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

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CHAPTER 5 INSTITUTIONAL ISSUES AND ORGANIZATIONAL STRUCTURE Figure 5.1. Regional Sector Units Are Delivering More with a Smaller Share of Regional Bank Budgets as Overheads Grow 1,200 1,000 11% 14% 14% 16% 15% 16% 17% 17% 18% (Constant 2010 US$ millions) 800 600 400 23% 22% 66% 64% 21% 21% 21% 22% 21% 21% 21% 65% 63% 64% 62% 62% 62% 61% Regional Functions BB Actuals CMU BB Actuals SMU BB Actuals 200 ‐ Source: World Bank databases. FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 5.46 Regional variation shows sector units in Africa and the Middle East and North Africa and CMUs in Latin America and the Caribbean and South Asia receiving the lowest share of regional Bank budgets in FY10 (see Appendix L). The trend of growth in regional functions and declining share of SMU budgets is found in all Regions. There thus appears to be a strong association between budget authority and the share of resources withheld, first at the regional vice presidency level for regional functions, then at the CMU level. 5.47 The growth in regional functions has been driven by regional core operations services. Growth was found in the majority of individual units located within regional functions. However, in FY10 the regional OS units made up approximately 45 percent of the Bank’s budget toward regional functions and explained almost half (48 percent) of the growth over the period. These OS units are the regional counterparts of OPCS and provide procurement, financial management, quality assurance, and other operational support to the Regions. Unsurprisingly, the largest growth within the OS units has been in the numbers of fiduciary staff, initially due to the remapping of fiduciary staff from country units to the OS units, but which grew by more than 150 percent from FY05-10, even after the remapping. RELIANCE ON TRUST FUNDS 5.48 In FY10, a total of $1.4 billion (57 percent) of the total Bank budget expenditures of $2.46 billion was administered by the Regions and networks. When trust funds are included, the share of funds managed through matrix arrangements increases to 59 percent since the Regions and networks together absorb 85 percent of trust funds. 5.49 The Bank has become more reliant on external financing through trust funds, the allocation of which falls outside the Bank’s annual budgeting process under the matrix system. External financing supports a growing proportion of the Bank’s 99
CHAPTER 5 INSTITUTIONAL ISSUES AND ORGANIZATIONAL STRUCTURE resources--from an annual average of 19 percent in FY02-04 to 26 percent in FY08-10. 77 From FY02-04 to FY08-10 the share of budget resources from BETFs has increased from 10 percent to 16 percent in the Regions, 32 to 44 percent in network anchors, and 23 to 26 percent in DEC and WBI combined. Trust funds have become critical to the Bank’s core business and are, in effect, a way of maintaining the appearance of a flat budget ceiling while allowing sector staff and managers to cope with the constraints in the Bank’s budgeting process under the matrix system to fill funding gaps. 5.50 Network anchors have become more reliant on trust funds than the Regions. In FY08-10 the Regions taken together received 49 percent of trust funds and 49 percent of overall Bank budget funding. Network VPUs received a greater share of trust funds (36 percent) than their 9 percent share of overall Bank budget (Figure 5.2). BETFs financed an average of 16 percent of regional budgets and 44 percent of network anchor budgets, with more than half of the SDN anchor’s expenditures coming from trust funds as it manages over 70 percent of all network anchor trust funds. The five largest trust funds managed by the network anchors—which alone amount to almost 50 percent of network trust funds—are the Water and Sanitation Program, Energy Sector Management Assistance Program, Carbon Fund, and Global Facility for Disaster Reduction and Recovery in SDN, and the Consultative Group to Assist the Poorest in FPD. Access to trust funds gives the network VPUs a degree of autonomy to finance sector and corporate priorities such as gender and governance, and global priorities such as climate change whose externalities may extend beyond individual client countries and which may not otherwise be integrated into country programs. However, trust funds also create contribute to the decline noted earlier in cross support provided by the network VPUs to the Regions. 78 Figure 5.2. Network Anchors and DEC/WBI Receive a Much Higher Proportion of Trust Funds (BETF) than Bank Budget FY08‐10 Budget Actuals ($2,375 mil annual average in 2010 constant US$) 2% 8% Regions Network Anchors 13% DEC/WBI 49% Corporate 8% Finance Administration 6% Other Operations Other 5% 9% FY08‐10 BETFs ($446 mil annual average in 2010 constant US$) 1% 0% 3% 1% 1% 9% 49% 36% Source: World Bank databases. Note: Other included Central Accounts and Other Unit expenditures. Other Operations includes OPCS and QLP. 100
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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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CHAPTER 3 THE PROMISE OF A KNOWLEDG
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Page 145 and 146: 6. Conclusions and Recommendations
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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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