Publication: World Bank Corporate Scorecard, April 2014
Loading...
Published
2014-04
ISSN
Date
2014-07-22
Author(s)
Editor(s)
Abstract
The World Bank Group Corporate Scorecard 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 into three tiers. 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).
Link to Data Set
Citation
“World Bank Group. 2014. World Bank Corporate Scorecard, April 2014. © http://hdl.handle.net/10986/18976 License: CC BY 3.0 IGO.”
Digital Object Identifier
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 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 Liberia Country Program Evaluation 2004-2011 : Evaluation of the World Bank Group Program(Washington, DC: World Bank, 2012-10)This report evaluates the outcomes of World Bank Group support to Liberia from its post-war reengagement in 2003 through 2011. The country has moved from total disarray to a solid foundation for inclusive development. Although development has not moved forward as quickly as hoped, substantial progress has been made. Public finance and key institutions have been rebuilt; crucial transport facilities have been restored; and hospitals, schools, and universities are operating. The debilitating burden of massive external debt has been eliminated. Although the government deserves most of the credit, this success would not have been possible without external development and security partners, including the World Bank Group. Regarding outcomes, the rebuilding of public institutions has seen substantial progress, with important achievements in restoring public finances and reforming the civil service. Regarding the rehabilitation of infrastructure, the World Bank Group has helped improve the conditions of roads, ports, power supply, and water and sanitation. However, World Bank Group financial support has been relatively modest with regard to facilitating growth, but it has helped with policy advice and in filling gaps left by other partners. With regard to the three cross-cutting themes of Bank Group strategy, some effective programs were carried out, including capacity development at several core public finance-related agencies. However, the integration of these themes across World Bank Group interventions, which was the underlying intent, still needs a vision and better articulated strategy. Finally, the Bank and the International Monetary Fund led efforts to reduce Liberia's inherited external debt burden under the enhanced Highly-Indebted Poor Country Initiative and the Multi-lateral Debt Relief Initiative mechanisms.Publication World Bank Group and World Bank Corporate Scorecards, October 2015(World Bank, Washington, DC, 2015-10)In July 2013, the World Bank Group launched its Strategy, outlining how it will partner more effectively with clients to help them achieve the ambitious goals of eradicating extreme poverty and boosting shared prosperity through economic growth, inclusion, sustainability and resilience. In April 2014, the World Bank Group Corporate Scorecard was launched for the first time and the World Bank Scorecard revised to monitor the implementation of the strategy. The World Bank Group Scorecard provides 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). This brochure presents the scorecards, updated with the latest data available in fiscal year 2015. The scorecards are structured in three tiers. A tier one and two presents indicators monitoring aspects of growth, inclusiveness, and sustainability and resilience. Tier three captures the progress in implementing the World Bank Group strategy and includes measures of both operational and organizational effectiveness.Publication Women in Vanuatu : Analyzing Challenges to Economic Participation(World Bank, 2009)Women's contributions to poverty reduction, economic growth, and private sector development are increasingly recognized globally. A growing amount of research demonstrates the link between women's empowerment and societal well-being. Yet research also indicates that woman's economic contributions continue to lag behind their achievements in health and education, and a variety of barriers still prevent women in many parts of the world from fully contributing to the economy. Women in Vanuatu: analyzing challenges to economic participation is a step toward filling this gap, spurred by the growing recognition in Vanuatu and the broader pacific region of the need to better address gender inequalities. The publication presents a comprehensive analysis of institutional, legal, and regulatory barriers to women's full economic participation in Vanuatu and proposes measures to address these to ensure a level playing field for both women and men. This work has been a collaborative effort between Australian Agency for International Development (AusAID) and the World Bank's Gender Group, in partnership with International Finance Corporation (IFC) and Foreign Investment Advisory Service (FIAS). A number of the study's recommendations, which emerged from consultations with representatives of the government, the private sector, and civil society in Vanuatu, are being addressed in World Bank Group regional programming going forward.Publication IFC Annual Report 2010 : Where Innovation Meets Impact, Volume 1. Main Report(Washington, DC: World Bank, 2010)More than 200 million people in the developing world were out of work this year. Over 1 billion are hungry, while millions more are confronting the threat that climate change poses. The United Nations estimates that 884 million people don't have safe drinking water and more than 2.6 billion people lack basic sanitation. The population of the developing world will expand by a third over the next four decades, growth that will strain already weak infrastructure. In this environment, International Finance Corporation (IFC) is innovating to create opportunity where it's needed most. IFC committed a record $18 billion in fiscal year 2010, $12.7 billion of which was for own account. We invested in 528 projects, an 18 percent increase from FY09. Advisory Services portfolio comprised 736 active projects valued at more than $850 million, with annual expenditures totaling $268 million. Countries served by the International Development Association, or IDA, accounted for nearly half our investments 255 projects totaling $4.9 billion and more than 60 percent of Advisory Services expenditures. Sub-Saharan Africa accounted for 19 percent of our investment commitments and 25 percent of Advisory Services expenditures. The invested a record $1.64 billion in clean energy, leveraging $6.8 billion, while climate change related projects grew to 15 percent of the value of our Advisory Services portfolio. The investments in microfinance rose 10 percent to $400 million, expanding microfinance portfolio to $1.2 billion.
Users also downloaded
Showing related downloaded files
Publication Digital Africa(Washington, DC: World Bank, 2023-03-13)All African countries need better and more jobs for their growing populations. "Digital Africa: Technological Transformation for Jobs" shows that broader use of productivity-enhancing, digital technologies by enterprises and households is imperative to generate such jobs, including for lower-skilled people. At the same time, it can support not only countries’ short-term objective of postpandemic economic recovery but also their vision of economic transformation with more inclusive growth. These outcomes are not automatic, however. Mobile internet availability has increased throughout the continent in recent years, but Africa’s uptake gap is the highest in the world. Areas with at least 3G mobile internet service now cover 84 percent of Africa’s population, but only 22 percent uses such services. And the average African business lags in the use of smartphones and computers as well as more sophisticated digital technologies that catalyze further productivity gains. Two issues explain the usage gap: affordability of these new technologies and willingness to use them. For the 40 percent of Africans below the extreme poverty line, mobile data plans alone would cost one-third of their incomes—in addition to the price of access devices, apps, and electricity. Data plans for small- and medium-size businesses are also more expensive than in other regions. Moreover, shortcomings in the quality of internet services—and in the supply of attractive, skills-appropriate apps that promote entrepreneurship and raise earnings—dampen people’s willingness to use them. For those countries already using these technologies, the development payoffs are significant. New empirical studies for this report add to the rapidly growing evidence that mobile internet availability directly raises enterprise productivity, increases jobs, and reduces poverty throughout Africa. To realize these and other benefits more widely, Africa’s countries must implement complementary and mutually reinforcing policies to strengthen both consumers’ ability to pay and willingness to use digital technologies. These interventions must prioritize productive use to generate large numbers of inclusive jobs in a region poised to benefit from a massive, youthful workforce—one projected to become the world’s largest by the end of this century.Publication Lebanon Economic Monitor, Fall 2022(Washington, DC, 2022-11)The economy continues to contract, albeit at a somewhat slower pace. Public finances improved in 2021, but only because spending collapsed faster than revenue generation. Testament to the continued atrophy of Lebanon’s economy, the Lebanese Pound continues to depreciate sharply. The sharp deterioration in the currency continues to drive surging inflation, in triple digits since July 2020, impacting the poor and vulnerable the most. An unprecedented institutional vacuum will likely further delay any agreement on crisis resolution and much needed reforms; this includes prior actions as part of the April 2022 International Monetary Fund (IMF) staff-level agreement (SLA). Divergent views among key stakeholders on how to distribute the financial losses remains the main bottleneck for reaching an agreement on a comprehensive reform agenda. Lebanon needs to urgently adopt a domestic, equitable, and comprehensive solution that is predicated on: (i) addressing upfront the balance sheet impairments, (ii) restoring liquidity, and (iii) adhering to sound global practices of bail-in solutions based on a hierarchy of creditors (starting with banks’ shareholders) that protects small depositors.Publication World Development Report 2006(Washington, DC, 2005)This year’s Word Development Report (WDR), the twenty-eighth, looks at the role of equity in the development process. It defines equity in terms of two basic principles. The first is equal opportunities: that a person’s chances in life should be determined by his or her talents and efforts, rather than by pre-determined circumstances such as race, gender, social or family background. The second principle is the avoidance of extreme deprivation in outcomes, particularly in health, education and consumption levels. This principle thus includes the objective of poverty reduction. The report’s main message is that, in the long run, the pursuit of equity and the pursuit of economic prosperity are complementary. In addition to detailed chapters exploring these and related issues, the Report contains selected data from the World Development Indicators 2005‹an appendix of economic and social data for over 200 countries. This Report offers practical insights for policymakers, executives, scholars, and all those with an interest in economic development.Publication Argentina Country Climate and Development Report(World Bank, Washington, DC, 2022-11)The Argentina Country Climate and Development Report (CCDR) explores opportunities and identifies trade-offs for aligning Argentina’s growth and poverty reduction policies with its commitments on, and its ability to withstand, climate change. It assesses how the country can: reduce its vulnerability to climate shocks through targeted public and private investments and adequation of social protection. The report also shows how Argentina can seize the benefits of a global decarbonization path to sustain a more robust economic growth through further development of Argentina’s potential for renewable energy, energy efficiency actions, the lithium value chain, as well as climate-smart agriculture (and land use) options. Given Argentina’s context, this CCDR focuses on win-win policies and investments, which have large co-benefits or can contribute to raising the country’s growth while helping to adapt the economy, also considering how human capital actions can accompany a just transition.Publication Classroom Assessment to Support Foundational Literacy(Washington, DC: World Bank, 2025-03-21)This document focuses primarily on how classroom assessment activities can measure students’ literacy skills as they progress along a learning trajectory towards reading fluently and with comprehension by the end of primary school grades. The document addresses considerations regarding the design and implementation of early grade reading classroom assessment, provides examples of assessment activities from a variety of countries and contexts, and discusses the importance of incorporating classroom assessment practices into teacher training and professional development opportunities for teachers. The structure of the document is as follows. The first section presents definitions and addresses basic questions on classroom assessment. Section 2 covers the intersection between assessment and early grade reading by discussing how learning assessment can measure early grade reading skills following the reading learning trajectory. Section 3 compares some of the most common early grade literacy assessment tools with respect to the early grade reading skills and developmental phases. Section 4 of the document addresses teacher training considerations in developing, scoring, and using early grade reading assessment. Additional issues in assessing reading skills in the classroom and using assessment results to improve teaching and learning are reviewed in section 5. Throughout the document, country cases are presented to demonstrate how assessment activities can be implemented in the classroom in different contexts.