Fostering an Institutional Culture Based on Accountability and Results

The IDB regularly monitors its performance with an eye toward continuing to improve what it does and how it does it. As such, it makes certain that there are systems and processes in place to enable the measurement of key dimensions of its performance.

The Bank makes sure that project designs include clear, measurable results; it applies rigorous environmental and social safeguard standards in the design and execution of the projects financed; it strives for greater cost and process efficiency and higher client satisfaction; and it recognizes the importance of promoting gender balance among employees and having a strong presence in the field.

These efforts are a reflection of the Bank’s core values as an institution dedicated to improving lives in the Region, and are rooted in the Bank’s commitment as a multilateral development bank, with specific mandates on transparency and accountability (see box 4.1)

The indicators in the fourth level of the CRF 2012–2015 provide insights into how the IDB performs across three important dimensions: effectiveness, efficiency, and human resource management. Effectiveness indicators illustrate how well the Bank is doing in meeting its evaluability and performance standards for country strategies, loans and technical cooperation operations (TCs), and how satisfied partners are with IDB work. Efficiency indicators show how well the IDB performs in the use of its budgetary resources and in terms of the speed of its main operational processes, such as loan approvals and disbursements. Human resource indicators shed light on how much progress the Bank has made toward becoming a more decentralized and gender-balanced institution, as mandated by the Ninth Capital Increase (IDB-9). Three main conclusions can be drawn based on the IDB’s performance as measured by these indicators from 2012 to 2015.

First, the Bank and its partners have raised the bar in ensuring the evaluability and effectiveness of country strategies, loans, and TC products. This reflects their commitment to rigorously demonstrate development results in all the key interventions supported by the IDB. Furthermore, continuous feedback from a diverse set of in-country counterparts (government officials, civil society, and private sector) demonstrates that the IDB enjoys high levels of partner satisfaction and at the same time has allowed the identification of important areas for improvement going forward.

Second, defining meaningful indicators that reflect and can be used to drive performance is challenging. Specifically, measuring the cost dimension of corporate efficiency in has proven complex. The Bank recognized that these types of indicators needed to be refined to better capture those performance elements that are more under IDB control and not as subject to external factors. As such, the Bank introduced new efficiency indicators in the CRF 2016–2019 to help to help respond to this issue.

Lastly, in the area of human resources, having clear and ambitious targets was instrumental to bringing more diversity to the Bank’s management team and having a stronger presence in the field. For the next four-year period, the CRF 2016–2019 set an even more ambitious target of 43 percent for midto senior level staff who are women.