Publication: World Bank Corporate Scorecard 2011 : Integrated Results and Performance Framework
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2011-09-15
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2011-09-15
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The Corporate Scorecard is designed to provide a snapshot of the Bank’s overall performance, including its business modernization, in the context of development results. It facilitates strategic dialogue between Management and the Board on progress made and areas that need attention. The World Bank has comprehensive systems— on which it continuously improves—for measuring and monitoring both development results and its own performance. These systems are complemented by independent evaluation. With the Results Measurement System, which was adopted for the 13th replenishment of the International Development Association (IDA13) in 2002, the Bank became the first multilateral development institution to use a framework with quantitative indicators to monitor results and performance. The Corporate Scorecard expands this approach to the entire World Bank covering both the International Bank for Reconstruction and Development (IBRD) and IDA.
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“World Bank. 2011. World Bank Corporate Scorecard 2011 : Integrated Results and Performance Framework. © World Bank. http://hdl.handle.net/10986/13193 License: CC BY 3.0 IGO.”
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Publication World Bank Corporate Scorecard April 2013 : Integrated Results and Performance Framework(Washington, DC, 2013-04)The corporate scorecard provides information on the Bank's overall performance and the results achieved by its clients, against the backdrop of progress on global development objectives. The corporate scorecard facilitates strategic dialogue between management and the Board on progress made and areas that need attention. The corporate scorecard uses an integrated results and performance framework, which is organized in a four-tier structure that groups indicators along the results chain. Tier one indicators show the long-term development outcomes that countries are achieving, and provide the context and direction for the Bank's work. These high-level outcomes cannot be attributed directly to the Bank, because countries and their development partners all contribute to these achievements over the long term through a combination of multi-sector interventions, actions, and policy decisions. These indicators are also affected by external factors such as global crises. Tier two highlights development results that countries have achieved with Bank support. Tier three indicators provide information on the effectiveness of the Bank s operations and services. Tier four focuses on organizational effectiveness and modernization, and assesses how well the Bank is functioning and adapting to better support countries in achieving results.Publication World Bank Corporate Scorecard September 2013 : Integrated Results and Performance Framework(Washington, DC, 2013-09)Two ambitious goals guide World Bank Group actions: (i) ending extreme poverty by reducing the percentage of people living on less than $1.25 a day to 3 percent by 2030; and (ii) promoting shared prosperity by fostering income growth for the bottom 40 percent of the population in every country. The pursuit of these goals needs to be done in a sustainable manner that secures the long-term future of the planet and its resources, ensures social inclusion, and limits the economic burdens future generations will inherit. The World Bank Group is committed to supporting countries in the achievement of these goals with a combination of financing, knowledge, and convening services. The World Bank Corporate Scorecard provides information on the overall performance of the World Bank, as well as the results achieved by client countries, in particular on key global development objectives. The Corporate Scorecard facilitates strategic dialogue between Senior Management and the Board of Executive Directors on progress that has been made and on areas that need attention.Publication World Bank Corporate Scorecard, April 2012(Washington, DC, 2012-04)The corporate scorecard is designed to provide a snapshot of the Bank's overall performance, including its business modernization, in the context of development results. It facilitates strategic dialogue between management and the Board on progress made and areas that need attention. With the results measurement system, which was adopted for the 13th replenishment of the International Development Association (IDA13) in 2002, the Bank became the first multilateral development institution to use a framework with quantitative indicators to monitor results and performance. The corporate scorecard expands this approach to the entire World Bank covering both the International Bank for Reconstruction and Development (IBRD) and IDA. The corporate scorecard uses an integrated results and performance framework, which is organized in a four-tier structure that groups indicators along the results chain. Tier one is development context. Tier two is development results supported by the Bank. Whether the Bank is managing its operations and services effectively is shown in tier three. Tier four focuses on whether the Bank is managing skills, capacity, resources, and processes efficiently; and is business modernization on track?Publication World Bank Corporate Scorecard September 2012(World Bank, Washington, DC, 2012-09)The corporate scorecard provides information on the Bank's overall performance and results achieved by its clients against the backdrop of global development progress. The scorecard facilitates dialogue between management and the board on progress made and areas that need attention. The four-tier scorecard covers the full spectrum of International Bank for Reconstruction and Development (IBRD) and International Development Association (IDA) activities. The corporate scorecard uses an integrated results and performance framework, which is organized in a four-tier structure that groups indicators along the results chain Two of the tiers track elements of development results (tiers one and two), and the other two capture elements of performance (tiers three and four). As the summary shows, the corporate scorecard monitors, at an aggregate level, whether the Bank is functioning efficiently and adapting itself successfully (tier four), and whether it is managing its operations and services effectively (tier three) to support countries in achieving results (tier two) in the context of global development progress and priorities (tier one). It presents a high-level view and is not intended to provide country or activity-level information.Publication Results and Performance of the World Bank Group 2012 : Volume III. Management Action Record(Washington, DC: World Bank, 2013-03-20)Management welcomes the Independent Evaluation Group (IEG) report results and performance 2012 of the World Bank group (RAP) and its overall positive assessment of the World Bank group development effectiveness. Management appreciates that the report provides a balanced picture of the World Bank group activities and recognizes that all three institutions have taken important steps to strengthen results, monitoring, and reporting. The report is especially useful to management to prioritize the challenges in the context of the ongoing efforts to strengthen focus on results. Management is concerned that the share of investment lending projects rated moderately satisfactory or better appears to be declining, after a long period of improvements observed since the mid-1990s.This reports includes five chapters: (i) the global development context ;(ii) world bank group operations: findings from evaluation work; (iii) enhancing the bank group's effectiveness;(iv) strengthening institutional results orientation;(v) conclusion: areas for attention
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