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WORLD BANK GROUP CORPORATE SCORECARD
REVISED WORLD BANK CORPORATE SCORECARD
PROPOSED INDICATORS
CODE MEETING, FEBRUARY 19, 2014
Purpose of the Meeting

To seek your feedback for the proposed indicators for the World
Bank Group Corporate Scorecard (WBG CSC) and the revised World
Bank Corporate Scorecard (WB CSC)

Guidance is sought for



Proposed indicators for WBG and WB CSC
Alignment with Goals, Strategy and between WBG and WB CSC
Next steps
IFC CSC and MIGA KPIs will be aligned with the WBG CSC in FY15
2
WBG and WB Scorecards – format
and structure overview
3
WBG CSC – objectives

Apex of the WBG Strategy monitoring and reporting framework, supported
by the revised WB and IFC Scorecards and MIGA KPIs

Reporting on contributions to the two goals under the new WBG Strategy

Be the starting point for cascading relevant indicators
Goals &
Development Context
Results
WBG
Corporate
Scorecard
WB, IFC, MIGA,
Scorecards/KPIs
VPU/Business Unit MOU/Performance
Agreements/Department Scorecards
Staff Performance/Objectives/Results Agreements
4
Performance
What’s different?

WBG CSC developed for the first time as the apex of the WBG-wide performance
measurement system

WB CSC is changing
FROM
•
•
•
Accountability and communications tool
Primarily used at the corporate level for a
discussion with the Board
Brochure with a long list of indicators
TO
•
•
•

5
Primarily accountability and management
tool with cascading indicators and
broader institutional ownership
Fewer indicators; their selection guided
by the WBG Strategy
Moving to an electronic format
Implications for indicators

Fewer, strategic indicators which are actionable and amenable to targets

Can be cascaded and promote desired behavior

Supported by rigorous and reliable data

For WBG – choice of indicators needs to

reflect key WBG contributions

include indicators that can be aggregated in a meaningful way and relevant for at least 2 out of 3
WBG institutions

take into account that the WBG institutions are operationally distinct and have different clients
WBG and WB CSC will be integrated into a broader organizational performance
review
Change
M&E
Staff Result
Agreements
Integrated
Performance
Information
and Data
Platform
Internal
Performance
Discussions at
all
Organizational
Levels
6
PDU
WBG
Corporate
Score Card
WB, IFC CSCs,
MIGA KPIs
Quarterly
Performance
Discussions
with the Board
Linkages with the change process M&E and PDU

Change Process M&E: Key change process outcome indicators included in
the Performance section of the WBG and WB CSCs

Alignment with PDU: Common areas of interest measured through the
same indicators. Most PDU indicators to reinforce CSC indicators. Some
PDU indicators time-bound and not suitable for the CSC (e.g., geo-coding)

Common indicators harmonized and to be supported by the same data
management system
Goals
PDU
Results
Performance
Change M&E
7
WBG and WB Scorecards –
proposed indicators
8
I. WBG Goals and Development Context

9
Will be the same for the WBG and institutional scorecards (included
only in WBG CSC)

Provides context of ultimate objectives, to which WBG aspires
to contribute

Measures sustainable progress towards the achievement of the Goals

Proposed indicators cover four areas:

Indicators for ending extreme poverty and promoting shared prosperity

Non-monetary aspects of poverty

Elements of inclusive growth and governance

Economic, social and environmental sustainability
Goals &
Development Context
Results
Performance

Data availability, quality and ease of tracking essential

Break-down for extreme poor and bottom 40% where data available, break-down for
fragile situations and gender where meaningful and feasible

Moving forward: Revisions/improvements reflecting

Post-2015 agenda

Availability of more comprehensive/rigorous indicators and data

Evolving research, analysis and methodologies for tracking sustainable progress towards the two
Goals by DEC, GPs/CCSAs etc.
Goals and Development Context
WBG GOALS
End extreme poverty: Population below US$1.25 a day
Promote shared prosperity: Median of growth rates of average real per capita income of
the bottom 40 %
Non-monetary aspects of poverty*
Inclusive growth and Governance*
% with access to water
% with access to sanitation
% with access to electricity
% with access to a phone
% of children at school
% with a transaction account (and % who are
female)
% of poor with access to essential health, nutrition
and population services
GDP/capita
Countries with growth concentrated on the poor
Working people who are poor (%)
Private sector capital formation (% GDP)
Agriculture value added per worker
Public access to information
Countries with no discriminatory law against
women
*separate for FCS where possible
*separated by extreme poor and bottom 40% where possible
Sustainability
Share of countries with wealth depletion
Share of countries with debt ratio to GDP over a sustainability threshold
CO2 equivalent emissions per kg equivalent PPP$ of GDP
Annual deforestation rate
Population living in areas under water stress
Population weighted average exposure to PM2.
Countries mainstreaming disaster risk management
10
II. Client Results supported by WBG/WB operations



11
Communicate results, which contribute to sustainable progress
towards the two WBG goals and are based on client demand
Goals &
Development Context
Results

Reinforce focus on development outcomes and support
management for development results

Client results, but with attribution to WBG/WB-financed operations –actual results
achieved in the reporting period
Performance
Indicator principles :

Contribute to the Goals and aligned with the Strategy, representative of WBG/WB
activities, reflecting WBG/WB client demand

Can be meaningfully aggregated at the WBG/WB level

Reflect outcomes/outputs as opposed to inputs

Break-down for FCS and for female beneficiaries where meaningful/feasible
Moving forward:

Fill in placeholders (e.g., jobs, private sector catalyzed)

Continued harmonization across WBG (and where relevant across MDBs)

Develop more indicators for cross-cutting solutions

Develop better ways of measuring and aggregating indirect contribution, including impact of
knowledge and advisory services

Fine-tune the composition of the indicators according to the areas prioritized in CPFs, balance
low-income and middle-income country priorities etc.
WBG CSC: Results supported by WBG operations
WBG GOALS
Supporting human development
People who have received essential health,
nutrition and population services
Students reached
Building and accessing vital infrastructure
People provided with access to an improved
water source
People provided with access to improved
sanitation facilities
People provided with new or improved electricity
service
A transport placeholder
People reached with ICT (tbd)
12
Enhancing inclusive growth and private sector
development
People and microenterprises/SMEs using
financial services
Farm household beneficiaries reached
Power generation
Private sector investments catalyzed (pending
methodology harmonization)
Jobs (pending definition and methodology)
Trade (tbd)
Enhancing environmental sustainability and
climate resilience
Climate change mitigation indicator tbd (pending
methodology completion and harmonization)
Revised World Bank CSC: Results supported by WB operations
WBG GOALS
Supporting human development
People that have received any of the essential health,
nutrition and population services
Students that have benefitted from learning assessments
Teachers recruited or trained
Beneficiaries covered by social safety net programs
Enhancing inclusive growth and private sector
development
People, microenterprises and SMEs reached with financial
services
Private sector investments catalyzed (tbd)
Jobs (tbd)
Power generation (renewable and conventional)
Farmers adopting improved agricultural technology
Area provided with irrigation services
Trade tbd
Building and accessing vital infrastructure
People provided with access to improved water sources
People provided access to improved sanitation facilities
People provided with access to electricity
Km of roads constructed and rehabilitated
Strengthening governance and institutions
Countries with strengthened public management systems in
Civil service and public administration
Tax policy and administration
Public Financial management
Procurement
Enhancing environmental sustainability, climate and disaster resilience
Emission reductions with support of special climate instruments (replaced with all WB projects when data available)
Projected lifetime energy savings
Countries supported towards institutionalizing disaster risk reduction as a national priority
13
Blue = additional to WBG CSC
III. WBG/WB Performance



Provide performance dimensions for WBG/WB operations and
deployment of resources

Measures of quality of operational outcomes, and higher-level
measures of operational and organizational effectiveness, financial sustainability and
efficiency

Progress on strategy implementation
Results
Performance
Indicator principles

Aligned with goals, strategy and critical outcomes of the change process

Can be meaningfully aggregated at WBG/WB level

Group-wide indicators in WBG CSC. Institution-specific indicators in the institutional CSCs

Amenable to targets, actionable, can be cascaded, provide right incentives

Break-down for fragile situations where meaningful/feasible
Moving forward





14
Goals &
Development Context
Introduce targets and cascade indicators to relevant business units
Incubate challenging indicators (e.g., alignment with the Strategy, knowledge flows, one WBG)
Work on indicators for the next level of ambition (e.g., next steps in Science of Delivery)
Adapt based on experience
Go electronic, improve use of systems and data
WBG CSC: Performance
WBG GOALS
Development outcomes
Outcome ratings
IEG rating of satisfactory CAS/CPF completion
IEG rating for satisfactory outcomes at
completion for WB, IFC and MIGA portfolios
Knowledge and advisory services effectiveness
rating
- IFC AS development effectiveness rating
- Bank knowledge and advisory objectives
accomplished
Client feedback
Stakeholder feedback on WBG effectiveness and
impact on development results
Client feedback:
- Client satisfaction for IFC IS/AS
- Client feedback on WB effectiveness and
impact on results
Strategic context
Alignment with the Strategy - tbd
Working as one WBG
Measure of joint engagement (tbd)
Staff collaboration across institutional boundaries
(tbd)
Staff perception of working as one WBG
15
Priorities for mainstreaming
Gender: Share of country strategies with gender
considerations in the analysis, content, and the
results framework
Climate change: Climate related commitments
Operational delivery for clients
WBG commitments
Commercial/private financing mobilized for
clients
Reduction of time from a concept to the first
disbursement
Measure of knowledge flows (tbd )
Client feedback on contribution of WBG
knowledge work
Financial sustainability
Measure of cumulative average revenue growth
Gross expenditure reduction
Managing talent
Staff engagement/leadership effectiveness (tbd)
Staff diversity and inclusion
Talent management indicator (tbd)
World Bank CSC: Performance
WBG GOALS
Development impact
Development outcomes ratings
IEG rating for satisfactory outcomes for WB portfolio (IDA, IBRD and other financing)
Client rating of Knowledge and Advisory Services objectives accomplished
Client feedback
Client feedback on WB effectiveness and impact on results
Client feedback on WB responsiveness and staff accessibility
Strategic context
Alignment with the Strategy - tbd
Incorporating citizen and beneficiary feedback
Share of projects with clear beneficiaries with beneficiary feedback
Share of grievances registered related to delivery of project benefits that are actually addressed
Priorities for mainstreaming
Gender: Share of projects with gender monitoring at design that report on it during implementation
Climate change: Commitments with climate change co-benefits
Share of projects with climate change co-benefits implementing agreed climate actions
Operational delivery for clients
Financing for clients
WB commitments
Private financing mobilized for clients
WB disbursements
16
World Bank CSC: Performance (cont.)
Quality and timeliness of lending operations
IEG rating of Bank Performance
At entry
During supervision
Reduction of time from the concept note to the first disbursement
Quality and efficiency of knowledge products
Client rating of quality of knowledge and advisory services
Share of knowledge and advisory services delivered in timely manner
External funding attracted for knowledge and advisory services
Using knowledge and science of delivery for results
Measure of knowledge flows (tbd)
Operations that draw lessons for design from impact evaluation or other evaluative approaches
Share of projects with baseline data for all PDO indicators in the first ISR
Financial sustainability and efficiency
Measure of cumulative average business revenue growth
Costs to business income ratio
Support costs ratio
Managing talent
Staff engagement/leadership effectiveness (tbd)
Staff diversity and inclusion
Talent management indicator (tbd)
17
Timeline and next steps
18
Timeline and Next Steps
•
•
Confirm the
indicators with key
counterparts
Consult with
additional
stakeholders
•
•
•
Jan 2014
Confirm indicator
definitions and
methodologies (for
new indicators)
Populate data and
baselines
Incorporate feedback
including from EDs
Feb 2014
Feb 19: CODE
on a draft
WBG and WB
CSCs
19
Fill in placeholders
Fine-tune scorecards, taking into
account the new institutional
structure and counterparts (e.g.,
Global Practices)
Cascade indicators to individual
business units and start cascading
to staff
Incorporate
feedback from
CODE
Finalization of a
draft WBG CSC
Target setting
Printing
Mar 2014
Mar: Board
engagement on
CSC (tbc)
2014 Spring
Meetings
Presentation of the
WBG CSC to the
Board of Governors
FY 2015
Feedback sought

20
Feedback is sought for
 Proposed indicators for WBG and WB and balance
between Development Context, Results and Performance
levels
 Alignment with Goals and Strategy and between WBG and
WB CSC
 Follow up steps during FY15 to fine-tune the CSC in the
new institutional structure