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

CHAPTER 5
INSTITUTIONAL ISSUES AND ORGANIZATIONAL STRUCTURE
merging social development with SDN rather than with other networks, such as HDN
or PREM, which have overlapping mandates. 67
5.27 The merger of the two networks was also induced in part by the possibility
of cost savings, but there is little evidence that this has occurred and organizational
complexity has increased. SDN attempted to reorganize itself after the merger was
announced. In the network VPU, the three infrastructure departments were merged
into two departments, 68 but staff from former ESSD and urban sectors resisted a
further merger. More substantial cost savings might have been realized if Sector
Boards under the two previous networks were merged. However, even among the
INF sectors, despite the reduction in number of departments, the number of Sector
Boards remained unchanged. SDN has eight Sector Boards, 69 compared to three in
HDN and four in PREM. Within the Regions, some sector units were merged but this
was done unevenly across Regions and span of control increased to 47 staff per
manager in SDN (Table 5.1). SDN has adapted to budget constraints by becoming
even more dependent on trust funds than other network anchors.
Table 5.1. Selected Indicators for Networks
VPU FPD HDN PREM SDN
Total regional and
anchor staff (as of June 2011)
565 904 827 2308
Share of anchor staff/total staff 48% 23% 21% 30%
Span of control
(total staff/sector manager)
28 40 34 47
Scope of control
(Sector Boards/Global Practices)
6* 3 4 8
Network Anchor Expenditures
(FY10 BB + BETF actuals) (in US$ million)
68 64 47 208
Share of BETFs in Anchor Expenditures 39% 43% 32% 52%
Source: World Bank databases.
Note: Data exclude financial management and procurement sector boards which fall under the OPCS Network.
*FPD reorganized itself into 6 global practices at the end of FY11. FPD staff data include only IBRD head counts.
5.28 SDN is the largest network, its staff numbers exceeding that of the FPD,
HDN, and PREM networks combined. The matrix system directly affects 78 percent
of the Bank’s staff. In FY 11, of the 11,402 total Bank staff, 6,235 were located in the six
regions (Appendix M, Table M.1) and 1,630 in the anchors of four networks (FPD,
HDN, PREM, SDN) plus OPCS 70 (Table 5.2). The size differential between SDN and
other networks remains true among network anchor staff as well as when the
combined strength of anchor and regional staff of the networks are compared.
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