Chapter 4

Responding to Client Demand Effectively and Efficiently

While chapters 2 and 3 describe “what” the Inter-American Development Bank (IDB) has helped its client countries achieve over the last four years in terms of development results, this chapter focuses on “how” the Bank has done so.

As a demand-driven institution, responsiveness has been–and continues to be–one of the main principles driving IDB’s relationship with its clients. Responsiveness takes on significance along several fronts. The first, and the most obvious, is the actual response time to clients to approve new projects and disbursements and to respond to day-to-day client inquiries. Yet beyond time is the quality of the response and ultimately, ensuring that the desired development results are achieved.

Second, responsiveness is a core element of the Bank’s corporate processes, strategies, and policies that guide its activities with borrowers. They reflect a focus on specific country needs, and also allow for flexibility to make any necessary adjustments along the way to better respond to client demand. Responsiveness forms part of the results-oriented culture within the Bank and its efforts to continuously improve its effectiveness and efficiency.

This chapter highlights key elements of IDB’s response to these two aspects of client demand through the final two levels of the Corporate Results Framework (CRF): Lending Program Targets (Table C) and Operational Effectiveness and Efficiency (Tables D.1 to D.6). As previewed in chapter 1, the Lending Program targets reported in Table C are a high-level reflection of the demand for IDB lending for 2012-15, while Table D indicators are intended to capture different dimensions of corporate performance that attend to other specific stakeholder needs.