世界银行-2025财年秘鲁国家意见调查报告（英）-2025.11_47页_784kb

FY 2025 Peru Country Opinion Survey Report Summary

Core Content Overview

This report presents the findings of the FY 2025 Peru Country Opinion Survey conducted by the World Bank Group (WBG) Business Intelligence (BI) team. The survey aimed to understand how stakeholders in Peru perceive the WBG, its work on development priorities, financial instruments, communication, and collaboration with various groups.

Main Objectives

• To assess stakeholders' familiarity and trust in the WBG
• To evaluate the relevance and effectiveness of the WBG's work in Peru
• To understand the perception of the WBG's instruments and communication channels
• To examine the WBG's engagement and collaboration with different stakeholder groups

Key Findings

1. Overall Views of the WBG

• Familiarity with the WBG increased slightly from FY22 (6.4) to FY25 (6.7), with the highest levels among civil society and bilateral/multilateral agencies.
• Trust in the WBG has improved significantly, with the Bank now rated higher than other development institutions such as CAF, IDB, UN, and IMF.
• Relevance and Effectiveness ratings have also improved, showing that stakeholders believe the WBG is more relevant and effective in helping Peru achieve development results.

2. Development Priorities

• The top development priorities identified by stakeholders are: Education, Public Sector Governance, Health, Water/Sanitation, and Transport Infrastructure.
• Transport Infrastructure has seen a significant rise in preference, increasing from 12% in FY22 to 35% in FY25.
• Water and Sanitation also increased in preference from 17% in FY22 to 35% in FY25.
• Stakeholders emphasized the need to focus on rural and vulnerable regions, digital inclusion, and capacity building for public officials.

3. Operational Effectiveness

• 40% of stakeholders believe the WBG has improved in its work on improving people's lives and the business environment in Peru.
• Over 50% of respondents noted improvements in the technical quality of WBG-supported projects.
• 48% saw improvements in the ease of working with the WBG, although project approval speed remained a concern, with only 35% reporting improvements.

4. WBG's Instruments

• Financial resources are viewed as the WBG's greatest value to Peru (63%).
• Stakeholders believe the WBG's financial instruments are competitive with market alternatives.
• There is a call for more agile and accessible funding instruments, clear communication, and strong governance and anti-corruption measures.

5. Communication and Outreach

• 62% of respondents recalled recent WBG communication, with poverty and equity assessments, economic forecasts, and climate change work being the most remembered topics.
• Preferred communication channels include WBG events, social media, and direct contact with WBG staff.
• Stakeholders prefer newsletters and events for receiving information from the WBG.
• Impact assessments, evaluations, and case studies are considered the most helpful types of information.

6. Collaboration and Engagement

• The WBG is perceived as a long-term development partner, with positive views on its responsiveness.
• Highest collaboration ratings were given to the Central Reserve Bank and the National Government.
• Lower ratings were given to Congress and media, suggesting the need for better engagement with these groups.
• Stakeholders want more collaboration with academia, civil society, and regional governments to improve coordination, transparency, and legitimacy.

7. Policy Influence and Knowledge Work

• 58% of respondents believe the WBG's policy advice has influenced government policies in Peru.
• 86% of respondents used the WBG's knowledge work in the past three years, primarily research and analytical reports.
• Policy notes and data resources were most frequently used by bilateral/multilateral agencies and academia.
• Knowledge work has been instrumental in strengthening institutional capacity and supporting development results.

8. Recommendations for Improvement

• Strengthen project implementation and staffing, ensuring highly qualified personnel and local presence.
• Contextualize and target projects to meet real needs, involving diverse stakeholders and applying territorial, intercultural, gender, and age lenses.
• Improve procedures, coordination, monitoring, and governance, including simplifying processes, enhancing transparency, and reducing corruption.
• Expand access to financing for rural infrastructure, agriculture, education, and sanitation.
• Align financing with development priorities and ensure equity, directing resources to marginalized regions.
• Enhance the quality and accessibility of knowledge work through transparent data sharing, open research, and better dissemination.
• Build stronger partnerships with civil society, academia, and regional governments.
• Facilitate more inclusive dialogue and citizen participation, especially in urban and transport projects, to improve policy dialogue and implementation.

Conclusion

The FY 2025 Peru Country Opinion Survey indicates that the WBG is generally perceived positively in terms of trust, relevance, and effectiveness. Stakeholders highlight the need for more tailored and inclusive projects, improved procedures, and stronger collaboration with diverse groups. The WBG's knowledge work is well-regarded, and its financial instruments are seen as competitive. To enhance its impact, the WBG should focus on capacity building, transparency, and equitable resource distribution.