Publication: World Bank Group Scorecard FY24
Loading...
Files
165 downloads
30 downloads
95 downloads
21 downloads
Date
2024-11-07
ISSN
Published
2024-11-07
Author(s)
Editor(s)
Abstract
This document presents three different views of the WBG scorecard: 1. Scorecard view presents all data at the WBG level for a set of 50 indicators (8 Vision indicators, 22 Client Context indicators, and 20 WBG Results indicators). It provides an overview of the WBG's performance and progress towards its goals. The Scorecard is released at the Annual Meetings of the World Bank Group and the International Monetary Fund in October 2024. 2. Disaggregation by female, Youth and Fragility and Conflict Situations view breaks down the WBG Results indicators by WBG institutions, focusing on gender, youth and FCS disaggregated results. 3. Other disaggregation view provides a breakdown of data based on select criteria such as regions, income groups, Small States, SIDS, LDCs, and disability-inclusiveness. These disaggregation criteria allow for a more detailed analysis of the WBG’s results.
Link to Data Set
Citation
“World Bank. 2024. World Bank Group Scorecard FY24. © World Bank. http://hdl.handle.net/10986/42376 License: CC BY-NC 3.0 IGO.”
Associated URLs
Associated content
Other publications in this report series
Journal
Journal Volume
Journal Issue
Related items
Showing items related by metadata.
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 World Bank Group/World Bank Corporate Scorecards, April 2016(World Bank, Washington, DC, 2016-04)This pamphlet presents the World Bank Group and World Bank Corporate Scorecards updated with latest data available for Tier 3 (Performance Tier) as of December 31, 2015. Tiers 1 and 2 present data from end of fiscal year 2015. The World Bank Group Corporate Scorecard monitors the implementation of the World Bank Group Strategy. The Scorecard provides an apex view of the results and performance indicators of the three World Bank Group institutions—the World Bank (WB), the International Finance Corporation (IFC), and the Multilateral Investment Guarantee Agency (MIGA). The World Bank Group Corporate Scorecard is complemented by the World Bank Corporate Scorecard as well as the revised IFC and MIGA Scorecards.Publication World Bank Group and World Bank Corporate Scorecards, October 2014(Washington, DC, 2014-10)The 2014 World Bank Group Corporate Scorecard for the fall Annual Meetings is designed to provide a high-level and strategic overview of the World Bank Group's performance toward achieving the two goals. It is the apex from which indicators cascade into the monitoring frameworks of the three World Bank Group institutions. The Scorecard is structured in three tiers: 1) The Goals and Development Context tier provides an overview of progress on key development challenges faced by World Bank Group client countries; 2) The Results tier reports on the key sectoral and multi-sectoral results achieved by World Bank Group clients with support of World Bank Group operations in pursuit of the goals; and 3) The Performance tier captures World Bank Group performance in implementation of the World Bank Group Strategy and includes measures of both operational and organizational effectiveness. These three tiers are the components of a unified results and performance monitoring framework with indicators grouped along the result chain as follows: the Scorecard monitors, at an aggregate level, how the World Bank Group implements its Strategy and improves its performance (Tier III) in order to support clients in achieving results (Tier II) in the context of global development progress (Tier I). The indicators in the first two tiers are grouped into three categories encompassing growth, inclusiveness, and sustainability/resilience. The World Bank Group Strategy recognizes the importance of each of these three areas for the achievement of the two goals. Economic growth that creates good jobs requires action to strengthen both the private and public sectors. Inclusion entails empowering all citizens to participate in, and benefit from, the development process and removing barriers against those who are often excluded. Sustainability ensures that today?s development progress is not reversed tomorrow; it implies securing the long-term future of the planet and its resources, ensuring social inclusion, and limiting the economic burdens on future generations. Recognizing the importance the World Bank Group Strategy places on fragility and gender, Scorecard indicators are disaggregated by gender and fragile and conflict-affected situations when feasible.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 attentionPublication 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?
Users also downloaded
Showing related downloaded files
Publication World Development Report 2017(Washington, DC: World Bank, 2017-01-30)Why are carefully designed, sensible policies too often not adopted or implemented? When they are, why do they often fail to generate development outcomes such as security, growth, and equity? And why do some bad policies endure? This book addresses these fundamental questions, which are at the heart of development. Policy making and policy implementation do not occur in a vacuum. Rather, they take place in complex political and social settings, in which individuals and groups with unequal power interact within changing rules as they pursue conflicting interests. The process of these interactions is what this Report calls governance, and the space in which these interactions take place, the policy arena. The capacity of actors to commit and their willingness to cooperate and coordinate to achieve socially desirable goals are what matter for effectiveness. However, who bargains, who is excluded, and what barriers block entry to the policy arena determine the selection and implementation of policies and, consequently, their impact on development outcomes. Exclusion, capture, and clientelism are manifestations of power asymmetries that lead to failures to achieve security, growth, and equity. The distribution of power in society is partly determined by history. Yet, there is room for positive change. This Report reveals that governance can mitigate, even overcome, power asymmetries to bring about more effective policy interventions that achieve sustainable improvements in security, growth, and equity. This happens by shifting the incentives of those with power, reshaping their preferences in favor of good outcomes, and taking into account the interests of previously excluded participants. These changes can come about through bargains among elites and greater citizen engagement, as well as by international actors supporting rules that strengthen coalitions for reform.Publication Services Unbound(Washington, DC: World Bank, 2024-12-09)Services are a new force for innovation, trade, and growth in East Asia and Pacific. The dramatic diffusion of digital technologies and partial policy reforms in services--from finance, communication, and transport to retail, health, and education--is transforming these economies. The result is higher productivity and changing jobs in the services sector, as well as in the manufacturing sectors that use these services. A region that has thrived through openness to trade and investment in manufacturing still maintains innovation-inhibiting barriers to entry and competition in key services sectors. 'Services Unbound: Digital Technologies and Policy Reform in East Asia and Pacific' makes the case for deeper domestic reforms and greater international cooperation to unleash a virtuous cycle of increased economic opportunity and enhanced human capacity that would power development in the region.Publication What’s at Play? Unpacking the Relationship between Teaching and Learning(Washington, DC: World Bank, 2025-01-21)Using unique nationally representative school and system survey data from 13 education systems in low and middle-income countries collected through the World Bank’s Global Education Policy Dashboard (GEPD), we examine how the pedagogical practices, including practices to foster student engagement and subject content knowledge of primary-school teachers, correlate with their students’ learning outcomes. The authors find that student performance on literacy (and, to a lesser extent, math) assessments are correlated with receiving instruction from teachers with better-measured pedagogical skills. While the better-pedagogy effect is modest for the entire sample, it is statistically robust and quite substantial for the upper-middle-income countries. Based on a sub-sample of those education systems, we also find that using learning strategies that support greater student engagement appears to be highly predictive of student learning outcomes in literacy. Better pedagogical practices correlate with teachers’ exposure to more practical, school-based pedagogical support, for example through induction or mentoring and feedback on lesson plans, and with better teacher evaluation at the school level. The findings confirm the important role of interventions providing direct pedagogical support and feedback to teachers through training, instructional leadership, and evaluation, and they highlight the potential for interventions to foster student engagement and improve learning outcomes.Publication Global Economic Prospects, June 2024(Washington, DC: World Bank, 2024-06-11)After several years of negative shocks, global growth is expected to hold steady in 2024 and then edge up in the next couple of years, in part aided by cautious monetary policy easing as inflation gradually declines. However, economic prospects are envisaged to remain tepid, especially in the most vulnerable countries. Risks to the outlook, while more balanced, are still tilted to the downside, including the possibility of escalating geopolitical tensions, further trade fragmentation, and higher-for-longer interest rates. Natural disasters related to climate change could also hinder activity. Subdued growth prospects across many emerging market and developing economies and continued risks underscore the need for decisive policy action at the global and national levels. Global Economic Prospects is a World Bank Group Flagship Report that examines global economic developments and prospects, with a special focus on emerging market and developing economies, on a semiannual basis (in January and June). Each edition includes analytical pieces on topical policy challenges faced by these economies.Publication MIGA Annual Report 2024(Washington, DC: Multilateral Investment Guarantee Agency, 2024-10-31)In fiscal year 2024 (FY24), the Multilateral Investment Guarantee Agency (MIGA) issued a record $8.2 billion in new guarantees across 40 projects. Through these projects,MIGA remained focused on encouraging private investment to facilitate economic development in host countries by helping clients manage and mitigate noncommercial risks. In FY24, 95 percent of the 40 projects supported at least one of MIGA’s strategic priority areas: Its commitment to International Development Association (IDA)–eligible countries was substantial, supporting 26 projects (65 percent of total projects supported). MIGA’s engagement in fragile and conflict-affected situations (FCS) was also notable, supporting 10 projects, representing 25 percent of the total projectssupported. And climate finance initiatives were a significant focus this year, with MIGA issuing guarantees for 30 projects (representing 75 percent of the total projects). As a result, the FY24 issuances are expected to achieve the following: Provide 2.2 million people with access to mobile internet; add 12.2 million new subscribersto mobile money services; generate $657.8 million in tax revenueper year to host governments; and avoid more than 647,000 metric tons ofcarbon dioxide (CO2) emissions annually.