2025财年厄瓜多尔国家意见调查报告（英）_42页_793kb

FY 2025 Ecuador Country Opinion Survey Report Summary

Core Content Overview

The FY 2025 Ecuador Country Opinion Survey (COS) was conducted by the World Bank Group's Business Intelligence (BI) team, in collaboration with Ipsos Ecuador. The survey aimed to assess how stakeholders in Ecuador perceive the World Bank Group (WBG) in terms of familiarity, trust, relevance, effectiveness, and the impact of its work. It also explored the use of WBG instruments, communication preferences, and the Bank's operational effectiveness and collaboration with various stakeholders.

Key Findings

1. Overall Views of the WBG

• Familiarity: Stakeholders reported lower familiarity with the WBG compared to FY22, but trust levels remained strong, ranking just below the IDB and above the CAF and IMF.
• Relevance and Effectiveness: Perceptions of the WBG's relevance to Ecuador's development priorities have improved significantly, while effectiveness has remained consistent.
• Regional Comparison: Ecuador's stakeholders viewed the WBG as more relevant and effective than those in other Latin American and Caribbean (LAC) countries and IBRD countries surveyed in FY24.

2. Development Priorities

• Top Priorities: Education, financial inclusion and small business development, and jobs were identified as the top development areas for the WBG's support.
• Shift in Priorities: There was a notable increase in the importance of jobs and private sector development, while agriculture and food security were less emphasized.
• Stakeholder Feedback: Respondents suggested the WBG should focus on strengthening local and national institutions, improving education and vocational training, enhancing health infrastructure, supporting SMEs and entrepreneurship, and investing in resilient infrastructure with long-term planning.

3. WBG Operational Effectiveness

• Stakeholder Perceptions: The WBG is seen as a long-term development partner, but perceptions of staff accessibility have declined, especially among media and civil society stakeholders.
• Recommendations: Stakeholders called for improved coordination between local and central offices, streamlined procedures, and better transparency in fund allocation and project monitoring. They also emphasized the need for a stronger strategic focus aligned with long-term national plans and increased collaboration with local actors.

4. WBG Instruments

• Financial Instruments: Stakeholders viewed the WBG's financial resources as its greatest value. They considered the Bank's financial instruments competitive and relevant, though perceptions of standards and requirements have declined.
• Knowledge Work: 79% of respondents used WBG knowledge work in the past three years, primarily research/analytical reports, data resources, and workshops. The quality of knowledge work was generally positive, with improved perceptions of its role in strengthening institutional capacity.

5. Collaboration and Engagement

• Collaboration with Civil Society and Local Governments: Stakeholders wanted the WBG to collaborate more with civil society (49%) and local governments (47%), in addition to its regular relations with the national government.
• Partnership Examples: The WBG was effective in promoting community involvement in projects such as the Rural Water and Sanitation Project and supporting inclusive public policy design through events and dialogues with civil society and youth groups.

6. Communication and Outreach

• Preferred Channels: WBG events, conferences, and workshops were the most preferred communication method among all respondents. Direct contact with staff and e-newsletters were also popular, especially with the private sector and media.
• Social Media: Social media was the primary channel through which respondents recalled recent WBG messaging, though it was less preferred for in-depth information.
• Information Preferences: Stakeholders wanted more information on sector-specific strategies, case studies of WBG projects, and guidance on how to partner with the Bank.

Main Stakeholder Groups

Summary of Key Messages

• Expand Financing Channels: Include civil society, SMEs, and vulnerable groups in financing access.
• Enhance Technical Assistance: Pair financial support with robust technical assistance for better project outcomes.
• Improve Coordination: Streamline procedures and enhance coordination with the government for faster disbursement and implementation.
• Strengthen Institutional Capacity: Focus on capacity building through training and workshops, especially for marginalized groups.
• Increase Collaboration: Encourage partnerships with local actors, civil society, and local governments for more inclusive and effective development.

Conclusion

The FY2025 Ecuador COS indicates that while familiarity with the WBG has decreased slightly, trust and perceived relevance have increased. Stakeholders recognize the Bank's role in supporting development, particularly in education, jobs, and financial inclusion. The report highlights the need for the WBG to enhance its communication strategies, streamline operations, and expand its collaboration with local and civil society actors to further improve its effectiveness in Ecuador.