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APPENDIX A MATRIX MANAGEMENT AND ORGANIZATION OF THE WORLD BANK supervision, and thus development outcomes. Its primary recommendation was “to focus attention at all levels more fully on the central objective of achieving sustainable development impact” (pg. 24). While the Bank has place more emphasis on “results” in recent years, staff and managers have confirmed that the lending culture still reigns. Given the primacy of lending, devoting attention to ”matrix behaviors”—behaviors such as utilizing knowledge produced across the Bank, mobilizing expertise from across the Bank, and carefully considering the complex interactions of the various sectors—is seen to detract from, rather than contribute to successful working. The Bank and the New Aid Architecture 27. In addition to client responsiveness and technical excellence, the reforms of 1997 were intended to address new efforts to increase coordination among donors and align donor systems with country systems to improve aid effectiveness. The United Nations adopted the Millennium Development Goals in September 2000. The central units (network anchors) became the external face of the Bank on issues relating to their sectors, adding an important external responsibility to their internal Bank function as aggregators and disseminators of knowledge. 28. This aspect of the network anchors has greatly expanded over time, in line with the evolving international aid architecture and the emergence of new global partners. This expansion has gone well beyond what was expected in 1997, and has coincided with the emergence of global public goods and cross-national challenges as new features of Bank assistance. The Bank’s action in these areas developed in a reactive manner in response to external demands and expectations, and often without a clear results framework linking objectives, instruments, and expected results. 119
Appendix B Evaluation Methodology 1. This evaluation’s findings, conclusions, and recommendations are supported by evidence from a wide range of available documents and data sources, including relevant Bank management assessments of the matrix, portfolio data from the Bank’s administrative Business Warehouse database, human resources data, and budget data. The evaluation also used matrix-relevant findings of previous Independent Evaluation Group (IEG) assessments, including country assistance evaluations (CAEs), country assistance strategy completion report (CASCR) reviews, and sector and thematic evaluations. Data Sources LITERATURE REVIEW 2. IEG’s review of the literature on organizational reform, in general, and matrixrelevant Bank reforms, in particular, drew on the assessment of Sector Boards by the Bank’s former quality assurance group (QAG), the organizational effectiveness task force (OETF) report, and the 2010 Bank management review of the matrix, as well as on research and analytical pieces on both private sector matrix reform experience and the Bank’s various internal reform processes. COUNTRY- AND SECTOR-LEVEL DESK REVIEWS 3. Country and sector-level bank documents were analyzed to better understand cross-regional and cross-sectoral variations in the effectiveness of the matrix and link these, to the extent possible, to regional and sector-specific incentives and performance indexes. Sector-level analysis covered eight sectors and cross-sector themes which have been evaluated by IEG since 2005. These reviews covered agriculture; environment; gender; health, nutrition and population; public sector governance; social safety nets; transport; and water. The 14 focus countries in the country-level review include the 10 East Asia and Pacific, Europe and Central Asia, Latin America and the Caribbean, Middle East and North Africa, and South Asia countries for which recent CAEs are available, and four Africa Region countries randomly selected among the eight with recent CAE reports. The 14 countries (Madagascar, Mali, Nigeria, Uganda, Cambodia, Indonesia, Georgia, Ukraine Honduras, Peru, Egypt, Yemen, Bangladesh and Nepal) include large and small, and low- and middle-income countries. 120
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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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CHAPTER 4 DELIVERING QUALITY SERVIC
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Page 152 and 153: Appendix A Matrix Management and Or
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# Other Questions Q # 7 APPENDIX E
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APPENDIX E KEY FINDINGS FROM SECTOR
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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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