What is the World Bank Corporate Scorecard?

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.

The World Bank has systems—on which it continuously improves—for measuring and monitoring both development results and its own performance. These systems are complemented by independent evaluations. 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 (see “Summary of the Corporate Scorecard” ). Two of the tiers track elements of development results (Tiers I and II), and the other two capture elements of performance (Tiers III and IV). As the Summary shows, the Corporate Scorecard monitors, at an aggregate level, whether the Bank is functioning efficiently and adapting itself successfully (Tier IV), and whether it is managing its operations and services effectively (Tier III) to support countries in achieving results (Tier II) in the context of global development progress and priorities (Tier I). It presents a high-level view and is not intended to provide country- or activity-level information. However, the electronic Corporate Scorecard provides users with more detailed data where available and applicable.

The Corporate Scorecard is a “living document” that will evolve and improve over time as our ability to report on results expands. The current indicators are aligned with the availability of data. Going forward, the Scorecard will improve the balance between the type and number of indicators. Management is consolidating Board and Management performance reporting to strategically align it to the Scorecard and increase its effectiveness.