IDA18 Mid-Term Review
Implementation and Results Progress Report
Towards 2030: Investing in Growth, Resilience and Opportunity
Delivering on innovation and transformation
& managing IDA resources for greatest impact
October 24, 2018
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ACRONYMS AND ABBREVIATIONS
Fiscal year (FY) = July 1 to June 30
AAAA Addis Ababa Action Agenda
ADB
ADF
Asian Development Bank
African Development Fund
ADM
AfDB
AFR
AIIB
APA
ASA
Accountability and Decision-
Making
African Development Bank
Africa region
Asian Infrastructure
Investment Bank
Alternative Procurement
Arrangements
Advisory Services and
Analytics
BFF Blended Finance Facility
BOAD
CAT-DDO
Banque Ouest Africaine de
Développement
Catastrophe Deferred Draw-
Down Option
CCG
CCSA
Climate Change Group
Cross-cutting Solutions Area
CEB
CEMAC
CFAA
CIF
CPF
Council of Europe
Development Bank
Central African Economic
and Monetary Community
Country Financial
Accountability Assessments
Climate Investment Fund
Country Partnership
Framework
CPI Consumer Price Index
CPIA Country Policy and
Institutional Assessment
CPL Concessional Partner Loan
CPR Country Performance Rating
CPSD
CRI
Country Private Sector
Diagnostic
Corporate Results Indicator
CRRF
CRW
Comprehensive Refugee
Response Framework
Crisis Response Window
CSC Corporate Scorecard
CSIPs
CSO
Climate-smart Agriculture
Investment Plans
Civil Society Organization
DaLA Damage and Loss Assessment
DFi Development Finance Vice-
Presidency
DFID
DPF
DPO
Department for International
Development (United
Kingdom)
Development Policy
Financing
Development Policy
Operation
DSF
DRM
Debt Sustainability
Framework
Domestic Resource
Mobilization
EBRD
ECOWAS
EDB
EFI
European Bank for
Reconstruction and
Development
Economic Community of
West African States
Eurasian Development Bank
Equitable Growth, Finance
and Institutions
EITI Extractive Industries
Transparency Initiative
ESF Environmental and Social
Framework
EU
EVP
FCI
FCS
European Union
Employment Value
Proposition
Finance, Competitiveness &
Innovation
Fragile and Conflict-affected
Situations
FCV Fragility, Conflict and
Violence
FPNs
FY
Forest Policy Notes
Fiscal Year
G&I
GBV
Global & Institutional
Gender-based Violence
GCF
GDP
Green Climate Fund
Gross Domestic Product
GEF
GEIDCO
GFAR
GHG
Global Environment Facility
Global Energy
Interconnection Development
and Cooperation Organization
Global Forum on Asset
Recovery
Greenhouse Gas
GICA
Global Infrastructure
Connectivity Alliance
GIHUB
GNI
Global Infrastructure Hub
Gross National Income
GP Global Practice
GPG
GRM
Global Public Goods
Grievance Redress
Mechanism
GSURR
GVC
GW
Social, Urban, Rural and
Resilience Global Practice
Global Value Chain
Gigawatt
HD Human Development
HIPC Heavily Indebted Poor
Countries
HNP
IADB
IBRD
Health, Nutrition and
Population
InterAmerican Development
Bank
International Bank for
Reconstruction and
Development
ICR
ICRC
ICT
Implementation Completion
and Results Reports
International Committee of
the Red Cross
Information and
Communications Technology
IDA International Development
Association
IDFC
IDPs
International Development
Finance Club
Internally Displaced Persons
IEG Independent Evaluation
Group
IFC International Finance
Corporation
IFFs Illicit Financial Flows
IFI
ILO
International Financial
Institution
International Labor
Organization
IMF International Monetary Fund
IoC
IPF
ISR
IYF
JET
LICs
Instruments of Commitment
Investment Project Financing
Implementation Status and
Results
International Youth
Foundation
Jobs and Economic
Transformation
Low-income Countries
M&E Monitoring and Evaluation
MAPS2 Methodology for Assessing
Procurement Systems 2
MDB Multilateral Development
Bank
MDRI Multilateral Debt Relief
Initiative
MFD
MICs
MIGA
Maximizing Finance for
Development
Middle-income Countries
Multilateral Investment
Guarantee Agency
MNA
MPA
MTR
NCBP
Middle East and North Africa
region
Multiphase Programmatic
Approach
Mid-Term Review
Non-Concessional Borrowing
Policy
(I)NDCs (Intended) Nationally
Determined Contributions
NDCP
NGO
ODA
NDC Partnership
Non-Governmental
Organization
Official Development
Assistance
OECD Organisation for Economic
Co-operation and
Development
OGP Open Government
Partnership
OP Operational Policy
PA
PAs
PACG
PAD
PBA
Project Advance
Programmatic Approaches
Pre-arrears Clearance Grants
Project Appraisal Document
Performance-Based
Allocation
PCPI
Post-Conflict Performance
Indicators
PCT
PEF
PEFA
Platform for Collaboration on
Tax
Pandemic Emergency
Financing Facility
Public Expenditure and
Financial Accountability
PER
PforR
PIU
PPF
Public Expenditure Reviews
Program for Results
Project Implementation Unit
Project Preparation Facility
PPP Public-Private Partnerships
PPR Portfolio Performance Rating
PPSD
PSW
Project Procurement Strategy
for Development
Private Sector Window
RETF
RMR
RMS
Recipient-Executed Trust
Fund
Risk Mitigation Regime
Results Measurement System
RPBA Recovery and Peacebuilding
Assessments
RRA Risk and Resilience
Assessment
RSW
SAP
Refugee Sub-Window
Systems, Applications and
Products in Data Processing
SAR
SADC
SCD
South Asia Region
Southern African
Development Community
Systematic Country
Diagnostic
SD Sustainable Development
SDGs Sustainable Development
Goals
SDR Special Drawing Right
SME Small and Medium Enterprise
SOE State-Owned Enterprise
StAR
SUF
Stolen Asset Recovery
Initiative
Scale-up Facility
TA Technical Assistance
TAR Turn-around Regime
UFGE
UN
Umbrella Facility for Gender
Equality
United Nations
UNCTAD
UNICEF
UNODC
WBG
United Nations Conference
on Trade and Development
United Nations Children's
Fund
United Nations Office on
Drugs and Crime
World Bank Group
WHO World Health Organization
WDR
YBI
World Development Report
Youth Business International
TABLE OF CONTENTS
EXECUTIVE SUMMARY................................................................................................................... i
I. INTRODUCTION AND CONTEXT: TRANSFORMING DEVELOPMENT
FINANCE ............................................................................................................................................. 1
II. REPLENISHMENT REVIEW: MAKING IDA18 HAPPEN ............................................. 8
A. DELIVERING IDA18: IMPLEMENTATION AND PORTFOLIO TO DATE ............................................. 9
B. MEETING POLICY COMMITMENTS: PERFORMANCE ACROSS IDA18 SPECIAL THEMES .............. 18
C. ACHIEVING RESULTS: IDA RMS AND IMPACT OVER TIME ....................................................... 23
D. ENHANCING OPERATIONAL SUPPORT: EFFECTIVE IMPLEMENTATION CAPACITY ....................... 30
E. BUILDING ON SYNERGIES: PARTNERSHIPS AND COLLABORATION ............................................. 35
F. MANAGING IDA18’S NEW FINANCING FRAMEWORK: SUSTAINABLE OPTIMIZATION ................ 37
III. ISSUES FOR CONSIDERATION: MANAGING IDA RESOURCES FOR GREATEST
IMPACT ............................................................................................................................................. 39
LIST OF ANNEXES
Annex 1: IDA18 Portfolio to Date – Key Statistics .................................................................................... 46
Annex 2: IDA18 Windows ......................................................................................................................... 48
Annex 3: Status of IDA18 Policy Commitments and Monitorable Actions ............................................... 50
Annex 4: IDA18 Results Measurement System (RMS) ............................................................................. 67
Annex 5: WBG and IDA Partnerships ........................................................................................................ 83
LIST OF BOXES, FIGURES AND TABLES
Boxes
Box 1. Doing Things Differently – IDA18 Innovations and Transformations ............................................. 2
Box 2. IDA18 RMS Enhancements ............................................................................................................ 24
Box 3. Expanded Use of Project Preparation Facility (PPF) Helps Strengthen Implementation Capacity in
IDA Countries, Particularly in Africa ......................................................................................................... 31
Box 4. Simplification of IDA Windows/Regimes ...................................................................................... 35
Box 5. WBG and UN Signed a Strategic Partnership Framework ............................................................. 36
Figures
Figure 1. WBG IDA Value Proposition ........................................................................................................ 8
Figure 2. Regional Share of IDA18 Commitments in the First Five Quarters .............................................. 9
Figure 3. IDA Commitments by Sectors ..................................................................................................... 10
Figure 4. Breakdown of IDA18 Instruments .............................................................................................. 11
Figure 5. IDA17 and IDA18 (Q1-Q5) Commitments to FCS/FCV and Small States ................................ 12
Figure 6. Regional Share of Grant Commitments ....................................................................................... 12
Figure 7. IDA Gross Disbursements ........................................................................................................... 13
Figure 8. IDA IPF Disbursement Ratio ...................................................................................................... 13
Figure 9. Recipient Executed Trust Funds, IDA16-18 ............................................................................... 37
Tables
Table 1. IDA18 Mid-Term Review Issues for Consideration ...................................................................... iv
Table 2. IDA18 Windows Indicative Allocations ....................................................................................... 14
Table 3. Principles for Flexibility in Managing IDA Resource Allocations ............................................... 41
Table 4. Indicative Ranges for Proposed IDA18 Reallocations across IDA Windows/Regimes ............... 43
Table 5. Overview of Requested IDA18 MTR Guidance ........................................................................... 45
EXECUTIVE SUMMARY
i. The IDA18 replenishment is one of the most concrete multilateral responses to our
collective 2030 aspirations and needs. With a US$75 billion envelope, ambitious policy
commitments, new instruments and transformative financial model, IDA18 represents a landmark
replenishment poised to help advance the international community’s “2030 Agenda” spelled out
in the Sustainable Development Goals (SDGs) and other major multilateral agreements to address
the most pressing development challenges of today. Building on IDA’s global leadership and
proven partnerships, the scale and innovation of its eighteenth replenishment equips countries with
the needed resources and tools to make progress on this daunting agenda.
ii. Recent major breakthroughs were achieved, boosting the strategic relevance, scale
and impact of World Bank Group (WBG) funding: (i) at the Spring Meetings, the Development
Committee welcomed the successful conclusion of the negotiations on a Capital Package which
includes a US$13 billion paid-in capital increase, consisting of US$7.5 billion for IBRD and
US$5.5 billion for IFC, and significantly enhances WBG capacity, including to support IDA
countries; (ii) the successful introduction of IDA to capital markets, with the historic issuance of
IDA’s first bond in April, adds an important new funding channel for the world’s poorest countries;
and (iii) the strong delivery of early IDA18 is reflected both in terms of record lending and solid
progress in delivering policy commitments.
• The capital package is a strong complement to IDA18. First, it made permanent the
IDA18 formula for IBRD transfers to IDA, enabling cumulative transfers estimated at
US$7-8 billion over FY20-30. Second, IBRD will prioritize support to IDA graduates and
new Blends, aiming to make available resources to replace 100 percent of IDA financing
for IDA graduates, thus avoiding financial cliffs for countries as they move from IDA to
IBRD and helping IDA focus its resources on the remaining poorest and weakest IDA
countries. Third, Blends and IDA graduates will be exempted (for six years after
graduation) from the price increase that is part of the capital package. And finally, IFC also
aims to expand commitments in IDA and Fragile and Conflict-Affected Situations (FCS)
countries, reaching up to 40 percent of all IFC commitments by 2030 and an average of
32.5 percent over FY19-30. The strong capital package commitments on global public
goods engagement closely align with and provide support to IDA priorities, including
countries affected by fragility, conflict and violence (FCV), crisis management, climate,
gender, and regional integration.
• IDA’s financial position remains strong. With its triple-A rating, IDA’s inaugural bond
issuance in April – the first in the institution’s nearly 60-year history – was a resounding
success: 4.5 times oversubscribed, raising US$1.5 billion, and priced at par with IBRD.
This transformation will significantly scale up IDA’s financing to its client countries. As
the most decisive step towards the Financing for Development Goals and Maximizing
Finance for Development (MFD) mobilization, IDA’s new financing model responds to
shareholders’ calls for enhanced financial optimization and significantly expands the
institution’s value for money. Every dollar of IDA18 partner contributions helps generate
three dollars in IDA18 commitment authority, up from a ratio of 1-to-2 in IDA17.
- ii -
• Early delivery of the transformational IDA18 has been robust. Implementation to date is
strong and delivering on IDA18’s innovations and ambitions. FY18 commitments have
delivered close to US$27 billion in the first five quarters of IDA18 and are expected to
reach US$30 billion by the IDA18 MTR, setting a new record for the first half of an IDA
replenishment cycle. Management and operational teams increased their focus on IDA18
priorities such as FCV, delivering IDA support in new and innovative ways, and mobilizing
private investment to the most difficult markets in line with the WBG’s MFD approach.
iii. IDA18 implementation demonstrates the WBG’s leadership on transforming
development finance – making contributions from partners to IDA and the WBG a sound
and effective investment. Key milestones have been achieved and overall progress towards
IDA18 commitments and results is, for the most part, on track:
• The main thrust and policy commitments of IDA18 are being delivered and translated at
country and regional levels. IDA’s holistic approach enables work across the Special
Themes e.g., promoting job creation for both men and women in fragile situations. Early
IDA18 implementation has seen robust progress across the 46 policy commitments – with
more than three-quarters of commitments solidly on track for delivery, including some
already delivered.
• Special attention is being paid to challenges to realize key objectives and sustain
progress. Management is monitoring specific policy commitments closely to identify
course corrections where needed and step up progress on commitments that are important
priorities, prove more challenging to meet, or require focus to accelerate delivery. In
addition, heightened attention and support is placed on helping teams and countries
strengthen capacity to deal with debt sustainability challenges. The WBG is also taking
steps to enhance its work in and resources for intensified FCV engagements, addressing
rural poverty, and supporting small states.
• The institution is strengthening partnerships and enhancing operational policies and
staffing. The WBG relationship with the United Nations is particularly important and
recently enhanced through the signing of the WBG-UN Strategic Partnership Framework.
On the operational side, the Project Preparation Facility (PPF) has been expanded and
enhanced; the new Multiphase Programmatic Approach (MPA) adds important operational
flexibility; and efforts continue to make internal processes more agile. Internal partnerships
have been strengthened under IDA’s new IFC-MIGA Private Sector Window (PSW),
which has introduced a governance process clearly intended to advance WBG synergies.
Good progress has been made in strengthening the Employment Value Proposition (EVP)
for staff working in and on FCV, but more is needed to enhance the Bank’s staffing
footprint for IDA countries across the spectrum of fragility.
• IDA’s Results Measurement System (RMS) remains a robust accountability and
strategic management tool. Significant results were achieved by IDA-supported projects
during FY18 in key sectors including health, agriculture, infrastructure, education, social
protection, financial inclusion and energy. IEG ratings for development outcomes in IDA
operations remained high and feedback from IDA clients positive. Integration of
beneficiary feedback mechanisms into the design of IDA projects has become nearly
universal. Outcome ratings for country strategies and monitoring and evaluation (M&E) of
- iii -
operations, however, are areas that require further strengthening. The Bank is renewing its
focus on client support and implementation, particularly for FCV, through new initiatives
including embedding risk into portfolio management, enhancing management attention
during supervision, and improving program-level effectiveness.
• Key innovations under IDA18 allow IDA to do things differently. First, IDA has
significantly scaled up its financial and operational commitments in countries affected by
fragility, while building a more comprehensive approach and allowing greater focus on
prevention. Second, as part of the overall WBG MFD efforts to leverage private sector
resources, IDA expanded its collaboration with IFC/MIGA through the PSW. Third,
IDA18 saw the introduction of new ways to tackle growing development challenges,
including crisis preparedness and response, conflict-risk mitigation, and refugees. And
fourth, this was enabled by the introduction of IDA’s new integrated financial model built
upon donor contributions, which allowed to achieve greater financial leverage and
optimization.
iv. Deploying funds where they are needed the most and can be the most effective is
critical to ensure sustained, successful impact for our clients. IDA18 implementation to date
confirms IDA’s effective model for delivering finance at scale. Experience indicates there are
several areas where the level of resources allocated for IDA18 may be under-utilized. At the same
time, there are other areas showing capacity to absorb additional resources. With the urgency of
the SDGs, the opportunity cost of having valuable development resources sitting idle for the rest
of IDA18 is too high.
v. Management therefore proposes to enhance existing flexibility in managing IDA
resource allocations, while assuring the sustained integrity of and alignment with agreed
priorities and established policies. Management commitments to IDA Partners, as well as both
operational and financial parameters, serve as critically important and firm guideposts to IDA
implementation. Yet, greater flexibility is required to increase IDA’s impact, as its architecture
and tools have grown in scope and complexity. Going forward, Management seeks endorsement
to re-allocate IDA resources throughout a replenishment and across IDA windows (core and non-
core), guided by a systematic framework consistent with intended funding purposes. Proposed
principles for this approach would be to: optimize the use of IDA commitment authority; keep the
overall balance of IDA allocations broadly intact; uphold existing IDA allocation rules; and
broadly maintain IDA’s general financial directions. For the remainder of IDA18, this paper
proposes some indicative ranges for reallocations. All necessary approvals would be sought with
the IDA Board of Executive Directors.
vi. This paper reports on implementation of IDA18 to date, identifies emerging
challenges and lessons learned, and summarizes proposed mid-course corrections. The details
of implementation related to the IDA18 Special Themes, its Windows for dedicated financing, and
Financial Framework are provided in accompanying papers. This expansive collection of lessons
learned in early IDA18 – combined with the ever-pressing development agenda faced by our
clients – will inform the consideration of IDA19’s strategic directions. Table i below provides a
tool for readers to identify the key issues for discussion and decision at the IDA18 MTR, and
where to find relevant background material, organized by allocations, IDA windows, and cross-
cutting issues.
- iv -
Table 1. IDA18 Mid-Term Review Issues for Consideration
Decisions/Endorsement sought now* Feedback to inform future consultations
Allocation management
• Flexibility to include non-core resources
Chapeau Paper,
Paras 99-107
Regional Integration
• Expand instruments for Regional Program:
DPOs/PforRs
• Clarify support to regional entities through
Regional Program and SUF
Regional Program
Paper, Paras 43-5
SUF Paper, Para 31
Yemen
• Special allocation FCV Paper, Paras
65-68 and Annex 2
CRW
• Earlier response capacity CRW Paper, Para 48
Syria
• Re-allocate some of the US$1 billion that had been
notionally set aside under TAR
FCV Paper, Paras
84-86
Graduation
• Prospects for Graduation in IDA19
• Access to Regional Program and CRW for
recent Graduates and Small States under
certain limited conditions
• Shift lending terms for Small States once they
reach a certain level of development
Graduation Paper,
• Paras 84-88
• Paras 69 and 82
• Para 83
Graduation / Transition support
• Phase out Transition Support
• Retain cap on large Blend countries
• Continue suspension of acceleration clause
• Revise Small Island exception
Graduation Paper,
• Para 70
• Paras 71-2
• Paras 73-7
• Paras 78-81
Refugee Sub-Window
• Update 100% grant exemption
• Increase size of window
• Increase the maximum country allocation from
US$400 million to US$500 million
FCV Paper, Paras
90-93
PSW
• Delegate authority for programmatic approach PSW Paper, Paras
50-1
Portfolio efficiency
• IDA Graduates to recommit undisbursed balances
(on blend terms)
Chapeau Paper,
Para 24
*Where necessary, Board approval on above proposals will be sought immediately after the MTR.
I. INTRODUCTION AND CONTEXT:
TRANSFORMING DEVELOPMENT FINANCE
The IDA18 replenishment package
1. IDA plays a key role in the global development landscape, with the agreed IDA18
framework as one of the most concrete multi-lateral responses to 2030 aspirations and needs.
With a US$75 billion envelope, ambitious policy commitments, new instruments and
transformative financial model, IDA18 represents a landmark replenishment1 poised to help
advance the international community’s “2030 Agenda” spelled out in the Sustainable Development
Goals (SDGs) and other major agreements such as the COP Climate Change agenda, the Sendai
Framework for Disaster Risk Reduction, the Addis Ababa Action Agenda on Financing for
Development, and the Busan Partnership for Effective Development Co-operation. Building on
IDA’s global leadership and proven partnerships, the scale and innovation of its eighteenth
replenishment equips countries with the needed resources and tools to make progress on this
challenging agenda (see Box 1 on key IDA18 innovations and transformations).
2. IDA18 supports clients in achieving and protecting their development goals amidst
intense vulnerabilities and crises. Responding to heightened global ambitions and escalating
risks around the globe, IDA18 represents a bold paradigm shift in how to mobilize resources and
invest in development. As the largest replenishment in IDA’s nearly 60-year history, IDA18
heralds a significant step change in the institution’s policy and financing framework to implement
the IDA18 overarching theme of investing in growth, resilience and opportunity for the world’s
poorest countries. With IDA clients facing a myriad of complex and interrelated challenges, the
innovative approaches of IDA18 help advance five agreed Special Themes to:
• address the challenges of Fragility, Conflict and Violence;
• respond to the threats of Climate Change;
• advance Gender and Development goals;
• support Jobs and Economic Transformation; and
• pursue principles of good Governance and Institutions.
3. Key objectives towards these goals have been agreed with IDA partners in the
comprehensive list of monitorable actions (IDA18 Policy Commitments), and overall
progress is closely monitored through the IDA Results Measurement System (RMS). This
report takes stock of implementation across the 46 policy commitments of IDA18 and reviews the
status of the RMS – to give a sense of where IDA18 implementation stands overall. Individual
MTR papers on IDA18 windows, Special Themes and other background notes on key issues
provide supporting details on IDA18 and are referenced where applicable throughout this chapeau
paper.
1 See IDA18 Deputies Report “Additions to IDA Resources: Eighteenth Replenishment. IDA18: Towards 2030 – Investing in
Growth, Resilience and Opportunity.” Report from the Executive Directors of the International Development Association to
the Board of Governors. World Bank, Washington, D.C., January 2017.
- 2 -
Box 1. Doing Things Differently – IDA18 Innovations and Transformations
IDA18 introduced important new approaches – through its comprehensive policy agenda, expanded suite of
instruments, and enhanced financial management. In the last year, IDA18 innovations have started to
demonstrate their major transformational potential: going beyond business as usual, ensuring strong delivery,
strengthening partnerships, and significantly helping scale up resources to leverage greater impact. Key IDA18
transformations include:
• Scaling up engagements in countries affected by fragility as well as small states, while building a more
comprehensive approach to addressing fragility to include more focus on prevention. Significant
increase in financial support – doubling allocations for FCS in aggregate, almost quadrupling small state
financing, and establishing the Refugee Sub-Window within the Regional Program to provide a dedicated
source of funding for host governments to support the integration of both refugees and their host
communities;
• Achieving greater financial leverage and optimization. Through the paradigm shift of introducing a new
hybrid financial model with exceptional value: successfully launched in April, capital market access
provides significant increase in IDA18 commitment authority of about US$22 billion – allowing every
dollar of donor contributions to mobilize three dollars for client countries (instead of two dollars under
IDA17);
• Enhancing WBG collaboration and private sector leverage, particularly in fragile environments. As
part of the MFD effort, creation of the new Private Sector Window (PSW) to mobilize increased private
sector investment in IDA countries, especially FCS, through unprecedented collaboration among IDA,
IFC and MIGA to scale up their work in the most challenging markets;
• Recognizing the need to introduce additional focus on key development challenges. Introduction of the
two new Special Themes on “Jobs and Economic Transformation” as well as “Governance and
Institutions” – to spur growth and competitiveness, and strengthen capacities for good governance and
domestic resource mobilization;
• Expanding instruments available for crisis preparedness and response. Scaling up financing under the
Crisis Response Window (CRW) and introducing a new Catastrophe Deferred Draw-Down Option (CAT-
DDO) for IDA countries in response to the demand for contingent financing mechanisms;
• Strengthening operational effectiveness and support – with particular focus on managing engagements
through a more selective and consolidated, risk-based approach. Following the expansion and
enhancement of the Project Preparation Facility (PPF), usage has nearly doubled – with increasing use of
single Project Advances to support multiple operations and exceptional demand from Africa and East Asia
regions. The new Multiphase Programmatic Approach (MPA), approved by the Board in July 2017, adds
important operational flexibility to allow IDA to support Bank clients in structuring a long, large, or
complex engagement as a set of smaller linked operations.
Important external trends and developments
4. Recent developments affirm the essence of the IDA18 framework – and call for
maintaining a strong IDA with clear strategic directions for IDA19. Increases in the level of
public debt in many IDA countries is a concern that requires attention. Growing refugee and mass-
displacement challenges across regions confirm the urgency of scaling up FCV funding and
implementing tools such as the IDA Refugee Sub Window, in close coordination with others.
Increasingly constrained and complex development assistance trends reinforce the need for greater
coordination and mobilization. The IBRD/IFC capital package agreed this Spring, together with
the MFD approach, IDA18 financial leverage and new tools like the IDA18 PSW, confirm the
significance of WBG leadership and innovation in development finance – responding to scaled up
demand across the client spectrum and donors’ call for continued optimization. The institution’s
- 3 -
strategic focus and new initiatives provide a framework to prioritize our development engagements
and programs across the WBG and the IDA policy agenda.
5. Fragility continues to be one of the most
pressing challenges to sustainable poverty
reduction – with migration and refugee crises
exacerbating the threat. The share of global
poor living in FCV contexts is expected to
increase significantly, violent conflicts are on the
rise, and there are record numbers of forcibly
displaced peoples: reinforcing the urgency of
tackling these issues. More countries experience
violent conflict than at any time in nearly three
decades. By the end of 2017, almost 70 million
people were forcibly displaced worldwide – an
increase of close to 3 million in just one year. 2018 remains a year of tensions, conflicts and crises,
including the massive refugee exodus of Rohingya fleeing from Myanmar into Bangladesh; the
war in Yemen escalating into one of the world’s worst humanitarian crises with eight million
people on the brink of famine; and states across the Sahel region struggling with intercommunal
conflict, jihadi violence and fighting over smuggling routes. All of these and many more conflict
areas – together with the spill-over impact they have across the world – show that FCV remains a
key obstacle to achieving the SDGs.
6. In addition, without inclusive and climate-informed development efforts and
sustained focus on resilience building, climate-related shocks and stresses could erode
development gains in IDA countries. The IPCC 1.5 Degree Report2 calls for accelerated actions
with climate-related risks to health, livelihoods, food security, water supply, human security, and
economic growth projected to increase significantly with global warming. Maintaining a 1.5°
Celsius world could reduce the number of people both exposed to climate-related risks and
susceptible to poverty by up to several hundred million by 2050 compared with 2° Celsius – but
will require systematic transformations and resilience-building: with investments, reforms,
technological advances and behavioral changes at a scale not seen before, and with a window of
opportunity closing rapidly. Increased negative impacts particularly affect the world’s poorest and
most vulnerable regions, as these tend to have high exposure and sensitivity to climate impacts,
while also exhibiting low adaptive capacity to buffer their economies and communities from
climate and disaster risks. According to the Shock Waves report, climate-related shocks could
result in more than 100 million additional people living in poverty by 2030.3 Climate change will
also act as a threat multiplier, exacerbating natural resource scarcity in certain areas. Water scarcity
could cost some regions up to 6 percent of their GDP, spur migration, and spark conflict.4 Climate
migration is increasingly emerging as the human face of climate change. According to the Bank’s
2 Intergovernmental Panel on Climate Change (IPCC), 2018. Global Warming of 1.5° Celsius. http://www.ipcc.ch/report/sr15/ 3 World Bank. 2016. Shock Waves: Managing the Impacts of Climate Change on Poverty.
https://openknowledge.worldbank.org/handle/10986/22787 4 World Bank. 2016. High and Dry: Climate Change, Water, and the Economy.
http://documents.worldbank.org/curated/en/862571468196731247/High-and-dry-climate-change-water-and-the-economy
While the number of people living in extreme
poverty around the world continues to decline,
the pace of progress is slowing, with poverty
increasingly concentrated in Sub-Saharan
Africa and conflict-affected countries. The
world is not on track to meet the goal of ending
extreme poverty by 2030 (Poverty and Shared
Prosperity Report: Piecing Together the Poverty
Puzzle, World Bank Group. September 2018).
- 4 -
Groundswell report, worsening climate impacts could drive over 140 million people to migrate
within their countries in just three regions – Sub-Saharan Africa, South Asia, and Latin America
– unless urgent climate and development action is taken.5
7. Debt risks are increasing in Low-Income Countries (LICs). 33 IDA clients (49 percent
of 68 IDA countries classified under the joint Bank-Fund LIC Debt Sustainability Framework,
LIC DSF) are currently at high risk of external debt distress or in debt distress – 13 of which are
small states.6 For countries classified as fragile and conflict-affected, 18 out of 31 countries that
are assessed under the LIC DSF are at high risk of debt distress or are in debt distress. Debt
indicators in certain IDA countries have been deteriorating after 2013, reversing the highly
favorable post-Multilateral Debt Relief Initiative (MDRI) trend. Increased indebtedness poses
risks to development outcomes including countries’ progress on poverty reduction, shared
prosperity and the SDGs. It also raises longer-term issues for IDA’s ability to tailor the terms of
its support to clients – requiring close attention to continued policy dialogue and capacity building
with clients on debt management, data and reporting, appropriate use of IDA’s toolkit of funding
mechanisms and instruments, and sustained attention and coordination with external partners –
particularly in the most fragile and vulnerable country environments.
8. The volume and composition of Official Development Aid (ODA) has changed
significantly. The new era of global development finance is characterized by slowing ODA flows
to poor countries, emergence of new players and platforms that compete for development funds
from the same set of donors and have resulted in earmarking of ODA funds to specific themes,
sectors, and countries – all contributing to growing fragmentation of aid efforts. Official flows to
middle and low-income countries now account for less than 10 percent of development financing
flows,7 a reduction from 50 percent in 1990. And while the number of donor-funded activities has
increased, the financial size of such aid commitments has gone down. Humanitarian assistance is
the fastest growing component of ODA, reaching almost US$21 billion (or 13 percent of ODA)
by 2016 from just US$3.2 billion in 2000. Responses to address global public goods and challenges
have also fueled the emergence of multi-donor vertical funds. The World Bank now provides
trustee services to 26 active financial intermediary funds that cover topics such as agriculture and
food security; education; debt relief; environment and climate change; health infrastructure;
natural disasters; fragility, conflict, and violence; and gender—in all resulting in US$21 billion in
funds held in trust in 2017.8
Concerted WBG response, vision and value proposition
9. The IBRD/IFC capital package endorsed by shareholders at the Spring Meetings
ensures strong contributions towards the 2030 agenda throughout the WBG, building on a
5 World Bank. 2018. Groundswell: Preparing for Internal Climate Migration.
https://openknowledge.worldbank.org/handle/10986/29461 6 See Annual Meetings and IDA18 MTR background note on Debt Vulnerabilities in IDA Countries. 7 Net financial flows comprised of: private flows (foreign direct investments, portfolio investments, and long-term debt), worker
remittances, and official flows which include official development assistance (ODA), and long-term debt. 8 2017 Trust Fund Annual Report.
- 5 -
number of innovations pioneered by IDA.9 Affirming the importance of multilateralism and
complementing IDA18, the US$13 billion capital increase enables the WBG to support the
development challenges of a growing number of Middle Income Countries (MICs), deploy private
sector solutions at scale in both MICs and LICs, as well as deliver on the global public goods
(GPG) agenda. The transformative package of capital measures and integrated policy reforms for
both IBRD and IFC10 assures that all parts of the WBG are operationally fit for purpose and have
the financial capacity to help advance the sustainable development agenda. It aims to increase the
effectiveness and collaboration of WBG operations, including through mutual leveraging of the
delivery channels of all of its institutions – transforming how the WBG enhances, calibrates and
delivers development services across its diverse membership. A stronger WBG means a stronger
IDA, both in terms of capital market access but also for future replenishments. Specifically, the
package positively impacts IDA countries in a number of ways:
• IDA countries will directly benefit from the capital package: By making permanent the
IDA18 formula for IBRD transfers to IDA, IBRD transfers to IDA will increase to an
estimated US$7-8 billion over FY20-30. By the mid-2020's, IBRD would be one of the
five largest donors to IDA. Over FY19-30, IFC aims to expand commitments in IDA and
FCS countries and reach up to 40 percent of all IFC commitments by 2030 and an average
of 32.5 percent over FY19-30, with a share in IDA and IDA FCS countries of 15-18 percent
and 15-20 percent by 2026 and 2030 respectively.11
• IDA will also benefit indirectly from the capital package: IBRD aims to make available
IBRD resources to fully replace the IDA financing for new Blends and IDA graduates – to
avoid any financial cliffs for countries as they move from IDA to IBRD. In addition, Blends
and IDA graduates will be exempted (for six years after graduation) from the price increase
of the capital package. Strengthening support to IBRD countries will also create regional
spill over benefits for neighboring IDA countries.
• GPG support and policy commitments of the capital package are particularly relevant
for IDA priorities vis-à-vis FCV and crisis management, climate, gender, regional
integration and mobilizing private investment through MFD: It will help IBRD deliver
climate co-benefits averaging at least 30 percent over FY20-23, with this ambition
maintained or increasing to FY30, while IFC aims to grow the share of its climate
investments, including mitigation and adaptation, to 35 percent by 2030; support continued
implementation of the gender action plan, with at least 55 percent of IBRD operations
contributing to narrowing the gender gap by FY23; enable IFC to quadruple the amount of
annual financing dedicated to women and women-led small and medium enterprises by
2030; help increase financing to FCS countries and focus on crisis prevention; strengthen
responses to national, regional and global crises, as well as support additional efforts to
prevent escalation of FCV situations and their spillovers.
9 Adopted by IBRD shareholders on October 1, 2018. 10 See World Bank Group. 2018. “Sustainable Financing for Sustainable Development: World Bank Group Capital Package
Proposal.” Washington, D.C. 11 For this commitment, IDA countries are those eligible for IDA financing as of July 1, 2016, including Blend and Gap countries
as per prior commitments listed in Board document “IFC/R2016-0326/1” titled “A revised Approach to IFC designations” of
November 2016; FCS list may vary over time.
- 6 -
10. The WBG’s institutional leadership, organizational focus and strategic initiatives
provide a guiding framework to scale up and prioritize engagements with greatest impact
across the client spectrum:
• The Forward Look: A Vision for the World Bank Group in 2030, endorsed by the
Development Committee in 2016, lays out how the institution – as one, better and stronger
WBG – will deliver on the Twin Goals and its three priorities of accelerating sustainable
and inclusive growth, investing in human capital, and strengthening resilience to support
the 2030 development agenda and SDGs. Progress on its four pillars: (i) serving all clients;
(ii) creating markets, (iii) leading on global issues; and (iv) improving the business model
helps guide program design and priorities across the institution.12
• The WBG focus on flagship initiatives – such as the Human Capital Project and Index, or
efforts associated with harnessing Disruptive Technologies13 – can significantly enhance
the impact of WBG engagement: recognizing the centrality and transformative potential of
development interventions that can help end extreme poverty and build shared prosperity
for all. Building demand for more and better investments in people, helping countries
strengthen their human capital strategies and investments, and improving how we measure
human capital will be an essential leap for both the human and economic development
agenda. Important commitments to accelerate global action for disability-inclusive
development were recently announced at the Global Disability Summit in July 2018.
Investing in human capital and updating social protection systems in response to
technological advancement are subjects of the new World Development Report 2019 on
the Changing Nature of Work.14
• Maximizing Finance for Development (MFD) – the WBG’s approach to systematically
leverage all sources of finance, expertise, and solutions for both IBRD and IDA clients –
drives the creation of new instruments and tools, such as the IDA18 PSW, to help crowd
in private sector investments, bolster scarce public resources, and support countries’
growth trajectory. The MFD framework functions as a guiding principle for WBG
operations, and a tool to catalyze private sector capital to generate the trillions of
investments that are needed to meet the SDGs. Crowding in all possible funding and
innovation, IBRD, IDA, IFC and MIGA work in concert with public and private sector
partners to meet this challenge by improving the enabling environment, developing
regulatory conditions, building capacity, putting in place standards, financing a first mover
or innovator, and reducing risks.15
o The MFD effort is helping establish the incentive environment to mobilize greater
private investment to support the Jobs and Economic Transformation (JET) agenda in
IDA countries. The WBG is rapidly mainstreaming the MFD approach across
operations, in line with objectives of the Forward Look. Among the nine MFD pilot
countries are four IDA countries – Cameroon, Côte d’Ivoire, Kenya, and Nepal.
12 See Forward Look Implementation Update, World Bank Group, September 2018. 13 See 2018 Annual Meeting background papers prepared for the Development Committee on “Human Capital: A project for
the world” and “Disruptive Technologies: Creating opportunities – mitigating risks” 14 See World Development Report 2019: The Changing Nature of Work. 15 See Maximizing Finance for Development: Leveraging the Private Sector for Growth and Sustainable Development.
Development Committee paper. September 19, 2017.
- 7 -
Successful MFD operations have also been implemented in Afghanistan, Bangladesh,
Benin, Madagascar, and the Solomon Islands. These interventions have included
support for development of agricultural value chains and improvements in access and
quality of critical connective infrastructure (including electricity and water).
o Requisite complementary efforts to mobilize finance from all sources, including
domestic public finance and the private sector, also require partnership with all
stakeholders. For example, the WBG-IMF-OECD-UN joint Platform for Collaboration
on Tax aims to mobilize domestic resources through policy dialogue, technical
assistance, capacity building, knowledge creation, and input into the design and
implementation of standards for international tax matters. The WBG is a signatory to
the MDB’s G20 Hamburg declaration to maximize finance for development,
leveraging scare public resources to mobilize private investment towards the SDGs.
11. As part of the WBG, IDA’s unique policy mandate and value proposition provides a
critical platform for addressing the key challenges and opportunities faced by IDA countries.
The historic replenishment of IDA18 confirmed the value of IDA to its clients. It provides a critical
platform to address key global challenges at scale across countries and sectors. It is uniquely
positioned to help countries realize the 2030 agenda, tackle key challenges facing them, and benefit
from its wide-ranging expertise and instruments. IDA has an unmatched ability to help the world
address complex problems at global, regional and country levels. This capacity is rooted in a
number of important and interconnected attributes (see Figure 1).
12. This report takes stock of IDA18 implementation at nearly its mid-point. It focuses on
progress to date vis-à-vis the transformative nature of the replenishment, doing things differently,
delivering the agreed agenda, and identifying emerging lessons and needs for adjustment.
• Section II.A takes stock of IDA18 Operations and use of windows and regimes;
• Section II.B reviews implementation of IDA18 Special Themes and Policy Commitments;
• Section II.C provides highlights from the IDA RMS and emerging results;
• Section II.D documents progress on enhancing operational support and capacity;
• Section II.E discusses key partnerships and collaborations;
• Section II.F summarizes introduction of the new hybrid financial model and latest thinking
on continued optimization; and
• Section III notes issues and proposals for discussion, including enhanced flexibility to
optimally manage IDA resource allocations – to ensure continued success and maximum
effectiveness in delivering IDA ambitions by the summer of 2020, and beyond.
- 8 -
Figure 1. WBG IDA Value Proposition
II. REPLENISHMENT REVIEW: MAKING IDA18 HAPPEN
13. Management has made significant progress in developing IDA18’s expanded range
of priorities and tools to support clients. The scale, complexity, and novelty of IDA18
instruments and innovations required significant upfront investment of time and coordination at
the outset of IDA18. Major achievements have already been made. The new PSW and Refugee
Sub-Window are fully operational and seeing substantial demand. Regional projects and the SUF
are piloting new, transformational approaches. Implementation of IDA’s new hybrid financing
model is proceeding successfully, and options for further optimization are being explored.
14. Management is focused on facilitating continued scale up and impact. The portfolio
has seen record lending and delivery pace is accelerating in challenging areas, such as FCV and
Small States, in close collaboration across the WBG and with partners. Management is simplifying
processes and making them more agile. Management has also identified re-allocation opportunities
for maximum use and impact of IDA resources within the replenishment cycle.
Leadership on
innovation & transformation
Convening power and agenda setting with
leadership on Global Public Goods
Strong financial capacity and
leverage to maximize finance for development
Strong monitoring and evaluation culture, with
demonstrated results and
impact
Proven efficiency and cost effectiveness for greatest
value for money
Donor coordination and
Partnerships
Global country presence
WBG synergies and collaboration
Multi-sectoral expertise and
thematic engagement
- 9 -
A. DELIVERING IDA18: IMPLEMENTATION AND PORTFOLIO TO DATE
IDA lending commitments
15. Delivery of IDA18 lending to date has been robust. Financing to clients has been strong,
and Management is placing special attention on client segments (FCV, small states) that are more
challenging to implement to accelerate delivery pace.
16. IDA commitments set a new record, amounting to US$26.9 billion in the first five
quarters of the replenishment, and expected to exceed US$30 billion by the time of the mid-
term review (MTR). This represents a 26 percent increase compared to the same period of
IDA17, which had similarly set a new record. The poorest countries continue to receive the vast
majority of IDA financing: IDA-only countries accounted for 63 percent of IDA18 commitments,
totaling US$16.8 billion, while IBRD/IDA blend countries received US$7.5 billion or 28 percent
and Gap countries received US$2 billion or seven percent. Transitional support for IDA18
graduates and financing for regional institutions accounted for the remaining one percent each.
17. IDA18 financing is supporting a diverse client base. Among regions, the Africa region
(AFR) accounted for the largest share of IDA commitments (65 percent), a considerable increase
compared to the same period of IDA17, followed by the South Asia region (SAR), with 25 percent
of total IDA18 commitments during the first five quarters (Figure 2). All regions but East Asia
(EAP) saw an increase in total IDA commitments in IDA18 when compared to the same period in
IDA17, including the Middle East and North Africa region (MNA) where financing doubled
responding to the crisis in Yemen. 24 percent of total IDA commitments went to FCS/FCV
countries (US$6.5 billion). See Annex 1 for further portfolio details.
Figure 2. Regional Share of IDA18 Commitments in the First Five Quarters
18. Demand from clients for IDA’s support spans a wide range of sectors. While there is
volatility in annual data and focus on key support emerges throughout the replenishment, the
largest amount of the first four quarters of IDA18 (FY18) funding has gone to infrastructure sectors
with US$8.0 billion or 33 percent of total IDA commitments, with a focus on energy and
- 10 -
extractives. Another 29 percent went to social sectors (US$7.0 billion), with an increase in projects
covering education. FY18 support to public administration has significantly increased, close to
doubling compared to FY15. IDA’s support in agriculture saw a dip in FY18, partly explained by
several significant operations slipping into FY19 and by the fact that increasing lending for the
“agricultural markets” sub-sector is reported under the Industry and Trade Sector, including
climate-relevant and agribusiness opportunities (see Figure 3 and Annex 1 for full overview).
Figure 3. IDA Commitments by Sectors
(US$ billion)
By Combined Sectors
FY15 (IDA17) FY18 (IDA18)
*Note that FY19 Q1 sectoral information is still under internal review and not yet available.
19. Use of IDA resources by instrument balances investment and policy support. While
Investment Project Financing (IPF) comprised most of IDA18 commitments up to now, a strong
and increasing use of Program for Results (PforR) operations can been seen: accounting for over
a quarter of IDA commitments in IDA18 to date, this instrument helps deliver sustainable results
and build institutions and capacity16 by using, and improving a country’s own institutions and
systems, and linking disbursement of funds directly to the achievement of specific program
results.17 Effective use of Development Policy Financing (DPF) also plays an important role in
supporting client countries in achieving sustainable development through a program of specific
policy reforms and institutional actions (see Figure 4). In context of current debt sustainability
concerns and emphasis, particular attention is placed on ways to enhance and increase DPF use in
IDA18. Reflecting IDA18’s introduction of the Catastrophic Deferred-Drawdown Option (Cat-
16 IEG’s evaluation of Program for result: Early Stage Assessment of the Process and Effects of a New Lending Instrument
(FY17) suggests that an appropriate use of the PforR instrument can help enhance IDA results. The high demand noted for
PforR underscores the importance of the evaluation’s findings and recommendations, emphasizing the quality of results
frameworks and disbursement-linked indicators. 17 Since its creation in 2012, there has been steady increase in the use of PforR. PforR supports government programs and helps
leverage World Bank development assistance by fostering partnerships and aligning development partner goals and results
that can lead to greater development effectiveness.
- 11 -
DDO), one such operation was approved for Kenya.18 IDA clients are at varying stages of readiness
to take up Cat DDOs, including amid challenging macroeconomic conditions.
Figure 4. Breakdown of IDA18 Instruments
(Commitments in the first five quarters in a replenishment)
20. IDA18 introduced several adjustments to
IDA’s Performance-Based Allocation (PBA) system
to provide more IDA resources to tackle the broad
spectrum of fragility, while keeping a strong
emphasis on country performance. The main
changes implemented to the PBA model have
enhanced its poverty orientation, intensified support to
small states, removed the 20 percent grant discount,
and established the Risk Mitigation Regime to support
countries facing increasing risks of FCV.19 Combined
with a larger IDA envelope, these adjustments led to a
doubling of core IDA allocations to FCS/FCV in aggregate in FY18 compared to FY15, the first
year of IDA17.
21. Increased allocations have led to a rapid increase in commitments for fragile and
small states. Compared to the same period of IDA17, the first five quarters of IDA18
commitments to FCS/FCV increased by 78 percent to US$6.5 billion, of which US$5.6 billion was
financed from core IDA, and the remaining US$0.9 billion from non-core windows (US$0.35
18 US$200 million Disaster Risk Management Development Policy Credit with a Catastrophe Deferred Drawdown Option,
approved in June 2018 for the Republic of Kenya to strengthen the Government’s institutional, technical, and financial
capacities to manage the impact of climate and disaster risks. 19 Specifically, these measures: (a) enhanced the poverty orientation of the PBA formula by reducing the CPR exponent from 4
to 3; (b) intensified support to small states by increasing the minimum base allocations from SDR4 to SDR15 per annum; (c)
removed the 20 percent grant discount and MDRI netting which would preliminary benefit FCS; and (d) established the Risk
Mitigation Regime to provide a vehicle for enhanced support to countries with increasing risks of FCV and characterized by
governments that are committed to addressing them.
IDA18 support to facilitate FCV scale-up
in Chad, with country allocation more
than doubled from IDA17 – to help
revitalize the economy and tackle fragility
through climate-resilient agriculture,
multi-sectoral response to improve access
to services and livelihoods in refugee
hosting areas.
- 12 -
billion from Regional Program,
US$0.2 billion from CRW, and US$0.3
billion from SUF). US$2 billion was
committed to Sahel countries20 in
IDA18 to date, doubling from the same
period of IDA17. For small states, IDA
commitments increased by 89 percent
to approximately US$544 million
(US$457 million from national PBA,
US$18 million from Regional
Program, and US$70 million from
CRW). However, comparing core IDA
financing alone, small state lending has
almost quadrupled from US$134
million in the first five quarters of
IDA17 to US$457 million in the same
period of IDA18 (see Figure 5).
22. While this is an encouraging
initial scale-up for FCV, continued progress is not without challenges. Management will
continue to prioritize support for operational delivery in these difficult contexts. A variety of
efforts are underway or are already completed to strengthen operational support and enhance
operational effectiveness to help boost implementation capacity in challenging environments. This
includes expansion and enhancements to the Project Preparation Facility (PPF), implementation
of the new Multiphase Programmatic Approach (MPA), implementation of the FCV staffing plan,
support for Small states, as well as Operational Agile pilots and Simplification of IDA Windows
(see Section E on Operational Support for more details). In addition, heightened attention and
support is being placed on helping teams and countries strengthen debt management capacity.
23. IDA18 provides highly concessional terms,
sustaining the agreed focus on concessionality to
support the poorest and most fragile countries in
the replenishment. IDA committed almost US$6.3
billion in grants in the first five quarters of IDA18,
with an overall concessionality rate estimated at 54
percent. IDA commitments for FCS/FCV accounted
for over half of the grants committed in IDA18 to date.
For comparison, out of US$21.4 billion in total
commitments during the first five quarters of IDA17,
approximately US$2.6 billion were grants, with a
concessionality rate of about 49 percent. Among
regions, AFR accounted for the largest share of grant
commitments (77 percent), followed by SAR and
MNA (Figure 6).
20 Including Burkina Faso, Chad, Mali, Mauritania and Niger, per the WBG’s Sahel Initiative.
Figure 5. IDA17 and IDA18 (Q1-Q5)
Commitments to FCS/FCV and Small States
(of which financed from Core IDA)
Figure 6. Regional Share of Grant
Commitments
(Total of US$6.3 billion)
- 13 -
24. Disbursements in FY18 have increased markedly and, exceeding early expectations,
the disbursement ratio has remained relatively flat. As explained during the IDA18
discussions,21 when a replenishment volume increases as substantially as anticipated in IDA18,
there is a natural lag between commitments of these new resources and disbursements, which draw
on commitments from previous (and smaller) replenishments. Thus, while FY18 disbursements
have increased by 11 percent compared to the last three years average (in IDA17), the disbursement
ratio has only slightly decreased (see Figures 7 and 8, as well as details in Annex 1). Total
undisbursed balance has increased, with the undisbursed balance of PforR commitments most
pronounced – mainly due to the “young” age of the PforR portfolio, and reflecting the recent rapid
growth in PforR commitments. Given that undisbursed balances of concessional financing22 for
IDA graduates amount to over US$7 billion, it may be helpful to consider incentives to encourage
graduates to restructure older programs, which would greatly enhance the efficiency of IDA’s
portfolio.
Figure 7. IDA Gross Disbursements
(US$ billion)
Figure 8. IDA IPF Disbursement Ratio
(Percent)
25. Looking to the FY19 pipeline, demand from clients for IDA remains solid (particularly
in Africa and South Asia regions). IDA financing for the remaining IDA18 years is projected in
the range of US$22.5 billion to US$26.5 billion in FY19, and US$22 billion to US$26 billion in
FY20 – which assumes full utilization of IDA18 resources. Outlook for the FY19 pipeline is
sufficiently robust to meet projections, with AFR and SAR Regions demonstrating particularly
strong demand for IDA with the largest volumes in the pipeline.
Implementation of IDA Windows, Special Regimes and Set Asides
26. The innovation and expansion of IDA windows, special regimes and set asides under
IDA18 greatly expanded IDA’s toolkit to assist clients in meeting complex development
challenges. Key new instruments have been introduced, in particular, the Refugee Sub Window
and Private Sector Window – to help address increasing fragility issues and scale up private sector
engagement. In addition, existing windows – the Regional program, Scale-up Facility, and Crisis
Response Window – were expanded due to their high demand and wide-reaching impact. While
the operationalization of the new windows has required substantial upfront investments of time
and resources, overall use of windows has been solid to date. Demand for the new Refugee Sub
21 See IDA18: The Demand for IDA18 resources and the Strategy for their Effective Use, May 31, 2016. 22 Includes IDA financing on Regular, Blend, and Hard Term credits.
- 14 -
Window has been substantial. With few crises calling for support over FY18, the CRW is the only
window with commitment amounts lower than in the first year of IDA17.
27. The following section lays out key considerations on windows’ resource use and policies
to complete their successful implementation over the remainder of IDA18 (see Table 2 for
overview on IDA18 window allocations, and Annex 2 for further background on IDA18 windows
and their use).
Table 2. IDA18 Windows Indicative Allocations
(SDR and USD million, as of July 2018*)
28. IDA Regional Program: Total
commitments from the Regional Program
reached US$1.3 billion in the first five
quarters of IDA18, with most of the
assistance supporting the Africa Region (69
percent, or US$0.9 billion), followed by the
South Asia Region (27 percent, or US$0.4
billion). FCS/FCV support accounted for 27
percent of Regional Program commitments.
Feedback is sought on two potential
modifications for IDA19: (i) ways to
SDR billion USD billion
Concessional IDA 44.9 63.0
Core IDA 37.0 51.8
National PBA (PBA+RMR+Alloc TAR) 35.0 49.1
Unallocated TAR 1.9 2.7
o/w Syria set-aside 0.7 1.0
Non Core IDA 7.9 11.1
Regional Program 3.6 5.0
Refugee Sub-window 1.4 2.0
CRW 2.1 3.0
Arrears Clearance 0.8 1.1
Non-Concessional IDA 6.4 9.0
Scale-up Facility 4.4 6.2
Transitional Support 2.0 2.8
Private Sector Window 1.8 2.5
TOTAL 53.1 74.5
*Based on the Commitment Authority as of early June 2018. Concessional resources converted from
SDR to USD million using IDA18 replenishment exchange rate of 1.40207. Non-Concessional resources
converted from USD to SDR using the same replenishment exchange rate.
IDA18 support for the regional integration project
on Unique Identification (ID) in West Africa,
US$122 million – first regional MPA program
increasing the number of persons with government-
recognized proof of identity, mutually recognized
across ECOWAS states and helping facilitate service
access, to 100 million beneficiaries (27 percent of
ECOWAS population).
- 15 -
encourage more policy work to help advance regional integration; and (ii) the possible extension
of financing on credit terms to regional entities.23, 24
29. IDA Refugee Sub-Window (RSW): While
this new window had to be operationalized in the
past year, including development of this novel
approach for IDA assistance and extensive
consultations with the Board, the uptake has been
substantial – with demand mostly from the Africa
region – and approximately US$570 million
approved in the first five quarters of IDA18 for 11
projects. The current pipeline of more than 10
projects covers various sectors including
education, health, social protection, access to
jobs, water and sanitation. At this stage, demand indicates that the window could absorb up to an
additional 15 percent increase during IDA18, and in line with this, the national cap is proposed to
be raised from US400 million to US$500 million. Feedback is also sought on a proposal to reframe
the 100 percent grant exemption to provide 100 percent grants only to countries that experience a
sudden massive inflow of refugees, defined as receiving at least 250,000 new refugees or at least
1 percent of their population within the last twelve months. 25
30. IDA-IFC-MIGA Private Sector
Window (PSW): In its first year of operations,
the window has demonstrated significant
leveraging impact: Deploying just US$185
million of PSW resources enabled about US$800
million in additional private sector financing in
the most difficult environments (with one-third of
the financing going to FCS countries) and in the
most challenging markets (e.g., by helping
address key SME investment challenges).
Management seeks endorsement for a delegation of authority for a programmatic approach for
better impact and more efficiency.26
23 Preliminary findings of the forthcoming IEG’s evaluation Two to Tango: An Evaluation of World Bank Group Support to
Fostering Regional Integration (see Regional Program paper). 24 With the Regional program in place since IDA13, a separate stock take paper has been prepared for the MTR: See further
details in “IDA Regional Program Update”. 25 In these exceptional cases, the usual one-sixth requirement from national IDA would also be provided on grant terms. See
further details on IDA18 Refugee Sub-Window implementation in the MTR Special Theme paper on Fragility, Conflict, and
Violence. 26 See further details in the separate paper on the Private Sector Window (PSW) for the IDA18 Mid-Term Review.
IDA18 RSW support to help address the
refugee crisis in Bangladesh, US240 million –
first direct intervention to address critical needs
of Rohingya refugees and host communities less
than a year since the crisis broke out, supporting
the Government in developing a broader
response to the socio-economic dimensions of
the crisis.
IDA18 PSW support to SME-focused
microfinance banking in Cambodia, US$20
million – enabling Hattha Kaksekar Ltd in the
issuance of local currency bonds to support
local currency financing to SMEs in
underserved rural areas, including women-
owned SMEs.
- 16 -
31. IDA Crisis Response Window
(CRW): CRW commitments to date totaled
US$350 million. Demand has been modest so
far compared to earlier replenishments.
Management therefore expects capacity to
re-allocate between US$1-1.5 billion from
the CRW for the remainder of the
replenishment.27 Also, while the CRW is
assessed as performing well against its
objectives, a policy question for the future is
whether and how the CRW could contribute to the broader WBG pivot towards greater crisis
prevention and preparedness, while preserving its core function as a vehicle for crisis response. In
particular, Management is exploring using CRW resources to support earlier response to slower-
onset crises, such as food insecurity that is related to CRW-eligible events, like drought and food
price increases.28 Regarding the new IDA18 Cat DDOs, more time is needed to build the pipeline.
It is proposed not to develop a framework to utilize the Regional Program for multi-country Cat
DDOs at this time. This could be revisited in the future if conditions and opportunities evolve.
32. IDA Scale-Up Facility (SUF):29 In the first
five quarters of IDA18, SUF financed 11
operations, across three regions, nine countries
and one regional institution, with total
commitments amounting to US$2.3 billion –
with the Africa region fielding the strongest
demand. Resources have primarily supported
large-scale infrastructure programming aimed at
improving electrification, sanitation and access
to water. To the degree there are unutilized funds from another non-concessional IDA18 window,
Management expects the SUF to have potential scope for financing additional transformational
projects in IDA countries. Issues going forward include managing an appropriate balance between
Blends and IDA-only countries while monitoring Blends’ enhanced access to IBRD under the
IBRD Capital Package and ways to clarify the role of SUF across the spectrum of IDA clients; and
the possible extension of SUF eligibility to credit-worthy institutions which can promote regional
integration.30
33. IDA Transitional Support: In the first five quarters of IDA18, US$228 million of
Transitional Support was committed across all three recent graduates. Given the agreed IBRD
Capital package, Management is proposing to reduce total Transition Support by about one-third,
in the range of US$0.9-1.3 billion. In addition, upon review of IDA’s graduation policy and
27 If needed, commitment authority can be increased through the introduced balance sheet flexibility of the financial hybrid
model should a last minute CRW replenishment be required. 28 With the Crisis Response Window in place since IDA16, a separate stock take paper has been prepared for the MTR: See
further details in “IDA18 Mid-Term Review. Crisis Response Window: Review of Implementation” 29 At the IDA17 Mid-Term Review, IDA Deputies endorsed the creation of the US$3.9 billion SUF non-concessional financing
facility. 30 See further details in the separate paper on the Scale-Up Facility (SUF) for the IDA18 Mid-Term Review.
IDA18 CRW support to the Pacific Resilience
Program, US$20 million – including US10 million
for Tonga to help “build back better” after Tropical
Cyclone Gita, strengthening resilience for critical
infrastructure by supporting school recovery,
reconstruction, and retrofitting (often shelters in
disasters).
IDA18 SUF and Regional Program support to
the West African Development Bank for
Regional Off Grid Electrification, US$150
million (pending) – programmatic approach to
building foundations and markets for renewable
off-grid energy (solar), while promoting regional
Integration in West Africa (including the Sahel).
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transition process, Management proposes a three-prong approach to help Blend countries prepare
for IDA graduation: ensuring that every Country Partnership Framework (CPF) for Blend
countries includes measures to support the transition to IDA graduation; assisting them in
addressing risks of debt distress; and strengthening knowledge and tools available to country
teams. Management also proposes to retain the existing cap for large Blend countries, and to
continue to suspend the acceleration clause for the three IDA18 Graduates – Bolivia, Sri Lanka
and Vietnam. Further, Management is proposing to revise the 1985 exception on small islands.
Looking ahead, feedback is also sought on: (a) prospects for graduation of IDA countries; (b)
exploring access to IDA windows for IDA recent Graduates and Small States; and (c) shifting in
lending terms for those Small States with a sustained GNI per capita above a certain threshold.31
34. IDA Risk Mitigation Regime (RMR): The RMR was introduced in IDA18 to help
countries address the drivers of fragility and build institutional resilience. Work is focused in the
four eligible countries – Guinea, Nepal, Niger, and Tajikistan – with implementation progressing
well. Nepal has committed two-thirds of its RMR allocation to address drivers of fragility
identified in their Risk and Resilience Assessment (RRA), enabling the Bank to support at the
outset the fiscal underpinning of Nepal’s new federal state – helping to deliver on an inclusive
social contract called for by citizens and historically marginalized people and also bringing closure
to the 2006 Comprehensive Peace Agreement.32 For IDA18, no change to the RMR eligible
country list is being proposed.
35. IDA Turn-Around Regime (TAR): Under IDA18, TAR continues to provide exceptional
levels of financial assistance beyond regular IDA country allocations to help support momentous
transitions in currently three countries and help build stability and resilience. The Central African
Republic and Madagascar continued their eligibility that started in IDA17. Gambia will start
receiving TAR support in FY19. Finally, while US$1 billion had been notionally set-aside within
the TAR for Syria in IDA18, the situation in Syria has not since turned around, and the conditions
set for the use of those funds are unlikely to be met during IDA18. Management is therefore
seeking feedback on options to re-deploy all or part of this set-aside.33
36. IDA Arrears Clearance Set Aside: US$1.1 billion (SDR 0.8 billion) was set aside under
IDA18 to support three potentially eligible countries in their re-engagement. Somalia has been
coordinating with the IMF, meeting progress towards HIPC under a milestones-based approach.
The WBG prepared a 4-year Country Partnership Framework for Somalia that was discussed at
the Board this September. The package included an exceptional allocation of US$140 million pre-
arrears clearance grants (PACG) to accelerate momentum toward arrears clearance and HIPC
Decision Point. The first two projects under the PACG were approved in September (the Domestic
Revenue Mobilization and Public Financial Management Capacity Strengthening project for
US$20 million; and the Recurrent Cost and Reform Financing project (additional financing) for
US$60 million). Continuing dialogue and reform programs are underway for Sudan and
Zimbabwe. Consistent with prior practice, if resources in this set-aside are not tapped in IDA18, it
31 The overall approach to IDA Graduation and Transition financing has been reviewed in more detail, as agreed during the
IDA18 replenishment – see IDA18 MTR: Transitioning out of IDA financing: A review of graduation policy and transition
process. 32 See further details on IDA18 RMR implementation in the MTR Special Theme paper on Fragility, Conflict, and Violence. 33 See further details on IDA18 TAR implementation in the MTR Special Theme paper on Fragility, Conflict, and Violence.
- 18 -
is proposed that they be rolled over to IDA19. In addition, as is regular practice, an assessment
will be prepared on the adequacy of the arrears clearance set aside during IDA19.
37. The growing suite of IDA set asides, accounting for about one-third of IDA18, creates
important flexibility beyond IDA’s core national allocations to respond to key development
challenges across countries – it is therefore important to streamline internal processes to
manage them most effectively. Bank operational teams have reported that differing requirements
across the windows tax staff resources, increase the complexity of the IDA framework, which
complicates planning and programming with clients, and slow preparation. IDA Management has
responded by clarifying requirements and streamlining where possible, while preserving the
intentions and agreed policies to guide the prudent use and governance of IDA18 windows (see
update on the simplification of IDA Windows in section E. on Enhancing Operational Support).
38. To ensure that valuable IDA resources are not left unutilized but used for maximum
impact and targeted where needed most at this time, re-deployments from some IDA
windows and set-asides may be warranted. For instance, requirements for utilizing the set asides
for IDA arrears clearance or Syria’s potential IDA re-engagement may not be met before the end
of IDA18. Crisis needs to date have not called on the full FY18 CRW allocation, and IDA18
Transition Support is proposed to be reduced, given the recently agreed IBRD Capital package. At
the same time, demand for other windows has been strong and may begin to exceed their
allocations. In addition, unique country circumstances may call for specific dedicated
reallocations. For instance, core IDA funding for Yemen – which has been critical and had
impressive impact – is now exhausted at a time when the war in Yemen continues to escalate into
one of the world’s worst humanitarian crises, with eight million people on the brink of famine. In
this context Management seeks endorsement of a special IDA18 allocation of US$400 million for
the country, driven by the cost of maintaining the social safety net program for the next two years.
Redeploying resources across IDA windows and country allocations, to some degree, would assure
that IDA funds are optimally redeployed and support clients where needed the most.
See Section III on Issues for Consideration for specifics on the proposal to enhance flexibility for
managing IDA resource allocations and other updates to the IDA18 framework.
B. MEETING POLICY COMMITMENTS: PERFORMANCE ACROSS IDA18 SPECIAL THEMES
39. The Special Themes of IDA18 have broadened the institution’s development
ambitions and focus. Introducing two new Special Themes – Jobs and Economic Transformation,
as well as Governance and Institutions – IDA18 set out to tackle key, cross-cutting development
impediments in conjunction with IDA’s long-standing areas of focus. In addition, existing agendas
on Fragility, Conflict and Violence, Gender, and Climate Change were broadened – for example,
with more ambitious policy commitments across these Special Themes, mainstreaming of fragility,
gender and climate considerations across IDA planning and operations, and the goal to double
IDA’s FCV support. Implementation is helping address key development challenges on the road
to 2030, with particular attention to linkages and synergies across themes and scaling up
engagements where most needed. Five dedicated reports on individual Special Theme
implementation have been prepared for the MTR and provide a detailed picture on implementation
progress, key challenges and actions taken. In addition, important issues are raised in these papers
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for discussion to ensure strong delivery of IDA18 by 2020 and to inform important considerations
for upcoming IDA19 discussions.34
40. The comprehensive suite of IDA18 Policy Commitments spans and connects key
development challenges – with much progress to date. IDA18 themes support central objectives
of the 2030 agenda, e.g., to advance energy for all objectives, help address gender-based violence,
focus on mitigating core elements of fragility and refugee crises, encourage better pandemic
preparedness, and mobilize private sector-led growth. Moreover, IDA’s holistic approach to
development also enables work which tackles issues across the themes, for instance: promoting
job creation in fragile environments, and addressing displacement of people which can be
exacerbated by both climate change and fragility. At the same time, managing across this breadth
of work program areas is complex and stretches operational focus and capacity. The first half of
IDA18 implementation has seen robust progress across the 46 policy commitments of the
replenishment. As of September 30, 2018, more than three-quarters of policy commitments are
solidly on track for delivery, with some already delivered (see Annex 3 for full IDA18 Policy
Commitments targets and status). Key highlights include:
• FCV: To provide better fragility support, all CPFs in FCV countries have been informed
by Risk and Resilience Assessments (RRAs). There is also good progress on operations
providing vital services for refugees and host communities – with important demand for
Refugee Sub-Window financing. The flagship report Pathways for Peace has been
finalized and launched to deepen knowledge on the mitigation and prevention of FCV risks.
• Climate: All country planning products (SCDs and CPFs) as well as all operations have
reached mainstreaming targets, with 100 percent compliance for incorporating/being
screened for climate and disaster risk considerations. Also, the goal to help countries
translate their (I)NDCs into policies and investment plans is close to being met already
with nine countries supported (out of 10 targeted for the full IDA18 period). GHG
accounting and carbon pricing commitments have been met with 100% compliance as well.
Supporting the addition of five GW in renewable energy generation has already been met
with approved delivery of 6.0 GW to date through direct and indirect financing35 – in line
with MFD objectives to leverage the private sector while optimizing the use of scarce
public resources and concentrating Bank funds on facilitating the penetration of renewable
energy generation. Further addition is expected over the remaining IDA18 period
depending on country capacity and project gestation, with close attention paid to
encouraging additional private sector investments.
34 See separate MTR papers on each Special Theme for details on their IDA18 implementation. 35 Includes 0.8 GW through direct financing and 5.2 GW through indirect financing (of renewable energy generation facilities,
renewable energy integration, and technical assistance for renewable energy generation in IDA countries) – see Annex 1 and
IDA18 MTR paper on Climate Change Special Theme for further details.
- 20 -
• Gender: 100% of operations financed in primary
and secondary education (totaling close to
US$2.3 billion) address gender-based
disparities. Similarly, 100% of operations
financed in maternal and reproductive health
(totaling US$1.5 billion) support improvement
in availability and affordability of services.
Skills development operations have even
surpassed their target, with 92% (instead of
75%) considering how to support women’s
participation, improve the productivity of their
economic activity, and reduce occupational
segregation. Likewise, more ICT operations
than targeted – 3 out of 4 (instead of half) – support better access to the Internet and IT
services for women.
• Jobs and Economic Transformation: The policy commitment to catalogue learnings from
Jobs Diagnostics has already been met with the report Pathways to Better Jobs in IDA
Countries finalized and publicly available. Operational guidelines for integrated youth
employment programs have also been prepared for task teams and begun to inform a new
generation of integrated programs such as in Nepal and Ghana. Other examples of good
progress include global value chain analyses (with seven out of ten ongoing or done),
impact analysis done as a standard part of undertaking SME and entrepreneurship
programs, and assessment of jobs impacts of prospective infrastructure investments (with
five macro model pilots for job measurement carried out).
• Governance: Several commitments to provide
country support have already been delivered
and exceeded, or are likely to exceed, targets in
key areas: for example, on increasing Tax/GDP
ratios (with support to close to two-thirds,
instead of one-third, of countries), Public
Expenditure and Financial Accountability
(PEFA) assessments (with the targeted ten
countries already delivered and several more
ingoing), or helping identify and address
institutional bottlenecks to service delivery in
health, water, and/or education sectors (with
eight out of ten countries already supported and
eight more ongoing). Assisting with
implementation of user feedback or enhanced grievance redress mechanisms (GRMs) for
service delivery to ensure participation by women in these processes – a commitment with
cross-supporting gender goals – has already been exceeded with 26 projects in 21 countries
(instead of 10 targeted). Delivery of another commitment with linkage to FCV Special
Theme goals – strengthening governance and institutional analysis in half of Risk &
Resilience Assessments and three-quarters of Recovery & Peacebuilding Assessments –
has also exceeded targets with 78 percent and 100 percent delivery respectively. The new
IDA18 support to the Priority Skills for
Growth Program for Results in Rwanda,
US$120 million - addressing gender gaps
in skills development for growth through
technical and vocational education and
training, and tracking the number of
female graduate from these programs –
which include training in key sectors such
as transport and logistics, energy, and
manufacturing.
IDA18 support for the Growth and
Competitiveness DPO in Ethiopia,
US$1.2 billion (pending) – helping
facilitate major restructuring of the state
around (i) maximizing finance for
development; (ii) boosting
competitiveness through a better
environment for the private sector; and (iii)
enhancing public transparency and
accountability to promote good
governance.
- 21 -
Methodology for Assessing Procurement Systems 2 (MAPS2) assessment tool has been
finalized and is seeing strong demand (way beyond the goal of five countries).
41. Management is focused on advancing important policy commitments to do even more.
Across Special Themes, Management is carefully monitoring specific policy commitments: paying
close attention – and putting action plans in place where needed – to accelerate progress on
commitments that are important priorities, prove more challenging to meet, or have made good
progress but need close monitoring to ensure their delivery pace stays on track. While details are
provided in the individual Special Theme papers, key highlights as of September 30, 2018 include:
• FCV: Priority attention is placed on accelerating progress for FCV staffing (both numbers
and locations), while attention remains on the methodology and monitoring of the Facetime
Index. Addressing Gender-Based Violence (GBV) also remains a key concern – with
particular focus on increasing the number of operations in fragile contexts which prevent
or respond to GBV, including through access to essential services and livelihood
supporting activities for women.
• Climate Change: Implementation of
climate-smart agriculture investment
plans (CSIPs) and forest policy notes
(FPNs) is on track, with task teams
focused on pipelines to ensure strong
delivery. While targets for renewable
energy generation have already been
met and are expected to be significantly
surpassed, the balance between Bank
and private sector funded support is
being closely monitored as part of MFD
efforts, together with the pace of
assumed delivery.
• Gender: Specific attention is paid on
building up the pipeline for gender
considerations in urban passenger transport projects (one project has been approved: Urban
Transport Greater Abidjan Port-City and its project design meets the expectation of
addressing the different mobility and
personal security needs of women) and for
launching pilot data collections in at least
six IDA countries to gather household
information on employment and assets
(data collection has been completed on
Malawi and work is underway for Ethiopia
and Tanzania).
• Jobs and Economic Transformation:
Close attention is being paid on how
analyses and diagnostics (e.g., on
migration lens) inform IDA operations and
IDA18 support to the regional WACA Resilience
Investment Project in West Africa, US$190
million – fostering climate-smart design and
resilience-focused investments in Benin, Côte
d’Ivoire, Mauritania, São Tomé and Príncipe,
Senegal, and Togo: promotes harmonized coastal
zone management at a regional level,
interventions at policy and institutional levels,
physical and social investments at local level, and
establishment of integrated support systems and
early warning – with 100% climate change
adaptation co-benefits.
IDA18 support to the Agribusiness and Trade
project in Zambia, US$50 million - supporting
job creation through agricultural
transformation and leveraging analysis of
value chain opportunities: training and support
to SMEs to help link them to larger markets;
regulatory reform and financing investments to
access regional and global markets – with over
30,000 direct beneficiaries, of which at least
one-third women, expected.
- 22 -
create impact in the IDA portfolio. Accelerating project origination and delivery of the
PSW is also a key focus—an important endeavor to bring WBG entities together for MFD.
• Governance and Institutions: Sustained attention is placed to make more progress on areas
of high demand and global priority, including strengthening Domestic Resource
Mobilization (DRM), firming up pipelines related to preparation of pandemic preparedness
and response plans (especially given their long lead times), and accelerating Illicit
Financial Flows (IFFS) assessments and their prevention impact. Lessons learned on
enhancing SOE performance will also be important, as well as enhancing the impact of
value-for-money items of the IDA18 portfolio (e.g., MAPS2 and PEFA).
42. IDA is working with clients and partners across sectors and themes to reinforce
IDA18’s impact for enhanced growth, resilience and opportunity. Strengthening presence on
the ground in fragile states remains a key priority – as is attention to capacity support, for example,
in small states. IDA is fostering strategic linkages, synergies and joint initiatives across themes
and global practices – e.g., across the infrastructure, gender, economic empowerment, and fragility
agenda and mainstreaming gender, climate, jobs, fragility, and governance perspectives across
country planning and project design. IDA is also collaborating with partners at the humanitarian-
development nexus to work strategically together, leverage respective expertise and operations,
and scale up joint impact (see also Section F). To broaden our impact, MFD and private sector
mobilization are integrated more comprehensively into IDA engagements, especially in the most
difficult contexts.
Special Theme synergies – Providing cross-cutting solutions: infrastructure development to spur job
creation, private sector development, market access and connectivity, economic growth, regional
integration, and gender equality: Through IDA, the World Bank has helped build the transport
infrastructure and systems necessary to connect people with jobs, goods and services. During FY18,
5,931 km of roads were built in IDA projects, linking rural areas in Bangladesh, Nepal, the Democratic
Republic of Congo, Guinea and many other countries with markets and urban areas. In cities such as
Abidjan, the World Bank is helping to improve urban mobility, transport management, and logistics in a
way that identifies and addresses the differing transportation needs of women and men. Continuing a
growing focus on development corridors, a newly approved project will expand the economic activity
between Pakistan and Afghanistan, improving regional connectivity and promoting private sector
development along the Khyber Pass corridor.
43. Beyond meeting numerical targets, operational teams are focused on the most
effective ways to scale up and pilot novel approaches that increase the quality of IDA
programs. Recognizing the challenges of a significantly larger portfolio, more programmatic and
risk-based approaches are pursued, with agile initiatives and simplification efforts focused on
freeing up implementation space for task teams (see Section E). Collective responsibility and
synergies across the WBG are fostered through new windows like the PSW. To address growing
concerns, IDA is also stepping up the policy dialogue with borrowers on debt sustainability
challenges, including debt management, enhanced reporting transparency, and sustainable
implementation of IDA operations. Additionally, teams are paying close attention to solidifying
operations in the pipeline, to continue the strong delivery seen over the first half of IDA18.
- 23 -
44. In view of persistent development challenges, continued success in implementing
IDA18 requires sustained commitment and attention to implementation, operational
effectiveness, and long-term impact. Overall experience with managing five themes and 46
policy commitments to date has raised implementation and organizational challenges and pointed
toward the need for sustained focus, synergies and consolidation. Recognizing the exceptional size
of the IDA18 agenda and framework, IDA Management and teams are addressing implementation
challenges and key capacity constraints.
Client demand confirms that IDA’s
priorities and themes remain critical for
advancing the SDGs. The new focus on
Jobs and Economic Transformation is
helping address critical, cross-cutting
impediments to equitable and scaled up
growth prospects. Governance, a long-
standing, well embedded practice across
Bank programs, has highlighted the
importance of effective and efficient
institutions. Solid headway is being made, thanks to the exceptional financing scale, ambitious
commitments, and IDA18’s innovative tools.
C. ACHIEVING RESULTS: IDA RMS AND IMPACT OVER TIME
45. IDA remains one of the global leaders in defining, measuring, delivering and
communicating the results of its development program. Measuring and tracking the changes
that IDA makes in client countries have been a critical part of the World Bank’s focus on results.
During IDA18, results continue to be at the core of IDA, typically captured both qualitatively and
quantitatively. Quantitative results are typically tracked with the IDA Results Measurement
System (RMS); at a qualitative level, results are captured in a narrative form through results stories
and briefs to complement quantitative data and shows the human side of the IDA results.
46. Since it was introduced in IDA13, the IDA Results Measurement System (RMS) has
proven to be a robust accountability and strategic management tool to focus on results in
IDA countries. The IDA RMS is a central part of the WBG’s framework for tracking progress of
IDA countries at an aggregate level and integral to the World Bank’s efforts to improve focus on
results. Since 2002, the IDA RMS has played an important role in driving change and focusing
attention on strategic subjects in results management.
47. The RMS was further refined in IDA18 to continue improving IDA’s focus on results
monitoring and measurement at the country, program and project levels. The IDA RMS has
evolved over the years to better capture results in the key focus areas set for each IDA
replenishment cycle and continues to be an innovative and flexible tool, useful in the oversight
and strategic direction of IDA lending. The current version of the RMS is the result of the sustained
effort over the years of introducing and improving indicators that are strategically relevant for our
clients, fine tuning of methodologies for data collection and aggregation, and the need to reflect
the Bank’s corporate priorities and global emerging issues (see Box 2 on key enhancements
introduced in the IDA18 RMS).
IDA18 support to MPA for Improving Nutrition
Outcomes in Madagascar, US$90 million – to help
foster human capital, the program’s first 5-year phase
aims to increase utilization of evidence-based
reproductive, maternal and child health and nutrition
interventions, improve key nutrition behaviors known to
reduce stunting, and provide immediate and effective
response to crisis or emergency.
- 24 -
Box 2. IDA18 RMS Enhancements
• Alignment with the World Bank’s Corporate Strategy and the 2030 Sustainable Development Agenda:
The IDA18 RMS was developed in alignment with the Bank’s corporate strategy and reflecting the spirit
of the Sustainable Development Goals, while maintaining the RMS’s ability to serve specific needs in
monitoring IDA’s performance.
• Harmonization with World Bank Scorecards: The IDA18 RMS is harmonized with World Bank
Scorecards to the extent possible. Both tools now have the same three-tier structure with common
indicators organized under the same categories and using a three-year reporting cycle.
• Enhancement the quality of data and validity of reported results: The IDA18 RMS adopted a set of
Corporate Results Indicators to better track results directly supporting IDA and a new approach for
aggregating and reporting results using the cumulative totals of outputs achieved during a specific time
period. The IDA18 RMS also disaggregates data for FCV and female beneficiaries when feasible and
applicable.
• Addressing key emerging issues that are relevant to the IDA18 Special Themes: The strategic objectives
of the five IDA18 Special Themes are fully reflected in the RMS with specific indicators tracking their
implementation progress during the IDA18 cycle.
48. IDA support helps countries realize key development results. The following provides
important highlights from the FY18 RMS on IDA sector interventions, organizational and
operational effectiveness, development outcome ratings, portfolio performance and financial
sustainability, as well as progress on advancing IDA18 Special Themes. For a complete list of
results please refer to Annex 4 – IDA18 Results Measurement System.
Key results achieved in FY18 on IDA-supported Operations (Tier 2)
49. Following are highlights of key results achieved by IDA-supported projects during
FY18 in key sectors including HNP, agriculture, infrastructure, education and provision of
energy. While these results are being reported in the IDA18 RMS for the first year of the IDA18
cycle, they are mostly attributed to achievements of operations formerly approved and currently
under implementation.
50. During FY18, IDA-funded operations provided essential health, nutrition and
population services to almost 37 million people. This included 18 million children immunized,
mainly attributed to the implementation of large health projects in Pakistan, the Democratic
Republic of Congo and Niger. There were also 4.8 million deliveries attended by skilled health
personnel with key contributions from key projects including Tanzania’s Strengthening Primary
Health Care for Results Project and Kenya’s Transforming Health Systems for Universal Care
Project aimed at improving the quality of primary health care services nationwide with focus on
maternal, neonatal and child health services. Finally, almost 14 million women and children
received basic nutrition services during FY18 with important contributions from projects in
Afghanistan and Benin targeting the increase in coverage and utilization community-based child
growth and nutrition interventions, as well as other important health services in Afghanistan
including essential primary care and basic hospital services to the population.
51. Important IDA-supported results have been achieved in education, social protection
and financial inclusion in the first year of IDA18. More than half a million teachers were trained
- 25 -
by IDA investment operations focusing – together with efforts on more integrated, whole-team
teacher development approaches – on improving teacher skills, providing instructional materials,
and strengthening accountability of schooling systems, among other areas. In social protection,
there were more than 12 million new beneficiaries of operational approaches designing and
financing programs that deliver social safety nets through cash transfers and more; more than six
million of such beneficiaries were women. Finally, more than 270 thousand beneficiaries including
people, microenterprises and SMEs were reached with financial services in operations funded by
IDA during FY18.
52. IDA-financed operations contributed to meet the basic needs of a large number of
people by providing access to water, sanitation and improving urban living conditions.
During FY18, 13.2 million people gained access to improved water sources and 8.5 million people
to improved sanitation facilities. Also through the direct interventions of operations financed by
IDA, about 3.4 million people living in urban areas obtained access to improved services. These
results were mostly attributed to the Water Supply Sanitation and Hygiene Project in Ethiopia and
the Nigeria’s National Urban Water Sector Reform Project.
53. IDA’s support in the energy sector remains focused on helping client countries
achieve universal energy access and accelerate efforts to expand energy efficiency and
renewable energy. During FY18, about 9 million people received new or improved electricity
service through IDA-supported operations, mainly attributed to the Kenya Electricity Expansion
Project, the Senegal Electricity Sector Support Project, and Myanmar’s National Electrification
Project – with these three projects contributing to direct provision of electricity for approximately
4.5 million people. In line with the IDA18 policy commitment to support the addition of five GW
in renewable energy generation in IDA countries, operations supporting the addition of 6.0 GW of
renewable energy generation in IDA countries have been approved by the Board of Executive
Directors as of September 30, 2018.
54. IDA continued its efforts in agriculture, crucial to economic growth, reducing
poverty, helping raise incomes and improving food security for IDA countries. In the
agriculture sector, IDA-financed agriculture projects assisted almost two million farmers to adopt
improved practices of technologies in agriculture such as seed preparation, planting time, feeding
schedule, feeding ingredients, postharvest storage/ processing, etc.
IDA organizational and operational effectiveness (Tier 3)
Development Outcomes Ratings
55. IEG ratings of development outcomes for completed IDA country strategies,
programs, and IDA operations showed mixed results.36 The share of country programs rated
36 IEG’s recent Results and Performance Review (RAP-2017) highlights improvements in IDA performance. Going forward,
IDA teams can build on what has worked well to improve the outcome ratings of IDA portfolios in recent years. Furthermore,
the breakdown of performance data by Global Practice provided in the RAP 2017 can help encourage cross-GP learning and
transfer of good practice from well-performing GPs.
- 26 -
satisfactory (FY15-FY18 four-year rolling average) decreased to 4837 percent compared to 57
percent as previously reported in the IDA17 RMS (FY14-FY17 four-year rolling average). This
decrease is mostly due to the exit of FY14 data which included a larger sample38 with a higher rate
of satisfactory completion of CPFs (thus higher weight in the average) in the moving average.39
The Bank is further enhancing our work program to improve CPF design and implementation,
such as updates to the Country Engagement Guidance and Procedure and training programs,
including the CPF Academy and a CLR clinic. On the other hand, the percentage of satisfactory
development outcome of IDA operations remained high. Most recent data for projects exiting
during fiscal years FY15-17 for which at least 60 percent of the projects for each fiscal year and
evaluated by IEG stood at 85.4 percent, above the IDA18 performance standard of 80 percent.
This represents a slight improvement since the last update which stood at 83.2 covering the FY14-
16 period.
56. Feedback from clients in IDA countries remained positive during FY18. Fiscal year
2018 data from the World Bank Group’s Country Opinion Survey Program40 (FY18) tracking
client feedback on the effectiveness of WBG engagements indicate an overall positive perception
of clients interacting with the Bank. Average rating (in a scale of 1 to 10) for overall WBG
effectiveness and impact on results stood at 6.90 (6.59 in FCS) in FY18. The average rating on
contribution of the WBG knowledge was positive with a rating of 7.30 (7.28 in FCS). The average
rating on client feedback regarding WBG’s responsiveness and staff accessibility reached 6.52
(6.29 in FCS) at the end of FY18. Finally, clients’ perception on WBG collaboration with other
donors had an average rating of 7.05 in FY18, compared to 7.4 reported in FY17.
57. Integration of beneficiary feedback mechanisms into the design of IDA projects has
become nearly universal. When first introduced in FY15, the Strategic Framework for
Mainstreaming Citizen Engagement aimed at mainstreaming citizen engagement in operations for
improving development results and building effective national mechanisms for citizen engagement
with governments and the private sector. Since then, the framework has been systematically
implemented across all Global Practices and Regions into WBG operations focusing on integrating
beneficiary feedback (where beneficiaries can be clearly identified) into the design of all
investment projects. As a result, IDA projects that include a beneficiary feedback indicator in the
results framework reached 94 percent at the end of FY18 compared to 92 percent at the end FY17
and only 38 percent reported at the beginning of the IDA17 cycle (FY15).
Portfolio Performance and financial sustainability
58. Bank performance in IDA-financed operations remained strong. The percentage of
closed IDA projects (as a share of IDA commitments), reviewed by IEG, that were rated
Moderately Satisfactory, Satisfactory, or Highly Satisfactory on overall Bank’s performance
reached 84.2 percent41, exceeding the performance standard of 80 percent. Performance during
37 Calculated on a four-year rolling basis for years FY15-18 for a total 33 IDA strategies reviewed by IEG. 38 FY14 data included 15 CPSs rated moderately satisfactory or better, compared to only 6 in FY18. 39 Although the average saw a reduction, FY18 experienced a higher rate than in FY17 representing an upward trend 40 The Country Opinion Survey (COS) uses a representative but different sample of countries surveyed every year. 41 Based on projects exiting IEG’s review during FY15-17.
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supervision stood at 81.7 percent, while performance at entry remained below the threshold with
66.8 percent. As noted by IEG, key commonly identified project-level success factors included
supervision quality and the ratings record of projects managed by the task team leader, as well as
incorporation of lessons learned and analytical work, the quality of the project’s results chain and
project design.
59. Quality of monitoring and evaluation in IDA-financed operations has shown
progress, but there is great scope for further improvement. While IEG ratings of the quality
of M&E in IDA-financed operations increased to 44.4 percent, from the 39.3 percent previously
reported in the IDA17 RMS (October 2017), they remain below the IDA18 performance standard
of 80 percent. These ratings assess operations after they have already closed and therefore have a
significant lag. Currently the rating of M&E quality used in corporate reporting comes from the
IEG assessment of closed operations at the ICR stage. Recent changes to the Project Appraisal
Document (PAD) and Implementation Completion and Results Reports (ICRs) in the last two
fiscal years aim to strengthen further results management, and combined with greater emphasis
and accountability during implementation, are expected to improve the quality of M&E. For
instance, innovative approaches, like the Anti-Corruption and Results Monitoring Action Plan
endorsed for Afghanistan (June 2018), are helping improve results and monitoring of programs.
60. Preparation time for IDA operations was slightly shortened. The average preparation
time from concept note to first disbursement for IDA IPF projects stood at 22.8 months (21.2 for
FCS) for FY18 – about six weeks less than last fiscal year. Time taken from project concept note
to Board Approval, the initial milestone the World Bank has more control over, remained
unchanged with an average of 13.8 months compared to FY17. This has improved slightly in FCSs,
with a reduction of about a month compared to FY17 data.
61. IDA operations continue to draw lessons for their design from impact and other
evaluations. IDA operations have continued to incorporate evaluative approaches into project
design, drawing lessons from other operations and deploying knowledge from within and outside
the Bank. As reported in the IDA18 RMS, the share of IDA operations approved during FY18 that
document lessons learned —from Impact Evaluations, IEG reviews of ICR Reports, or such other
analytical and evaluative documents e.g., Public Expenditure Reviews (PERs), Country Financial
Accountability Assessments (CFAA) —and reflect them in their project design reached 75 percent.
62. Key measures tracking IDA financial sustainability remained stable for FY18. The
IDA administrative expense as a share of operational revenues (IDA Budget Anchor) was around
102 percent in FY18, slightly higher than the RMS performance standard of equal to or below 100
percent - an indication of IDA’s expansion during the first year of the IDA18 cycle with increased
revenue from IDA scale-up expected to materialize with a lag; the Budget Anchor for IDA is
expected to fall below 100 percent from FY19 onward.
63. The IDA portfolio supervision costs are projected to slightly increase. The total
administrative Bank Budget per $ billion portfolio under supervision (i.e., Bank Budget to
Portfolio Volume Ratio) reached US$12.1 million in FY18, compared to US$12 million reported
in FY17. This reflects the stable, long-term portfolio dynamics (timing of exits versus entries to
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the stock of projects under supervision, and efforts underway to contain portfolio growth and make
it more programmatic).
64. IDA’s Proactivity Index, a key measure of the actions taken to resolve critical
portfolio problems, increased in FY18. The index reached 79.9 percent in FY18 compared to
73.9 percent reported back in FY17. For FCS, the index stood at 89.7 percent surpassing the IDA18
performance standard of 80 percent.
Advancing Special Themes
65. Notable results were achieved in FCS through IDA-supported operations in FY18.
People receiving essential health, nutrition and population services reached almost 18 million.
Almost 8 million new beneficiaries were served by social safety net programs (primarily in
Yemen), more than three million people provided with access to improved water sources and
sanitation services, and more than a million of people with access to new or improved electricity
service. About 600 thousand people were beneficiaries of job-focused interventions of IDA
through labor market programs, agricultural assets and services provided to farmers, financial
services, and education.
66. Climate change considerations continued to be systematically integrated in IDA and
through IDA’s knowledge work operations. In line with the IDA18 policy commitments, all
IDA country programs and operations are screened for climate risk and include appropriate
measures to address any such risks. In FY18 alone, there were 134 IDA-supported operations (of
which 34 in FCS) with climate change co-benefits (equivalent to about $6.8 billion); there were
also 85 Advisory Services and Analytics (ASA) products conducted in IDA countries including
climate change considerations. Of these, 28 are focused on adaptation, 10 focused on mitigation,
and 47 included both adaptation and mitigation. Nineteen percent of all completed ASA tasks in
IDA-eligible countries during FY18 addressed climate change issues.
67. IDA investment projects also contributed to reducing greenhouse gas (GHG)
emissions. Green House Gas accounting has been applied to IDA investment lending operations
in key sectors42 approved during FY18. As a result, 48 projects are helping to reduce annual net
emissions of about -5.243 million tCO2eq/year (-0.89 million tCO2/year in FCS).
68. More IDA countries are introducing legal changes supporting gender equality. As part
of the measures tracking the implementation of gender considerations, the IDA18 RMS introduced
a key indicator measuring the number of legal gender changes that increase gender parity over a
42 This includes IDA investment lending in Sustainable Development Global Practices (Energy & Extractives, Transport & ICT,
Environment & Natural Resources, Social, Urban, Rural and Resilience, Water, and Agriculture) where agreed GHG
accounting methodologies exist. 43 The Net Greenhouse Gas (GHG) Emissions indicator is based on an ex-ante estimation performed during project preparation
using World Bank approved GHG accounting methodologies. The indicator value is negative if the project is reducing
emissions, and positive if the project is increasing emissions. Net GHG emissions at the portfolio level are calculated as sum
of project net emissions.
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two-year period. According to the 2018 edition of Women Business and the Law44, a total of 42
legal changes (15 in FCS) were reported in 27 IDA countries during the last two years. Most legal
changes that supported gender equality over the past two years occurred (in descending order) in
the areas of facilitating access to credit (12) and securing a job (9) followed by the areas of
protecting women from violence (7) and going to court (7). Countries that have implemented most
legal changes are in Sub-Saharan Africa and include Congo, Dem. Rep. (3), Kenya (3), Tanzania
(3), and Zambia (4).
69. IDA is addressing the gaps between men and women through a more systematic
approach, in line with the implementation of the Bank’s gender strategy. The share of IDA
operations demonstrating a results chain by linking gender gaps identified in analysis to specific
actions tracked in the results framework increased slightly to 56 percent. For projects in FCS the
percentage stood at 66 percent, surpassing the IDA18 RMS target of 55 percent. Separately, the
number of operations that identified Gender-Based Violence (GBV) as an issue in the design phase
and have responded with mitigating actions throughout the operation. Out of 204 operations in
FY18, 25 projects (about 12 percent) provide specific actions to address GBV. Most of such
operations were implemented in the education and HNP sectors in the Africa region.
70. The ambition of the JET theme is being
reflected in IDA’s more deliberate approach and
investments that aim to have a transformative
impact on the ground. The JET theme has
introduced a more purposeful approach for IDA
investments to target the areas for job creation and
economic transformation. The special theme is more
embedded in the country strategies and in IDA’s
intervention at the regional level. Increasingly, the
WBG joint interventions through the MFD framework including the PSW45 are supporting efforts
to address challenges from both public and private sector sides. Quality analytical work and
continued dialogue with partners are informing IDA support.
71. In FY18 alone there were about 9 million beneficiaries reached by interventions
contributing to the jobs agenda in operations funded by IDA. Of these, half a million were in
FCS and 2.5 million were female beneficiaries. This is mostly driven by figures reported from
agriculture, education, and social protection projects. These jobs-focused interventions directly
contributed to the IDA jobs agenda by either creating more, better, and/or inclusive jobs.
72. The RMS placeholder in Tier III for tracking economic transformation in IDA
countries has been defined and methodology for its calculation formally developed. The new
44 The indicator covers legal changes taking place across seven indicators as measured by the Women, Business and the Law
dataset: accessing institutions; using property; getting a job; providing incentives to work; going to court; building credit; and
protecting women from violence. 45 IFC’s Anticipated Impact Measurement and Monitoring (AIMM) assessment system estimates the development impact of IFC
projects, including those supported by the PSW.
IDA18 PSW support to the Rikweda Fruit
Processing Company in Afghanistan,
US$3.1 million – increasing exports of
locally-produced raisins by supporting
processing plant and integrating local
farmers into structured a supply chain.
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indicator has been defined as the “share of IDA Country Partnership Frameworks (CPFs) which
reflect at least one of the following four principles underpinning economic transformation: (i)
sectoral productivity; (ii) value chain expansion; (iii) increased productive capital stock or
investment in energy, transport, manufacturing or services; and (iv) export sector output/value
added or trade facilitation.” Based on the assessment, six46 out of the eight of the CPFs analyzed
(75%) were in the Africa region and have at least one objective addressing challenges related to
Economic Transformation. The most common dimensions were Sectoral productivity and Export
sector output/value added, and trade facilitation.
73. IDA countries performed well on key measures of governance and institution
building. Twelve out of 15 countries with the Bank providing support on tax issues showed an
increase in the number of registered taxpayers. The indicator, a key measure of domestic resource
mobilization, reflects the countries that have increased their number of registered taxpayers to
strengthen the base for revenue collection compared to their 2014/2015 level. On a separate
measure, 18 IDA countries operationalized reform commitments towards the Open Government
Partnership (OGP) agenda to strengthen transparent, accountable, participatory, and inclusive
governments. The OGP is a multilateral initiative that aims to secure concrete commitments from
governments to promote transparency, empower citizens, fight corruption, and harness new
technologies to strengthen governance.
D. ENHANCING OPERATIONAL SUPPORT: EFFECTIVE IMPLEMENTATION CAPACITY
74. Implementing the significantly scaled-up IDA18 effectively requires strengthened
capacity and resources for operational teams and clients – particularly to support project
preparation and supervision, presence in FCV countries, and simplification for processing access
to windows. Operational design and implementation support has been an important issue that
Management is paying particular attention to with a focus on key tools and priority areas such as
enhancing FCV support.
75. Expansion and enhancements to the Project Preparation Facility (PPF) supports
clients that lack resources to adequately prepare operations. In January 2017, the Board
approved the following two important changes to the PPF (i) an increase in the commitment
authority delegated by the Board to World Bank Management from US$290 million to US$750
million, marking the first increase in 20 years; and (ii) the introduction of new flexibilities in
accessing the PPF through a “programmatic” approach that allows a single Project Advance (PA)
to support multiple operations under preparation and/or to strengthen core government functions
critical to the implementation quality of the country portfolio. The PPF continues to provide critical
resources to government counterparts to prepare operations in the pipeline, whether it is to
undertake key technical design studies, develop safeguards instruments, undertake stakeholder
consultations, upgrade fiduciary capacity, develop procurement documents, put in place an M&E
system, prepare an operational manual or set up a Project Implementation Unit (PIU). The Bank
team has prepared a new Procedure, Guidance, templates, dashboard, and is offering BBLs and
operational clinics to raise awareness and better equip task teams in accessing the PPF. (Box 3
below outlines key trends in PPF usage and support to clients).
46 Tanzania, Niger, Guinea, Benin, Mauritania and Burkina Faso.
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Box 3. Expanded Use of Project Preparation Facility (PPF) Helps Strengthen
Implementation Capacity in IDA Countries, Particularly in Africa
Current PPF usage has increased nearly 50 percent from the pre-2017 Board approved changes. Two of the
six regions (Africa and East Asia) have had exceptional demand for the PPF that has necessitated an increase in
their regional allocations from the reserve. The Africa region now accounts for roughly half of the PPF allocation.
The South Asia region has also been steadily using their regional allocation and is likely to need an increase in the
future. The vast majority of the nearly 130 currently active Programmatic Approaches (PAs) are used for IDA credit
or IDA grant terms – helping to prepare downstream operations in the areas of Agriculture; Education; Energy;
Environment; Finance, Competitiveness and Innovation; Governance; Health, Nutrition and Population; Poverty,
Social Protection and Labor; Social, Urban, Rural and Resilience; Transport, and Water.
For IDA countries, there are three PAs under implementation - Micronesia, Kiribati, and Tonga - to help
prepare the IDA18 pipeline and specifically support small states. In Micronesia, for instance, a US$5.5 million
PA aligns with the entire IDA18 country portfolio. The CMU felt that this wholesale approach would allow for
administrative efficiencies over processing PAs for individual operations while also allowing any technical
complementarities to be leveraged among preparation activities for different projects. It is likely that the uptake in
programmatic PAs will increase particularly in small states.
76. The new Multiphase Programmatic Approach (MPA) adds important operational
flexibility to allow IDA to support Bank clients in structuring a long, large, and/or complex
engagement as a set of smaller linked operations. Approved by the Board in July 2017, the MPA
provides better opportunities to focus on chronic and strategic development issues, which require
consistency in IDA support, provide a programmatic platform that other partners and donors can
join, and where learning and quick adaptation to changing situations is needed, especially in
capacity constrained and fragile situations. In FY18, the Board of Executives Directors approved
two IDA MPA proposals: the Madagascar Improving Nutrition Outcomes Program, which aims to
reduce stunting among children by half over the next decade (US$200 million); and the first IDA
regional MPA, the West Africa Unique Identification program for regional integration and
inclusion, which focuses on providing foundational identification to six ECOWAS member
countries over the next decade (US$317.1 million). In the immediate IDA pipeline are three more
MPAs focusing on reducing infant mortality, reducing chronic malnutrition and under five
mortality in Côte d’Ivoire, the Marshall Islands and Nigeria.
77. Sustained attention has been placed on ensuring commensurate budgetary provisions
and staffing resources to support the IDA18 scale up, particularly in key priority areas.
Resources have been directed towards the preparation and delivery of the IDA18 scale up,
especially vis-à-vis FCV – and in alignment with other related strategic priorities for the institution,
including “Forward Look” focus on creating markets, as well as advancing climate action, gender,
and crisis response:
• As a result, FY18 budget allocations continued to shift resources towards operations and
client facing services, particularly for IDA countries and also reflecting increased
supervision, monitoring, and fiduciary requirements. Overall work program allocations to
IDA countries increased from US$359 million in FY17 to US$420 million in FY18 – an
increase of US$61 million (17 percent), which brought the IDA-funded share of the Bank’s
Country Engagement work program from 53 percent to 57 percent. To support the higher
cost of operating in FCV-affected countries, the Bank expanded the share of FCV in its
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Country Engagement budgets from 18.3 percent in FY17 to 19.4 percent in FY18.
Sustaining these trends and successful IDA18 delivery remains a key priority for FY19-21
budget plans.
• The WBG increased staffing levels in IDA FCS and RMR locations by 13 percent through
end-September 2018, and, while progress must be accelerated, the Bank is on track to meet
its IDA18 FCS footprint objective.47 Costs for security and other institutional, governance,
and administrative support have also increased correspondingly. More focused attention
has been given to locally recruited staff in these locations through new compensation and
benefits tools. The employment value proposition for staff in FCS locations has been
strengthened through more proactive career management, enhanced learning and
development opportunities, focus on health and safety, and targeted rewards for staff
contributing in high priority areas.
Focus on enhancing FCV and small states capacity
78. To meet IDA’s heightened ambitions to scale up support to clients facing FCV risks,
the Bank has undertaken a number of measures to improve the Bank’s staffing, operational
policies and partnerships. First, important progress has been made in strengthening the
Employment Value Proposition for staff working in and on FCV. While such efforts have
facilitated some progress in increasing its staffing footprint in FCS and countries with significant
risks of FCV, as noted above, further progress needs to be accelerated. Also, several adjustments
to the World Bank policy framework have been put in place, including the PPF and MPA initiatives
described above which have facilitated IDA’s work in Afghanistan and Côte d’Ivoire. Third party
monitoring and innovative use of ICT methods are being scaled up to contribute to effective
programming, supervision and monitoring in constrained environments.48
79. The Bank is taking steps to enhance its work in small states that often face capacity
constraints, which raises challenges for implementing the scaled-up IDA18. This includes
adopting simpler project designs, utilizing greater flexibility in procurement policy, and building
in Contingent Emergency Response Components (CERCs) to give clients greater flexibility to
avail of IDA during emergencies. Additionally, the programmatic approach is used for core
country capacity building, pipeline development and multi-project advances.
Addressing implementation risks, including debt sustainability
80. Heightened attention and support is being placed on helping teams and countries
strengthen debt management capacity. With 19 percent of the projected FY19 IDA pipeline in
countries at high risk of debt distress (up from 13 percent in FY18), key activities to address rising
debt sustainability concerns include: (a) enhanced country dialogue and programming (including
through DPOs), increasingly mindful of clients’ deteriorating debt situations and balance sheet
implications; (b) the WB/IMF LIC-DSF prepared in FY18 has been rolled out as of July 1, 2018;
47 As of end-September 2018, there had been a net increase of 85 staff based in IDA FCS and RMR countries, representing just
over half of the IDA18 objective to increase staffing by at least 150 net staff. See FCV IDA18 MTR paper for greater detail. 48 See FCV IDA18 MTR paper for greater detail.
- 33 -
(c) operational teams are stepping up technical assistance on debt management; (d) studies are
being conducted on debt to inform Bank policies, including the NCBP; and (e) a separate technical
paper was prepared for discussion with IDA Deputies and Partners at the Annual Meetings in
October.49
81. Implementation of the new Procurement Framework is helping to mitigate fiduciary
risks more effectively while lessening operational burden for clients. The framework (effective
since July 2016) is predicated on a fit for purpose approach, enabling the Bank to customize
procurement methods and approaches to suit operational context and project needs, relevant
market dynamics, and client capacity to reduce the burden on borrowers, mitigate risks more
effectively, and help deliver development results more efficiently. The Project Procurement
Strategy for Development (PPSD), a cornerstone of the framework, is used to identify the specific
procurement arrangements and sets out the degree of project-specific training and capacity
building. In line with IDA18 focus, specific needs for capacity building are prioritized –
particularly in situations of crisis, fragility, conflict or violence, Small States and IDA countries.
Adequate funding and hands-on, expanded implementation support is provided where needed to
help expedite procurement arrangements through (a) drafting procurement documents; (b)
identifying strengths and weaknesses of bids/proposals; (c) observing dialogues and negotiations
with bidders/proposers/consultants; and (d) drafting procurement reports and contract award
documentation. In addition, borrowers may select UN Agencies directly where their expertise or
rapid mobilization on the ground is critical.
82. Alternative procurement arrangements in collaboration with partners have
successfully been used to respond to the crisis situations. Utilizing the new options available in
the Procurement Framework, the Bank team supporting the humanitarian response in Yemen
utilized UN Agencies in seven operations to rapidly respond, permitting them to use their own
procurement arrangements/existing frameworks to efficiently deploy goods, and services on the
ground quickly. A similar approach was approved for the Somalia Emergency Drought Response
and Recovery Project allowing the Bank to rely on the procurement policies and procedures of the
Food and Agriculture Organization, and the International Committee of the Red Cross (ICRC).
Management is also exploring alternative procurement arrangements to engage ICRC and other
stakeholders in the implementation of IDA country funds, e.g., in South Sudan.
83. The Bank is also making progress on Alternative Procurement Arrangements (APA)
with other Multilateral Development Banks (MDBs) to increase efficiencies for borrowers.
A model template to enter into APA agreements and set procurement aspects when co-financing
has been agreed with the African Development Bank (AfDB), the Asian Development Bank
(ADB), the InterAmerican Development Bank (IADB), the European Bank for Reconstruction and
Development (EBRD), and the Council of Europe Development Bank (CEB). Bilateral agreements
are being finalized with each Bank and this model template has been tested and used in two APA
agreements.
84. The launch of the Bank’s new Environmental and Social Framework (ESF) will be a
major step forward in safeguard risk management. Approved by the Board in August 2016,
49 See Annual Meeting note on “Debt vulnerabilities in IDA countries.”
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the framework is expected to become operational in FY19. It embraces a modern, fit-for-purpose
approach, making important advances in the areas of transparency, accountability,
nondiscrimination, and public participation. Strategic engagement with the Board and effective
partnerships with institutional partners, such as leading IFIs, bilateral development partners, UN
agencies and civil society organizations will support the ESF launch, ensuring harmonized E+S
risk management plans – with a number of bilateral partners having indicated that they will adopt
the ESF as their own system. Extensive launch preparation efforts include the development of a
comprehensive set of procedures, guidance materials, tools and templates; training of 1,000+ Bank
staff (well under way and continued in FY19-21); borrower and stakeholder workshops to raise
awareness and identify capacity building needs – particularly focused on national systems and
institutions in IDA and FCV environments. Furthermore, operational processes, systems and tools
are being strengthened and streamlined, and a new monitoring system is under implementation to
support integrated E+S risk management on IPF projects in the Bank Operations Portal with
automatic data updates for supervision, performance and corporate reporting, and replacing
multiple stand-alone risk monitoring systems.
Making Bank operations more streamlined and agile
85. The Agile Pilots initiative aims to (i) increase client value, (ii) institute better ways of
delivering operations, and (iii) enhance staff satisfaction. The Agile Pilots program was
launched in September 2016. After analysis and discussion about the Bank’s instruments and their
respective policies in several piloted areas, participants identified multiple areas of improvements
to help achieve the said goals. More than 80 projects in the IDA pipeline (with estimated IDA
financing of more than US$14 billion) are testing one or more Agile interventions. A number of
the initiatives tested by the Agile pilots have been rolled out, including: (i) simplified Investment
Project Financing (IPF) Implementation Completion and Results Reports (ICRs); (ii) the
Multiphase Programmatic Approach (MPA); (iii) agile SCD and CPF pilots; (iv) simplified IPF
Project Appraisal Documents (PADs); and (v) a streamlined restructuring of Accountability and
Decision-Making (ADM) frameworks. In addition, other initiatives are expected to be rolled out
in FY19, including: (i) simplified PforR ICR; (ii) delegated budget authority for selected projects;
and (iii) simplified documentation for meetings and missions. These initiatives will help teams
deliver operations more efficiently, especially in IDA countries.
86. Simplification of IDA Windows has been a key priority: IDA18’s introduction of several new
financing windows provides important new financing opportunities for IDA clients, and creates
incentives outside national IDA allocations to advance key development challenges and priorities.
At the same time, different requirements and processes have increased the demands on Bank
operational teams. With experience gained from early IDA18 implementation, Management has
focused on streamlining procedures to eliminate unnecessary administrative burdens while
ensuring prudent stewardship of IDA resources, through enhanced clarity of information and
implementation guidelines, and reduced clearance requirements and corporate reviews, where
appropriate. Overall, simplification steps sought to establish greater consistency in approach –
including determining allocations, agreeing project selection, and aligning procedures across
windows and to regular Bank project cycles as much as feasible. Such streamlining is being
implemented for the SUF, CRW, RSW, RMR, TAR and Regional Program (see details in Box 4).
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Box 4. Simplification of IDA Windows/Regimes
Enhancing information management: A new internal dashboard provides interactive information on allocations,
utilization, and available IDA resources, to improve monitoring and tracking of ongoing operations and
commitments vis-à-vis IDA allocations (through the PBA and special windows) within the replenishment cycle.
Reducing clearance requirements: Guidelines on the use and access of IDA windows have been streamlined and
procedures aligned with regular Bank processing cycles where applicable, for example, by reducing
clearance/corporate reviews. For many windows, Technical Briefings will only be held upon the Board’s request
rather than being a default requirement. Specific Eligibility Notes will go to the Board for information.
Additionally:
- Scale-Up Facility (SUF): Moving to a single corporate clearance point, and with focused monitoring
undertaken by operational development effectiveness units.
- Crisis Response Window (CRW): All CRW-funded operations to be approved on an absence-of-objection
basis, with the option for the Board to call for a discussion if needed.
- Refugee Sub-Window (RSW): Clearance to be given at concept review stage, with request for further
information at decision stage if needed.
- Turnaround Regime (TAR): Eligibility Notes to be combined with country strategy documents, when
timing allows, to minimize the burden of country teams.
- Regional Program: To improve predictability, confirmation of project financing as early as possible (at
project concept review) – as long as adequate, robust justification is given.
Greater consistency in approach across IDA windows management
E. BUILDING ON SYNERGIES: PARTNERSHIPS AND COLLABORATION
87. Meeting the World Bank Group’s ambitious Twin Goals and the Sustainable
Development Goals (SDGs) requires strong partnership with all stakeholders. One of IDA’s
core strengths is partnerships and how we work with other bilateral and multilateral agencies and
national institutions, the private sector, local NGOs and CSOs to advance common priorities and
pressing development needs. In IDA countries, the relationship with the United Nations (UN) is
of particular importance. The World Bank Group and the United Nations collaborate and build on
complementary strengths in many areas of work that support the SDGs; while scaling up the
partnership in several of IDA’s special thematic areas: Climate Change; Fragility, Conflict and
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Violence (FCV); and Gender. In April 2018, the WBG and UN signed a Strategic Partnership
Framework (see Box 5).
Box 5. WBG and UN Signed a Strategic Partnership Framework
In April 2018, the WBG and UN signed a Strategic Partnership Framework to express a firm commitment to
cooperate in four key strategic areas: (i) finance and implementation support to help countries reach the Sustainable
Development Goals; (ii) decisive global action on climate change; (iii) joint work in post-crisis and humanitarian
settings, and; (iv) harnessing data to improve development outcomes. In addition, many IDA operations,
particularly in fragile countries, are being implemented by UN agencies. Against this backdrop – and in line with
the Addis Ababa Action Agenda that lists financing, data, capacity building, and technology as key means of
implementation for the SDGs – the UN remains a critical partner in IDA18 implementation. A few highlights in
the partnership under the auspices of IDA18 include:
• Climate Change. To mitigate the disconnect between the demand for climate action with the supply of
finance, the Bank Group and UN jointly convened the platform Invest4Climate. The platform brings together
a variety of stakeholders to identify and facilitate transformational investments in IDA countries to support
climate action. Systematically crowding-in multiple sources of finance has informed the UN’s thinking and
will be an element of the Secretary-General’s 2019 Climate Summit. The Bank Group has further
collaborated with UN Environment on the Roadmap for a Sustainable Financial System. The research sought
to create a financial system that is fit-for-purpose and integrates sustainability considerations into operations.
• FCV. Recognizing that the number of the world’s extreme poor living in countries affected by FCV is likely
to increase, resulting in greater accessibility challenges, the Bank Group has also recognized the importance
of forging partnerships with other key international partners to secure better access to people in FCV
contexts. Against the backdrop of the “Grand Bargain” – a network of multilateral and bilateral public,
private, and NGO stakeholders – the humanitarian-development nexus provides growing opportunities to
strengthen the partnership with the UN at the global and country levels.
IDA18 Partnerships and Collaboration
88. In scaling up and doing things differently, IDA18 places particular focus on external
as well as internal partnerships at both strategic and operational levels – from strengthened
global coordination and frameworks to joint regional initiatives, sector collaborations, and local
cooperation on project implementation in countries.
89. The Third International Conference on Financing for Development defined a new
global framework for financing the SDGs. The framework is of particular relevance to IDA
countries which rely heavily on ODA flows. In fact, the IDA18 replenishment can be considered
a key part of the global response to this need. The IDA18 package responds to the calls of the
international community for the World Bank Group to innovate and do everything it can to be a
critical implementation agent for achieving the SDGs.
90. At the operational level, the Bank has spearheaded an effort to systematize standard
forms of agreement for Borrowers to use when contracting UN agencies under IPF projects.
This will significantly impact the ease with which the Bank Group can partner with UN agencies,
given that approximately 90 percent of the Bank’s financing of activities and projects through UN
agencies is done on the basis of standard agreements. So far, eight UN agencies have signed a
Standard Agreement with the Bank Group, with nine more UN agencies planned for FY19.
- 37 -
91. Across the WBG, the new IDA Private Sector Window facilitates close Bank-IFC-
MIGA collaboration to enhance private sector engagement and mobilization. Bringing WBG
teams together, IDA can help IFC and MIGA close transactions in risky markets and helps
operationalize the MFD approach. For instance, in Afghanistan, IFC, MIGA and IDA joined forces
to finance a raisin factory processing plant, in line with other support from IDA to the Government
of Afghanistan to develop the agriculture and agri-business sector. In West Africa, IFC and IDA
teams worked closely together to invest in housing financing and, along the way, contribute to
building the local currency capital market.
92. Partnerships with other development partners, like in the case of Trust Funds,
promote parallel financing for IDA countries and support alignment with IDA priorities
when such resources are used to co-finance IDA projects. Trust funds managed at the World Bank
complement IDA resources in two important ways: (i) overall, two thirds of Trust Funds disbursed
to recipient countries find their way to IDA countries – through projects they execute (RETFs);
(ii) more importantly, about 40 percent of these RETFs are used to officially co-finance IDA
financed projects (see Figure 9 below).
Figure 9. Recipient Executed Trust Funds, IDA16-18
93. Across IDA priorities and Operations, the Bank Group is working closely with
development partners – strategically and on the ground – to effectively implement the IDA18
agenda. See Annex 5 for partnership details and examples, at corporate and project levels, across
IDA18 Special Theme areas.
F. MANAGING IDA18’S NEW FINANCING FRAMEWORK: SUSTAINABLE OPTIMIZATION
94. IDA remains in strong financial position and successfully introduced capital market
access this year. With its triple-A rating, IDA’s inaugural April bond issuance – the first in the
institution’s nearly 60-year history – was a resounding success: 4.5 times oversubscribed, raising
- 38 -
US$1.5 billion, and priced at par to IBRD. Thinking continues on further optimizing the use of
IDA’s balance sheet.50
95. The new financial hybrid model has been introduced successfully. The first IDA bond
issuance marked the successful launch of IDA’s borrowing program, with an investor orderbook
of US$4.6 billion (versus the originally intended bond size of US$1 billion) representing 110
investors from 30 countries. IDA will continue establishing its presence in the capital markets and
issue bonds as and when needed for liquidity needs following the disbursement profile of IDA18.
Discussion with investors highlighted the importance of IDA’s impact story, strong results
achieved on the ground, transparency and robust results monitoring and reporting system. Socially
Responsible Investors around the world showed strong support for IDA, representing more than
1/3 of investors participating in IDA’s inaugural bond and with more than US$600 million of the
US$1.5 billion allocated.
96. IDA’s new hybrid model relies on strong contributions from donors and access to
capital markets. Donor contributions continue to be a critical element supporting IDA’s financial
model to preserve focus on concessional financing and support IDA’s ability to leverage its equity
as a triple-A rated issuer. While in the past donor contributions were a source of cash to fund
disbursement of new commitments in each replenishment, in the new model donor grant
contributions play a dual role of (i) supporting concessionality of IDA’s financing, and
(ii) providing additional risk capital to support IDA bond issuances. The success of IDA18 was
underpinned by the coalition of strong pledges from 55 donors and timely submission of their
Instrument of Commitments (IoCs) and payments. To date, 48 out of 55 partners have submitted
their IoCs representing approximately 99 percent of the IDA18 pledged amount.
• IDA18 replenishment effectiveness was achieved slightly ahead of schedule on
November 27, 2017, when 60 percent of partner IoCs and concessional loan agreements
were received. As of June 30, 2018, 48 out of 55 partners submitted their IoCs to IDA18
for a total amount of SDR16.4 billion, out of SDR16.6 billion pledged. Out of the IDA18
Concessional Partner Loan (CPL) envelope, US$5.0 billion has already been signed and
US$0.2 billion is yet to be signed.
• IDA18 commitment authority includes SDR 2.9 billion for MDRI, which relates to the
FY26-28 commitments that partners are expected to unqualify during the IDA18
replenishment period. Of this amount, SDR2.7 billion has become available for use in
IDA18.
• WBG Transfers. IBRD and IFC have historically demonstrated their strong commitment
to support IDA via income transfers. In the new model, transfers from IBRD and IFC
contribute directly to IDA’s income and support grant financing provided to IDA clients
as well as improve IDA’s overall financial capacity. For the IDA18 period, the volumes of
IBRD and IFC transfers are calculated annually based on the income allocation formula
adopted by the two institutions. For FY18, the transfer amounts by IBRD and IFC equaled
US$123 million and US$80 million respectively. As noted above, the IDA18 formula for
50 See further details in the separate IDA18 MTR Finance paper “IDA’s Long-term Financial Sustainability: Review of Elements
of IDA’s Financing Framework and Options for Further Refinements of IDA’s Financial Model”.
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IBRD transfers to IDA was made a permanent part of the recently agreed IBRD capital
package, enabling cumulative transfers to IDA estimated at US$7-8 billion over FY20-30.
97. The IDA bond issuance was preceded by extensive work to update IDA’s financial
and risk management framework to ensure that policies ensure sustainable implementation of
the new model and are easily understood by investors, rating agencies and regulators. Preparatory
activities for the first transaction also included drafting legal agreements for IDA’s bond issuance
program and setting up IT systems that IDA needed. IDA continues to work with rating agencies
and regulators, providing all necessary information for rating assessments and to get regulatory
approvals and exemptions similar to IBRD.
98. Continued financial optimization and innovation remains a key focus for
Management. The flexibility of the new financial model allows IDA to continue expanding the
range of financial products, to explore opportunities to offer risk management products to IDA
clients helping address their development needs, as well as to support the MFD approach adopted
by the World Bank Group to crowd in more private sector financing. Management is also looking
at continuous refinements to IDA’s financial model, including additional measures to moderate
IDA’s sensitivity to interest rates that could increase IDA equity’s resilience to interest rate risk
and, as a result, provide greater stability and predictability in IDA’s financing to clients.
III. ISSUES FOR CONSIDERATION: MANAGING IDA RESOURCES FOR
GREATEST IMPACT
99. Going forward, it will be important to balance high degrees of demand and
complexity. Record levels of FY18 lending commitments and robust operationalization of IDA
windows reflects strong demand for the IDA18 package. At the same time, the IDA18 agenda is
large and complex – making it difficult to predict exact resource utilization needs accurately at the
start of a three-year period. In line with SDG ambitions and MFD commitments, IDA18 represents
a significant scale up in aid volume, complexity, and scope for IDA to manage:
• Unprecedented size: Financing of US$75 billion enlarged the IDA funding envelope by
50 percent compared to the previous replenishment.
• Increased number of windows/regimes: The number of windows/regimes expanded to
nearly ten now. Almost a third of IDA18 resources are allocated outside country allocations
(core PBA) (see Table 2 above).
• New business territory: With the creation of the Refugee Sub-Window, PSW and SUF
(since IDA17), IDA is spearheading novel development approaches and funding modalities
that are often still unpredictable and uneven in demand/capacity as they are being
introduced.
• Greater uncertainty in the project pipeline: Shifting a large part of resources to fragility
and crisis response (incl. FCV doubling, expanded CRW) introduces a much higher degree
of uncertainty to IDA resource planning and use.
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100. Feedback from IDA Partners on potential adjustments to the IDA18 framework is
critical to successfully respond to client needs and complete this ambitious agenda.
Anticipating every possible scenario resulting from changes in demand, implementation capacity,
and global developments at the outset of the replenishment is nearly impossible. For most effective
use of resources throughout the replenishment, it is important to (i) enhance existing allocation
flexibility, and (ii) strengthen the scope and impact of allocations where needed – with a particular
focus on providing targeted FCV support, using resources to their full potential, and ensuring
effective implementation capacity. Prior sections throughout this paper, and individual MTR
papers on specific areas of IDA18 implementation, outline the details of identified redeployment
potential and proposed policy/structural improvements in the IDA18 framework. This section
provides an overview of Management’s recommendations. Following endorsement/discussion
with IDA Partners, Board approval will be sought on proposals where necessary.
Enhance allocation flexibility
101. Management is of the view that enhanced flexibility in managing allocations is
important to maximize the use of resources in a given IDA cycle. IDA18 progress and emerging
lessons confirm IDA’s effective model for delivering finance at scale, success in meeting
ambitious policy commitments, and leadership in championing innovative development solutions.
Responding to client demands and successfully implementing IDA’s more complex allocation and
policy framework requires room for course correction: to utilize resources of the ambitious IDA18
envelope to full effect. While agreed policies, commitments and priorities, as well as financial
parameters are firm guideposts to implementing IDA replenishments, flexibility is required to
deploy and adjust resources where needed to implement this broad agenda with maximum impact.
102. Flexibility to manage resource allocations already exists, notably for the IDA core
funding envelope. An existing set of comprehensive rules governs the management of re-
allocations within the IDA core envelope including: options for countries to front-/backload parts
of their national allocations; re-allocations within and across regions in the last year of a
replenishment; and re-deployment of exceptional regime funds under changed country
circumstances. Further, allocations within windows are by definition rather flexible and
Management has received support for specific re-allocations across windows at past MTRs (e.g.
the transfer of unused CRW funds to the Regional program and carry over to IDA17 at the IDA16
MTR,51 or the top up of CRW resources and the creation of the SUF at the IDA17 MTR).52
103. To manage funds for greatest impact, Management proposes to take a strategic
approach across the IDA portfolio, including flexibility in the allocation of non-core IDA
resources. Given the difficulties of anticipating all funding needs – and the high opportunity costs
of having IDA resources sit idle when IDA18 was designed to help achieve the SDGs – it would
be prudent to enhance existing flexibilities in managing the allocation of replenishment resources.
Deploying funds where they are needed the most and can be the most effective is critical to ensure
sustained, successful delivery. Management is therefore proposing to exercise enhanced flexibility
for re-allocating existing IDA resources – including non-core funding (provided across IDA
Windows and special regimes) and in year two and three of a replenishment.
51 See IDA16 Mid-Term Review Summary Note. Delivering Development Results. 52 See IDA17 Mid-Term Review. Enhancing IDA’s Financial Support in IDA17. Proposal for a Scale-Up Facility.
- 41 -
104. Agreed allocation principles would assure the integrity of the agreed replenishment
framework. To guide flexibility in allocating IDA resources throughout a replenishment and
across core and non-core funding, Management proposes a systematic, principles-based
framework to assure that enhanced allocation flexibility – and any resulting resource re-allocations
– fully adheres to the replenishment framework, balance overall allocations, and not skew intended
focus or purpose of IDA funding. Further, financial implications of any redeployment (particularly
changes in non-concessional volumes) would be fully tested from a financial perspective to
confirm the continued robustness and sustainability of the overall financing framework, for IDA
and its clients. Principles would guide reallocation decisions to (i) optimize the use of IDA’s
commitment authority; (ii) keep the overall balance of IDA allocations intact; (iii) uphold existing
allocation rules; and (iv) maintain broad general financial directions within the requirements of
IDA’s capital adequacy framework (see Table 3 below).
Table 3. Principles for Flexibility in Managing IDA Resource Allocations
1. Optimize use of commitment authority
• Avoid leaving unallocated resources
• Make re-allocations as early as possible (as early as the 2nd year of implementation) to enable quality
planning and preparation – balanced with the original purpose to use the resources as intended (incl.
delivery of IDA policy commitments)
2. Keep the overall balance of IDA allocations
• Share of overall unearmarked funding for country programming (PBA core allocations)
will not drop below that agreed at the start of the replenishment
• Maintain ambition to doubling FCV
• Balance supply and demand of windows among the windows themselves and transfer excess
resources back to the PBA
3. Uphold existing allocation rules
• Additional resources to the IDA core envelope would be allocated through existing process
• Additional resources to Windows/non-core funding would go through eligibility notes
and criteria in place
4. Maintain general financial directions
• Preserve overall focus on concessionality in the replenishment framework
• Broadly maintain relative levels of concessionality across windows, targeting redeployments
within similar windows
105. Any redeployment process would be undertaken with regular Management review
and governed through regular reporting to IDA Partners and the Board:
a) Decisions and any related release of resources would be made in close consultation with
Operations teams throughout replenishment implementation, and confirmed at the bi-
annual (typically June/December) Management Seminars on IDA Replenishment
Implementation;
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b) Updates to long-term projections of the IDA financing framework, including any changes
in projected allocations, would be presented at MTR (for the ongoing replenishment), and
the June meeting (for proposed scenarios of the upcoming replenishment – depending on
decisions in June, the October replenishment paper may present revised projections for
updated scenarios). Updated allocation projections would also be incorporated in the
regular assessment of IDA’s capital adequacy projections and reporting on IDA
Commitment Authority; and
c) Report back to IDA Partners on any adjustments would be provided through updates at
the MTR and the Annual/Spring Meetings ‘IDA Day’ before conclusion of the
replenishment period (including associated Board briefings) and be reflected in the final
Replenishment Retrospective.
106. Management and operational teams have paid close attention to delivery and client
demand, identifying opportunities for adjustment to sustain or scale up progress. Although
delivery is strong with the record US$24 billion in FY18 commitments and robust progress
underway in all windows, implementation to date (as described above in Section IIA) indicates
areas where allocations are under-utilized and other areas with increased demand and/or capacity
to absorb additional resources. Potential adjustments include:
• Expected surpluses in the CRW and Transition Windows, as well as the TAR Syria Set-
aside. Compared to historic trends, present pace of CRW commitments suggests that
US$1-1.5 billion could be left untapped. Given the recent IBRD Capital Package
agreement, transition support for current graduates is proposed to be reduced by about 1/3
(in the range of US$0.9-1.3 billion). In addition, it is possible that up to US$0.5 billion of
the PSW may not committed by the end of IDA18. Finally, as conditions are unlikely to be
met to fully utilize the US$1 billion notionally set aside for Syria within the TAR,
Management proposes to reallocate US$600 million. Of this, US$200 million is proposed
to be used to benefit the Syrian people in Lebanon and Jordan.53 The remaining US$400
million would be reallocated along the principles outlined above and consistent with the
TAR conditions set for the original notional set-aside for Syria.
• Prospective room to absorb resources under Refugee Sub-Window, SUF, and specific
core/country funding needs. The Refugee Sub-Window is seeing substantial uptake, with
close to US$450 million approved in FY18, a total of US$1.5 billion allocated, and requests
for further financing expected. The SUF has funded almost US$2.3 billion in FY18 and is
seeing potential scope for financing additional transformational projects in IDA countries.
In addition, given the escalating crisis in Yemen, with eight million people on the brink of
famine, Management seeks endorsement of a special IDA18 allocation of US$400 million
for the country, driven by the cost of maintaining the social safety net program, as well as
the intention to maintain key institutions in the country. Finally, as described earlier,
demand for core PBA resources is also very strong (see Table 4 below).
107. Reallocations within the ranges noted above would be consistent with the principles
in Table 2 (if agreed with Participants). While the share of non-concessional resources is
53 See FCV paper Annex 2.
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expected to be reduced somewhat, the balance with concessional resources would be largely
maintained and will not affect the IDA18 focus on concessionality in a material way. Financial
implications of re-allocation scenarios are expected to be minimal and will be fully tested for any
redeployments to assure the continued robustness and sustainability of the IDA financing
framework. IDA’s new financial model offers sufficient flexibility to accommodate changes in
IDA18 allocations, with corresponding adjustments to be made in the future replenishments, if
needed, to ensure compliance with IDA’s capital adequacy limits.
Table 4. Indicative Ranges for Proposed IDA18 Reallocations across
IDA Windows/Regimes
(US$ billions)
Original IDA18 Allocation Potential
Deductions
Concessional
TAR, Prioritized for Syria ¹ 1.0 0.6
Crisis Response Window 3.0 1.0 - 1.5
Private Sector Window 2.5 0 - 0.5
Non-concessional
Transitional Support 2.8 0.9 - 1.3
TOTAL 9.3 2.5-3.9
Original IDA18 Allocation Potential
Additions
Concessional
PBA 51.8 1.05 - 1.50
Refugee Sub-Window 2.0 0.1 - 0.3
Regional Program 5.0 0.25 - 0.75
Syrian Refugees
(in Jordan and Lebanon) -- 0.2
Yemen Special Allocation -- 0.4
Non-concessional
Scale-Up Facility 6.2 0.5 - 0.75
TOTAL 65.0 2.5-3.9
¹ Usage to be consistent with the conditions set for the original notional set-aside for Syria.
Strengthen IDA’s impact through structural enhancements
108. Management is also exploring some structural enhancements to respond to client
demand, reflect lessons learned from early IDA18 implementation, and ensure the most
effective use of resources:
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• Transition: As committed under IDA18, Management has reviewed a number of critical
issues related to transition and seeks endorsement of: (i) retaining the suspension of the
Contractual Acceleration Clause; and (ii) retaining the existing cap on large blend
countries. In addition, endorsement is sought on a revision of the 1985 exception for small
islands, which would imply that Fiji would become eligible for IDA. And looking toward
IDA19, Management would like to explore:
o prospects for graduation/transitional phase of IDA countries;
o exploring exceptional access to the Regional Program and CRW for IDA recent
graduates and small states under certain limited conditions; and
o shifting in lending terms for those Small States once they reach a certain level of
development (see Graduation Paper).
• Private Sector Window: Reflecting early implementation lessons, Management seeks
endorsement of, where appropriate, a programmatic approach to pool together risks for
better impact and more efficiency (see PSW paper).
• Refugee Window: Early experience under the window has raised operational challenges,
leading Management to seek endorsement of a proposal to reframe the 100 percent grant
exemption to provide 100 percent grants only to countries that experience a sudden massive
inflow of refugees, defined as receiving at least 250,000 new refugees or at least 1 percent
of its population within the last twelve months. In addition, endorsement is sought to
increase the maximum allocation per country from US$400 million to US$500 million (see
FCV paper).
• IDA’s menu of support for the regional integration agenda in IDA19:
o Regional Program: Building on the Program’s experience in supporting regional
integration using IPFs, feedback is sought to explore expanding the instruments that
the Regional Program could use to provide more results-based and policy-oriented
support (i.e., through PforRs and DPOs) to further advance the regional integration
agenda. Management proposes to develop guidelines over the remainder of IDA18 to
prepare to pilot use of DPOs and PforRs in IDA19 (see Regional Program paper).
o Support for IDA’s Regional Organizations: Feedback is sought on whether IDA
should consider expanding its menu – within appropriate limits - of support by
providing credits to regional organizations which have the ability to repay IDA
credits. Beyond the grant envelope the IDA Regional Program currently provides to
regional organizations, in some instances, regular IDA and SUF credits have provided
targeted support on an exceptional basis to specific types of regional organizations to
advance the regional integration agenda (e.g., IDA’s recent regular credit to CEMAC
central bank institutions and SUF credit to BOAD). While the implications of more
regular IDA lending to regional organizations without a sovereign guarantee would
need to be carefully examined (see Regional Program and Scale-up Facility review
papers), under appropriate circumstances – and within a framework underpinned by
appropriate eligibility and creditworthiness criteria - IDA could expand its menu of
support to regional organizations, which could further enhance the impact of IDA
regional integration efforts.
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• Crisis Response Window: Management seeks feedback on using CRW resources to
support earlier response to slower-onset crises, such as food insecurity, arising from
CRW-eligible events, like drought and food price increases (see CRW note).
• Portfolio Efficiency: Management seeks feedback on allowing IDA graduates to
restructure – on Blend terms – undisbursed IDA balances of concessional financing, so
as to enhance the efficiency of IDA’s portfolio.
109. The following provides a summary overview of decisions needed at MTR. Issues
requiring guidance for remaining IDA18 implementation and/or to enhance existing elements of
the IDA framework are in the left column. Proposals for initial feedback at this stage – and to be
further elaborated and discussed in future replenishment consultations – are in the right column.
Table 5. Overview of Requested IDA18 MTR Guidance
Decisions/Endorsement sought now Feedback to inform future
consultations
• Allocation management
o Flexibility to include non-core resources
• PSW
o Delegate authority Programmatic approach
• Refugee Sub-Window
o Update 100% grant exemption
o Increase size of window
o Increase the maximum country allocation from US$400
million to US$500 million
• Yemen
o Special allocation
• Syria
o Re-allocate some of the US$1 billion that had been
notionally set aside under the TAR
• Graduation / Transition support
o Phase out Transition Support
o Continue suspension of acceleration clause
o Retain cap on large blend countries
o Revise Small island exception
• Portfolio efficiency
o IDA graduates to recommit undisbursed balances (on
blend terms)
• Regional Integration
o Expand instruments for
Regional Program:
DPOs/PforRs
o Clarify support to regional
entities through Regional
Program and SUF
• CRW
o Earlier response capacity
• Graduation
o Prospects for Graduation in
IDA19
o Access to Regional Program
and CRW for recent Graduates
and small states under certain
limited conditions
o Shift lending terms for Small
States once they reach a certain
level of development
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Annex 1: IDA18 Portfolio to Date – Key Statistics
1. The ten largest IDA clients accounted for 61 percent of total IDA18 commitments or
US$16.5 billion. The top six countries have together received almost half of total IDA
commitments.
Figure A1.1. Top 6 IDA Borrowers: Commitments in the
First Five Quarters in IDA18
(in the first five quarters)
Figure A1.2. IDA18 Commitments by Sector to Date
*Note that FY19 Q1 sectoral information is still under internal review and not yet available.
2. As of June 30, 2018, the undisbursed balance stands at about US$70 billion, a 17 percent
increase from FY17. By instrument type, the undisbursed balance of PforR commitments are most
pronounced, corresponding to 16 percent of the total IDA undisbursed balance in FY18, up from
9 percent in FY17 and 7 percent in FY16. PforRs generally disburse at a rate similar to IPF. The
high undisbursed balance of IDA in PforRs is mainly due to the “young” age of the PforR portfolio,
reflecting the recent rapid growth in PforR commitments. The disbursement ratio (of IPF) is also
expected to slow during the IDA18 period, reaching 19.9 percent in FY18 compared to 20.6
percent in FY17 and 19.3 percent in FY16.
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Figure A1.3. IDA Undisbursed Balance
(US$ billion)
- 48 -
Annex 2: IDA18 Windows
The suite of IDA18 windows is helping to spearhead innovative approaches, fostered WBG
collaboration, respond to important country needs, and scale-up programs targeted to address key
challenges:
1. The Regional Program, expanded to US$5 billion (3.6 billion SDR), is reflecting the
growing demand for regional solutions to: support integration efforts; facilitate access to regional
and international markets; manage shared natural resources; and address regional public goods.
For example, the West Africa Coastal Areas Resilience Program adopts a regional approach to
address climate change challenges, as highlighted at the One Planet Summit in December 2017.
The West Africa Identification for Regional Integration is supporting development of a foundation
for unique identification system with mutual recognition across the ECOWAS region. While
infrastructure and trade facilitation still account for the largest share, there is an increasing demand
for regional solutions and public goods in other sectors including agriculture, health, education,
climate and environment.
2. The Refugee Sub-Window, newly introduced with US$2.0 billion (1.4 billion SDR) as a
set aside under the Regional program, is helping respond to the new challenges of refugee crises.
It supports countries hosting significant refugee populations to meet the medium- and long-term
development needs of both the refugees and their host communities. The new window has allowed
innovative and exceptional support – for example through the Bangladesh Additional Financing
projects for Health Sector Support and Reaching Out of School Children – to help address the
pressing Rohingya refugee crisis.
3. The Private Sector Window (PSW), newly introduced with US$2.5 billion (1.8 billion
SDR), is mobilizing private investment in IDA-only countries and most difficult markets, with a
focus on FCV-affected countries. The PSW is a key platform to support the IDA18 Jobs and
Economic Transformation special theme, and its commitment to FCV scale up. The PSW is also a
major and unique addition to the WBG toolbox for MFD and is estimated to catalyze about US$6-
8 billion in private sector investments – bringing WBG teams together and demonstrating that IDA
can help IFC and MIGA close transactions in more challenging markets. In Afghanistan, IFC,
MIGA and IDA joined forces to finance a factory processing plant, in line with other support from
IDA to the Government of Afghanistan to develop the agriculture and agri-business sector. In West
Africa, IFC and IDA joined forces to invest in housing financing and, along the way, contribute to
building the local currency capital market.
4. The Crisis Response Window (CRW), expanded with US$3 billion (2.1 billion SDR),
facilitates response to natural disasters, public health emergencies and economic shocks in IDA
countries. CRW assistance allocated to date includes US$80 million to support recovery from
economic shocks in Mongolia, US$200 million to combat cholera outbreak in Yemen, as well as
a combined US$70 million to respond to hurricanes and cyclones in Dominica and Tonga.
Complementing IDA’s existing crisis response tools, Cat DDOs were introduced in IDA18 to help
strengthen IDA countries’ crisis preparedness, and one such operation has been approved for
Kenya (US$200 million).
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5. The Scale-Up Facility (SUF), expanded from the IDA17 pilot with US$6.2 billion (4.4
billion SDR) in recognition of the strong demand for this window, provides financing on non-
concessional terms for high quality projects, with strong economic returns which cannot be
financed through IDA client’s concessional core envelope. Given debt-sustainability trends across
IDA countries, the window is managed carefully to promote and protect debt sustainability. IDA18
also saw the introduction of prioritization filters to support the effective allocation of non-
concessional resources.
6. The Transitional Support window set aside US$2.8 billion (2.0 billion SDR) in support
for the three countries (Bolivia, Sri Lanka and Vietnam) which graduated from IDA at the end of
IDA17 and still face significant levels of poverty and lingering vulnerabilities. (India, graduated
in FY14, one of the largest recipients in FY15, has completed their transition to IBRD.) Assistance
is provided on non-concessional terms.
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Annex 3: Status of IDA18 Policy Commitments and Monitorable Actions
(as of end-September 2018)
Objectives Policy Commitment Target Progress
Jobs and Economic Transformation (JET)
Supporting job creation
through economic
transformation
1. WBG will deploy tools and
resources from IDA and IFC to
undertake 10 inclusive global
value chain analyses in IDA
countries to understand how they
can contribute to economic
transformation and job creation,
including through growth in
agri-businesses, manufacturing,
and services and will use this
analysis to inform activities
within the IDA portfolio.
10 inclusive
global value
chain (GVC)
analyses
On track
• WBG has completed comprehensive Global Value Chain
(GVC) analyses in 3 IDA countries: Ethiopia, Nepal and
Tajikistan. Work is ongoing in 4 countries: Chad, Haiti, Mali,
and Pakistan
• Additional in-depth GVC analysis in the pipeline as part of IFC
Country Private Sector Diagnostics: Ghana, Rwanda, and the
Southern African Development Community (SADC) countries.
• Learnings from GVC analytics highlight the importance of
investments in connective trade infrastructure, firm capabilities,
and developing standards. Findings have been integrated into a
number of operations targeting jobs growth through GVC
integration, including in Bangladesh and Haiti.
2. WBG will use the Global
Infrastructure Connectivity
Alliance to make available to
IDA countries knowledge on
lessons and approaches related to
cross-border investments and
economic corridor development
and will use this analysis to
inform activities within the IDA
portfolio.
Progress Report On track – being closely monitored
GICA knowledge products available online and disseminated, focus
remains on leveraging information to inform IDA operations
• The Global Infrastructure Connectivity Alliance (GICA) has
launched a website containing more than 300 publications
from various GICA members on connectivity, along with over
100 maps consolidating and structuring knowledge resources –
this information is available to all IDA countries. The first
annual meeting of GICA on January 25-26, 2018 and identified
key priorities for GICA Members. The first GICA online
conversation through its GICA LinkedIn Group is ongoing.
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Objectives Policy Commitment Target Progress
• The GICA knowledge base increasingly informs innovative
regional infrastructure investments in IDA. During FY18, the
GICA connectivity framework was shared with Association of
Southeast Asian Nations (ASEAN) countries, and a
prioritization approach is starting to be applied to a list of
connectivity projects in Cambodia, Laos, and Myanmar.
Raising job quality and
ensuring inclusion of
youth and women
3. WBG will systematically carry
out impact analyses of SME and
entrepreneurship programs
across IDA countries to assess
their overall impacts and
differentiated outcomes for
women and youth, and will
develop operational guidelines to
inform future operations.
Progress Report
On track
• WBG has moved to conduct impact analysis as a standard part
of undertaking SME and entrepreneurship programs and is
preparing a report bringing together the learnings from these
assessments across the portfolio.
• The report builds on the collaboration between the Finance,
Competitiveness, and Innovation (FCI) global practice and the
IFC on SME programs, including the SME Working Group. It
draws on the results of extensive evaluations of SME programs
in recent years, including rigorous impact evaluations (including
randomized control trials) through the ComPEL program. It also
draws on a review underway to assess the effectiveness of
programs seeking to support technology adoption and
absorption by SMEs.
4. WBG will prepare operational
guidelines for integrated youth
employment programs with a
focus on connecting to demand-
side interventions and supporting
labor market integration to
inform the design of a new
generation of youth employment
programs in IDA countries.
Progress Report Delivered
• WBG published detailed guidelines for task teams designing
and implementing integrated supply-demand side youth
employment programs. These guidelines have begun to inform
a new generation of integrated youth employment programs
such as in Nepal and Ghana.
• The guidance is complemented by A Stock-take of Evidence on
what works in Youth Employment programs.
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Objectives Policy Commitment Target Progress
Targeting support for
jobs and private sector
development in high-risk
contexts, including
fragility and migration
5. WBG will enhance existing and
introduce new operational
instruments to improve risk
sharing in projects and crowd-in
private capital in high risk
investment environments,
including through the
introduction of the IFC-MIGA
PSW.
Progress Report
On track – being closely monitored
PSW fully operational supported by financial, administrative, and
legal infrastructure; first suite of programs delivered; strong focus
remains on accelerating project origination, pipeline, and delivery.
• 12 IFC/MIGA transactions have been approved, supported by
three PSW facilities
• A total of US$185m of PSW resources have been committed to
support nearly US$1.6bn of private investments (IFC/MIGA
and others).
6. WBG will adopt a ‘migration
lens’ in IDA countries where
migration has a significant
economic and social impact
(including home, host, and
transit countries): this will
include analytics that close
critical knowledge gaps and,
where there is explicit country
demand, support for operations
that focus on job creation,
managing legal economic
migration, and integrating young
people and economic migrants.
Progress Report On track – being closely monitored
Knowledge gaps being addressed; focus remains on increasing the
number of countries and operations supported through analytical
work.
• WBG has made significant progress in operationalizing a
‘migration lens’ in a systematic way. This included, first,
adoption of a set of criteria to identify of focus countries.
Reviews of ongoing Systematic Country Diagnostics (SCDs) in
focus countries e.g., Cape Verde, Tajikistan, Ghana, Gambia,
and Sudan show that migration issues have been addressed, even
in the absence of formal migration diagnostics.
Improving the knowledge
base to inform operations
supporting jobs and
economic transformation
7. WBG will develop and make
available for use in IDA
countries a set of ex ante
measurement tools and systems
to assess the impacts of large-
scale public and PPP
investments targeting
infrastructure and economic
transformation on jobs, including
Progress Report
On track
• Five macro model pilots led by IFC in coordination with the
WB Jobs Group have been carried out to assess ex ante the
direct, indirect, and induced jobs impacts of prospective
infrastructure investments.
• The Let’s Work program also implemented value chain analysis
to assess jobs impacts of investments ex ante. Pilots are
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Objectives Policy Commitment Target Progress
pilot assessments on gender
outcomes.
underway or completed in Bangladesh, Burkina Faso,
Mozambique, and Tajikistan.
8. WBG will catalogue learnings
from the Jobs Diagnostics,
assess how Jobs Diagnostics are
informing the design and
implementation of operations in
IDA countries targeting job
creation and economic
transformation, and recommend
any changes necessary to
improve the impact of the tool.
Paper for IDA18
MTR
Delivered
• WBG has met the IDA18 policy commitment to catalogue
learnings from the Jobs Diagnostics. ‘Pathways to Better Jobs
in IDA Countries: Findings from Jobs Diagnostics’ has been
finalized and is publicly available.
• Jobs Diagnostics have informed several IDA operations in
FY18, such as the Agribusiness and Trade project in Zambia,
and the First Programmatic Jobs DPC in Bangladesh under
preparation. More can be done to ensure these links are
systematic, particularly through its links with SCDs, CPFs, and
Country Private Sector Diagnostics (CPSDs).
9. WBG will develop and integrate
spatial perspectives into analysis
of migration and urbanization
trends, and the impacts of
infrastructure on jobs and
economic transformation, this
will include piloting of: spatial
inventory of infrastructure in
five IDA countries; urban jobs
accessibility assessments of 10
cities in IDA countries; and
spatial assessment of trends in
job creation and destruction in
five countries.
Progress Report
with specific
deliverables:
- piloting of:
spatial inventory
of infrastructure
in 5 IDA
countries;
- urban jobs
accessibility
assessments of
10 cities in IDA
countries;
- spatial
assessment of
trends in job
creation and
On track
WBG is well on its way to meeting an ambitious commitment to
pilot new approaches with spatial data to inform the JET agenda in
IDA18.
• The WBG piloted rapid machine learning approaches to
extracting the network infrastructure and buildings from satellite
imagery in Tanzania and Djibouti, to help develop inventories of
critical infrastructure mapped against the communities they
serve.
• Urban jobs accessibility assessments were carried out in seven
cities in IDA countries in Africa as part of a United Kingdom
Department for International Development (DFID)-supported
report launched in May 2018.
- 54 -
Objectives Policy Commitment Target Progress
destruction in 5
countries. • Spatial tools have also been used to assess firm location and job
creation patterns in Bangladesh, Tanzania, Zambia, and
Zimbabwe.
Gender and Development
Sharpen focus on closing
gaps between women,
men, girls and boys in
country strategies and
operations, and
strengthen the data and
evidence base to enhance
impact towards gender
equality
Human endowments/ first
generation gaps:
10. (a) All applicable IDA18
financing operations in primary
and secondary education will
address gender-based disparities,
for instance, by incentivizing
enrollment, attendance and
retention for girls.
Progress report
All applicable
IDA18 funded
primary and
secondary
education
operations
On track
• All applicable IDA18 financing operations for primary and
secondary education support at least one of the following:
improved access for girls to quality pre-primary and basic
education, address transition and retention challenges for
adolescent girls, promote positive role models and agency,
address gender-based violence, and train female teachers to use
technology in STEM subjects to enhance learning –
Afghanistan, Bangladesh (3 separate operations), Cameroon,
Central African Republic, Ethiopia, the Gambia, Guinea-Bissau,
Kenya, Moldova, Senegal, and Zambia. 13 projects, totaling
US$2.16 billion
Human endowments/ first
generation gaps:
(b) All IDA18 financing
operations for maternal and
reproductive health will target
the improvement of the
availability and affordability of
reproductive health services,
including for survivors of
gender-based violence.
All operations
with IDA18
funding for
maternal and
reproductive
health
On track
• All IDA18 operations for maternal and reproductive health
provide at least one or more of the following: reproductive
health consultations through mobile brigades, train mid-wives,
develop adolescent-friendly health services, support free
maternal health services, C-sections, and uptake of long term
contraception – Afghanistan, Bangladesh, Cameroon,
Democratic Republic of Congo, Djibouti, Ethiopia, Guinea,
Guinea-Bissau, Lao PDR, Madagascar, Mozambique,
Nicaragua, Pakistan, and Zimbabwe. 14 operations, totaling
US$1.67 billion, of which US$326 million directly dedicated to
reproductive and maternal health.
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Objectives Policy Commitment Target Progress
Removing constraints for more and
better jobs:
11. At least 75 percent of IDA18
financing operations for skills
development will consider how
to support women’s participation
in and improvement in the
productivity of their economic
activity, and/or consider how to
reduce occupational segregation.
At least 75% of
IDA18 funded
operations for
skills
development
On track
• 11 of 12 skills development operations approved under IDA18,
support women’s participation in and improvement in the
productivity of their economic activity, and/or consider how to
reduce occupational segregation. IDA18 operations address gaps
between men and women in productivity focus on improving
life skills, providing entrepreneurship training for women, or
supporting formal vocational training – Burkina-Faso, Rwanda,
Pakistan, Ethiopia, Niger, Guinea-Bissau, Nepal, Niger, and
Sierra Leone
Removing constraints for more and
better jobs:
12. At least two-thirds of all IDA18
financing operations in urban
passenger transport will address
the different mobility and
personal security needs of
women and men.
At least two-
thirds of IDA18
funded
operations in
urban passenger
transport
On track
• One project was approved [Côte d’Ivoire] and its project
design meets the expectation of addressing the different
mobility and personal security needs of women.
The launch of urban transport operations under IDA17 set the
stage for IDA18, with active operations in Tanzania and Senegal
promoting safety and appropriateness to women’s needs by
building in special design features in transport infrastructure and
services, and, in addition, by supporting women’s increased
employment opportunities in roadworks and transport services.
Control over assets with a focus on
financial inclusion:
13. At least ten IDA18 financing
operations and ASA for
Financial Inclusion will address
gaps in men’s and women’s
access to and use of financial
services, and at least ten
Financial Inclusion strategies in
IDA countries will provide sex-
disaggregate reporting and put in
place actions to target
At least 10
IDA18 funded
operations and
ASA for
Financial
Inclusion
and
At least 10
Financial
Inclusion
On track
• Eight IDA18 operations approved, address gaps between
women and men in access to and use of financial services
through risk-sharing facilities for mortgages to women
borrowers, building institutional capacity to identify and target
gaps, and by setting inclusion targets for female entrepreneurs
accessing credit – Afghanistan, Burundi, Cabo Verde, Djibouti,
Kenya, Madagascar, Sao Tome and Principe, and Pakistan
• An ASA in Burundi analyzes the status of financial inclusion,
focusing on the mobile money market and its implications for
women’s access, and a second ASA in Burkina Faso explores
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Objectives Policy Commitment Target Progress
specifically women's financial
inclusion.
Strategies in IDA
countries
how to increase the effectiveness of national funds in fostering
an adequate and sustainable supply of finance to female SMEs.
• Four IDA country Financial Inclusion Strategies suggest
actions for women’s financial inclusion, including financial
literacy training other activities to increase women’s access to
and use of financial services, and provide sex-disaggregated
reporting – Ethiopia, Pakistan, Rwanda, and Zambia
Control over assets with a focus on
financial inclusion:
14. At least half of all IDA18
financing operations in the ICT
portfolio will support better
access to the Internet and better
access to ICT services for
women.
At least half of
all IDA18
funded
operations in the
ICT portfolio
On track
• Three of four ICT operations with IDA18 financing support
better access to the Internet and better access to ICT services for
women, by providing digital skills training that targets women,
and by stimulating the creation of digital services – Afghanistan,
Kyrgyz Republic, and Côte d'Ivoire
Enabling country-level action:
15. Pilot data collections will be
launched in at least six IDA
countries to gather direct
respondent, intra-household
level information on
employment and assets.
Pilot data
collections
launched in at
least 6 IDA
countries
On track – being closely monitored
• Pilot data collection completed in FY18 in Malawi, with funds
raised and planning work underway in Ethiopia and Tanzania
for FY19 launches.
Voice and agency:
16. Increase the number of
operations in fragile contexts
which prevent or respond to
gender-based violence, including
through access to essential
services and livelihood support
activities for women (baseline:
IDA16; see FCV).
Report –
Increased
number of
operations which
prevent or
respond to GBV
• This is a cross-reference to an FCV commitment.
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Objectives Policy Commitment Target Progress
Voice and agency:
17. Implement the recommendations
of the WBG Global Task Force
on Gender-Based Violence, as
applicable, within operations in
IDA-eligible countries.
Progress report On track
• Action plan reflecting task force recommendations adopted,
implementation of actions on track, e.g.:
✓ Risk assessment tool developed to assess project-related
risks – being tested in three countries.
✓ GBV guidelines drafted for major civil works/infrastructure
projects.
✓ Roster of GBV specialists compiled to support teams.
✓ Recommended actions developed for Substantial or High
GBV risk operations.
✓ Learning events and trainings launched to share Task Force
recommendations and the associated Action Plan, and to
raise awareness of the need to address GBV risks.
Climate Change
Deepen the
mainstreaming of climate
change and disaster risk
management into SCDs,
CPFs, and lending, and
support development of
planning and investment
capacity
18. All IDA SCDs and CPFs to
incorporate climate and disaster
risk considerations and
opportunities and reflect
(I)NDCs, based on a review of
experience before the start of
IDA18, and to be reported at
MTR.
All SCDs/CPFs
On track
• SCDs: All 17 IDA SCDs completed between July 1, 2017 and
September 30, 2018 have incorporated climate and disaster risk
considerations and reflected NDCs if applicable. (100%
compliance)
• CPFs: All 11 IDA CPFs completed between July 1, 2017 and
September 30, 2018 have incorporated climate and disaster risk
considerations and reflected NDCs if applicable. (100%
compliance)
19. All IDA operations continue to
be screened for climate change
and disaster risks and integrate
resilience measures, based on
review of experience before the
All IDA
operations
On track
• All 341 IDA operations approved by the Board between July 1,
2017 and September 30, 2018 have been screened for climate
and disaster risks. (100% compliance)
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Objectives Policy Commitment Target Progress
start of IDA18, and to be
reported at MTR.
20. Support at least 10 countries (on
demand) to translate their
(I)NDCs into specific policies
and investment plans and start to
integrate these into national
budget and planning processes.
Support at least
10 countries
On track
• Support is being provided to 9 IDA/Blend countries through
the NDC Support Facility – Bangladesh, Côte d’Ivoire,
Kyrgyzstan, Mali, Mozambique, Pakistan, Sao Tome &
Principe, Rwanda, and Uganda
21. Develop at least 10 climate-
smart agriculture investment
plans (CSIPs) and 10
programmatic forest policy notes
(FPNs).
At least 10
CSIPs and 10
programmatic
FPNs
On track
Climate-Smart Agriculture Investment Plans (CSIPs)
• 4 being finalized – Bangladesh, Zambia, Côte d’Ivoire, Mali
• 2 more on track for delivery in FY20 – Lesotho, Zimbabwe
Forest Policy Notes (FPNs54)
• 5 programmatic FPNs delivered – DRC, Ethiopia,
Mozambique, Liberia, and Nepal
22. Increase the use of DPOs that
support climate co-benefits. % of financing
with climate co-
benefits over
total
commitment for
IDA DPOs will
increase;
and
On track
• In FY18, the share of climate co-benefits over the total
commitment for IDA DPOs increased to 22% as compared to
7% in FY17.
• 60% of IDA DPOs had climate co-benefits in FY18, an
increase from 47% in FY17.
54 Forest Policy Notes (FPNs) are also referred as Country Forest Notes (CFNs) in the WB Forest Action Plan and Climate Change Action Plan.
- 59 -
Objectives Policy Commitment Target Progress
% of IDA DPOs
with climate co-
benefits will
increase.
23. Apply GHG accounting and
shadow carbon price for all
operations in significant sectors,
and prepare a revised guidance
note on discount rates.
GHG accounting
and shadow
carbon price
applied to all
investment
lending projects
for which WB-
approved GHG
accounting
methodologies
exist; and the
Guidance note
on discount rates
published.
On track
• All applicable projects have applied GHG accounting and
Shadow Carbon Price in the period of July 1, 2017 to
September 30, 2018. (100% compliance)
• The revised guidance note on discount rates has been published.
Supporting efforts to
achieve the Sustainable
Energy for All objectives
24. Support the addition of five GW
in renewable energy generation.
Addition of 5
GW in
renewable
energy
generation
Delivered
• Operations approved as of September 30, 2018 for the addition
of 6.0 GW of renewable energy generation during IDA18 – 0.8
GW in direct financing,55 5.2 GW in indirect financing56
55 This category includes financing for the construction of new renewable generation facilities, the addition of generation capacity through rehabilitation or expansion of existing
facilities, the conversion from non-renewable to renewable sources of generation, and the provision of risk mitigation financing to provide incentives for private sector
participation. This includes on-grid, mini-grid, and off-grid solutions. 56 This category can be further disaggregated into three sub-categories, and includes: (i) Renewable Energy Generation Facilities: financing for the construction of enabling
facilities for investments in renewable energy generation; (ii) Renewable Energy Integration: financing for the construction of infrastructure to integrate renewable generation
facilities into the grid and evacuate power from renewable generation facilities (thus avoiding stranded assets); (iii) Technical Assistance: financing for the preparation of least
cost and master plans, the development of laws and regulations, resource mapping and data collection; and the analyses required for construction such as feasibility studies, and
environmental and social analyses and plans.
- 60 -
Objectives Policy Commitment Target Progress
25. Develop Investment
Prospectuses in seven additional
countries with low electricity
access.
Investment
prospectuses
developed in 7
additional
countries
On Track
• 2 completed – Cameroon and Côte d’Ivoire
• 6 underway – Benin, Kenya, Madagascar, Malawi, Niger and
Togo
Monitoring and
reporting of IDA
resources used for
climate change
26. Report annually on private
finance mobilized for climate57
and continue to report on overall
climate finance together with
other MDBs.
Annual reporting On track
• The WBG continues reporting annually on private finance
mobilized for climate and overall climate finance.
• The 2017 MDB’s Joint Report on Climate Finance was
launched on June 13, 2018.
o In 2017, MDB’s total climate finance reached US$35.2
billion (up 28% from 2016). WBG remains the largest
financier of climate-related projects with US$13.2 billion in
total finance and US$8.7 billion in private mobilization (up
from US$6.8 billion in 2016).
Fragility, Conflict, and Violence (FCV)
Deepening IDA’s
knowledge on FCV and
learning from
operational experience
27. Adopt a risk-based approach for
identifying fragility beyond
those countries on the FCS
harmonized list.
Progress Report
On track
• A draft paper has been prepared and consultations are on-
going, expected to be completed by the end of IDA18.
28. Deepen the WBG’s knowledge
on the mitigation/prevention of
FCV risks through a flagship
Progress Report Delivered
57 Climate finance reporting will continue to follow the methodology and procedures agreed upon with other MDBs and will report on the WBG numbers.
- 61 -
Objectives Policy Commitment Target Progress
report drawing on lessons from
operational experience and
impact evaluations.
• Flagship report Pathways for Peace was launched in March
2018. Dissemination events have been conducted.
Implementation notes and consultations are underway.
Designing integrated
WBG strategies
addressing FCV drivers
and building institutional
resilience
29. RRAs inform all CPFs in FCS
and countries with significant
risks of FCV. 58
RRAs inform
CPFs in FCS &
RMR countries.
On track
• 11 RRAs were delivered in the last 18 months preceding the
planned CPFs – Burundi, Côte D’Ivoire, Djibouti, Niger,
Gambia, Guinea, Liberia, Nepal, Solomon Islands, Somalia,
Tajikistan
• 3 RRAs Ongoing in Comoros, PNG, Sudan
30. Increase the number of
operations targeting refugees and
their host communities (baseline:
IDA17).
Increase the
number of
operations
targeting
refugees
IDA17 baseline:
7 projects
On track
• 11 projects approved in 6 countries
31. Increase the number of
operations in fragile contexts
which prevent or respond to
gender-based violence, including
through access to essential
services and livelihood
supported activities for women
(baseline: IDA16).
Increase the
number of
operations which
prevent or
respond to
gender-based
violence
(through a
component or
sub-component)
On track - being closely monitored
• 3 projects were approved. Continued focus to increase pipeline.
58 Countries eligible for exceptional IDA allocations to mitigate FCV risks identified on the basis of a cross-country risk scan combining quantitative and qualitative assessments.
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Objectives Policy Commitment Target Progress
Baseline: 0
Improving staffing,
operational effectiveness
and flexibility
32. Increase staff “facetime” in IDA
FCS with focus on staff based
in-country and monitor progress
through the “Facetime index”. 59
Increase staff
Facetime Index
On track – being closely monitored
• Net increase of 85 staff as of end-September (66 of which GE+)
(Sept. 2016 baseline). Objective is net 150 staff increase.
• The Facetime Index has increased by 5 percent in IDA FCS
and RMR countries in FY18 compared to the FY17 baseline.
Promoting partnerships
for a more effective
response
33. Undertake joint RPBA as
openings arise for engagement in
the aftermath of conflict in IDA
countries.
Progress Report-
joint RPBA
On track
• Joint RPBA has been completed in Cameroon.
• One is ongoing in Zimbabwe. The Bank is exploring additional
opportunities for joint RPBAs.
Enhancing financing to
support FCS/FCV
34. Implement the revised IDA
resource allocation framework
for FCS/FCV to enhance
targeting of IDA’s exceptional
support and financial
engagement in these countries.
Progress Report
On track
• RRAs and RMR Implementation Notes have been completed
for Nepal, Niger, Guinea, RMR Implementation Note for
Tajikistan will go to Board in Q2 FY19 as part of the CPF.
• The TAR continues to provide significant financing support to
Central African Republic, Madagascar & the Gambia.
59 The proposed “Facetime” indicator will be calculated on the basis of World Bank staff in-country missions as well as international and local staff and consultants posted in the
country.
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Objectives Policy Commitment Target Progress
Governance and Institutions
Strengthen DRM 35. Provide support to at least a third
of IDA countries targeted at
increasing their Tax/Gross
Domestic Product ratio through
lending operations, ASA and
technical assistance including
tax diagnostic assessments.
Support at least a
third of IDA
countries
Delivered
• Delivered: 33 countries (12 DPF, 9 IPF, 1 PforR, 17 ASA, 8
TADAT) – Afghanistan, Bangladesh, Benin, Bhutan, Burkina
Faso, Burundi, Cambodia, Central African Republic, Chad,
Comoros, Democratic Republic of Congo (DRC), Côte d’Ivoire,
Djibouti, Ethiopia, Grenada, Kenya, Liberia, Madagascar,
Mauritania, Federated States of Micronesia, Moldova, Nepal,
Niger, Nigeria, Pakistan, Samoa, Senegal, Somalia, Tajikistan,
Tanzania, The Gambia, Timor- Leste, Togo
• Ongoing: 5 new countries (13 countries total) – Ghana, Kyrgyz
Republic, Lao PDR, Uganda, Zimbabwe
Improve public
expenditure, financial
management and
procurement
36. Support at least 10 IDA
countries in performing 2nd or
subsequent PEFA assessments to
inform preparation of their
SCDs.
Support at least
10 IDA countries
Delivered
• Delivered: 10 countries - WB Leading: Afghanistan, Tajikistan
(published), Zambia (published), Ghana, Zimbabwe; WB
Supporting: Chad, Guinea (published), Kenya, St. Lucia, Sierra
Leone (published)
• Ongoing: 3 countries (Draft report) – WB Leading: Malawi;
WB Supporting – Mali, Côte d’Ivoire
37. Deliver MAPS2 in five IDA
countries to accelerate the
development of modern,
efficient, sustainable and more
inclusive public procurement
systems that take into account
national development objectives.
Deliver MAPS2
in five IDA
countries
On Track
• Delivered: 0 countries
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Objectives Policy Commitment Target Progress
• Ongoing: 4 counties underway for FY19 delivery – Djibouti,
Malawi, Mozambique, Rwanda
Strengthen active
ownership of SOEs
38. Support at least 10 IDA
countries on enhancing SOE
performance through: (i)
Performance Agreements and/or
(ii) increased transparency
through published reports on
their SOE portfolio.
Support at least
10 IDA countries
on enhancing
SOE
performance
On track - being closely monitored
• Delivered: 5 delivered – Afghanistan, Madagascar,
Mozambique, Republic of Congo, Zimbabwe
• Ongoing: 1 scheduled to be delivered – Cameroon
Support public
administration
performance for service
delivery
39. Perform joint operations, TA,
and/or ASA on sector-focused
governance in 10 IDA countries
to identify and address
institutional bottlenecks to
service delivery with the health,
water, and/or education sectors.
10 IDA countries
to identify and
address
institutional
bottlenecks to
service delivery
On Track
• Delivered: 8 countries – Bangladesh, DRC, Madagascar,
Lesotho, Niger, Mozambique, Solomon Islands, Tanzania
• Ongoing: 8 countries – Burundi, Cameroon, Lao PDR,
Lesotho, Liberia, Myanmar, Sudan, Uganda
Support institutional
capacity to respond to
pandemics
40. Support at least 25 IDA
countries in developing
pandemic preparedness plans.
At least 25 IDA
countries
develop
pandemic
preparedness
plans
On Track – being closely monitored
Funding has been secured for planning in 18 countries, of which 8
countries have completed the National Action Plan process.
• Delivered: 8 countries – Cambodia, Lao PDR, Liberia,
Myanmar, Senegal, Sierra Leone, Tanzania, Uganda
• Ongoing: 15 countries – Afghanistan, Bangladesh, Burkina
Faso, Chad, Democratic Republic of the Congo, Ethiopia,
Ghana, Haiti, Kenya, Mali, Mauritania, Niger, Nigeria, Sudan,
Zambia
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Objectives Policy Commitment Target Progress
41. Support 25 countries in
developing frameworks for
governance and institutional
arrangements for multi-sectoral
health emergency preparedness,
response and recovery.
25 countries
develop G&I
frameworks for
health
emergency
preparedness,
response, and
delivery
On track - being closely monitored
• Delivered: 7 countries – Cambodia, Kenya, Liberia, Nigeria,
Senegal, Sierra Leone, Uganda
• Ongoing: 10 countries – Afghanistan, Ethiopia, Ghana, Haiti,
Mali, Mauritania, Myanmar, Niger, Sudan, Tanzania
Integrate citizen
engagement and
beneficiary feedback into
service delivery
operations
42. Support projects in at least 10
IDA countries in the
development and
implementation of user feedback
and/or enhanced GRMs60 for
service delivery that ensure
participation by women in these
processes
Projects in at
least 10 IDA
countries
Delivered
• Delivered: 26 Projects in 21 countries delivered with enhanced
GRM and/or beneficiary feedback interventions – Bangladesh,
Burkina Faso, Burundi, Cameroon, Rep. of Congo, Ethiopia,
Ethiopia, Kenya, Lao PDR, Mali, Moldova, Mozambique,
Myanmar, Nepal, Pakistan, Rwanda, Senegal, Solomon Islands,
Tajikistan, Tanzania, Rep. of Yemen, Zambia
Strengthen open,
transparent and inclusive
governance through
Open Government
commitments
43. Support at least one-third of IDA
countries (at least 25 countries)
to operationalize reform
commitments towards the OGP
agenda to strengthen transparent,
accountable, participatory, and
inclusive governments
At least one-third
of IDA countries
to operationalize
reform
commitments
towards OGP
agenda
On track
• Delivered: 17 countries delivered – Afghanistan, Bangladesh,
Bhutan, Burkina Faso, Cambodia, Central African Republic,
Djibouti, Ethiopia, Guinea, Kiribati, Kyrgyz Republic,
Mozambique, Nepal, Niger, Senegal, Sierra Leone, Togo
• Ongoing: 1 country under implementation – Nigeria
Mitigate IFFs 44. Perform IFFs assessments in at
least 10 IDA countries to support
Perform IFF
assessments in at
On track – being closely monitored
• Delivered: 3 countries (30%) – Cabo Verde, Guyana, Senegal
60 Enhanced GRMs include minimum standards on uptake, responsiveness, disclosure, and/or gender inclusion.
- 66 -
Objectives Policy Commitment Target Progress
the identification and monitoring
of IFFs;
least 10 IDA
countries
• Ongoing: 13 countries – Afghanistan, Benin, Burkina Faso,
Dominica, Gambia, Grenada, Liberia, Madagascar, Mauritania,
Niger, Rep. of Congo, Rwanda, Togo
Enhance understanding
of governance and
institutions in FCV
45. Strengthen and systematize
Governance & Institutional
analysis in half of Risk and
Resilience Assessments and at
least three-quarters of Recovery
& Peace Building Assessments
in IDA countries
G&I analysis in:
Half of RRAs
and at least
three-fourths of
RPBAs in IDA
countries
On Track
• Delivered:
o 11 out of 14 RRAs (78%) – Burundi, Dem. Rep. of
Congo, Djibouti, Gambia, Kosovo, Nepal, Papua New
Guinea, Sierra Leone, Solomon Islands, Somalia,
Tajikistan,
o All 4 RPBAs (100%) – Cameroon, Central African
Republic, Mali, Nigeria
Operationalize 2017
WDR
46. Plan for operationalization of
2017 WDR focused on reducing
implementation gaps and
enabling adaptive approaches.
Report On track
• Socialization: Disseminated in 50 venues spanning 30 countries;
255K downloads
• Application: More than 30 SCDs, CPFs, and ASAs incorporate
WDR 2017 framework – notable IDA18 SCDs include Malawi,
Sierra Leone, Solomon Islands
• Institutionalization: Development of suite of tools; Embedding
in corporate instruments and priority areas; Partnerships and
knowledge exchange
- 67 -
Annex 4: IDA18 Results Measurement System (RMS)
1. The IDA18 RMS uses a three-tiered development results framework with 84 indicators to
track results of IDA countries at an aggregate level:
Tier 1: IDA Countries Progress
2. Tier 1 of the IDA18 RMS reports long-term development outcomes and the broader context
of countries in which IDA operates. Progress in Tier I indicators is not directly attributed to IDA’s
interventions; it is the outcome of collective efforts by countries and their development partners.
There are 33 indicators in Tier I tracking progress that IDA-eligible countries are making on
development indicators organized into four categories: (i) WBG Goals of poverty eradication and
boosting shared prosperity; (ii) growth; (iii) sustainability and resilience; and (iv) inclusiveness.
3. Tier 1 aggregates data from the list of eligible IDA borrowers at the end of previous fiscal
year. This first update of Tier 1 indicators reports aggregated results from IDA’s eligible borrowers
as of June 30, 2018. Some data from previous years, including baselines, may have been
retroactively adjusted due to improvements in data availability, coverage, and other changes.
Tier 2: IDA-Supported Development Results
4. Tier 2 of the IDA18 RMS tracks development results in countries supported by IDA
operations. Tier 2 indicators report on outputs supported directly by IDA projects which are
collected and aggregated from data extracted directly from project documents (i.e. ISR, ICR, PAD)
the majority of which are Corporate Results Indicators (CRIs), a set of standard indicators
monitored corporately and used to report World Bank, IBRD, and IDA project results to internal
and external constituents. Tier 2 includes 21 indicators in the IDA18 RMS, tracking aggregate
project output indicators under the three categories: (i) growth, (ii) inclusiveness, and (iii)
sustainability to reflect the linkage to the WBG Strategy.
5. Methodology used for aggregating Tier 2 indicators (IDA-supported results) was adjusted61
by calculating cumulative totals of outputs achieved during a period or adding up the values as we
go or report on (i.e., "how much we have achieved so far.”). Running totals would be generated
and reported during the IDA18 cycle (i.e. FY18 data during the first year, FY18 AND FY19 data
in the second year, and data from FY18 through FY20 in the third and final year of the IDA18
cycle). Therefore, results currently reported on Tier 2 correspond to results achieved by IDA-
supported projects only during FY2018.
6. The FY17 harmonized list of FCS (released in June 2017) has been used for aggregating
and reporting results achieved during FY18 in these countries. The same list will be used
throughout the IDA18 cycle to ensure data comparability and consistency across the years.
61 In the IDA17 RMS, reported outputs in Tier II were based on a three-year rolling basis.
- 68 -
Tier 3: IDA Organizational and Operational Effectiveness
7. Tier III of the IDA18 RMS includes measures of both the operational and organizational
effectiveness of IDA. This includes indicators tracking the performance of IDA’s portfolio, the
quality and timeliness of projects delivered to clients, the results orientation of the operations,
client and beneficiary feedback, financial sustainability, and the implementation of the five IDA
Special Themes. Tier 3 of the IDA18 RMS includes 30 indicators organized under six categories:
(i) development outcome ratings: (ii) client feedback; (iii) beneficiary feedback; (iv) portfolio
performance; (v) financial sustainability; (vi) implementation of Special Themes. Similar to Tier
2, data reported for FCS will be based on the FY17 harmonized list of FCS (released in June 2017)
and continue to be used throughout the IDA18 cycle.
- 69 -
Tier 1: IDA Countries Progress
No. Indicator Unit of
Measure
Baseline
(as of June 30, 2017)
Actual
(as of June 30, 2018)
All IDA/FCS
Data
coverage
Year
All IDA/FCS
Data
coverage
Year
WBG goals
1 Population living on less than US$1.90 a day % of
population 31.8/38.2 2013 30.8/39.2 2015
2 Growth rate of real per capita income of the bottom 40 %
% 2.9/3.1 2013 1.8/2.1 2015
Growth
3 Annual growth rate of real GDP per capita % 0.7/-0.5 2016 2.1/1.6 2017
4 GDP per person employed constant
2011 PPP $ 8,710/6,827 2016 8,682/6,680 2017
5 Non-agriculture sectors, value added (as % of GDP) % 78.2/75.6 2016 78.1/75.6 2017
6 Level of statistical capacity scale from 0
to 100 62.18/52.93 2016 61.96/52.36 2017
7 Trade Logistics Performance Index
Average
rating 1=low
to 5=high
2.4/2.3 2016 2.4/2.3 2016
8 Number of IDA countries that have raised taxes/GDP above 15% Number of
countries 0/0 2015 1/0 2016
9 No. of IDA countries that have an improved composite PEFA score in
dimensions across the pillars of budget reliability, transparency of
public finances, and control in budget execution:
(1.1) Aggregate expenditure outturn
(9.1) Public access to fiscal information
(24.2) Competitive procurement methods
Number of
countries
10/1 2016 8/2 2017
10 Youth employment to population ratio (age 15-24) % 43.3/40.2 2016 43.3/40.2 2017
- 70 -
No. Indicator Unit of
Measure
Baseline
(as of June 30, 2017)
Actual
(as of June 30, 2018)
All IDA/FCS
Data
coverage
Year
All IDA/FCS
Data
coverage
Year
- Youth employment to population ratio (age 15-24), women % 36.0/34.6 2016 36.0/34.5 2017
- Youth employment to population ratio (age 15-24), men % 50.5/45.7 2016 50.4/45.7 2017
Sustainability and Resilience
11 Countries without wealth depletion % of
countries 23.1/7.7 2014 23.1/7.7 2014
12 Population exposed to harmful air pollution (PM2.5) % of
population 99.9/99.8 2015 99.9/99.8 2016
13 Average annual deforestation change % 0.49/0.5 2015 0.49/0.5 2015
14 CO2 emissions Metric tons
per capita 0.53/0.38 2013 0.53/0.39 2014
15 Annual freshwater withdrawals, total
% of
internal
resources
7.1/3.1 2014 7.1/3.1 2014
Inclusiveness
16 Countries with growth concentrated in the bottom 40% % of
countries 56.3/33.3 2013 50.0/75 2015
17 Proportion of population with access to electricity % of
population 52.6/40.8 2014 57.6/42.2 2016
18 Proportion of adults (15 years and older) with an account at a bank or
other financial institution or with a mobile money service provided % 29/18 2014
37/24
(30 female) 2017
19 Ratio of female to male labor force participation rate % 71.6/73.3 2016 71.7/73.4 2017
20 Legal changes that support gender equality over the past two years
Number of
legal gender
changes
38/10 April 2013-
April 2015 42/15
May 2015-
June 2017
21
Lower secondary gross completion rate % 47.9/41.2
(45.7 female) 2014
49.5/42.3
(47.5 female) 2016
- 71 -
No. Indicator Unit of
Measure
Baseline
(as of June 30, 2017)
Actual
(as of June 30, 2018)
All IDA/FCS
Data
coverage
Year
All IDA/FCS
Data
coverage
Year
- Ratio of girls’ to boys’ completion rate 91.2/78.4 2014 92.2/79.2 2016
22
Lower secondary enrollment rate % 55.9/53.0 2014 58.5/55.0 2016
- Ratio of girls’ to boys’ enrollment rate 92.4/79.3 2014 93.7/80.8 2016
23 Under-5 mortality rate
Number of
under-five
deaths per
1,000 live
births
74.7/83.1 2015 72.2/80.6 2016
24 Prevalence of stunting among children under 5 years of age % 34.5/36.8 2015 33.7/36.4 2016
25 Proportion of births attended by skilled health personnel % 54.8/62.3 2013 54.8/62.3 2013
26 Incidence of HIV
% of
uninfected
population
ages 15-49
0.11/0.12 2015 0.11/0.11 2016
27 Maternal mortality ratio
Number of
maternal
deaths per
100,000 live
births
452/536 2015 452/536 2015
28 Adolescent fertility rate
Number of
births per
1,000
women ages
15-19
85.6/92.4 2015 84.4/90.8 2016
29 Contraceptive prevalence by modern methods
% of
married
women ages
15-49
32.3/22.6 2012 31.1/24.0 2014
- 72 -
No. Indicator Unit of
Measure
Baseline
(as of June 30, 2017)
Actual
(as of June 30, 2018)
All IDA/FCS
Data
coverage
Year
All IDA/FCS
Data
coverage
Year
30 People using basic sanitation services % of
population 38.3/35.6 2015 38.3/35.6 2015
31 People using basic drinking water services % of
population 67.6/58.8 2015 67.6/58.8 2015
32 Number of refugees by country or territory of asylum Number
(millions) 7.3/2.7 2015 7.7/2.7 2016
33 Internally displaced persons, total displaced by conflict and violence
Number
(millions -
high
estimate)
23.9/20.0 2016 25.3/21.1 2017
- 73 -
Tier 2: IDA-Supported Development Results
No. Indicator Unit of
Measure
IDA17 Results
(FY15 to FY17)62
(All IDA/FCS)
All IDA
Actual
(FY18)
FCS
Actual
(FY18)
Actual
Female
Beneficiaries
(FY18)
Performance
Standard63
(by end of
FY20)
Growth
1 Farmers adopting improved agricultural
technology
No. of farmers
(millions) 4.44/0.05
1.92
0.37
0.34
4-5 m
2 Beneficiaries reached with financial services No. of people
(millions) 0.04/0.01 0.27 0.003 0.11 4-6 m
3 Roads constructed or rehabilitated Km 61,054/ 17,503 5,931 1,820 - 80,000 –
100,000
4 Area provided with new/improved irrigation
or drainage services Ha 2,079,352/148,405 402,722 59,079 - 1.3-2.3 m
5 Generation capacity of renewable energy GW n.a. 6.064 n.a. - 5 GW
6 Private investments catalyzed by WB in
IDA countries US$ billions 4.7/1.0 6.24 0.54 - Monitored
62 Reflects the cumulative IDA-supported results achieved during IDA17 cycle (FY2015 through FY2017), unless noted otherwise. Most (new) indicators developed for IDA18
RMS have data available only for FY2017. 63 The performance standard corresponds to the net cumulative value (or range) expected to be achieved by end of the IDA18 period (i.e. June 30, 2020). Values shown are for all
IDA countries; no standards have been established for FCS. 64 This indicator has been aligned—in terms of definition and target—with the IDA18 policy commitment to “support the addition of five GW in renewable energy generation”,
and RMS value is therefore reported for operations delivery as of end of September 2018. Of the 6.0 GW reported, 0.8- GW were provided through direct financing; the
additional 5.2 GW were supported through indirect financing.
- 74 -
No. Indicator Unit of
Measure
IDA17 Results
(FY15 to FY17)62
(All IDA/FCS)
All IDA
Actual
(FY18)
FCS
Actual
(FY18)
Actual
Female
Beneficiaries
(FY18)
Performance
Standard63
(by end of
FY20)
(FY2017 only)
Inclusiveness
7 Teachers recruited or trained
No. of teachers
(millions) 6.8/n.a.
0.53
0.15
0.25
9-10 m
8 People who have received essential health,
nutrition and population services:
No. of people
(millions) 240.2/n.a.
36.88
17.72
23.18
316-400 m
(i) Children immunized No. of people
(millions) 69.2/n.a. 18.13 8.66 9.06 120-180 m
(ii) Women and children who have received
basic nutrition services
No. of people
(millions) 146.3/n.a. 13.9 5.51 9.27 180-200 m
(iii) Number of deliveries attended by
skilled health personnel
No. of deliveries
(millions)
24.6/n.a. 4.85 0.40 4.85 16-20 m
9 Beneficiaries of social safety net programs No. of people
(millions) 23.7/4.1 12.13 7.80 6.47 25-30 m
10 People provided with access to improved
water sources
No. of people
(millions) 34.16/9.23 13.2 1.7 n.a.65 35-45 m
65 Number of female beneficiaries are not reported since these infrastructure services are normally provided to groups (e.g., at the community, household, or general population
level) and data collected and reported are not disaggregated by sex at the client/beneficiary level.
- 75 -
No. Indicator Unit of
Measure
IDA17 Results
(FY15 to FY17)62
(All IDA/FCS)
All IDA
Actual
(FY18)
FCS
Actual
(FY18)
Actual
Female
Beneficiaries
(FY18)
Performance
Standard63
(by end of
FY20)
11 People provided with access to improved
sanitation services
No. of people
(millions) 14.49/0.50 8.5 1.8 n.a.656 12-18 m
12 People provided with improved urban living
conditions
No. of people
(millions) 12.6/3.9 3.41 0.13 n.a.65 13-18 m
13 People provided with new or improved
electricity service
No. of people
(millions)
13.94/0.42
(FY2017 only)
8.99 1.22 n.a.65 25-35 m
14 Beneficiaries in IDA countries of job-
focused interventions
No. of people
(millions)
0.972/0.129
(FY2017 only) 9.03 0.51 2.55 Monitored
Sustainability
15 Projected energy or fuel savings Megajoules 1.525x109 / 0 1.96x109 367,786.800 - 5.43x109 Mj
16
Countries supported towards
institutionalizing disaster risk reduction as a
national priority with IDA support
Number of
countries n.a. 39 8 - 25-30
17 Net GHG emissions tCO2eq / year
-7,421,032/
-1,372,757
(FY2017 only)
-5,239,187 -896,411 - Monitored
18
Number of IDA countries that were
provided statistical capacity building
support by the WBG for the implementation
of household surveys
Number of
countries
66/27
(FY2017 only)
44
20
- >60 / > 25
countries
- 76 -
No. Indicator Unit of
Measure
IDA17 Results
(FY15 to FY17)62
(All IDA/FCS)
All IDA
Actual
(FY18)
FCS
Actual
(FY18)
Actual
Female
Beneficiaries
(FY18)
Performance
Standard63
(by end of
FY20)
19 Number of lending operations with civil
registration and vital statistics
Number of
operations
3/0
(FY2017 only)
4 0 - 20
20
Number of countries with an increase in the
number of registered taxpayers among IDA
countries with substantial WB tax
engagement
Number of
countries
0/0
(FY2017 only)
12 2 - 8-12
21
Number of IDA countries that
operationalize the Open Government
Partnership (OGP) agenda commitments
Number of
countries
7/3
(FY2017 only)
18 5 - 20-30
- 77 -
Tier 3: IDA Organizational and Operational Effectiveness
No. Indicator Unit of
Measure
Benchmark value66
(Reported value as
of end FY2017)
All IDA/FCS
All IDA
Actual (FY18)
FCS
Actual
(FY118)
Performance Standard
Development Outcome Ratings
1 Satisfactory outcomes of IDA country strategies
%, IEG
Rating
(4-year rolling)
57
(FY14-17 exits)
48
(FY15-18 exits)
30
(FY15-18
exits)
70
(4-year rolling)
2 Satisfactory outcomes of IDA operations:
i) as a share of commitments %, IEG
ratings
(3-year rolling)
83.2/77.7
(FY14-16 exits)
85.4
(FY15-17 exits)
74.5
(FY15-17
exits)
80
(3-year rolling)
ii) as share of operations 74.2/67.5
(FY14-16 exits)
76.1
(FY15-17 exits)
63.2
(FY15-17
exits)
75
(3-year rolling)
Client Feedback
3 Client feedback in IDA countries on WBG
effectiveness and impact on results 7.3/7.1 6.90 6.59 7 (Annual)
66 The baseline value reflects annual performance standards as of end of FY2017, unless noted otherwise. Data was not available for some new indicators developed for IDA18
RMS.
- 78 -
No. Indicator Unit of
Measure
Benchmark value66
(Reported value as
of end FY2017)
All IDA/FCS
All IDA
Actual (FY18)
FCS
Actual
(FY118)
Performance Standard
4 Client feedback in IDA countries on WBG
knowledge
Average
rating scale:
1-10
7.6/7.4 7.30 7.28 7 (Annual)
5 Client feedback on WBG on responsiveness and
staff accessibility 6.8/6.3 6.52 6.29 7 (Annual)
6 Client feedback on WBG on collaboration with
other donors 7.4/7.4 7.05 6.77 8 (Annual)
Beneficiary Feedback
7 Projects with beneficiary feedback indicator at
design % 92/92 94 95 100 (Annual)
Portfolio Performance
8 Satisfactory Bank performance in IDA-financed operations
i) overall
%, IEG
Rating
(3-year rolling)
80.8 / 80.1
(FY14-16 exits)
84.2
(FY15-17 exits)
71.8
(FY15-17
exits)
80 (3-year rolling)
ii) at entry 68.3 / 50.8
(FY14-16 exits)
66.8
(FY15-17 exits)
47.2
(FY15-17 exits)
Monitored
iii) during supervision 80.9 / 79.3
(FY14-16 exits)
81.7
(FY15-17 exits)
72.1
(FY15-17 exits)
Monitored
- 79 -
No. Indicator Unit of
Measure
Benchmark value66
(Reported value as
of end FY2017)
All IDA/FCS
All IDA
Actual (FY18)
FCS
Actual
(FY118)
Performance Standard
9 Share of CPFs in IDA countries that have at least
one joint objectives in the results matrix % 100 / 100 100 100 100 (Annual)
10 Alignment with the strategy
i) Stock of country strategies underpinned by
SCD (%) % 91 / 100 100 100 100 (Annual)
ii) Qualitative assessment of alignment of the
country engagement with the corporate goals n.a. n.a. n.a.67 Monitored
11 Disbursement ratio % 20.6 / 23.9 20 24.1 20 (Annual)
12 Operations design drawing lessons from
evaluative approaches % 75/73 75 67 100 (Annual)
13 Quality of M&E in IDA-financed operations
% IDA
commitment,
IEG ratings
(3-year rolling)
39.3 / 22.7
(FY14-16 exits)
44.4
(FY15-17 exits)
24.9
(FY15-17 exits) 80 (3-year rolling)
14 Time from Project Concept Note to the first
disbursement project financing
Number of
months 23.4/ 22.4 22.8 21.2 Monitored68
67 No data is available for part (ii) of this composite indicator since IEG does not provide ratings in the CLR, measuring “how well the program was aligned with the corporate
strategy”. 68 To avoid skewed incentives for speed at the expense of project quality and necessary due diligence, performance of this indicator will be tracked and monitored on a regular
basis without establishing specific target or performance standard.
- 80 -
No. Indicator Unit of
Measure
Benchmark value66
(Reported value as
of end FY2017)
All IDA/FCS
All IDA
Actual (FY18)
FCS
Actual
(FY118)
Performance Standard
i) Time from Concept Note approval to Board
Approval
13.7/13.7 13.8 12.6 Monitored
ii) Time from Board Approval to Project
Effectiveness
6.4/6.7 6.1 5.5
Monitored
iii) Time from Project Effectiveness to First
Disbursement
3.3/2.0 2.9 3.1
Monitored
15 Average cost of IDA supervision projects
(implementation support) US$ ’000 176 / 164 183 167 Monitored
16 Number of impact evaluations supported by the
World Bank in IDA countries Number n.a. 24 4 Monitored
17 Proactivity Index % 73.9 79.9 89.7 75 (Annual)
Financial Sustainability
18 IDA Budget Anchor % 97 102 - <=100 (Annual)
19 Bank Budget to Portfolio Volume Ratio (per US$
billion portfolio under supervision) US$ Millions 12 12.1 - Monitored
Implementation of Special Themes
20 Percentage of IDA-supported projects that
demonstrate a results chain by linking gender
% 55/53 56 66 55 (Annual)
- 81 -
No. Indicator Unit of
Measure
Benchmark value66
(Reported value as
of end FY2017)
All IDA/FCS
All IDA
Actual (FY18)
FCS
Actual
(FY118)
Performance Standard
gaps identified in analysis to specific actions that
are tracked in the results framework
21 Percentage of IDA-supported operations
reporting gender results at completion % n.a. n.a. n.a.69 Monitored
22
Number of IDA-supported operations that
address and respond to Gender-based Violence
(GBV)
Number n.a. 12 7 Monitored
23 Facetime Index in FCS
Number of
days per FY
(converted to
an index where
the FY17
baseline figure
is 100)
100
(eq. 184,407 days)
-
105
(eq. 192,727
days)
Monitored
24 IDA-supported operations with climate change co-benefits
- number of projects Number, 134/24 134 34 Monitored
- in US$ billions US$ billions 3.4/0.31 6.8 0.7 3-4 (Annual)
69 This indicator is a vestige of the previous system which was based on the number of completed operations, focusing only on a tally of numbers and not on results. No data
reported, since the new Gender Tag methodology has been introduced in FY17, only a handful operations have closed at end of FY2018 (only 3 out of 9 gender-tagged
operations) and none has a completed ICR in the system.
- 82 -
No. Indicator Unit of
Measure
Benchmark value66
(Reported value as
of end FY2017)
All IDA/FCS
All IDA
Actual (FY18)
FCS
Actual
(FY118)
Performance Standard
25 Completed ASA products that address climate
change issues
Number of
ASA
products
101/n.a. 85 29 100-200
26 IDA $ commitments with disaster risk
management co-benefits US$ billions
2.9 (FY15-FY17
average) 2.8 0.4 3-5 (3-year rolling average)
27 Private direct mobilization by WBG
operations/transactions in IDA countries US$ billions 2.8/1.6 3.47 1.4 Monitored
28 Total private mobilization of WBG-supported
operations/transactions in IDA countries US$ billions n.a. 7.04 2.97 Monitored
29 Number of Illicit Financial Flows (IFFs)
Assessments performed in IDA countries
Number of
IFFs
Assessments
9/2 3 0 10-15
30
Share of IDA18 Country Partnership Frameworks
(CPFs) which at reflect at least one of the
following four key principles underpinning
Economic Transformation:
• Sectoral productivity
• Value chain expansion
• Increased productive capital stock or
investment in energy, transport, manufacturing
or services.
• Export sector output/value added; Trade
Facilitation
% n.a. 75 - Monitored
- 83 -
Annex 5: WBG and IDA Partnerships
1. IDA18 focus on partnerships is strong to implement the ambitions agenda through
coordinated approaches that benefit from synergies and comparative advantages – particularly in
key priority areas.
2. Integration among global themes and IDA18 priorities including Gender and Fragility,
Conflict and Violence (FCV) is fostered across country strategies, knowledge products, learning,
and operations, providing critical leadership in these interlinked areas: The Bank’s Climate Change
and Gender Groups have partnered to develop a comprehensive WB-wide gender and climate
program that is now under implementation for FY18-23 covering key themes spanning disaster
risk reduction and adaptive social protection, renewable energy, forests and landscapes, urban
services, and green jobs and private sector development. This type of support helps better
understand and reduce gender gaps related to climate change in client countries. As a further
example, the FCV, Social, Urban, Rural and Resilience Practice (GSURR), and Climate Change
Group (CCG) teams are launching an Advisory Services and Analytics project on Multi-
Dimensional Risks Scenarios in FY19, covering long-term scenarios for climatic patterns,
migrations and conflict dynamics in Lake Chad and West Africa coastal areas
3. Special Theme-specific partnership examples include:
Scaling up crisis and fragility response
4. The Bank Group and UN have enhanced collaboration and joint action in post-crisis
and humanitarian settings to build resilience for the most vulnerable people. In March 2018,
the joint UN-WBG study Pathways for Peace: Inclusive Approaches to Preventing Violent
Conflict was launched with a call to redouble the international community’s efforts on prevention.
The report notes that a scaled-up system for preventive action would save between US$5 billion
and US$70 billion per year, which could be reinvested in reducing poverty and improving the
wellbeing of populations.
5. To help refugees and host communities, IDA and the WBG is working closely with
the UN High Commissioner for Refugees, UNICEF, the Red Cross (ICRC), and other
humanitarian agencies. IDA18 financing for refugees has been strengthened in part due to clear
focus on national policy changes articulated by commitments made during the 2016 UN Leaders’
Summit on Refugees. With access to new financing through an IDA18 innovative financing sub-
window, Uganda became a pilot country for the Comprehensive Refugee Response Framework
(CRRF), an initiative called for in the UN resolution The New York Declaration for Refugees and
Migrants. A key component of the CRRF is the “Refugee and Host Population Empowerment
strategic framework” that is supported by the Bank Group, the UN Country Team, and other
partners.
6. The Bank Group engagement in Yemen’s active conflict is facilitated by the UN. The
Bank has forged a strong operational partnership with UN Agencies to implement the program,
aimed at preserving the capacity of Yemeni institutions to deliver basic services. The current active
IDA emergency portfolio through the UN comprises five active operations totaling US$1.22
billion, of which US$800 million (66 percent) has been disbursed.
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7. IDA collaborates with other financing facilities to ensure quick response to emerging
crises. In May, for example, IDA joined with the Pandemic Emergency Financing Facility (PEF)
to combat an Ebola outbreak in the Democratic Republic of Congo. IDA provided US$15 million
for financing free care, availability of drugs, hazard pay and logistics, and the PEF provided its
first-ever financial commitment of US$12 million.
Addressing gender issues
8. The Bank Group and UN collaborates close to address the gender gap in poverty.
Using the Global Monitoring Database to analyze gender differences in welfare at the global level,
the joint paper notes a poverty penalty accounts for about five million more women living in
extreme poverty across the world, particularly in South Asia and Sub-Saharan Africa. The joint
work fed into UN Women’s new flagship report Gender Equality in the 2030 Agenda for
Sustainable Development which was launched in February 2018. In addition, The Umbrella
Facility for Gender Equality (UFGE) helps complement and inform IDA operations in closing
gaps between women and men. UFGE invests in research, data collection and impact evaluations
to identify what works to close gender gaps and bring essential knowledge to policy makers and
practitioners worldwide. Some examples being piloted under IDA18 include interventions that
promote girls transition to work, women’s property rights, childcare, lessons for finance and
training for entrepreneurship, and prevention of gender-based violence.
9. Collaborations are enhancing the effectiveness of gender operations. For example, The
Umbrella Facility for Gender Equality (UFGE) makes IDA operations more effective in closing
gaps between women and men. UFGE invests in research, data collection and impact evaluations
to identify what works to close gender gaps and bring essential knowledge to policy makers and
practitioners worldwide. Some examples being piloted under IDA18 include interventions that
promote girls transition to work, women’s property rights, childcare, lessons for finance and
training for entrepreneurship, and prevention of gender-based violence.
Advancing jobs and economic transformation
10. As a new Special Theme, the design and implementation of the JET(JET) work
program is strongly supported by partnerships and collaboration. Recognizing that growth
alone is not sufficient, a cross-cutting focus on job creation through private sector-driven economic
transformation has been set as a high priority for IDA countries. In close coordination with other
Special Themes objectives, implementation across the WBG, and consultation with external
partners– including public and private stakeholders – new approaches to operations, new financial
instruments, enhanced analytics, and new tools for the evaluation and measurement of jobs impact
are being identified and piloted to focus JET attention and efforts.
11. Given the comprehensive nature of the JET challenge, its policy commitments are
closely integrated with the other IDA18 Special Themes and, therefore, are reinforced by
complementary commitments, including on women’s labor force participation, regional trade and
integration, climate-smart urbanization and infrastructure, and enhanced governance, as well as
primacy of job creation in addressing the challenge of fragility.
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12. IDA’s work is carried out together with IFC and MIGA’s increasing engagements in
IDA countries in support of JET, and particularly through the WBG coordination and
implementation of the new IDA Private Sector Window (PSW). Under IFC’s 3.0 strategy of
creating markets, and the commitment to shift towards IDA countries as part of its capital increase
package, IFC continues to increase engagement in IDA countries. In FY18, IFC’s own account
commitments in IDA countries reached close to US$1.9 billion, with a total mobilization of almost
US$5 billion and total financing volume of around US$6.9 billion. MIGA, guided by its FY18-20
strategy with a focus on supporting IDA and FCS countries and Climate finance, has committed
13 projects (out of 39 overall) in IDA countries totaling US$1.24 billion in guarantees. In its first
year, the PSW has supported 12 projects committing US$185 million and leveraging more than
US$1.4 billion in total financing.
13. Beyond the WBG, dedicated JET consultations are being organized with partners to
share experiences, focus on implementation priorities, and help deliver results. In May 2018,
a World Bank-Peking University roundtable workshop on JET was held in Beijing to continue the
dialogue among policymakers and development practitioners through analytical studies and select
country experiences. The IDA18 Framework around connectivity, capabilities, and incentives was
presented, together with the Peking University study on the implication of China's industrial
transformation for the manufacturing sector in Africa and other developing countries. Sectoral
discussions focused on agriculture to produce jobs in the global food value chain, manufacturing
in the era of new technologies, and innovation and the digital economy. Experiences were shared
on Benin, Ethiopia, and special economic zones. More than 60 participants from IDA client
governments, development partners, private sector, Chinese government and research institutions,
and World Bank Board members and teams joined the workshop.
14. New, innovative approaches with spatial data are being piloted with partners to
inform the JET agenda – this includes rapid machine learning to extract infrastructure
information from satellite imagery in Tanzania and Djibouti, to help develop inventories of critical
infrastructure mapped against the communities they serve. Urban jobs accessibility assessments
have been carried out in 7 cities in IDA countries in Africa as part of a DFID-supported report
launched in May 2018. Spatial tools have also been used to assess firm location and job creation
patterns in Bangladesh, Tanzania, Zambia, and Zimbabwe.
15. Across programs, collaboration with others helps take forward key JET aspects at
institutional and project level:
• Migration: The WBG has been working closely with the ILO and other agencies to define
the SDG indicator 10.7.1 on recruitment costs for migrant workers.
• Youth employment / jobs in FCV environment: In Mali, the WBG and UN Peacebuilding
Support Office (UN PBSO) are leading preparations for a pilot on youth employment in
conflict areas. This is a follow-up to a joint review of employment programs in
peacebuilding between ILO, WBG, UN PBSO, and UNDP, and is overseen by a manager-
level steering committee of the four organizations.
• Solutions for Youth Employment (S4YE): S4YE, with its Secretariat at the World Bank,
was founded in partnership by Accenture, ILO, International Youth Foundation (IYF), Plan
International, RAND Corporation, the World Bank, and Youth Business International
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(YBI)—membership includes bilateral and multilateral partners as well as private sector
partners like Microsoft and Mastercard Foundation.
• Global Infrastructure Connectivity Alliance (GICA): An initiative of the China Presidency
of the G20, GICA membership includes national governments, including China;
multilateral development banks, such as ADB, AIIB, EDB, and the World Bank;
international organizations, such as OECD and UNCTAD; and global institutions, such as
Global Infrastructure Hub (GIHUB) and Global Energy Interconnection Development and
Cooperation Organization (GEIDCO).
• Global Value Chains (GVCs): The WBG has been at the forefront of global knowledge on
GVCs and has developed a number of tools to support GVC analysis, working with partners
such as the OECD, the EU, and the governments of China, Japan, and the United Kingdom.
Enhancing resilience for climate change
16. The WBG and other MDBs are collaborating on a broad range of issues related to
climate, including climate finance tracking, resilience measuring, mitigation and shadow
price of carbon. MDBs work closely at technical level to harmonize the methodology to track
climate related finance. MBDs and IDFC announced at the One Planet Summit to develop a
common framework for tracking progress towards achieving resilience to be shared by COP24,
they also reaffirmed their commitment to shift investment to sustainable asset classes through the
implementation of a shadow price of carbon.
17. Partnerships between the WBG and Global Environment Facility (GEF), Climate
Investment Funds (CIF), and Green Climate Fund (GCF) target transformational climate
action at scale by crowding in other sources of concessional finance. Three funding proposals
developed by the WB in IDA countries have been approved by the GCF Board, bringing total GCF
funding of US$ 67.5 million to Marshall Island, Burkina Faso, and Bangladesh. Two more projects
for IDA countries are under preparation to request GCF funding. GEF has been an important source
of grant financing for IDA countries to pilot new technologies and approaches, de-risk investment,
and enhance enabling environments. In FY18, eight WB projects with a total amount of US$ 66.5
million have been approved by GEF to support IDA countries.
18. Bilateral partnerships prove to be instrumental in building global momentum for
climate actions. Together with Canada, the WBG is targeting developing countries and small
island developing states in energy transition. Supporting the leadership of UK and Germany, the
WBG contributes to the InsuResilience Global Partnership to deepen climate risk insurance
markets and use innovative insurance related schemes in developing countries. At the city level,
the Global Covenant of Mayors and the Bank established a partnership to secure funding in
technical and financial assistance for Cities Executing Aggressive Climate Action Programs.
19. Complementing IDA-specific assistance, the Bank has established the WBG NDC
Support Facility Trust Fund to support the implementation of country NDCs. It also provides
access to NDC-related tools for the development community and WBG staff. The WBG NDC
Support Facility is a multi-donor, Bank-Executed Trust Fund developed to support countries in
implementing their NDCs in line with the NDCP process. The Fund is active in a range of sectors
including transport, coastal management, water, energy efficiency, climate-smart agriculture,
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environment and disaster risk management. The NDC Partnership process, complemented by the
NDC Support Facility, aims to build client capacity and help with the NDC coordination,
prioritization and implementation process.
Building good governance and Institutions
20. Strategic partnerships have been central to the delivery of the Governance & Institutions
Special Theme, which are central to promoting aid effectiveness and streamlining international
collaboration. Given the systematic governance challenges faced by IDA countries, there has been
significant focus on deepening and broadening collaboration and coordination with other development
partners.
21. The Platform for Collaboration on Tax (PCT) – a vehicle for enhanced cooperation
between the World Bank, IMF, OECD, and UN – has facilitated the roll-out of the Medium-Term
Revenue Strategy to facilitate a country-driven process to develop multi-year, holistic and realistic
plans for revenue strategies.
22. The WBG also has deepened its collaboration with the Open Government Partnership
(OGP) to mobilize resources for meeting the ambitious Open Government targets through the launch
of a global trust fund that provides resources for local co-creation and thematic collaboration among
OGP countries and global actors.
23. The Stolen Asset Recovery Initiative (StAR) – a partnership between the WBG and the
United Nations Office on Drugs and Crime (UNODC) – delivered the inaugural Global Forum on
Asset Recovery (GFAR) in December 2017 in support of policy commitments on Illicit Financial
Flows by providing a platform to empower the investigators and prosecutors charged with identifying
and tracing assets and getting necessary cooperation with financial centers in recovering and returning
them.
