2014年-世界发展银行全球_World_Bank_Corporate_Scorecard_April_2014_22页_1mb

World Bank Group Corporate Scorecard Summary

Core Objectives and Strategy

The World Bank Group adopted a new Strategy in October 2013, centered around two primary goals:

1. Ending extreme poverty by reducing the percentage of people living on less than $1.25 a day to 3% by 2030.
2. Promoting shared prosperity by fostering income growth for the bottom 40% of the population in every country.

The Strategy emphasizes economic growth, inclusion, and sustainability, and the Corporate Scorecard is designed to monitor the implementation of these goals across the Group’s institutions: the World Bank (WB), the International Finance Corporation (IFC), and the Multilateral Investment Guarantee Agency (MIGA).

Structure of the Scorecard

The Scorecard is organized into three tiers:

• Tier I: Goals and Development Context – Reflects long-term development outcomes and broader global context.
• Tier II: Client Results – Reports results achieved by clients with support from World Bank Group operations.
• Tier III: Performance – Measures operational and organizational effectiveness of the World Bank Group.

These tiers form a unified framework to monitor progress along the result chain, from global development context to client outcomes and internal performance.

Tier I: Goals and Development Context

Tier I focuses on the development context of the World Bank Group’s client countries and includes indicators related to:

• Growth: GDP per capita, capital formation, and agricultural productivity.
• Inclusiveness: Financial inclusion, gender equality, and access to essential services.
• Sustainability/Resilience: Environmental sustainability, climate resilience, and disaster risk management.

Key indicators:

• Population living on less than $1.25 a day (%): 17.7% (2010 baseline), 17.7% (2012 actual), 42.0% (FCS actual).
• Median growth rate of the bottom 40% income (%): 15% (2013 actual), 38% (FCS actual).
• CO2 emissions (kg per 2005 PPP$ of GDP): 0.49 (2010 baseline), 0.49 (2010 actual).
• Average annual deforestation change (%): 0.11 (2010 baseline), 0.11 (2010 actual).
• Countries mainstreaming disaster risk management (%): 69 (2013 actual).
• Countries with low or moderate debt risk (number): 63 (2012 actual).
• Under 5 mortality rate (per 1,000 live births): 53 (2012 actual), 92 (FCS actual).
• Malnutrition, height for age (%): 26 (2012 actual).
• Access to improved water and sanitation (%): 45/7 (2013 actual), 13/13 (FCS actual).
• Gender integrated country strategies (%): 100 (target), 74 (baseline), 75 (actual).
• Fragile and conflict-affected situations (FCS) indicators: Some data is still under development and may not be fully accurate.

Tier II: Client Results

Tier II reflects the results achieved by clients with support from World Bank Group operations, including:

• Growth:

  • People reached with financial services (millions): 33.0 (baseline), 33.0 (actual), 1.1 (FCS actual).
  • Farmers reached with agricultural assets and services (millions): 3.9 (baseline), 3.9 (actual), 0.2 (FCS actual).
  • Expanded conventional/renewable power generation (gigawatt hours, annual): 25,491/13,405 (baseline), 25,491/13,405 (actual), 1,080 (FCS actual).
  • People provided with improved electricity service (millions): 32.7 (baseline), 32.7 (actual), 3.8 (FCS actual).
  • People provided with access to improved water source (millions): 38.4 (baseline), 38.4 (actual), 4.9 (FCS actual).
  • People provided with improved sanitation facilities (millions): 12.9 (baseline), 12.9 (actual), 0.6 (FCS actual).
  • Beneficiaries covered by social safety net programs (millions): 37.4 (baseline), 37.4 (actual), 1.5 (FCS actual).
  • People who received HNP services (millions): 257.4 (baseline), 257.4 (actual), 12.7 (FCS actual).

• Inclusiveness:

  • Students reached (millions): 15.9 (baseline), 15.9 (actual).
  • Teachers recruited or trained (millions): 1.0 (baseline), 1.0 (actual), 0.1 (FCS actual).
  • Students that have benefitted from learning assessments (millions): 15.5 (baseline), 15.5 (actual).
  • Projects with gender-informed analysis (%): 66 (baseline), 54 (actual), 59 (FCS actual).

• Sustainability and Resilience:

  • Countries with strengthened public management systems (number): 105 (baseline), 105 (actual), 23 (FCS actual).
  • Countries institutionalizing disaster risk reduction (number): 29 (baseline), 29 (actual), 3 (FCS actual).
  • Emission reductions with special climate instruments (annual, million tons CO2 equivalent): 903 (baseline), 903 (actual).
  • Projects with climate change co-benefits (%): 55 (baseline), 55 (actual), 67 (FCS actual).

Tier III: Performance

Tier III measures operational and organizational effectiveness of the World Bank Group, including:

• Development Impact:

  • Satisfactory outcomes of WBG operations (%): 75 (baseline), 78 (actual), 78 (FCS actual).
  • Satisfactory outcomes of WB operations (%): 72 (baseline), 72 (actual), 71 (FCS actual).
  • Time from concept to first disbursement (months) FY12: 28 (baseline), cut by 1/3 (target).
  • Disbursement ratio (%): 20.5 (baseline), 20.5 (actual), 24.2 (FCS actual).
  • Quality of knowledge and advisory services (scale: 1-10): 8.0 (baseline), 8.0 (actual), 8.0 (FCS actual).
  • Knowledge and advisory services delivered in a timely manner (%): 68 (baseline), 68 (actual), 61 (FCS actual).
  • Employee engagement (%): 71 (baseline), 71 (actual), 77 (FCS actual).
  • Managerial effectiveness (%): 67 (baseline), 67 (actual), 71 (FCS actual).
  • Staff diversity (index): 0.88 (baseline), 0.88 (actual), 1.00 (FCS actual).
  • Inclusion index (%): 63 (baseline), 63 (actual), 67 (FCS actual).

• Financial Sustainability:

  • Total revenue (US$ billions): 8.6 (baseline), 8.6 (actual).
  • Average annual growth of WBG business revenue (%): >5% (target for FY15-24).
  • Expense to business revenue ratio (%): ≤100 (target), 113 (baseline), 113 (actual).
  • Support cost ratio (%): 1.0 (baseline), 1.0 (actual).
  • Private capital mobilized (US$ billions): 1.1 (baseline), 1.1 (actual).

Future Refinements and Goals

• The Scorecards are living documents and will be refined based on implementation experience and evolving global development agendas.
• Indicators will be updated to reflect new development challenges and priorities, including jobs, climate change, and knowledge flows.
• The "traffic light" system will be used to monitor progress toward three-year targets (FY17), with colors indicating on-track, watch, or off-track status.
• The World Bank Group aims to develop more outcome- and quality-oriented indicators, such as "quality of learning" to replace "school completion."
• Gender and FCS are key dimensions of the Scorecard, with indicators disaggregated when feasible.

Conclusion

The World Bank Group Corporate Scorecard provides a comprehensive framework for tracking progress toward ending extreme poverty and promoting shared prosperity. It integrates development context, client results, and performance metrics across the Group’s institutions. The Scorecard is designed to be dynamic, evolving with new priorities and global developments, and to promote collaboration, knowledge sharing, and financial sustainability.