2013年-世界发展银行全球_World_Bank_Corporate_Scorecard_April_2013___Integrated_Results_and_Performance_Framework_28页_1mb

World Bank Corporate Scorecard Summary (April 2013)

Core Content

The World Bank Corporate Scorecard is a strategic performance tool that evaluates the Bank's overall effectiveness in supporting development outcomes and its own operational performance. It is structured into four tiers, with Tiers I and II focusing on development results and Tiers III and IV on Bank performance. The Scorecard is updated twice a year and serves as a basis for strategic dialogue between the Bank's Management and Board.

Main Points

Purpose and Structure

• The Scorecard tracks the World Bank's progress against global development objectives and its clients' development outcomes.
• It is organized into four tiers:
  • Tier I: Long-term development outcomes (e.g., poverty, education, health).
  • Tier II: Development results achieved with Bank support.
  • Tier III: Effectiveness of the Bank's operations and services.
  • Tier IV: Organizational effectiveness and modernization.

Key Features

• The Scorecard uses a color-coded traffic light system to indicate the status of indicators:
  • On-Track: Meaningful increase from baseline or meets/exceeds performance standard.
  • Watch: No meaningful change or close to performance standard but does not meet it.
  • Off-Track: Meaningful decrease from baseline or not close to performance standard.
  • Not Applicable: Insufficient data or no performance standard.
• Tiers I and II do not use traffic lights, as they reflect country-level and global development outcomes rather than Bank performance.

Linkages to Strategic Frameworks

• Indicators are linked to:
  • Post-Crisis Directions (PCD): 1–5 (e.g., targeting the poor, governance, risk management).
  • Millennium Development Goals (MDGs): Highlighted in Tier I.
  • IDA 16 Results Measurement System (RMS): Marked with a (+) sign.

Key Information

Tier I: Development Context

• Growth, Jobs and Poverty:

  • Population below $1.25 a day (PPP) decreased from 43% in 1990 to 20.9% in 2010.
  • GDP per capita in developing countries increased from $1,656 in 2006 to $2,081 in 2011.
  • Domestic credit to the private sector increased from 55.1% in 2005 to 75.3% in 2011.
  • Employment to population ratio slightly declined from 62.1% in 2005 to 61.2% in 2010.
  • Female-to-male labor force participation slightly decreased from 68.4% in 2006 to 67.5% in 2010.

• Institutions and Governance:

  • State institutions with differentiated power structures improved slightly from 6.2 (2006) to 6.3 (2012).
  • Effective and accountable government improved from 2.79 (2006/07) to 2.9 (2012).
  • Public access to information increased from 50.01 (2006/07) to 56.94 (2010/11).
  • Statistical capacity marginally improved from 67 (2005) to 68 (2012).

• Human Development and Gender:

  • Under-5 mortality rate decreased from 67 per 1,000 live births (2006) to 57 (2011).
  • Maternal mortality ratio dropped from 290 (2005) to 230 (2010).
  • Prevalence of underweight children decreased from 20.4% (2005) to 16.6% (2011).
  • Gender parity in education improved from 94.4% (2005) to 96.9% (2011).
  • Primary school completion rate increased from 85.1% (2005) to 89.2% (2011).

• Sustainable Development Infrastructure:

  • Paved roads increased from 31.6% (1999-03) to 50.6% (2005-09).
  • Access to improved water sources increased from 83.4% (2005) to 86.4% (2010).
  • Access to improved sanitation facilities increased from 53.2% (2005) to 56.4% (2010).
  • Mobile subscriptions increased from 33 (2006) to 80 (2011).

• Agriculture Productivity and Food Security:

  • Cereal yield increased from 2,894 kg per hectare (2006) to 3,110 kg per hectare (2010).
  • Agriculture value added per worker increased from $685 (2006) to $761 (2010).

• Climate Change and Environment:

  • CO2 emissions per $1 of GDP decreased from 0.65 (2005) to 0.61 (2009).
  • Protected terrestrial areas increased slightly from 12.0% (2006) to 12.1% (2010).
  • Annual deforestation rate decreased from 0.3% (1990–00) to 0.2% (2000–10).

• Finance, Private Sector Development and Trade:

  • Male-female gap in financial inclusion remained stable at 9.7% (2011).
  • Trade logistics performance index improved from 2.4 (2007) to 2.6 (2012).
  • Time required to start a business decreased from 50 days (2007) to 34 days (2012).

Tier II: Country Results Supported by the Bank

• Almost all indicators in Tier II show improvement or are on-track.

• The Bank supports institutions and governance through programs that help countries strengthen:

  • National statistical systems: 13 countries (FY12) compared to 6 (FY07).
  • Asset, liability, and risk management: 85 countries (FY12) compared to 64 (FY10).
  • Transparency and access to information: 72 countries (FY12) compared to 61 (FY11).
  • Public management systems:
    • Civil service and public administration: 28 countries (FY12).
    • Tax policy and administration: 27 countries (FY12).
    • Public financial management: 57 countries (FY12).
    • Procurement: 11 countries (FY12).

• Human Development and Gender:

  • Teachers recruited and trained increased from 0.95 million (FY11) to 1.1 million (FY12).
  • Learning assessments supported in 40 countries (FY10–12).
  • The Bank introduced the Systems Approach for Better Education Results (SABER) in 2012.

• Health:

  • Health services provided to 19.5 million people.
  • 128 million children immunized.
  • 50 million pregnant women received antenatal care.

Summary of Status

• Tier I: No traffic light system used, as it reflects long-term global development context.
• Tier II: Most indicators show improvement or are on-track.
• Tier III and IV: Traffic light ratings are used to assess Bank performance, based on changes from previous periods or comparison to benchmarks.

Data Sources

• Tier I: Data from the World Bank, UN, and other public sources.
• Tier II: Collected through bottom-up processes from operational data systems and documents.
• Tier III and IV: Data from the Bank's internal systems, including independent evaluations, performance assessments, and operational reports.

Conclusion

The Corporate Scorecard is a comprehensive and evolving tool that provides a strategic overview of the World Bank's performance and its impact on client countries. It highlights progress in key development areas and supports the Bank's ability to adapt and improve its operations.