2015年-世界发展银行全球_World_Bank_Group_and_World_Bank_Corporate_Scorecards_October_2015_28页_2mb

World Bank Group Corporate Scorecards Summary (October 2015)

Core Content

The World Bank Group (WBG) and World Bank (WB) Corporate Scorecards were introduced to monitor the implementation of the WBG Strategy, which aims to eradicate extreme poverty and boost shared prosperity in a sustainable manner. The Scorecards are structured into three tiers, each capturing different aspects of performance and outcomes.

• Tier 1 reflects long-term development outcomes and the broader context of WBG client countries, including global indicators such as CO₂ emissions and deforestation rates.
• Tier 2 shows the results reported by clients in implementing WBG-supported operations, focusing on growth, inclusiveness, and sustainability.
• Tier 3 includes measures of operational and organizational effectiveness, such as quality of services, alignment with strategy, financial sustainability, and talent management.

The Scorecards are aligned with global development goals and are updated annually, incorporating feedback and performance indicators from stakeholders. Indicators are disaggregated by gender and fragile and conflict-affected situations (FCS) where relevant.

Main Points

• The WBG Strategy emphasizes economic growth, inclusion, sustainability, and resilience.
• Scorecards were first introduced in 2011, with the World Bank Scorecard updated in 2014 to align with the WBG Scorecard.
• The 2015 Scorecards reflect data from fiscal years 2013–2015 and include updated targets and performance standards.
• Key Performance Indicators (KPIs) are used to evaluate performance across the WBG institutions, including IFC and MIGA.
• A "traffic light" system is used to indicate the status of performance indicators, highlighting progress or areas needing improvement.

Key Information

Tier 1 - Development Context

• Population living on less than $1.90 a day: 12.8% (2014), with a baseline of 14.2% (2011).
• CO₂ emissions: 0.37 kg per PPP$ of GDP (2011), with no update available in 2015.
• Average annual deforestation change: 0.11% (2010), no update available in 2015.
• Countries mainstreaming disaster risk management: 69% (2013), no update available in 2015.
• Countries with low or moderate debt risk: 63 (2012), 63 (2014).
• Countries with strengthened public management systems: 107 (2015).
• Countries institutionalizing disaster risk reduction: 36 (2015).

Tier 2 - Client Results

• Private investments catalyzed: $87.9 billion (2015), with $1.7 billion in FCS.
• People reached with financial services: 63.9 million (2015), with 0.9 million in FCS.
• Farmers reached with agricultural assets and services: 16.7 million (2015), with 0.3 million in FCS.
• People provided with improved electricity service: 75.3 million (2015), with 9.3 million in FCS.
• People provided with improved water access: 54.3 million (2015), with 6.4 million in FCS.
• People provided with improved sanitation: 30.5 million (2015), with 0.6 million in FCS.
• HNP services reached: 390.4 million (2015), with 19.3 million in FCS.
• Countries with strengthened public management systems: 100% (2015), with 31.3% underpinned by SCDs.
• Countries institutionalizing disaster risk reduction: 36 (2015).

Tier 3 - Performance

• Development outcomes ratings: Target for 2017 is 75%, with actual ratings at 75% (2015).
• Satisfactory completion of country strategies: 68% (2015), with IEG ratings of 70%.
• Staff time spent across GP/CCSAs: 9.1% (2015).
• Client feedback/satisfaction: 7.0 (scale 1–10) in 2015, with 7.2 in FCS.
• Advisory Services and Analytics (ASA) objectives accomplished: 66% (2015), with 55% in FCS.
• Time from concept to disbursement: Reduced by 1/3, with WB at 25.2 months and IFC at 25.2 months.
• Disbursement ratio: 21.2% (2015), with 24% in FCS.
• Employee engagement: 69% (2015), with 70% in FCS.
• Staff diversity index: 0.84 (2015), with 0.84 in FCS.
• Managerial effectiveness: 65% (2015), with 65% in FCS.
• Inclusion index: 54% (2015), with 54% in FCS.
• Financial sustainability:
  • Total revenue: $9.5 billion (2015), with $5.8 billion in WBG business revenue.
  • Expense to business revenue ratio: ≤100%.
  • Support costs ratio: 0.5 (2015).
• WBG commitments: $57.9 billion (2015), with $3.4 billion in FCS.
• Client feedback on WB effectiveness: 7.0 (scale 1–10) in 2015, with 7.2 in FCS.
• Client feedback on IFC effectiveness: 85% (2015), with 76% in FCS.
• WBG collaboration: 27% (2015), with 55% in FCS.

Status Indicators

• On-track: Indicates meaningful progress toward targets.
• Watch: Indicates no significant change from baseline.
• Off-track: Indicates a meaningful decrease from baseline.
• Monitored: Indicates data without targets.

Future Alignment

The WBG plans to align Tier 1 indicators with post-2015 global development agendas, including the Sustainable Development Goals (SDGs) and the United Nations Framework Convention on Climate Change (UNFCCC). This ensures that the Scorecards remain relevant and responsive to evolving global priorities.