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GLOSSARY Practice managers (PM) Region Regional Management Team Regional matrix Regional sector department Regional sector director (RSD) Regional sector manager Regional vice president (RVP) Regional vice president unit Regional functions Sector anchor Sector Board VPU The PM serves as the chief operating officer of the Global Practice. She or he serves as the “right hand” of the FPD director for all global practice activities. The PM helps formulate practice strategy, conducts portfolio reviews, handles corporate mandates, serves as a broker for project staffing, and serves as a “secretariat” for the Practice Management Team (PMT) One of six geographic clusters of countries which serves as the primary organizational unit responsible for operational delivery The management team of each region, chaired by the RVP constituting all the directors of CMUs, sector departments, front office units, and the chief economist of that region The relationship between country management units and sector management units within a region, sometimes referred to as the “small matrix” The administrative unit containing a front office and all the relevant SMUs that fall under the jurisdiction of a network The head of a regional sector department; the RSD reports both to the NVP and the RVP and is a member of the Network Council and the Regional Management Team The head of a SMU responsible for the delivery of the SMU’s work program, the quality of all SMU operational products and services, and management of SMU staff; the regional sector manager is a member of the relevant Sector Board, representing his or her region on the Sector Board, and is also a member of the Extended Leadership Team in the region; in some cases sector managers have responsibility for more than one sector The administrative and operational head of a region who also chairs the Regional Management Team; currently the Bank has six RVPs Same as the region, sometimes called the regional VPU Responsibilities and budgets under the RVP, not managed by the CMUs, SMUs or regional sector departments; this includes at a minimum the front office, chief economist’s office, strategy and operations, and the operational services and quality unit Secretariat of the Sector Board located within the network anchor The governing body of a sector, constituted by the managers of the regional sector management units and the sector anchor, as well as representatives of other relevant vice presidencies; the sector board is chaired by the director of the relevant sector anchor and is responsible for the sector strategy, quality including knowledge, learning and operational quality, and human resources management of sector staff including staff recruitment, mentoring, deployment, and promotion xiii
GLOSSARY Sector family Sector management unit Service line managers(SLM) Shadow managers Task team leader (TTL) Vice president unit Work Program Agreement All the technical staff working in a sector housed in the sector anchor or the regional sector management unit responsible for that sector, or working on that sector within one of the central vice presidencies The administrative unit in a region responsible for the work program, staff, and operational delivery of one, or sometimes, more than one sector; most SMUs cover the entire region, however, in East Asia and the Pacific, three SMUs cover all eight sectors of the Sustainable Development Network in individual CMUs SLMs manage teams of FPD experts (thought leaders and “gurus”) who are expected to (a) provide global knowledge and best practice in the design and structuring of operations; (b) create and manage a technical community of experts, within FPD and beyond; and (c) are accountable for FPD quality globally Senior staff acting as deputies who have been delegated responsibilities by regional sector managers; they may have geographic responsibility over a sub-region (as in Africa HDN) or across the region for regional sector managers with responsibility for multiple sectors (as in the Sustainable Development SMUs in Africa and East Asia and Pacific The person responsible for management and delivery of individual lending or non-lending tasks and who is accountable for the quality and timeliness of product delivery The administrative unit overseen by a single vice president including all the staff, budgets, and operations under their purview Agreement between SMUs and CMUs that specify the lending and non-lending deliverables and supervision tasks for which the SMUs will be accountable and the budget they are allocated by the CMUs for those deliverables
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Page 5 and 6: Costs of Country and Sector Strateg
Page 7 and 8: Table 3.6. Total Cross-Support Sold
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Page 14 and 15: Glossary Term Anchor sector directo
Page 18 and 19: Overview The Matrix System at Work
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Page 26 and 27: OVERVIEW Innovation in the field is
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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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