Measuring how satisfied partners are with the Bank’s work is an important aspect of its performance monitoring and results-oriented culture. The Bank started tracking satisfaction in 2012 through the External Feedback System (EFS). Thanks to feedback from public and private sector counterparts, as well as civil society and academia, the IDB has a better understanding of what they value most in a multilateral development bank, what role it should play in supporting sustainable development in Latin America and the Caribbean, and where it can improve the products and services it offers.
During 2012–2015, the Bank enjoyed high levels of satisfaction from its partners (Figure D4). Overall results from the EFS show that 88 percent11 of surveyed partners reported being “satisfied” or “very satisfied” with the delivery of services for SG and NSG loan operations, technical cooperation operations, and country strategies (Indicators 4.4.1 through 4.4.3 in Figure D4).
IDB partners cite four areas as the Bank’s top strengths:
- Understanding of the countries’ priorities and the context in which projects are executed;
- Pricing and financial conditions offered by the institution for SG operations;
- Technical expertise and knowledge offered by IDB staff; and
- Responsiveness in terms of the quality and timeliness of answers to partner inquiries.
Partner feedback also provides insights on where the IDB could do better. The Bank has been actively working on sharing more experiences from other countries that can be applied to other projects throughout their life-cycle. For example, the Bank has ramped up its knowledge sharing efforts by tripling the number of participants in Regional Policy Dialogues, and offering additional training for executing agencies.
The IDB has also been working to enhance its ability to convene other partners, particularly from the private sector; and reducing the time needed to approve a project. It has enhanced its responsiveness by initiating a review of its lending instruments and improving the country strategy processes. The Bank has also been actively working on becoming more flexible by simplifying the processes to modify operations after approval. And its communications and transparency with regard to its engagement with civil society has been greatly improved through publications and videos.
The Bank has been increasingly combining perception data from the External Feedback System with other performance information to understand more fully how it can best serve the unique and evolving needs of the Region.
For more information about the EFS, visit www.iadb.org/EFS.