2018年-世界发展银行全球_2017_Survey_of_National_Development_Banks_68页_3mb

2017 Survey of National Development Banks Summary

Core Content

The 2017 Survey of National Development Banks (DBs) was conducted by the World Bank Group (WBG) in collaboration with the World Federation of Development Financing Institutions (WFDFI). It aimed to understand the role, features, business models, and challenges of DBs globally, with a focus on middle-income countries. The survey included responses from 64 development banks across various regions, highlighting the diversity and importance of DBs in the global development agenda.

Main Findings

1. Role and Relevance of DBs

• DBs play a crucial role in financing sectors and regions that private financial institutions do not serve sufficiently, such as agriculture, infrastructure, and SMEs.
• They are increasingly involved in supporting green projects and digital economy initiatives.
• New DBs are being established in both developing and developed countries to address emerging development challenges.

2. Diversity of DBs

• DBs are highly diverse in terms of size, financial performance, development objectives, business models, funding arrangements, and governance practices.
• Some DBs have a strong developmental mandate, while others may compete with private financial institutions or lack a clear mandate.

3. Target Clients

• Most DBs primarily serve small and medium enterprises (SMEs), with 87% of respondents targeting SMEs.
• 78% serve large private corporations, and 64% finance private financial intermediaries that use DB funds or guarantees.

4. Challenges Faced by DBs

• Many DBs struggle with financial performance and governance issues.
• 5% of DBs have high nonperforming loan (NPL) ratios (exceeding 30% of total loan portfolio), which can undermine long-term solvency and profitability.
• Government representatives dominate the boards of 51% of DBs, limiting the presence of independent board members.
• Risk management is a major challenge, as DBs often take on higher risks than private institutions.
• Only 15% of DBs have the flexibility to adjust interest rates based on the risk profile of their clients.

Key Features of DBs

a) Age and Ownership Structure

• Establishment Dates:
  • 16% were established before 1945.
  • 37% between 1945 and 1979.
  • 22% between 1980 and 1999.
  • 25% after 2000.
• Ownership:
  • 85% are fully owned by national governments.
  • 10% have minority private sector participation (1%–49% of shares).
  • 3% are majority owned by the private sector.
  • Some DBs are partially owned by international financial institutions.

b) Policy Mandates

• DBs are typically established with an explicit legal mandate to support socioeconomic development.
• They operate in various economic sectors and market niches, including agriculture, infrastructure, and SMEs.

c) Size of DBs

• DBs are generally smaller in terms of assets compared to commercial banks.
• Their size varies significantly, with some being large and others relatively small.

d) Countercyclical Role

• DBs play a countercyclical role in financial systems, helping to mitigate the impact of economic downturns.
• They support credit access during crises, such as the global financial crisis of 2008–2009.

Business Models of DBs

a) Funding

• DBs use a variety of funding sources, including government grants, private sector investments, and international financial institutions.
• Some DBs rely on retail deposits, while others use more complex financial instruments.

b) Clients

• DBs target a range of clients, including SMEs, households, and financial intermediaries.
• They often act as intermediaries, providing funds to other financial institutions that lend to end-borrowers.

c) Products and Services

• DBs offer both financial and nonfinancial products and services.
• They provide loans, guarantees, and technical assistance to support development.

d) Pricing and Subsidies

• Pricing strategies vary, with some DBs using subsidized interest rates to support specific sectors.
• The funding of subsidized loans is often a mix of government and market-based sources.

e) Profitability and Asset Quality

• Many DBs face challenges in maintaining profitability and asset quality.
• They often have higher NPL ratios and lower return on assets (ROA) and return on equity (ROE) compared to private banks.

Management and Governance

a) Corporate Governance

• Governance structures vary, but government representatives are often dominant on boards.
• Independent board members are less common, limiting the ability of DBs to operate autonomously.

b) Regulation and Supervision

• DBs are subject to varying levels of regulation and supervision.
• Some are regulated similarly to commercial banks, while others have more specialized frameworks.

c) Monitoring and Evaluation

• Many DBs lack robust monitoring and evaluation frameworks to assess their economic impact.
• They often focus on financial metrics rather than development outcomes.
• Effective monitoring and evaluation is essential for improving performance and impact.

Challenges and Recommendations

1. Main Challenges

• Financial Performance: Many DBs struggle with profitability and asset quality.
• Governance Issues: Limited independence and lack of clear mandates can hinder effectiveness.
• Risk Management: Balancing risk reduction with development support is a significant challenge.
• Economic Impact Assessment: Few DBs have the tools to evaluate their impact on development.

2. Recommendations

• DBs need to adopt better monitoring and evaluation frameworks.
• Greater flexibility in pricing and interest rate adjustments is necessary.
• Governments should support DBs by creating a conducive business environment and fostering financial ecosystems.
• Further research is needed to understand the optimal role and management of DBs.

Conclusion

The survey highlights the importance of DBs in supporting development and the need for reform and improvement in their management and operations. The findings suggest that DBs can be more effective if they are professionally managed, independent, and have clear mandates. Future research should explore the role of DBs in different market niches and the impact of their operations on local financial systems and development outcomes.