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

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SECONDARY ANALYSIS OF CASCR REVIEWS, BANK STAFF SURVEYS, AND CLIENT SURVEYS APPENDIX B EVALUATION METHODOLOGY 4. IEG’s comparative secondary analysis of the 96 CASCR reviews undertaken for country programs designed after the introduction of the matrix system provided the means to assess the responsiveness and effectiveness of country programs. Subdividing the universe into two equal cohorts of programs helped identify the program elements along which performance has improved overtime, and those along which it has stagnated or deteriorated. (See Appendix C for more information on CASCR reviews secondary analysis methodology). 5. Relevant Bank documents were surveyed for information regarding incentives and accountability mechanisms to ensure technical quality. The evaluation looked specifically into (i) managers’ documented roles and responsibilities for strategy development and implementation, staff management, client relations, and operational quality; and (ii) the role of regional and central mechanisms for quality assurance. 6. Reviews of relevant questions and answers from five rounds of Bank-wide staff surveys as well as client and country surveys conducted between 2002 and 2010 supplemented the analyses. BUDGET DATA ANALYSIS 7. Budget data Bank-wide, as well as for regional and network VPUs, over the FY02-10 period was analyzed to better understand and assess budget distribution across organizational units, trends in actual expenditures, and the impact of budgetary incentives on the working of the matrix. The budget review describes the evolution of the distribution of the Bank’s administrative budget, reimbursable and fee income received from clients, and Bank-executed trust funds. It also details matrix-relevant trends in expenditures on the various product lines as well as appraisal and supervision. CROSS-SUPPORT DATA ANALYSIS 8. The analysis of FY02-10 Bank-wide data on cross-support (i.e. time experts spend working outside their responsible units) provided evidence on the extent to which anchors and regional SMUs were able to mobilize technical expertise across the Bank and the degree of flexibility for technical staff to work across Regions and sectors. Data analyzed included data on cross-support from Regions to anchors, from anchors to Regions, across Regions and across sectors within Regions. Carryover work by recently transferred staff was separated from actual cross-support. 121
APPENDIX B EVALUATION METHODOLOGY PORTFOLIO DATA ANALYSIS 9. The degree of cross-sector and cross-thematic elements built into project design was approximated via analysis of trends in the sector and thematic composition of the portfolio (that is, the cumulative share of projects addressing a particular sector or theme) for Bank lending operations approved between FY95 and FY10. The review compared trends in the sector and thematic allocation of each of the major lending instruments, investment lending and development policy operations. Data specific to three corporate priorities (public sector governance, environment, and social development and gender) was also analyzed to determine the degree to which they have been mainstreamed in the Bank’s portfolio before and after the introduction of the matrix. STAFFING DATA ANALYSIS 10. Descriptive data on the staff strength of regional, network, and selected central VPUs was extracted from the Bank’s administrative Business Warehouse database. The proportion of sector staff mapped to anchors as opposed to regional SMUs was also established. Data on decentralization, mobility/time in management unit, and span of control were obtained from human resources (HR) analytics to compute results for spans of control of managers and directors. Counts and shares of net staff in VPUs for more than three years, three to five years, five to seven years and seven years or more were used as indicators of staff mobility. IEG STAFF SURVEY 11. IEG surveyed 1,054 randomly selected technical Bank staff who had worked at the Bank for at least two years, a one-third sample of the universe. The Internetbased survey was tailored to three different self-identified staff groupings (those who worked primarily in a CMU, an SMU or an anchor unit for the past five years) and was fielded between February and March 2011. Staff were asked to rate the performance of the matrix along the three key dimensions of interest of the evaluation: (a) strategic alignment between country, sector, and corporate strategies; (b) knowledge production and dissemination; and (c) incentives and accountability for quality. Informed views on the strengths of the matrix compared to the pre-1997 system were also sought. Forty-one percent (435/1,054) of staff responded. MANAGER INTERVIEWS 12. Structured face-to-face interviews were held with over 60 Bank managers. Interview format and questions varied slightly, depending on the areas of responsibility of the interviewees. Managers interviewed included 31 Bank sector managers and 13 country managers/directors for the eight focus sectors and themes 122
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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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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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