World Bank ; Palladini, Eric

Latin America and the Caribbean (LCR) will be center stage in the global development debate as leaders from around the world convene in Lima, Peru for the annual meetings of the World Bank Group and International Monetary Fund. Critical progress in poverty reduction has been made in the region over the last decade. The region’s bottom 40 percent of the population saw growth eclipsing that seen by the group in every other region in the world. However, a global slowdown in economic growth and activity challenges these positive strides. The stories in this report embody concrete successes of countries working together with the World Bank. Innovative development approaches were designed and implemented. Individuals, communities, countries, and even regions benefited from better health, education, governance, disaster risk management, and more.
Managing Environmental and Social Risks in Development Policy Financing

(World Bank, Washington, DC, 2015-07-27) Independent Evaluation Group

Effective environmental and social risk management in development policy financing (DPF) is central to achieving the World Bank’s goals of ending extreme poverty and promoting shared prosperity in a sustainable manner. If the World Bank is supporting far-reaching member country reforms that are intended to contribute to the twin goals, then it should seek to understand the impact of those reforms on the poor. It should also ensure that the country’s natural capital and long-term growth prospects will not be undermined. The objective of this learning product is therefore to assess the application of the elements of the World Bank operational policy (OP 8.60) governing DPF related to the implementation of the environmental and social risk management requirements of the policy, and identify lessons learned and good practices. The focus of the study is on Bank actions, policies, procedures, and guidance for environmental and social risk management, based largely on a desk-based portfolio review of a large, random sample of development policy operations (DPOs), complemented by assessment of other relevant documents, and interviews with key stakeholders. This approach requires the Bank to determine whether specific policies supported by a DPO are likely to have significant poverty and social or environmental effects. The Bank emphasized the potential of OP 8.60 to promote positive environmental and social development from the time the policy was approved in 2004.
Additional Financing for Transport and Information and Communication Technology

(World Bank, Washington, DC, 2015-06-23) Independent Evaluation Group

In May 2005, the Bank adopted a new policy and new procedures on Additional Financing (OP/BP13.20) for investment lending, replacing the previous policy on supplemental financing. This policywas later revised in March 2012. This learning product assesses the performance of the AdditionalFinancing (AF) operations approved since then and draws lessons from their implementationexperience. The assessment focuses on AF in projects of the Transport and Information andCommunication Technology (ICT) Global Practice (GP). This was selected as the first batch ofoperations to review because they represent a large share in lending volume, as well as the fact that there is an existing AF study conducted by the former Transport Anchor which this review coulduse to verify the AF portfolio. This note aims to enhance the understanding of the way it has been used and how it has affected the project outcomes, through reviewing a subset of the AF portfolio for which the relevant data was readily available. The review notes the limitation of the small sample. More areas could be investigated when the data of more projects become available.