2013年-世界发展银行全球_World_Bank_Corporate_Scorecard_September_2013___Integrated_Results_and_Performance_Framework_32页_627kb

World Bank Corporate Scorecard Summary (September 2013)

Core Content

The World Bank Group's Corporate Scorecard is a strategic performance and results tracking tool designed to monitor the overall development outcomes of its client countries and the effectiveness of the Bank's operations. It aligns with the World Bank Group's two main goals: ending extreme poverty by 2030 and promoting shared prosperity. The Scorecard uses a four-tier structure to assess performance and results, grouping indicators into development context (Tier I), country results supported by the Bank (Tier II), Bank operational effectiveness (Tier III), and organizational effectiveness (Tier IV).

Main Goals and Objectives

• End extreme poverty: Reduce the percentage of people living on less than $1.25 a day to 3% by 2030.
• Promote shared prosperity: Foster income growth for the bottom 40% of the population in every country.
• Sustainable development: Ensure long-term environmental and social sustainability.

Key Indicators and Tiers

Tier I: Development Context

• Growth, Jobs and Poverty:

  • Population below $1.25 a day: Declined from 31.1% (2002) to 20.9% (2010).
  • GDP per capita: Increased from $2,125 (2006) to $2,723 (2012).
  • Domestic credit to private sector: Rose to 81% of GDP in 2012.
  • Employment to population ratio (15+): Slightly decreased from 62.2% (2005) to 61.3% (2011).
  • Female labor force participation: Slightly declined from 68.5% (2006) to 67.7% (2011).

• Institutions and Governance:

  • State institutions with adequate power structure: Slightly improved 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: Improved from 67 (2005) to 68 (2012).

• Human Development and Gender:

  • Under-five mortality rate: Decreased from 67 (2006) to 57 (2011).
  • Prevalence of underweight children: Decreased from 20.4% (2005) to 16.6% (2011).
  • Primary school completion rate: Increased from 85.4% (2005) to 89.4% (2011).
  • Gender parity index in primary and secondary education: Improved from 94.4% (2005) to 96.8% (2011).

• Sustainable Development:

  • Paved roads: Increased from 31.6% (1999-03) to 48.6% (2005-10).
  • Access to improved water source: Increased from 83.1% (2005) to 86.9% (2011).
  • Access to improved sanitation: Increased from 53.2% (2005) to 57.4% (2011).
  • Cereal yield: Increased from 2,902 kg/ha (2006) to 3,301 kg/ha (2011).
  • Agriculture value added per worker: Increased from $856 (2006) to $912 (2011).

• Climate Change and Environment:

  • CO₂ emissions intensity: Decreased from 0.65 kgCO₂ per $ of GDP (2005) to 0.61 kgCO₂ per $ of GDP (2009).
  • Protected terrestrial areas: Slightly increased from 12.0% (2006) to 12.1% (2010).
  • Average annual deforestation: Decreased from 0.3% (1990-00) to 0.2% (2000-10).

• Finance, Private Sector Development and Trade:

  • Male-female gap in financial inclusion: Remained at 10.2% (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

• The Bank supports countries in achieving results in Institutions and Governance, Human Development and Gender, Sustainable Development, and Finance, Private Sector Development, and Trade.
• These results are tracked through a bottom-up process using Bank operational data systems and Implementation Status and Results Reports (ISRs).

Tier III: Development Outcomes and Operational Effectiveness

• Development Outcomes:
  • Lending operations, knowledge activities, and use of country systems are monitored.
• Operational Effectiveness:
  • Indicators include the effectiveness of Bank operations and services, based on independent evaluations and internal assessments.

Tier IV: Organizational Effectiveness and Modernization

• Focuses on the Bank's internal functioning, including Resources and Alignment, Capacity and Skills, Business Modernization, and Sector Actions Related to Post-Crisis Directions.
• The Bank is working on modernizing its operations to better support its clients and achieve its strategic goals.

Key Performance Indicators and Status

• On-Track: Meaningful increase from baseline or meets/exceeds performance standard.
• Watch: No meaningful change or close to standard but not met.
• Off-Track: Meaningful decrease from baseline or not close to standard.
• Not Applicable: Insufficient data or no performance standard.

Data Sources and Methodology

• Tier I: Data from global databases and reports, such as the World Development Indicators, UN, and other public sources.
• Tier II: Data collected through ISRs and ICRs, with standardized core sector indicators used since 2009.
• Tier III and IV: Data from internal systems, independent evaluations (IEG), and corporate assessments.

Strategic Context

• The Corporate Scorecard was first published in 2011 and revised in 2014 to align with new Group-wide goals and strategies.
• It is part of a broader "change process" to modernize the World Bank Group and better support its clients in achieving sustainable development outcomes.
• The Scorecard includes linkages to the Millennium Development Goals (MDGs) and the Post-Crisis Directions (PCD), with indicators marked accordingly.

Conclusion

The Corporate Scorecard serves as a strategic and analytical tool to monitor the World Bank Group's performance and the development outcomes of its client countries. While progress has been made in several areas, challenges remain, particularly in reducing extreme poverty, improving education access, and addressing climate change and environmental degradation. The Scorecard supports strategic dialogue between the Board and Senior Management and is continuously updated to reflect new goals and methodologies.