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IEG Annual Report 2025: From Evidence to Engagement

Learning Through Evaluation

In FY25, IEG submitted seven corporate thematic, or sectoral evaluations; five Country Program Evaluations (CPEs); and the 2024 Management Action Record validation to the Committee on Development Effectiveness. The Results and Performance of the World Bank Group 2024 was delivered to the Board of Executive Directors.

Corporate, Thematic, and Sectoral Evaluations

Every year, IEG completes several long-term evaluations to assess the performance of World Bank Group’s institutions and identify lessons for improving operations related to a particular theme, sector, or corporate process. These reports

  • Rely on robust mixed methods designs that usually combine synthetic analyses at the overall portfolio level with in-depth analyses at the country, project, or other levels;
  • Use a range of methodological approaches, such as portfolio analyses, structured literature reviews, surveys, and case study analyses; and
  • Draw on internal and external data sets (including geospatial data), internal and external documentation, and interviews with key groups of stakeholders.

Evaluation design, including issues of scope, delimitation, sampling, and other data collection, and analysis issues are discussed in peer-reviewed Approach Papers.

The seven evaluations submitted in FY25 cover a range of themes critical to development and the World Bank Group’s strategic priorities under the Evolution Roadmap and the Better Bank Agenda.

Confronting the Learning Crisis: Lessons from World Bank Support for Basic Education, 2012–22

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Education is essential for both individual well-being and national development, but a global learning crisis is leaving many children behind and deepening existing inequalities. Tackling the learning crisis and strengthening basic education are central priorities for the World Bank, which is the largest external funder of education in low- and middle-income countries. In Confronting the Learning Crisis: Lessons from World Bank Support for Basic Education, 2012–22, IEG assesses the World Bank’s efforts to tackle the crisis and recommends changes in its support that affect education systems and outcomes in low-and middle-income countries. The evaluation recommends that the World Bank adopt a systems-level approach to improving outcomes by developing country-specific education engagement plans that incorporate systems-based enhancements to the teaching career framework. Additionally, the evaluation advises leveraging partnerships to address data gaps and promote the development of learning-oriented education systems.

To learn more, check out the blog, “Back to Basics: Lessons for Confronting the Learning Crisis”; listen to the podcast, “Lessons on Improving Learning Outcomes in Basic Education”; and read the report. Pressed for time? Get quick insights with the two-page snapshot.

Early-Stage Evaluation of International Finance Corporation Platforms Approach

 

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IFC redefined platforms as a strategic mechanism to scale up new business development in 2022. This early-stage evaluation does not assess development outcomes; rather, it examines the characteristics and uses of the seven IFC platforms introduced between FY17 and FY22, providing insights to inform future use by IFC and oversight by the Board of Executive Directors. In the report, Early-Stage Evaluation of International Finance Corporation Platforms Approach: Addressing Development Challenges at Scale, IEG assesses the extent to which IFC’s platforms approach meets expectations on oversight, reporting, and efficiency gains while balancing risks and benefits to enhance trust over time.  The report makes two recommendations: (i) IFC can build on the benefits demonstrated by platforms during the pilot period, and (ii) IFC and the Board should agree on the appropriate level, content, format, and frequency of reporting on platforms and their individual projects, and ensure that these are grounded in clear results frameworks.

To learn more, check out the blog, “Enhancing Reporting and Results Frameworks for IFC Platforms: A Path to Greater Learning, Accountability, and Impact,” and read the report. Pressed for time? Get quick insights with the two-page snapshot.

Early-Stage Evaluation of the Multiphase Programmatic Approach

 

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Introduced in 2017, the World Bank’s multiphase programmatic approach (MPA) structures long, large, or complex engagements into a series of shorter, linked projects using either investment project financing or Program-for-Results financing. In the report, Early-Stage Evaluation of the Multiphase Programmatic Approach, IEG examines whether the design and early implementation of the MPA have supported the objectives critical to its effectiveness. The report finds that while MPAs meet expectations for learning and continuity, they have not yet demonstrated significant improvements over traditional approaches in coherence or adaptation. Their objectives are not more ambitious or focused on institutional strengthening, but they do better in supporting climate goals, offer flexible phase timing (using a series of smaller operations that happen when needed), and show that learning informs subsequent phases—though evidence of enhanced collaboration or adaptation remains limited. The report’s findings call management’s attention to several areas. MPAs can deliver large-scale solutions, but operational complexity may slow implementation. Likewise, uncertainty about the availability of and conditions attached to World Bank financing could cause delays, so alternative external funding should be considered. The report advises making objectives more ambitious. Finally, learning activities must be well-aligned, resourced, monitored, and adaptable, and dedicated training and networking for team leaders and staff are critical for MPAs spanning multiple sectors or regions.

To learn more, read the report. Pressed for time? Get quick insights with the two-page snapshot.

An Evaluation of World Bank and International Finance Corporation Engagement for Gender Equality over the Past 10 Years

 

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Advancing gender equality has been a long-standing commitment of the World Bank Group. In An Evaluation of World Bank and International Finance Corporation Engagement for Gender Equality over the Past 10 Years, IEG assesses the Bank Group’s support for gender equality during FY12–23. It offers lessons and recommendations to inform the implementation of the institution’s 2024–30 gender strategy. Based on its findings, the evaluation offers three key recommendations to enhance the Bank Group’s country-driven approach to gender equality and results. First, it calls for strengthening the country engagement model by increasing selectivity, prioritization, and coordination of gender-related activities, with a stronger emphasis on implementation. Second, it recommends building the capacity of World Bank and IFC monitoring and evaluation systems to better track complex gender outcomes, incentivize results at all levels, and regularly report on progress. Finally, it advises redefining the Bank Group’s human resources devoted to gender to clarify roles and responsibilities, eliminate overlaps, reinforce under-resourced functions—particularly in implementation and country support—improve capacity, and strengthen accountability.

To learn more, check out the blogs, “How the World Bank Group Can Aim for Transformative Change in the Lives of Women and Girls” and “Maximizing the Impact of Gender Equality Support at the World Bank Group”; listen to the podcast, “Lessons on Measuring and Delivering Results for Women and Girls”; and read the report. Pressed for time? Get quick insights with the two-page snapshot.

How the World Bank Supports Adaptive Social Protection in Crisis Response

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Shocks and crises threaten human development, especially for poor and vulnerable households, often forcing them to adopt harmful coping strategies. Adaptive social protection strengthens social protection systems to help households prepare for and respond to shocks. The World Bank Group has made adaptive social protection a core part of its support to countries, as seen in its updated Global Crisis Response Framework and Corporate Scorecard. In the report, How the World Bank Supports Adaptive Social Protection in Crisis Response, IEG assesses how relevant and effective these efforts have been in enabling countries to respond to shocks. This evaluation recommends strengthening social protection delivery systems to enable faster, broader coverage after shocks and to systematically measure their performance. Key actions include investing in system building and expanding coverage, prioritizing programs that serve both regular and shock-responsive needs, and improving coordination between governments and disaster risk management agencies. The evaluation also recommends deepening partnerships with humanitarian organizations, enhancing internal collaboration within the World Bank, setting performance targets, monitoring system effectiveness with dynamic stress testing, and using these insights to guide future investments.

To learn more, check out the enhanced overview and read the report. Pressed for time? Get quick insights with the two-page snapshot.

Learning in World Bank Lending

 

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The World Bank’s knowledge work supports development outcomes by providing guidance to clients on policy and reform issues and assisting both staff and clients in the selection, design, and implementation of lending operations. In the report, Learning in World Bank Lending, IEG assesses the World Bank’s approach to knowledge and learning in its lending operations to support the World Bank’s goal of being a “Knowledge Bank.”  The evaluation finds that the World Bank’s knowledge ecosystem is formal and linear and creates learning opportunities mainly at project preparation. While a strong informal learning culture helps teams access actionable sector and country knowledge, the ecosystem is unbalanced. The evaluation recommends enhancing the use of existing learning opportunities in lending processes by revising procedures and guidance to promote consistent learning throughout preparation and implementation; clearly defining expectations for knowledge, learning activities, and client engagement; creating dedicated spaces for knowledge sharing; and building a culture that values learning and is open to discussing failures. The evaluation also recommends establishing core knowledge management capacity and World Bank–wide standards and processes for capturing, storing, sharing, and accessing knowledge and placing essential knowledge management functions under senior management oversight.

To learn more, check out the blog, “Evaluating the Knowledge Bank: Four Takeaways on How the World Bank Learns in Lending,” and read the report. Pressed for time? Get quick insights with the two-page snapshot.

Making Waves: World Bank Support for the Blue Economy, 2012–23

 

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A blue economy approach provides a pathway to sustaining healthy ocean and coastal resources, which are essential for vibrant and resilient economies. The World Bank has been instrumental in elevating the blue economy concept on the global agenda and is committed to integrating blue economy principles into its strategies, operations, and partnerships. In Making Waves: World Bank Support for the Blue Economy, 2012–23, IEG assesses how well the World Bank is supporting a blue economy approach to achieve sustainable and inclusive development of ocean and coastal states. The report seeks to inform global discussions on redefining our relationship with the oceans, advocating a shift from exploitation to stewardship. The first recommendation highlights the importance of establishing a clear and compelling shared understanding of the blue economy approach. The second recommendation advises designing projects using an integrated and holistic blue economy framework, ensuring that participatory planning is central to the process, and moving beyond fragmented, sector-specific interventions. Finally, the third recommendation underscores the need for strong partnerships to unlock the transformational potential of the blue economy.

To learn more, check out the blogs, “Navigating the Blue Economy: A Global Commitment to Ocean Stewardship” and “Making Waves: Can the Blue Economy Deliver Ocean Health and Prosperity for All?”; listen to the podcast, “Lessons on Implementing the Blue Economy”; and read the report. Pressed for time? Get quick insights with the two-page snapshot.

Results and Performance of the World Bank Group

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IEG’s 14th annual Results and Performance of the World Bank Group synthesizes a decade of validated performance evidence across the World Bank Group. This year added analysis of (i) processing time for IFC investment projects, (ii) risk identification and mitigation, (iii) IFC work quality and additionality, (iv) the Country Opinion Surveys, and (v) results measurement in IFC investment projects. The report finds that overall ratings have plateaued or declined, largely due to greater exposure to riskier contexts (IDA and FCS countries). Performance can improve—even amid higher risks—through stronger design (realistic, context-aligned objectives and sequencing), proactive risk management (for example, reducing risks during implementation), and addressing client capacity constraints; client selection and capacity building are especially pivotal for IFC. The report flags persistent monitoring and evaluation gaps: over one-third of World Bank operations have inadequate M&E; MIGA lags on self-evaluations; and IFC needs better tracking—particularly of market-level outcomes. The report also notes that long World Bank preparation times correlate with weaker results, whereas for IFC in tougher contexts, slightly longer processing times were associated with better outcomes. Finally, One World Bank Group collaboration has improved but remains uneven across sectors.

To learn more, check out the enhanced overview and read the report.

Country Program Evaluations

Country Program Evaluations (CPEs) are long-term evaluations that look at how well the Bank Group achieved its objectives in a specific country, usually over a period of about 10 years. CPEs use similar methods as IEG’s thematic, sector, and corporate evaluations. CPEs assess Bank Group performance primarily on the basis of contributory actions directly controlled by the Bank Group and evaluate the relevance of each main objective, the relevance of the Bank Group’s strategy toward meeting the objective (including the balance between lending and nonlending instruments, and coordination with other development partners), the efficacy with which the strategy was implemented, and the results achieved.

The World Bank Group in Ecuador, Fiscal Years 2008–22

 

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The World Bank Group in Ecuador, Fiscal Years 2008–22, analyzes the World Bank Group’s support to Ecuador during a period characterized by two distinct phases. Between 2007 and mid-2017, the country followed a development model that enhanced the role of the state in the economy and promoted greater equity through social spending. During this stage, the World Bank gradually reestablished a partnership with the government after a near-total break in relations in 2007 by providing low-visibility technical assistance and opening space for dialogue. After 2017, the World Bank worked with a new government to help rebalance the government’s development model toward a more sustainable private sector–led growth model. Although the World Bank’s low-profile technical assistance and rapid project preparation helped reestablish dialogue and deliver relevant support in areas such as municipal infrastructure, social protection, and competitiveness, slow strategy development, limited results frameworks, and insufficient attention to institutional capacity led to project delays and some reform reversals. The evaluation underscores the need for careful balance between responsiveness and due diligence, proactive analytic work, capacity building, clear accountability, and broad-based stakeholder engagement to ensure the effectiveness and sustainability of future Bank Group interventions in Ecuador.

To learn more, check out the blog, “Rebuilding Relations: Lessons from the World Bank Partnership with Ecuador,” and read the report.

The World Bank Group in Georgia, Fiscal Years 2014–23

 

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The World Bank Group in Georgia, Fiscal Years 2014–23, evaluates the World Bank Group’s support to Georgia and how the Bank Group program adapted to changing conditions and priorities. The evaluation focused on support for private sector development, connectivity infrastructure, and human capital. In the decade preceding the evaluation period, Georgia pursued ambitious economic reforms and European Union integration, but geopolitical tensions and internal political polarization have challenged reform progress in recent years. The World Bank’s interventions, coordinated with other development partners, contributed to improved economic outcomes, infrastructure, and social protection, though challenges persisted in education quality and health care affordability. However, most Bank Group projects achieved their objectives, supporting Georgia’s economic convergence with the European Union. The evaluation highlights the value of prioritizing regional integration, adopting selective and adaptive approaches, and focusing on outcome-based, programmatic support to build local capacity and attract partner financing.

To learn more, check out the enhanced overview and read the report.

The World Bank Group in Nepal, Fiscal Years 2014–23

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The World Bank Group in Nepal, Fiscal Years 2014–23, examines the relevance, effectiveness, and adaptability of the World Bank Group’s support to Nepal. During this time, the World Bank was a trusted and effective partner, especially in responding to crises such as the 2015 earthquakes and COVID-19, and achieved notable successes in infrastructure, hydropower, and financial sector reforms. However, the scale of financing often exceeded Nepal’s absorptive capacity, and implementation was hindered by political economy challenges, weak institutional capacity, and insufficient attention to lessons from past projects. Support for Nepal’s transition to federalism and complex reforms was uneven, with limited progress in building robust institutions and addressing politically sensitive issues. The evaluation recommends that future Bank Group engagement focus more on capacity building, coalition-building, technical support, and attention to political dynamics to improve program implementation and achieve higher-level development outcomes.

To learn more, check out the blog, “The World Bank in Nepal: Lessons on Building Institutions and Influencing Policy,” and read the report.

The World Bank Group in the Federal Republic of Somalia, Fiscal Years 2013–23

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The World Bank Group in the Federal Republic of Somalia, Fiscal Years 2013–23, assesses the World Bank Group’s support to the Federal Republic of Somalia, focusing on the extent to which the Bank Group prepared for regularizing relations with the country and customized its support to align with the country’s fragile situation and strategic objectives. After decades of conflict and state collapse, the World Bank reengaged the Federal Republic of Somalia in 2012 through the Multi-Partner Fund, prioritizing state-building, capacity development, and citizen-centric service delivery, while navigating severe institutional and fiscal constraints. The World Bank’s phased approach leveraged trust funds and partnerships, enabled gradual expansion of its portfolio, and contributed to progress in public financial management, revenue mobilization, and social safety nets. However, the sustainability of the World Bank’s state building interventions and higher-level governance outcomes remains tenuous. The evaluation highlights the need for selectivity in state building support, careful calibration of lending to the government’s absorptive capacity, strategic engagement with federal and subnational entities, and continued coordination among development partners to ensure long-term impact and avoid overstretching the Federal Republic of Somalia’s limited capacity.

To learn more, read the report.

The World Bank Group in Tanzania, Fiscal Years 2012–22

 

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The World Bank Group in Tanzania, Fiscal Years 2012–22, assesses the relevance and effectiveness of Bank Group support in Tanzania. During the evaluation period, Bank Group investments focused on transport, education, public administration, energy, and social protection. The Bank Group achieved limited progress in improving the business environment and financial intermediation to enhance productivity but contributed to improvements in the provision of energy, road infrastructure, and education and health services. Over the past decade, Tanzania’s economy grew, but poverty declined slowly and remains widespread. The Bank Group had to adapt to changing circumstances to navigate policies such as protectionist measures and the impact of COVID-19. Strong partnerships helped reverse some policy changes, and during COVID-19, the Bank Group increased support for health and social safety nets. Key lessons include the importance of selectivity, simpler project designs, capacity building, and improved monitoring of climate risks to enhance future outcomes.

To learn more, check out the enhanced overview and read the report.

Project Performance Assessment Reports

At the project level, IEG conducts Project Performance Assessment Reports (PPARs) for approximately 20 percent of the World Bank’s project portfolio based on the review of self-evaluation reports—Implementation Completion and Results Reports (ICRs)—prepared by World Bank staff. PPARs

  • Are an independent, field-based project evaluation and may be conducted at any point after a self-evaluation (ICR) has been completed;
  • Rely on a mixed methods approach, including literature reviews, portfolio analyses, and a country mission involving site visits and semistructured interviews with different stakeholders; and
  • Assess projects to identify lessons from experience, ensure the integrity of the World Bank’s self-evaluation process, and verify that the World Bank’s work is producing the expected results.

In FY25, IEG submitted seven PPARs:

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