01. Annual Reports & Independent Evaluations

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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.
Mexico Country Program Evaluation: An Evaluation of the World Bank Group’s Support to Mexico (2008–17)

(World Bank, Washington, DC, 2018-06-27) Independent Evaluation Group

This evaluation assesses the development effectiveness of the Bank Group’s country program in Mexico between 2008 and 2017 to inform the next CPF (FY19). The country program evaluation (CPE) will deepen knowledge on what has and has not worked and provide timely feedback on upcoming operational choices. The report will inform not only the Bank Group’s Mexico Country Management Unit and Mexican government but also a wider Bank Group audience, focused on middle-income countries (MICs) and other development practitioners. The evaluation examines the relevance and effectiveness of the Bank Group program in Mexico in its core areas, and also, as a methodological innovation, examines four overarching areas: (i) the extent to which the Bank Group contributed to identifying Mexico’s binding development constraints and to promoting sound policy choices; (ii) Bank Group contributions to Mexico’s results in reducing poverty and promoting shared prosperity; (iii) the effectiveness of Bank Group use of lending, knowledge, and convening power services in shaping its role; and (iv) the extent to which Bank Group support to Mexico’s development innovations was beneficial to the Bank Group’s knowledge base and to other Bank Group member countries. Overall results reflect both program results in core areas and the answers to the overarching questions. The overview of this report is also available in Spanish.
ICSID 2013 Annual Report

(Washington, DC, 2013) International Centre for Settlement of Investment Disputes

International investment law and international investment arbitration are relatively new disciplines: the first bilateral investment treaty was signed by Pakistan and Germany in 1959, the first investment treaty offering investor-state arbitration was concluded in 1968 between the Netherlands and Indonesia, the first International Center for Settlement of Investment Dispute (ICSID) case was registered in 1972, and the first treaty-based investment case was registered by the Centre in 1987. The Centre itself was established in 1966, along with the coming into force of the ICSID convention. It was the first dispute resolution facility designed exclusively for international investment dispute settlement, and it continues to be the only international facility dedicated to this area. This specialized mandate has allowed ICSID to develop an unparalleled expertise and focus, which benefits disputing parties, arbitrators and contracting states. Cumulatively, ICSID has administered over 430 cases, involving foreign investors from all regions of the world and more than 95 states and state agencies under the ICSID convention and rules. In addition, it has administered over 40 investment arbitration cases initiated under the United Nations Commission on International Trade Law (UNCITRAL) arbitration rules and other arbitral rules. The end-of-fiscal year results confirm that ICSID remains the leader in international investment dispute resolution. This report is organized as follows: chapter one gives introduction; chapter two gives list of contracting states and other signatories of the convention; chapter three presents panels of arbitrators and of conciliators; chapter four gives operations of the Centre; chapter five presents outreach of ICSID; chapter six deals with forty-sixth annual meeting of the administrative council; and chapter seven presents financial statements of ICSID.
MIGA Annual Report 2012

(Washington, DC: World Bank, 2012-10) Multilateral Investment Guarantee Agency

In fiscal year 2012, a total issue of $2.7 billion in guarantees for projects in Multilateral Investment Guarantee Agency's (MIGA's) developing member countries and an additional $10.6 million was issued under MIGA administered trust funds. This is another record high for new issuance by the Agency, the second consecutive year of this trend, and was marked by increased regional and sectoral diversification. Fifty-eight percent of projects guaranteed, accounting for 70 percent of the total volume of new coverage, address at least one of MIGA's four strategic priority areas. Fiscal year 2012 also marks the fifth consecutive year of record levels in the Agency's gross portfolio. MIGA issued $2.7 billion in guarantees in support of investments in developing countries. The Agency welcomed two new members, Niger and South Sudan, during the fiscal year. This report highlights MIGA's active support for these objectives in fiscal year 2012. It demonstrates the Agency's ability to deliver on its mandate to promote foreign direct investment into developing countries to support economic growth, reduce poverty, and improve people's lives. As the global investment environment becomes increasingly volatile, and MIGA's clients look for opportunities in frontier markets, there is greater interest in political risk-mitigation mechanisms. MIGA has positioned itself well to respond to these developments especially as a result of its stronger field presence and internal reforms over the last two years. MIGA is committed to promoting projects that promise a strong development impact and are economically, environmentally, and socially sustainable. MIGA's projects this past year demonstrate this focus in a wide range of sectors, across all regions. In fiscal year 2012 the Agency's projects in the region accounted for 24 percent of volume, twice the level of the previous year.
ICSID 2012 Annual Report

(Washington, DC, 2012-09) International Centre for Settlement of Investment Disputes

The recent growth in investor-state arbitration has continued apace. International Center for Settlement of Investment Dispute (ICSID) registered a record 38 cases in 2011, and had registered 19 further cases by June 30, 2012. Included in these numbers are 3 new conciliation cases, showing an increased resort not simply to arbitration but also to alternative methods of dispute resolution available under the ICSID convention and additional facility. Such statistics should not be considered in isolation from their broader economic context. There have been unprecedented increases in global flows of foreign direct investment in the last two decades. These statistics must also be read in light of the fact that international investment law and investor-state dispute settlement are a new discipline. ICSID continues to play a vital role in the evolving international investment legal system. Its primary job is very specific: to offer foreign investors and host States an impartial, effective and accessible facility for arbitration and conciliation of international investment disputes. ICSID has taken numerous steps in the past year to enhance its capacity to fulfill this role. In September of 2011, ICSID announced a new list of Chairman's appointees to the panel of arbitrators and panel of conciliators. ICSID will continue its efforts to provide excellent service to disputing parties in the upcoming year.
Toward a Green, Clean, and Resilient World for All: A World Bank Group Environment Strategy 2012 - 2022

(World Bank, Washington, DC, 2012-05) World Bank Group

The new environment strategy for the World Bank Group lays out an ambitious action agenda that seeks to respond to calls from our client countries for a new kind of development path, one that supports growth while focusing more on sustainability and ensuring that the environment is a key enabler for green, more-inclusive growth. This strategy recognizes the importance of our convening power, access to policy makers, analytical work, development of new financial tools, and smart risk management as well as a portfolio of investments to accelerate solutions. Spreading these solutions by sharing knowledge, demonstrating success, and working in partnership, mobilizing action, and leveraging financing will be critical to our success.
Regional Program Review : The Mesoamerican Biological Corridor

(Washington, DC: World Bank, 2011-05-24) Independent Evaluation Group

This is a Regional Program Review (RPR) of the World Bank's support for the MBC. The review is framed around an assessment of five Global Environment Facility (GEF)-financed World Bank implemented projects in Costa Rica, Honduras, Mexico, Nicaragua and Panama that had the common objective of consolidating the Mesoamerican Biological Corridor (MBC). It also reports on the achievements of trust fund activities, financed by the Bank Netherlands Partnership Program (BNPP), that were implemented parallel to the GEF/World Bank projects. The MBC is a land-use planning system that spans Central America and Mexico. It is designed to promote the conservation and sustainable use of the region's natural resources. The overall objective of the Bank's MBC projects of consolidating the MBC was highly relevant. Although the Central American land bridge is very small, it is estimated to be home to 12 percent of the world's known species. It harbors approximately 24,000 species of vascular plants and over 500 species of mammals, many of which are endemic. The MBC derives its legitimacy from the endorsement it received at the Central American heads of state summit in 1997.
The Mesoamerican Biological Corridor

(Washington, DC: World Bank, 2011-05-24) Independent Evaluation Group

This is a Regional Program Review (RPR) of the World Bank's support for the MBC. The review is framed around an assessment of five Global Environment Facility (GEF)-financed World Bank implemented projects in Costa Rica, Honduras, Mexico, Nicaragua and Panama that had the common objective of consolidating the Mesoamerican Biological Corridor (MBC). It also reports on the achievements of trust fund activities, financed by the Bank Netherlands Partnership Program (BNPP), that were implemented parallel to the GEF/World Bank projects. The MBC is a land-use planning system that spans Central America and Mexico. It is designed to promote the conservation and sustainable use of the region's natural resources. The overall objective of the Bank's MBC projects of consolidating the MBC was highly relevant. Although the Central American land bridge is very small, it is estimated to be home to 12 percent of the world's known species. It harbors approximately 24,000 species of vascular plants and over 500 species of mammals, many of which are endemic. The MBC derives its legitimacy from the endorsement it received at the Central American heads of state summit in 1997.
Institutionalization of Monitoring and Evaluation Systems to Improve Public Sector Management

(World Bank, Washington, DC, 2006-01) Mackay, Keith

A growing number of countries are pursuing a results orientation by building or strengthening their government monitoring and evaluation (M&E) systems. This paper provides an overview of the increasingly rich body of experience with these efforts. The dimensions of a successful government M&E system are considered, using Chile as an example. Success factors and mistakes to avoid are examined. Finally, the special case of Africa is outlined. This paper includes the following headings: introduction; what does success look like - the case of Chile; country capacities - for what; lessons from experience - success factors for building country M&E systems; key trends influencing country realities - a donor perspective; the special case of Africa; and conclusions and challenges for the future.