World Bank Group Corporate Scorecard

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The World Bank Group Corporate Scorecard (WBG CSC) is the apex framework for monitoring and reporting contributions to the goals underpinning the WBG Strategy.

The WBG CSC aggregates the contributions of all WBG institutions—the World Bank (WB), the International Finance Corporation (IFC), and the Multilateral Investment Guarantee Agency (MIGA). The Scorecards are living documents to be adapted and improved based on experience with implementation and the evolving external and internal environments.

The Scorecard tracks over 80 indicators, structured in three tiers:

Tier 1: The Goals and Development Context tier provides an overview of progress on key development challenges faced by WBG client countries.

Tier 2: The Results tier reports on key sectoral and multi-sectoral results achieved by clients implementing operations supported by the WBG.

Tier 3: The Performance tier captures measures of operational and organizational effectiveness.

In line with the WBG Strategy, indicators in the first two tiers are grouped into three categories: growth, inclusiveness, and sustainability/resilience. Scorecard indicators are disaggregated by gender, and fragile and conflict-affected situations, when feasible. The WBG and WB Scorecards have evolved into accountability and management tools that provide feedback to the senior management on WBG’s progress toward the goals and strategy. Since the publication of the Scorecards, relevant indicators have been cascaded to Memoranda of Understanding with Senior Management and from there to relevant business units, to promote accountability and broad ownership.

We update the scorecards every April and October, using a system of traffic lights to show how we are progressing to meet specific targets. Tier III indicators of the CSC that have been updated are discussed with Executive Directors at an Informal Board Meeting before the Spring Meetings.

Last Updated: Apr 11, 2016


" Some examples of progress being made among the indicators: "

There has been good progress in integrating gender in country strategies and operations. The new WBG Gender Strategy for FY16-23 sets more ambitious targets, establishes a new methodology for measuring progress, and outlines an agenda for new frontier areas in which our impact might be transformational. It moves away from the concept of "mainstreaming" toward focusing on proven interventions that achieve tangible results.

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