Inter-American Development Bank (IDB) Invest

Performance evidence

Overview

MOPAN released its most recent assessment of IDB Invest in 2023.

Established in 1986 pursuant to the Agreement Establishing the Inter-American Investment Corporation, IDB Invest began operations in 1989 as part of the Inter-American Development Bank and took over full legal responsibility for operation and administrative functions associated with the IDB private sector and non-sovereign guaranteed activities as IDB Invest in 2016 following its "merge-out.” IDB Invest has a mandate to strengthen development effectiveness, development impact and additionality; maximise the efficient use of resource; and achieve synergies between the IDB Group’s public and private sector activities.

IDB Invest was assessed using two lines of evidence, document review and staff interviews and consultations for three KPIs against MOPAN's framework for private sector operations. This more focused assessment complemented a full assessment of the Inter-American Development Bank.

Overall the assessment found that:

IDB Invest demonstrates strong integration of cross-cutting issues into its strategies amd operations at all levels, including through the corporate scorecard and mainstreaming tools.
IDB Invest's operations are tailored to the country context and opportunities through IDB Invest representation at country level and IDB Group-wide country diagnostics and strategies that help facilitate public-private approaches.
IDB Invest has strong structures and processes for results-based management through its corporate scorecard, Impact Management Framework and DELTA System to enhance technical content, create behavioural incentives for staff and contribute to feedback loops.

IDB Invest has opportunities going forward to enhance its approach to assessing alignment for gender to put more emphasis on projects with gender outcomes and significant additionality. Furthermore, Country Strategy guidance and diagnostics should be updated and enhanced to reflect IDB Invest's role in contributing to an enabling environment for private sector. There are additional opportunities to consider client feedback more systematically and harmonise results-based management tools such as DELTA and XSRs to promote stronger feedback loops.

Performance rating summary

IDB invest 2023 organisational performance wheel — Organisational performance

Key findings

Strategic management:

– Cross-cutting issues are incorporated into the Institutional Strategy.

– There are up-to-date strategies on the cross-cutting issues.

– Cross-cutting issues are mainstreamed into operations.

– There are dedicated teams supporting cross-cutting areas and ratings.

Relationship management:

– There are Group-wide country diagnostics and country strategies which help facilitate public-private approaches.

– There is a Group-wide Country representative position.

Results-based management:

– The Impact Management Framework has evolved to improve technical content and address staff behavioural incentives.

– There is a feedback loop from lessons learned to new projects and close collaboration with OVE.

Strategic management:

– The current indicator should be complemented by a more targeted sub-indicator that only includes projects having gender equality as a key part of the development objective and having significant additionality.

– Client support for improving the reliability of the Women’s Economic Empowerment indicator, particularly for FIs, should continue to be strengthened.

Relationship management

– Country strategy guidance should be updated to increase IDB Invest’s role in consultations and outreach with the private sector and governments on matters of interest to the private sector such as market deregulation and public-private partnerships.

– The private sector component of country diagnostics should be strengthened, and IDB Invest should co-lead preparation of the country diagnostics.

– The Strategic Selectivity Scorecard should be improved, based in part on better country private sector diagnostics.

Results-based management

– The Results-Based Management System should systematically consider client feedback from surveys and should include aggregated results in the Corporate Scorecard.

– The potential for integrating the two impact management tools, i.e. DELTA and XSRs, should be reviewed.