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

More documents

Recommendations

Info

CHAPTER 5 INSTITUTIONAL ISSUES AND ORGANIZATIONAL STRUCTURE Development in another; East Asia and the Pacific—the most decentralized Region—created the most radical structure described in paragraph 5.34. 5.32 Under SDN, some sector managers have been assigned responsibility for multiple sectors, including for sectors in which they lacked technical expertise. While in some instances this has been caused by having responsibility for more than one sector, there have also been cases where sector managers were appointed to oversee sectors that were beyond their previous sector expertise, substantially limiting their ability to play any role in quality assurance for lending and knowledge. Board approval for lending operations and mentoring staff in project management took precedence over accountability for quality. 5.33 Integration of environmental and social safeguards into infrastructure sectors has improved, but this may be crowding out attention to other environmental and social issues. Some SDN managers (and some country directors) reported in interviews that the creation of SDN has led to better integration of environmental and social issues within infrastructure projects. On the other hand, there is considerable evidence from the Regions that the SDN merger has led to much greater demand for safeguards work, crowding out attention to other aspects of environmental and social sustainability. By bringing environmental and social safeguards specialists under the same roof as infrastructure staff, the Bank changed incentives and increased attention to “do-no-harm” issues. In Europe and Central Asia, 15 of the 18 country-based environmental specialists work on safeguards. In Africa, there has been attrition of senior (GG-GH level) social development staff, with GH-level replacements brought in dedicated exclusively to social safeguards. As discussed in IEG’s safeguards evaluation 71 (2010c), this has had the unintended consequence of a separation of the work on safeguards from the work on environmental and social sustainability. The dichotomy between safeguards and non-safeguard risks is a false one, arising out of flaws in the Bank’s safeguards framework. IEG’s evaluation of safeguards drew attention to the inadequate coverage of social risks in the Bank’s current suite of safeguard policies (IEG 2010c: 92). While the SDN merger appears to have generated increased demand for safeguards work, social risks such as labor and community impacts, not covered by the safeguard policies, receive inadequate attention. 72 5.34 Feedback from focus groups, staff surveys, and manager interviews reveals that environmental and social development staff perceive the SDN merger as a takeover by infrastructure, rather than a genuine integration of their agendas. As one focus group participant from an infrastructure sector pointed out, “they are starting to think like us.” Staff and managers alike are critical of the excessive 93
CHAPTER 5 INSTITUTIONAL ISSUES AND ORGANIZATIONAL STRUCTURE attention to safeguards and fiduciary issues relative to the inadequate attention to other aspects of quality and AAA. The SDN merger exacerbated this tendency. 5.35 From an organizational perspective, the creation of the SDN Network is an imperfect solution to the perception that network boundaries are insurmountable. If structural merger was the only solution, SDN would need to be merged with the PREM Network to ensure the integration of poverty objectives (which represent the Bank’s overarching mission) into infrastructure sectors . These are precisely the kind of barriers that the matrix system was designed to overcome but has as yet been unable to do so because of the lack of a supportive incentive framework. COUNTRY LEVEL 5.36 The creation of SDN has added another layer to an already complex management structure, with coordination of the portfolio, rather than quality, as the primary objective. Most Regions appointed SDN sector leaders or coordinators at the country level—adopting the Latin America and the Caribbean model—to help country directors cope with the large number of SDN staff in each country team. 5.37 Latin America and the Caribbean Region has used a model of “sector leaders” for each sector department since 1997, but responsibilities of SDN sector leaders substantially increased after the merger. Latin America and the Caribbean’s sector leaders are de facto shadow managers, co-located with country directors and providing a key link between the country departments and sector departments. They are responsible for work program coordination, quality assurance, portfolio monitoring, and performance feedback on country team members to sector managers. After the creation of SDN, the sector leader model was retained in Latin America and the Caribbean, but the sector leaders for ESSD and INF were merged at the country level, increasing their span of control and reducing their ability to provide quality assurance across all eight SDN sectors evenly.. 5.38 East Asia and the Pacific created a matrix within a matrix within a matrix (Box 5.2). EAP combined the former ESSD sectors under one sector manager and all the infrastructure sectors under another sector manager in headquarters, while merging all eight sectors under one manager or sector leader in each CMU. In the three largest country offices—China, Indonesia, and Vietnam—SDN staff are managed by a field-based sector manager who oversees the SDN portfolio. In the three smaller CMUs, SDN staff are managed by a field-based “country sector leader” who acts as a de facto manager. These managers manage all country-based staff and the country portfolio for all eight SDN sectors, while the sector managers in headquarters represent the Region on three and five Sector Boards, respectively, with no associated operational role. East Asia and the Pacific thus has a third-level 94
Page 1 and 2:
The Matrix System at Work An Evalua
Page 3 and 4:
©2012 Independent Evaluation Group
Page 5 and 6:
Costs of Country and Sector Strateg
Page 7 and 8:
Table 3.6. Total Cross-Support Sold
Page 10:
Abbreviations AAA AFR ARDE ARPP BET
Page 14 and 15:
Glossary Term Anchor sector directo
Page 16 and 17:
GLOSSARY Practice managers (PM) Reg
Page 18 and 19:
Overview The Matrix System at Work
Page 20 and 21:
OVERVIEW rather than on the 1997 ma
Page 22 and 23:
OVERVIEW satisfactory or better in
Page 24 and 25:
OVERVIEW toward capacity building a
Page 26 and 27:
OVERVIEW Innovation in the field is
Page 28 and 29:
OVERVIEW Figure D. Outcomes of Bank
Page 30 and 31:
OVERVIEW modernization in the corpo
Page 32 and 33:
OVERVIEW management structure but t
Page 34 and 35:
OVERVIEW Structure Bank-wide matrix
Page 36 and 37:
MANAGEMENT RESPONSE interest and ow
Page 38 and 39:
MANAGEMENT RESPONSE Management cons
Page 40:
MANAGEMENT RESPONSE that reach far
Page 43 and 44:
CHAPTER 1 INTRODUCTION AND CONTEXT
Page 45 and 46:
Page 47 and 48:
Page 49 and 50:
Page 51 and 52:
Page 53 and 54:
Page 55 and 56:
Page 57 and 58:
Page 59 and 60:
2. The Strategic Alignment of Secto
Page 61 and 62:
CHAPTER 2 THE STRATEGIC ALIGNMENT O
Page 63 and 64:
Page 65 and 66:
Page 67 and 68:
Page 69 and 70:
Page 71 and 72:
Page 73 and 74:
Page 75 and 76:
Page 77 and 78:
Page 79 and 80:
CHAPTER 3 THE PROMISE OF A KNOWLEDG
Page 81 and 82:
CHAPTER 3 THE PROMISE OF A KNOWLEDG
Page 83 and 84: CHAPTER 3 THE PROMISE OF A KNOWLEDG
Page 103 and 104: CHAPTER 4 DELIVERING QUALITY SERVIC
Page 123 and 124: CHAPTER 5 INSTITUTIONAL ISSUES AND
Page 133: CHAPTER 5 INSTITUTIONAL ISSUES AND
Page 145 and 146: 6. Conclusions and Recommendations
Page 147 and 148: CHAPTER 6 CONCLUSIONS AND RECOMMEND
Page 149 and 150: CHAPTER 6 CONCLUSIONS AND RECOMMEND
Page 152 and 153: Appendix A Matrix Management and Or
Page 154 and 155: APPENDIX A MATRIX MANAGEMENT AND OR
Page 162 and 163: SECONDARY ANALYSIS OF CASCR REVIEWS
Page 164 and 165: APPENDIX B EVALUATION METHODOLOGY a
Page 166 and 167: APPENDIX C RESPONSIVENESS AND EFFEC
Page 176 and 177: APPENDIX D EXPERIENCE IN THE TRENCH
Page 184 and 185:
APPENDIX D EXPERIENCE IN THE TRENCH
Page 186 and 187:
Page 188 and 189:
Page 190 and 191:
Page 192 and 193:
Page 194 and 195:
Page 196 and 197:
Appendix E Key Findings from Sector
Page 198 and 199:
APPENDIX E KEY FINDINGS FROM SECTOR
Page 200 and 201:
Page 202 and 203:
Page 204 and 205:
Page 206 and 207:
Table E.1. Country Directors and Ma
Page 208 and 209:
Page 210 and 211:
# Other Questions Q # 7 APPENDIX E
Page 212 and 213:
Page 214 and 215:
APPENDIX F FOCUS GROUP DISCUSSIONS:
Page 216 and 217:
APPENDIX F FOCUS GROUP DISCUSSIONS:
Page 218 and 219:
Appendix G Comparison of the Six Re
Page 220 and 221:
APPENDIX G PROFILES OF THE BANK’S
Page 222 and 223:
Page 224 and 225:
Page 226 and 227:
Appendix H Working across Organizat
Page 228 and 229:
APPENDIX H WORKING ACROSS ORGANIZAT
Page 230 and 231:
Page 232 and 233:
Page 234 and 235:
Page 236 and 237:
Page 238 and 239:
Appendix I Budgetary Incentives 65.
Page 240 and 241:
APPENDIX I BUDGETARY INCENTIVES Bud
Page 242 and 243:
APPENDIX I BUDGETARY INCENTIVES 72.
Page 244 and 245:
APPENDIX I BUDGETARY INCENTIVES com
Page 246 and 247:
APPENDIX I BUDGETARY INCENTIVES Fig
Page 248 and 249:
APPENDIX I BUDGETARY INCENTIVES mea
Page 250 and 251:
APPENDIX J WORKING ACROSS SECTORS A
Page 252 and 253:
Page 254 and 255:
Page 256 and 257:
Appendix K World Bank Sector Strate
Page 258 and 259:
APPENDIX K WORLD BANK SECTOR STRATE
Page 260 and 261:
APPENDIX K WORLD BANK SECTOR STRATE
Page 262 and 263:
Appendix L International Finance Co
Page 264 and 265:
APPENDIX L IFC 2013 CHANGE INITIATI
Page 266 and 267:
Page 268 and 269:
Page 270 and 271:
APPENDIX M STAFFING DATA Note: Head
Page 272 and 273:
APPENDIX M STAFFING DATA Table M.7.
Page 274 and 275:
Appendix N Managers Interviewed Nam
Page 276 and 277:
References Barnett, Michael N. and
Page 278 and 279:
REFERENCES Sy, Thomas and Laura Sue
Page 280 and 281:
Endnotes 1 See Wapenhans 1992, 1994
Page 282 and 283:
ENDNOTES appropriately assessed by
Page 284 and 285:
ENDNOTES 46 The respondents to this
Page 286:
ENDNOTES 71 See Safeguards and Sust
show all

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

Create successful ePaper yourself

Delete template?

Save as template?