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

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Glossary Term Anchor sector director Bank-wide matrix Country director Country manager Country management unit Country program coordinator Country sector leader / country sector coordinator (CSL/CSC) Definition The head of a sector anchor who also chairs the respective sector board; in most instances the director of a sector anchor heads a sector department, however, in the Sustainable Development Network the mandate of anchor sector directors extends beyond a single sector The relationship between regional vice presidencies and network vice presidencies, sometimes referred to as the “big matrix” The head of a Country Management Unit (CMU) responsible for the Bank’s strategy and program in one or more countries and having budgetary authority over all operations for those countries; the country director reports to the regional vice president and is a member of the regional management team The administrative head of a country office reporting to the country director of the relevant CMU The administrative unit for one or more countries tasked with preparation and implementation of the country assistance strategy, policy dialogue, budgetary oversight, approving work program agreements with Sector Management Units (SMUs), and operational delivery to the countries under that CMU The principal liaison for the CMU who performs various country director functions in Washington, and may have shared responsibility for strategy formulation, implementation, country team coordination, and relations with clients and partners Coordinator of all the sectors under the jurisdiction of a regional sector department for a CMU. Co-located with the country director mostly in the field, the CSL/CSC has oversight over more than one sector and reports to the regional sector director in most instances; however, there are notable regional differences 1 1 The Latin American and Caribbean region, where this model is the most developed as it was introduced at the inception of the matrix, has “sector leaders” who are responsible for work program agreement (WPA) coordination, quality assurance and policy dialogue, and mentoring and staff oversight; in the East Asia and Pacific region for Sustainable Development Network sectors the same three functions are performed by sector managers in the three larger CMUs and sustainable development leaders in the three smaller CMUs, while the Poverty Reduction and Economic Management (PREM) Network has a lead economist and the Human Development Network (HDN) has CSLs in each CMU; the Europe and Central Asia, the Middle East and North Africa, and South Asia regions fall in between with the CSL/CSC’s role largely confined to WPA coordination. Africa is the most varied with different sector departments organized differently. When the CSL/CSC xi
GLOSSARY Cross support The staff time of an expert or specialist purchased from outside the responsible unit for a specific task; cross support is a measure of matrix functionality and organizational flexibility to achieve flows of knowledge across different units Cross support sold The amount of cross support provided by the staff of one administrative unit for tasks managed by other responsible units Cross support purchased The amount of cross support purchased by a responsible unit from staffs of other units Dual directors Directors of the Financial and Private Sector Development (FPD) Network, each of whom has responsibility for one region and one Practice Group. Each director reports to and is funded in equal parts by the FPD Network Vice Presidency and the relevant regional Vice Presidential Unit (VPU) to ensure balanced attention to global knowledge and operational agendas Extended Leadership Team The management team of each region, chaired by the regional vice president (RVP) constituted by the Regional Management Team and the sector managers and country managers of that region Global Practices (GP) New organizational structure of FPD Network organized around 6 technical areas. The pillars of the GP design are new knowledge management, information technology, and talent management systems, coupled with increased staff mobility, the elimination of current silos, and a stronger focus on results monitoring. Inter-VPU cross support Cross support provided by staff of one VPU to responsible units in any other VPU Intra-VPU cross support Cross support provided by staff to other responsible units within a single VPU Network An aggregation of all the sector families combined under a network vice presidency, including the entire staff community housed in the network anchors and the staffs under the regional sector departments Network anchor All staffs housed in a network vice presidency including the network vice president’s (NVP)’s front office and the sector anchors for sectors falling under that NVP Network Council The governing body of a network, constituted by the sector directors of regional sector departments and directors of sector anchors; the Network Council is chaired by the relevant NVP Network vice president The administrative head of a network who also chairs the Network Council; currently the Bank has four NVPs Network Vice Presidential Unit Same as network anchor, which is sometimes called the network functions only as a part-time coordinator they may report to their own regional sector manager rather than the regional sector director. See Appendix G for a detailed comparison of the regions.
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Page 5 and 6: Costs of Country and Sector Strateg
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Page 16 and 17: GLOSSARY Practice managers (PM) Reg
Page 18 and 19: Overview The Matrix System at Work
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Page 28 and 29: OVERVIEW Figure D. Outcomes of Bank
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Page 34 and 35: OVERVIEW Structure Bank-wide matrix
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Page 38 and 39: MANAGEMENT RESPONSE Management cons
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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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CHAPTER 4 DELIVERING QUALITY SERVIC
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CHAPTER 5 INSTITUTIONAL ISSUES AND
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6. Conclusions and Recommendations
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CHAPTER 6 CONCLUSIONS AND RECOMMEND
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CHAPTER 6 CONCLUSIONS AND RECOMMEND
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Appendix A Matrix Management and Or
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APPENDIX A MATRIX MANAGEMENT AND OR
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SECONDARY ANALYSIS OF CASCR REVIEWS
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APPENDIX B EVALUATION METHODOLOGY a
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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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