[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"doc-detail-111902-en":3,"doc-seo-111902-105":28,"detail-sidebar-cat-0-en-105":89},{"code":4,"msg":5,"data":6},0,"success",{"doc_id":7,"user_id":8,"nickname":9,"user_avatar":10,"doc_module":4,"category_id":11,"category_name":12,"doc_title":13,"doc_description":14,"doc_content":15,"file_id":16,"file_url":17,"file_type":18,"file_size":19,"view_count":20,"is_deleted":4,"is_public":20,"is_downloadable":20,"audit_status":20,"page_count":20,"language":21,"language_code":22,"site_id":23,"html_lang":22,"table_of_contents":24,"faqs":25,"seo_title":13,"seo_description":14,"update_tm":26,"read_time":27},111902,1374391974564,"Clementine","https://ap-avatar.wpscdn.com/avatar/14000253aa45c000a9e?x-image-process=image/resize,m_fixed,w_180,h_180&k=1779874745381141002",8,"Research & Report","New World Bank Group Scorecard FY24-30 - Chair Summary - Driving Action, Measuring Results","The Chair Summary records Executive Directors’ endorsement of the World Bank Group Corporate Scorecard approach and framework for FY24-30, emphasizing a strategic, streamlined, outcome-oriented yardstick to support accountability, action, and prioritization aligned with the WBG development playbook. It highlights discussions on indicator definitions and alignment, including a livable planet concept, inequality reduction tracking, DRM language and progressivity, FCV upstream prevention, connectivity distinctions, and poverty thresholds. Directors also stressed monitoring organizational effectiveness and efficiency, crisis preparedness coverage, and the staged development of methodologies and reporting via a linked dashboard and quarterly updates.","Public Disclosure Authorized Public Disclosure Authorized  \nNew World Bank Group Scorecard FY24-30-Driving Action, Measuring Results  \nChair Summary*  \nDecember 19, 2023  \nThe Executive Directors endorsed the World Bank Group Corporate Scorecard’s approach and framework. They welcomed the constructive engagement and efforts to build consensus around this key output of the Evolution process.  \nDirectors expressed support for the strategic, streamlined, and outcome-oriented approach of the new Scorecard, which will serve as a yardstick for accountability and drive action and prioritization in line with the World Bank Group’s new playbook for development. They noted the importance of the new Scorecard’s focus on key outcome areas, as well as its function as a strategic management and communication tool.  \nExecutive Directors commented on issues related to specific indicators, including the definition of what constitutes a livable planet, tracking of progress towards reducing inequality, aligning language with IDA Domestic Resource Mobilization (DRM) indicators, focusing on upstream prevention work on FCV indicators, as well as the need to differentiate between broadband and high-speed connectivity. Some Directors highlighted the need to include life essentials in the vision indicators to emphasize the human aspect of a livable planet. Directors also discussed the appropriate poverty thresholds. They noted that more discussion was needed to reflect progressivity in DRM. Directors supported the one WBG results and reporting architecture and encouraged Management to ensure crisis preparedness and response is effectively reflected and monitored in the Scorecard.  \nSeveral Directors underscored the importance of continued monitoring of organizational effectiveness and efficiency indicators, even if they are not integrated into the new Scorecard. They appreciated Management’s commitment to continue discussing with the Board the development of the indicators and reporting through a separate dashboard that will be linked to the new Scorecard.  \nDirectors urged Management to proceed with developing the new methodologies and reporting framework for the Scorecard in consultation with the Board. Executive Directors noted that the Mid-Term Review will provide an opportunity to make course correction, as needed, and welcomed Management’s plans to update the Board on a quarterly basis on implementation progress. Acknowledging that this was a living document, Executive Directors welcomed Management commitment to engage the Board in technical discussions on the implementation and development of the Corporate Scorecard.  \n*This Summary is not an approved record.","cbCaitUG6PbdvO6k","https://ap.wps.com/l/cbCaitUG6PbdvO6k","pdf",60339,1,"English","en",105,"# Endorsement of the scorecard framework\n# Focus areas, indicator issues, and alignment\n## Livable planet and human-centered vision\n## Inequality, DRM progressivity, and poverty thresholds\n## FCV prevention and connectivity definitions\n## Crisis preparedness, accountability, and reporting tools\n# Organizational effectiveness, efficiency, and next steps","[{\"question\":\"What did Executive Directors endorse regarding the FY24-30 scorecard framework?\",\"answer\":\"They endorsed the World Bank Group Corporate Scorecard’s approach and framework, including its strategic, streamlined, outcome-oriented design to drive accountability and action.\"},{\"question\":\"Which indicator-related topics were discussed in the chair summary?\",\"answer\":\"Discussions covered definitions of a livable planet, tracking progress on reducing inequality, aligning language with IDA DRM indicators, emphasizing upstream prevention for FCV, differentiating broadband vs high-speed connectivity, and appropriate poverty thresholds.\"},{\"question\":\"What monitoring and reporting actions did Directors ask for?\",\"answer\":\"They encouraged effective monitoring of crisis preparedness and response, continued attention to organizational effectiveness and efficiency indicators, development of new methodologies in consultation with the Board, and quarterly updates on implementation progress, supported by a linked 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