Publication: 2015 Sustainability Review
Loading...
Date
2015-10
ISSN
Published
2015-10
Author(s)
Editor(s)
Abstract
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.
Link to Data Set
Citation
“World Bank. 2015. 2015 Sustainability Review. © World Bank. http://hdl.handle.net/10986/22723 License: CC BY 3.0 IGO.”
Associated URLs
Associated content
Other publications in this report series
Journal
Journal Volume
Journal Issue
Related items
Showing items related by metadata.
Publication The World Bank Annual Report 2009(Washington, DC, 2009)The World Bank group, among the world's largest development institutions, is a major source of financial and technical assistance to developing countries around the world. In fiscal 2009, the World Bank group sponsored 767 projects with a total commitment of $58.8 billion, distributed in credits, loans, grants, and guarantees. This fiscal year's funding marks a 54 percent increase over the previous fiscal year and a record high for the Bank group. The Bank group's investment projects are aimed largely at improving infrastructure services associated with poverty reduction and enhanced growth. In fiscal 2009, the Bank group committed $20.7 billion to infrastructure, a critical sector to provide the foundation for rapid recovery from the crisis and to support job creation. The sustainable infrastructure action plan, launched in July 2008, will leverage up to $72 billion to provide additional financing of up to $149 billion in public and private investments over fiscal 2009-11. The Bank group's investment projects are aimed largely at improving infrastructure services associated with poverty reduction and enhanced growth.Publication The World Bank Annual Report 2009(Washington, DC, 2009)The World Bank group, among the world's largest development institutions, is a major source of financial and technical assistance to developing countries around the world. In fiscal 2009, the World Bank group sponsored 767 projects with a total commitment of $58.8 billion, distributed in credits, loans, grants, and guarantees. This fiscal year's funding marks a 54 percent increase over the previous fiscal year and a record high for the Bank group. The Bank group's investment projects are aimed largely at improving infrastructure services associated with poverty reduction and enhanced growth. In fiscal 2009, the Bank group committed $20.7 billion to infrastructure, a critical sector to provide the foundation for rapid recovery from the crisis and to support job creation. The sustainable infrastructure action plan, launched in July 2008, will leverage up to $72 billion to provide additional financing of up to $149 billion in public and private investments over fiscal 2009-11. The Bank group's investment projects are aimed largely at improving infrastructure services associated with poverty reduction and enhanced growth.Publication A Guide to the World Bank : Third Edition(World Bank, 2011-06-29)This guide introduces the reader to the conceptual work of the World Bank Group. Its goal is to serve as a starting point for more in-depth inquiries into subjects of particular interest. It provides a glimpse into the wide array of activities in which the Bank Group institutions are involved, and it directs the reader toward other resources and websites that have more detailed information. This new, updated third edition of a guide to the World Bank provides readers with an accessible and straightforward overview of the Bank Group's history, organization, mission, and work. It highlights the numerous activities and an organizational challenge faced by the institution, and explains how the Bank Group is reforming itself to meet the needs of a multipolar world. The book then chronicles the Bank Group's work in such areas as climate change, financial and food crises, conflict prevention and fragile states, combating corruption, and education. For those wishing to delve further into areas of particular interest, the book guides readers to sources containing more detailed information, including websites, electronic products, and even mobile phone applications.Publication Niger : Financial Sector Assessment(Washington, DC, 2010-04-12)Since 1999, the Nigerien authorities have embarked on a program of reform to develop the financial system and ensure its stability in the wake of a regional banking crisis. Despite this progress, much remains to be done to bring the financial sector up to sub-regional standards. The first step is to formulate a financial sector development strategy that will serve as a roadmap for future reforms. Issues of access to financial services are crucial in Niger, in view of indicators that place Niger at the lowest level in the Union (except for Guinea-Bissau). The stability of the financial sector has improved, but still requires vigilance on the part of national and monetary authorities. The country's economic activity is based on agriculture and services, but uranium is Niger's main export. The primary and tertiary sectors account for 42 and 38 percent of Gross Domestic Product (GDP) respectively. Agriculture sustains roughly 80 percent of the population. Industrial activities are extremely limited apart from uranium mining in the north, which accounts for 60 percent of the country's exports on average. The medium-term macroeconomic outlook in Niger appears favorable due to the greater margin for budget maneuvering attributable to debt reduction initiatives and the increased investments in the mining, infrastructure, and agriculture sectors. Niger has a small banking sector with a moderate degree of concentration. The banking sector is not highly concentrated and the customer base is relatively diversified. Four of the 10 banks account for 80 percent of total assets but in relatively equal proportions, which could help competition. The remaining banks are small with limited activity. The two specialized financial institutions that are either state-controlled or controlled by local governments are in the process of privatization or liquidation.Publication The World Bank Annual Report 2012(Washington, DC, 2012-10-05)The 2012 annual report of the International Bank for Reconstruction and Development (IBRD) and the International Development Association (IDA) contains messages from both outgoing President Robert B. Zoellick and incoming President Dr. Jim Yong Kim. The Board of Directors statement highlights the Bank's achievements in 2012. The report showcases the Corporate Scorecard, presented in four tiers, providing information on the Bank's overall performance and results. Tier I provides the global development context. Tier II includes aggregate data collected through the standardized sector indicators. Tier III shows the overall success of Bank activities in achieving their development goals, as well as the Bank's operations effectiveness. Tier IV presents the Bank's organizational effectiveness and modernization. The report also discusses the financial commitments and resources, an operational summary, and World Bank lending by theme and sector for 2007-2012. Additional information on activities and outcomes is available in the annexes.
Users also downloaded
Showing related downloaded files
Publication Managing County Assets and Liabilities in Kenya(Washington, DC : World Bank, 2022)Public entities around the world possess an enormous volume of assets and wealth, which includes land, buildings, historic sites, parks, and infrastructure networks, among many others. Good management of such assets is a catalyst for accelerating development and expanding services; poor asset management generates enormous losses, including lost opportunities to build wealth. Private enterprises increasingly use computerized systems to manage assets such as fleets and buildings. Many city leaders in developing countries, however, are unaware of asset management or feel they lack the time or money to undertake it. Managing County Assets and Liabilities in Kenya: Postdevolution Challenges and Responses can help them begin or maintain their efforts to manage assets sustainably. This book helps readers understand the basic concept of asset management; explains systems, tools, and procedures; and provides models and guidance. Kenya has achieved much since its 2013 devolution of governance and management to new counties. However, counties, which are the local governments in Kenya, are still working toward establishing systems and procedures, creating asset and liability registers, verifying and valuing assets, using assets strategically, and resolving disputes surrounding inherited assets and liabilities. This book provides glimpses into the Kenyan devolution process and asset transfer challenges, draws lessons, and explores options relevant to both Kenya and other nations. Ample studies discuss various aspects of municipal asset management, such as managing infrastructure, fixed assets, water services, building properties, roads, or fleets. This book is unique among asset management studies in three ways: it discusses all sorts of assets and liabilities and their interlinkages, exemplifies the close connection between financial results and asset management of municipalities, and reveals the political economy challenges in transferring assets and liabilities across public entities.Publication Ten Steps to a Results-Based Monitoring and Evaluation System : A Handbook for Development Practitioners(Washington, DC: World Bank, 2004)An effective state is essential to achieving socio-economic and sustainable development. With the advent of globalization, there are growing pressures on governments and organizations around the world to be more responsive to the demands of internal and external stakeholders for good governance, accountability and transparency, greater development effectiveness, and delivery of tangible results. Governments, parliaments, citizens, the private sector, Non-governmental Organizations (NGOs), civil society, international organizations, and donors are among the stakeholders interested in better performance. As demands for greater accountability and real results have increased, there is an attendant need for enhanced results-based monitoring and evaluation of policies, programs, and projects. This handbook provides a comprehensive ten-step model that will help guide development practitioners through the process of designing and building a results-based monitoring and evaluation system. These steps begin with a 'readiness assessment' and take the practitioner through the design, management, and importantly, the sustainability of such systems. The handbook describes each step in detail, the tasks needed to complete each one, and the tools available to help along the way.Publication Fiscal Incidence Analysis for Kenya(World Bank, Washington, DC, 2018-06-29)Kenya has made satisfactory progress in reducing poverty and inequality in recent years. Economic growth in Kenya between 2005-06 and 2015-16 averaged around 5.3 percent, exceeding the average growth of 4.9 percent observed for Sub-Saharan Africa. This robust economic growth resulted in a reduction in poverty, whether measured by the national or international poverty line. The proportion of the population living beneath the national poverty line fell from 46.8 percent in 2005-06 to 36.1 percent in 2015-16, showing a modest improvement in the living standards of the Kenyan population. Similarly, poverty under the international poverty line of US$ 1.90 a day declined from 43.6 percent in 2005-06 to 35.6 percent in 2015-16. At this level, poverty in Kenya is below the average in sub-Saharan Africa and is amongst the lowest in the East African Community (World Bank, 2018b). However, the proportion of the population living in poverty remains comparatively high in Kenya and the rate at which growth translated into poverty reduction was lower than elsewhere. At twice the average, Kenya’s poverty rate is still high for a lower-middle income country, a group that Kenya joined only in 2015. In addition, the Kenya’s growth elasticity of poverty reduction, the percentage reduction in the poverty rate associated with a one-percent increase in mean per capita income is only 0.57, lower than in Tanzania, Ghana, or Uganda (World Bank, 2018b). This leads to the obvious question of what can be done to make economic growth more pro-poor in Kenya. This study assesses the distributional consequences of Kenya’s system of taxes and transfers, covering 60 percent of revenue and between 25 and 30 percent of government spending. The analysis of fiscal incidence and distributional consequences of Kenya’s tax and transfer system is an important input for designing pro-poor policies and potentially for influencing the rate at which economic growth translates into poverty reduction. In this study, direct taxes and transfers, indirect taxes (VAT and excise duties), as well as public health and education spending are assessed in terms of their distributional impacts. Overall, these taxes and transfers account for about 60 percent of revenue and between 25 and 30 percent of government spending.Publication Nigeria Development Update, June 2021(World Bank, Washington, DC, 2021-06)In 2020, Nigeria experienced its deepest recession in four decades, but growth resumed in the fourth quarter as pandemic restrictions were eased, oil prices recovered, and the authorities implemented policies to counter the economic shock. As a result, in 2020 the Nigerian economy experienced a smaller contraction (-1.8 percent) than had been projected when the pandemic began (-3.2 percent). As part of its response, the government carried out several long-delayed policy reforms, often against vocal opposition. Notably, the government (1) began to harmonize exchange rates; (2) began to eliminate gasoline subsidies; (3) started adjusting electricity tariffs to more cost-reflective levels; (4) cut nonessential spending and redirected resources to COVID-19 (coronavirus) responses at both the federal and the state levels; and (5) enhanced debt management and increased public-sector transparency, especially for oil and gas operations. By creating additional fiscal space and maximizing the impact of the government’s limited resources, these measures were critical in protecting the economy against a much deeper recession and in laying the foundation for earlier recovery. However, several critical reforms are as yet incomplete, which threatens Nigeria’s nascent recovery. In the baseline scenario, Nigeria’s economy is expected to grow by 1.8 percent in 2021. Despite the current favorable external environment, with oil prices recovering and growth in advanced economies, reform slippages would hinder the renewed economic expansion and undermine progress toward Nigeria’s development goals. In a risk scenario, in which the government fails to sustain recent macroeconomic and structural reforms, the pace of economic recovery would slow, and GDP growth couldbe just 1.1 percent in 2021.Publication Making Devolution Work for Service Delivery in Kenya(Washington, DC: World Bank, 2022-02)Kenya adopted a new constitution and began the process of devolution in 2010, ceding many formerly national responsibilities to new county governments. As an institutional response to longstanding grievances, this radical restructuring of the Kenyan state had three continuing main objectives: decentralizing political power, public sector functions, and public finances; ensuring a more equitable distribution of resources among regions; and promoting more accountable, participatory, and responsive government at all levels. The first elections under the new constitution were held in 2013 and led to the establishment of 47 new county governments. Each county government is made up of a county executive, headed by an elected governor, and an elected County Assembly that legislates and provides oversight. Making Devolution Work for Service Delivery in Kenya takes stock of how devolution has affected the delivery of basic services to Kenyan citizens nine years after the “devolution train” left the station. Whereas devolution was driven by political reform, the ensuing institutions and systems were expected to deliver greater socioeconomic equity through devolved service delivery. Jointly coordinated by the government of Kenya and the World Bank, the Making Devolution Work for Service Delivery (MDWSD) study is the first major assessment of Kenya’s devolution reform. The study provides key messages about what is working, what is not working, and what could work better to enhance service delivery based on currently available data. It provides an independent assessment of service delivery performance in five sectors: agriculture, education, health, urban services, and water services. This assessment includes an in-depth review of the main pillars of devolved service delivery: accountability, human resource management, intergovernmental finance, politics, and public financial management. In addition to its findings for the present, the MDWSD study provides recommendations on how Kenya can improve its performance in each of these pivotal areas in the future.