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

CHAPTER 5
INSTITUTIONAL ISSUES AND ORGANIZATIONAL STRUCTURE
matrix within the Region. This structure came under withering criticism from the
Region’s SDN staff in an FY11 survey 73 because of its diffused accountability and
inadequate quality assurance from the field-based managers. SDN staff in that
Region felt that the broad range of sectors under their country-based managers has
reduced them to a “postbox” coordinator, rather than an effective line manager.
5.39 Europe and Central Asia, South Asia, and Africa have structures that lie
between the Latin America and the Caribbean and the East Asia and the Pacific
model, with sector leaders or coordinators designated for each CMU. The primary
function of the sector leader or sector coordinator appears to be coordination of the
work program and liaison with the country director. The range of sectors they are
responsible for is too large for them to be able to provide meaningful quality
assurance and they have not been delegated any responsibility for staff
management. Discussion of regional variations can be found in Appendix G.
Box 5.2. Views on Matrix Issues of East Asia and the Pacific Staff Based in SDN Units
In an FY11 survey 74 EASIN (East Asia and the Pacific infrastructure) and EASER (East Asia
and the Pacific social, environment, and rural development) staff expressed concerns on
issues ranging from internal clearance processes and reporting procedures, the proliferation
of management layers, decentralization of sector management, and the balance of power
between headquarters-based and field-based managers, and extra efforts to sustain
networks of decentralized staff.
“The department’s structure with managers in the field has resulted in people without
knowledge of particular sectors leading the dialogue in those sectors.” … “Having managers
responsible for multiple sectors does not work.”
“The [department’s] structure is completely dysfunctional. The managers in the field add no
value and are mere bean counters/transaction processors. We need to go back to sector-based
management with a fair mix of managers in the field and in DC.”
“Do not have both [field and DC-based sector managers], it is redundant. Having Sector Leaders
and Sector Coordinators simply adds to this complexity. The solution to challenges with multiple
layers is not to add more layers!”
“In [East Asia and the Pacific], the Country Offices have too much control over resources and
decisions. It is difficult to engage unless one is based in the field office.” … “Better coordination
between sector managers in the field and HQ. Budget has to be managed by the two sector
managers, not only the ones in the field.”
“Budget for full attendance of sector weeks and for travel from HQ to the field and vice versa is
essential for such a convoluted structure to function. Skype, VCs etc. can maintain relationships,
but they are not enough. There has to be face to face contact and relationships.”
Source: EASIN and EASER FY11 Pulse Surveys.
95