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APPENDIX D EXPERIENCE IN THE TRENCHES: RESULTS FROM THE STAFF SURVEY 18. Sector strategies are seen to reflect relevant country experiences to a limited degree. Roughly half (46 percent) 1 of sector and anchor staff reported this to be true to a substantial or very large extent in their sector, with the sentiment stronger among field-based staff. Fifty-six percent of staff mapped to the Human Development Network (HDN) sectors held this view to a substantial or greater extent at the high end, compared to 29 percent of staff mapped to sectors in the former Environmentally and Socially Sustainable Development Network (ESSD). 2 19. Country strategies and country operations are not reported to draw on sector strategies substantially. Less than a third of respondents (30 percent) indicated that the country operations on which they worked reflected the relevant sector strategy to a substantial or very large extent and fewer respondents (27 percent) said that country strategies do so. Operations and CASs, respectively, were seen to draw on sector strategies the most in the Africa Region, where 44 percent and 35 percent of staff indicated this was the case. The relationship was weakest in Regions with more middle-income countries: in the Europe and Central Asia Region, 25 percent and 32 percent of staff indicated that operations and country strategies, respectively, drew on relevant sector strategies; in the Latin American and Caribbean Region, the figures were 27 percent and 26 percent. 20. Regional and GPG issues were not reported to be substantially reflected in country strategies. Just over a third of respondents (36 percent) indicated that the country strategies with which they are familiar reflect GPG issues, with wide variation among Regions (54 percent of East Asia and the Pacific Region staff vs. 23 percent of South Asia Region staff). And about a quarter of respondents (27 percent) indicated that the country strategies with which they are familiar reflect regional issues, including only 12 percent each among staff in the Middle East and North Africa Region and the South Asia Region. Knowledge Production and Dissemination KNOWLEDGE: STAFF ARE ROUGHLY EQUALLY DIVIDED OVER WHETHER THE BANK GENERATES RELEVANT KNOWLEDGE TO A SUBSTANTIAL EXTENT. A MINORITY VIEW DISSEMINATION EFFORTS AS EFFECTIVE, PARTICULARLY FOR KNOWLEDGE GENERATED OUTSIDE THE BANK. 1 A related question asking whether sector strategies reflect relevant regional experiences had a slightly more positive response, with 52 percent agreeing that it did so to a substantial or higher extent. 2 ESSD was merged with the Infrastructure Network in 2006 to create the Sustainable Development Network. 135
APPENDIX D EXPERIENCE IN THE TRENCHES: RESULTS FROM THE STAFF SURVEY 21. The sectors generate relevant knowledge for about half of staff. 3 A little more than half of respondents indicated that the sectors have been effective to a substantial or higher extent in producing relevant knowledge (53 percent). Staff mapped to HDN sectors hold the most positive views (64 percent) among network groups in this regard, and those mapped to the Finance and Private Sector Development Network (FPD) were least positive (41 percent). Staff in Europe and Central Asia (61 percent) were most positive among regions and those in the Middle East and North Africa (34 percent) were most negative. 22. Sectors fail to adequately disseminate internal and global knowledge, particularly from the view of staff in country units. Forty percent of staff reported that sectors have been substantially effective in dissemination of internally generated knowledge and experiences across the Bank, and a quarter of staff indicated that the sectors successfully disseminated relevant global knowledge. On both Bank-generated and external knowledge, staff in Africa were most positive (48 percent, 33 percent). On Bank-generated knowledge, staff in East Asia and the Pacific were by far the most negative (18 percent). There was limited variation among staff mapped to different Sector Boards, but staff mapped to the Poverty Reduction and Economic Management Network (PREM) sectors were least positive regarding dissemination of Bankgenerated knowledge (32 percent), and HDN-mapped staff were least positive regarding dissemination of external knowledge (20percent). Only half of country management unit (CMU) staff indicated that the sectors are substantially effective in using economic and sector work (ESW) in country operations. KNOWLEDGE: THE FLOW OF KNOWLEDGE AND EXPERTISE ACROSS REGIONS AND SECTORS IS SEEN AS EXTREMELY LIMITED, WITH STAFF FROM EAST ASIA AND THE PACIFIC AND THE MIDDLE EAST AND NORTH AFRICA UTILIZING THE LEAST KNOWLEDGE AND EXPERTISE FROM ANCHORS, OTHER REGIONS, AND OTHER SECTORS WITHIN THE REGION. 23. Sector unit staff use very little explicit knowledge produced by sector units in different Regions or the network anchor. About one-quarter (28 percent) of sector unit staff reported using ESW produced by the anchor in operations to a substantial or greater extent; and less than a fifth (19 percent) reported using ESW produced by same-sector units in other Regions. 24. The flow of technical support has been equally weak. Twenty-nine percent of sector unit staff have received substantial sector-specific technical support from their anchor, and only 11 percent have received such support from same-sector units in other Regions. 3 Sector and anchor staff were asked to consider the effectiveness of their own sector. Country staff were asked to consider the effectiveness of “the sectors.” 136
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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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CHAPTER 5 INSTITUTIONAL ISSUES AND
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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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