世界银行-2025财年博茨瓦纳国家意见调查报告（英）-2025.10_43页_767kb

FY 2025 Botswana Country Opinion Survey Report Summary

Core Content

This report presents the findings of the FY 2025 Botswana Country Opinion Survey (COS), conducted by the World Bank Group (WBG) Business Intelligence (BI) team. It evaluates stakeholder perceptions of the WBG’s work in Botswana across several dimensions, including familiarity, trust, effectiveness, development priorities, financial instruments, knowledge work, engagement and collaboration, and communication strategies.

Main Views and Key Findings

1. Overall Views of the WBG

• Familiarity: Stakeholders in FY25 reported lower familiarity with the WBG compared to FY22 (mean = 4.3 vs. 4.9).
  • Government and academia respondents were most familiar with the WBG.
  • Civil society and media respondents had the lowest familiarity.
• Trust: Trust levels in the WBG remained statistically similar to FY22.
  • Respondents who had collaborated with the WBG showed significantly higher trust (mean = 8.3) than those who had not (mean = 6.5).
• Relevance and Effectiveness: Perceptions of the WBG's relevance and effectiveness improved significantly compared to FY22.
  • The WBG was rated on par with UN agencies and other Eastern and Southern African countries for relevance and effectiveness.
  • The WBG was perceived as slightly less effective than other IBRD countries.

2. Development Priorities

• Top Priorities: Stakeholders identified health, agriculture, jobs, youth development, and education as the most important areas for WBG support.
• Perceived Helpfulness: 95% of respondents felt the WBG was helpful in achieving project goals in these areas.
• Suggestions for Improvement:
  • Better alignment with local development priorities.
  • More evidence-based policy dialogue and support for implementation.
  • Increased technical assistance, training, and institutional capacity building.
  • Better coordination with local stakeholders and stronger accountability mechanisms.

3. WBG Instruments

• Financial Resources: Nearly two-thirds of respondents considered the WBG’s financial resources (budget support, loans, grants, trust funds) as its greatest value.
• Perception of Financial Instruments:
  • Financial instruments meet Botswana's needs (mean = 7.2, improved from FY22).
  • Standards and requirements are seen as reasonable (mean = 7.0).
  • Timely and competitive financing conditions.
• Knowledge Work:
  • 37% of respondents used WBG knowledge work in the past three years, most commonly research reports and data resources.
  • 47% of knowledge users said WBG policy advice influenced government policy.
  • Positive perceptions of the WBG's knowledge work in terms of institutional capacity (mean = 8.5), quality (mean = 7.9), and tailoring (mean = 7.6).
  • Lower perception of the quality of the WBG's RAS (mean = 5.5).

4. Engagement and Collaboration

• Collaboration with Government: Highest effectiveness ratings (mean = 7.2).
• Collaboration with Multilateral Partners: Also highly rated (mean = 7.1).
• Collaboration with Private Sector: Improved since FY22 (mean = 5.9), but still among the lowest.
• Collaboration with Civil Society: Stakeholders want more collaboration, as civil society had the lowest familiarity with the WBG.
  • Suggestions include:
    • More direct involvement in decision-making.
    • Structured and sustained engagement across the policy and project cycle.
    • Formal inclusion in project steering committees and diagnostic processes.
    • Training and skill-building opportunities for civil society organizations.

5. Communication and Outreach

• Preferred Channels: Events/workshops (55%), social media (46%), and the WBG website (42%) were the top channels for receiving WBG communication.
• Most Useful Information Types: Regular updates on WBG activities (53%) and case studies of WBG projects (43%).
• Awareness and Recall: 42% of respondents recalled seeing or hearing about the WBG recently, most often related to private sector growth and renewable energy initiatives.
• Outreach Importance: Increased familiarity leads to more positive perceptions of the WBG.

Key Stakeholder Groups and Their Perceptions

Summary of Improvements

• Technical Quality: 40% of respondents saw improvement in the technical quality of WBG projects.
• Partnership and Ease of Working: 39% and 38% respectively saw improvements in these areas.
• Overall Improvement: Approximately 30% of stakeholders felt the WBG had improved its work to enhance people's lives and the business environment.

Recommendations

• Align with Local Priorities: The WBG should better align its work with Botswana’s development priorities.
• Enhance Implementation and Monitoring: Improve follow-through and ensure transparency and accountability.
• Increase Financial Support: Provide more direct funding and grants for priority areas.
• Strengthen Knowledge Work: Promote the use of WBG knowledge through awareness campaigns and stakeholder feedback mechanisms.
• Expand Collaboration: Increase collaboration with civil society and the private sector to ensure local relevance and inclusion.
• Improve Communication: Use targeted outreach strategies based on stakeholder preferences and increase the visibility of WBG initiatives.

Conclusion

The FY 2025 survey indicates that while stakeholder familiarity with the WBG has decreased slightly, trust and perceptions of relevance and effectiveness have improved. The WBG is seen as a valuable partner, particularly in technical support, financial instruments, and policy advice. However, there is a clear need for more inclusive engagement, especially with civil society and the private sector, and for stronger mechanisms to ensure the sustainability and impact of its projects.