The Matrix System at Work - Independent Evaluation Group - World ...

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CHAPTER 4 DELIVERING QUALITY SERVICES Conclusions on Efficiency and Effectiveness of Quality Assurance Systems 4.48 In this section, the evaluation draws conclusions regarding achievement of the intermediate outcome. The efficiency and effectiveness of the matrix system in achieving this outcome has been suboptimal, and the matrix objectives of improved quality, collaboration, and teamwork have not been achieved. 4.49 Systems for accountability and quality control are more developed for lending operations than for knowledge products and are weak for NLTA, the fastest growing segment among nonlending services. Despite the intent to move away from a lending bank, the widespread recognition of lending approvals as the primary indicator of success by managers and staff alike is incontestable. This is reinforced both through informal incentives and in recognition and career advancement rewards. Feedback from staff and managers alike indicates that the Bank’s quality control systems focus more on fiduciary and safeguard risks with relatively less attention to other aspects of quality. The selection of peer reviewers is not well managed and end-of-year pressures undermine the potential value of peer review feedback, as there is hardly enough time to address substantial comments.. Quality enhancement reviews are a more effective mechanism to address quality, but they are optional and are often not timely. 4.50 The checks and balances created by a mechanism, independent of line management, to take periodic stock of the robustness of the Bank’s quality assurance system, disappeared with the dissolution of QAG in 2010. An alternate mechanism has not yet been put in place. 4.51 Quality assurance systems are better for lending than ESW and weakest for NLTA. NLTA therefore has widely varying quality. QAG reviews of AAA are the main source of evidence on AAA quality used in the Knowledge Report. With QAG disbanded, the Bank has lost its sole mechanism for autonomous review of portfolio quality. 4.52 Staff lack incentives to focus on quality since outcomes of operations and knowledge work are de-linked from the Bank’s current performance management system. Financing and budgetary incentives also militate against high-quality client services and results. The regional sector units, responsible for operational delivery, are receiving a decreasing share of regional budgets. The squeeze on SMU budgets adversely effects quality, especially in the context of escalating lending targets and the growth of more demanding, middle-income countries in recent years. It creates a perverse incentive to mobilize trust funds but creates inefficiencies through an unwanted burden on sector technical staff both for fund-raising and for multiple, 79
CHAPTER 4 DELIVERING QUALITY SERVICES sometimes duplicative reporting for different trust funds. A larger share of trust funds finance Bank instruments with weaker quality assurance systems— particularly NLTA—compounding the quality challenge for knowledge and technical services. 4.53 Finally, the Bank has not been effective in promoting the kind of matrix behavior -- cross-sector collaboration and teamwork– that were expected to improve quality. Financial and budgetary incentives play a significant role in discouraging cross support and cross-sector collaboration. The inability to share budgets and task team leadership across organizational units discourages collaboration across sector units. Budget rules create a cross support penalty and budget settlement rules vary across the Regions, creating further uncertainty. Delayed budget settlement for cross support and differential norms for staff costs compared to consultant costs also discourage cross support. 80
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The Matrix System at Work An Evalua
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©2012 Independent Evaluation Group
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Costs of Country and Sector Strateg
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Table 3.6. Total Cross-Support Sold
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Abbreviations AAA AFR ARDE ARPP BET
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Glossary Term Anchor sector directo
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GLOSSARY Practice managers (PM) Reg
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Overview The Matrix System at Work
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OVERVIEW rather than on the 1997 ma
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OVERVIEW satisfactory or better in
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OVERVIEW toward capacity building a
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OVERVIEW Innovation in the field is
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OVERVIEW Figure D. Outcomes of Bank
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OVERVIEW modernization in the corpo
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OVERVIEW management structure but t
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OVERVIEW Structure Bank-wide matrix
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MANAGEMENT RESPONSE interest and ow
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MANAGEMENT RESPONSE Management cons
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MANAGEMENT RESPONSE that reach far
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CHAPTER 1 INTRODUCTION AND CONTEXT
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2. The Strategic Alignment of Secto
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CHAPTER 2 THE STRATEGIC ALIGNMENT O
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Page 152 and 153: Appendix A Matrix Management and Or
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APPENDIX C RESPONSIVENESS AND EFFEC
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APPENDIX D EXPERIENCE IN THE TRENCH
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Appendix E Key Findings from Sector
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APPENDIX E KEY FINDINGS FROM SECTOR
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Table E.1. Country Directors and Ma
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# Other Questions Q # 7 APPENDIX E
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APPENDIX F FOCUS GROUP DISCUSSIONS:
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APPENDIX F FOCUS GROUP DISCUSSIONS:
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Appendix G Comparison of the Six Re
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APPENDIX G PROFILES OF THE BANK’S
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Appendix H Working across Organizat
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APPENDIX H WORKING ACROSS ORGANIZAT
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Appendix I Budgetary Incentives 65.
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APPENDIX I BUDGETARY INCENTIVES Bud
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APPENDIX I BUDGETARY INCENTIVES 72.
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APPENDIX I BUDGETARY INCENTIVES com
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APPENDIX I BUDGETARY INCENTIVES Fig
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APPENDIX I BUDGETARY INCENTIVES mea
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APPENDIX J WORKING ACROSS SECTORS A
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Appendix K World Bank Sector Strate
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APPENDIX K WORLD BANK SECTOR STRATE
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APPENDIX K WORLD BANK SECTOR STRATE
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Appendix L International Finance Co
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APPENDIX L IFC 2013 CHANGE INITIATI
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APPENDIX M STAFFING DATA Note: Head
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APPENDIX M STAFFING DATA Table M.7.
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Appendix N Managers Interviewed Nam
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References Barnett, Michael N. and
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REFERENCES Sy, Thomas and Laura Sue
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Endnotes 1 See Wapenhans 1992, 1994
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ENDNOTES appropriately assessed by
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ENDNOTES 46 The respondents to this
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ENDNOTES 71 See Safeguards and Sust
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