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APPENDIX C RESPONSIVENESS AND EFFECTIVENESS OF THE BANK’S COUNTRY PROGRAMS 35. The rating for outcomes of AAA in the Bank’s country programs was moderately satisfactory or better in 74 percent of cases. In contrast to the ratings for outcomes of projects and operations which were stable over the period, AAA outcomes showed significant improvement rising from 64 percent of country programs moderately satisfactory or better in the first half of the period to 81 percent in the second half. 133
Appendix D Experience in the Trenches: Results from the Staff Survey 15. The Independent Evaluation Group (IEG) conducted a staff survey on the effectiveness the Bank’s matrix system. The survey was fielded from February to March, 2011 and was sent to 1,054 Bank staff, of whom 435 responded, a rate of 41 percent. Results are statistically significant with 95 percent confidence at +/- 5 percent. The survey asked about the impact of the matrix system on (i) strategic alignment among country, sector, and corporate strategies; (ii) knowledge production and dissemination; and (iii) incentives and accountability for quality. The key messages and results from the survey are highlighted below. 16. There are two types of survey questions: some are grounded in experience; others are opinions. For many questions, respondents were asked to provide hard evidence regarding very specific items that the matrix system was intended to affect based on their own experiences in the last five years. For example, they were asked to what extent they had used economic and sector work produced by sector units outside their own sector. Answers to these questions are akin to those gathered in a household survey. For other questions, respondents were asked to share their opinion of how the Bank functions. For example, they were asked whether the benefits of some aspects of the matrix system outweigh the costs. While still based on staff’s own recent experiences, answers to these questions are akin to those gathered in an opinion survey. The analysis below makes an implicit distinction between the two, referring to responses to the earlier type of question with more certainty than those to the latter type of question. 17. The survey was lightly tailored to three different self-identified staff groupings: those who primarily worked in a country management unit, a sector management unit, and a network anchor unit over the past five years. Figures reported below refer to questions asked of all these groups (or extremely close variants) unless otherwise noted. Further, “substantial” refers to a respondent agreeing that the statement is true either to a “substantial extent” or to a “very large extent”, which is here considered a positive, or “above-the-line,” response (other options for most questions were “some extent” and “slightly or not at all”). Strategic Alignment STRATEGY: SECTOR STRATEGIES APPEAR TO REFLECT EXPERIENCES IN THE REGIONS TO A LIMITED DEGREE, BUT FEW STAFF PERCEIVE OPERATIONS AND COUNTRY ASSISTANCE STRATEGIES (CASS) AS DRAWING ON SECTOR STRATEGIES OR REFLECTING REGIONAL OR GLOBAL PUBLIC GOOD (GPG) ISSUES. 134
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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
Page 154 and 155: APPENDIX A MATRIX MANAGEMENT AND OR
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Page 210 and 211: # Other Questions Q # 7 APPENDIX E
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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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