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

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APPENDIX D EXPERIENCE IN THE TRENCHES: RESULTS FROM THE STAFF SURVEY recognition by peers. Messages from senior management and desire for promotion were the weakest incentives for collaborating across sectors (with substantial influence for 25 percent and 28 percent, respectively), mobilizing Bank-wide technical expertise (19 percent, 20 percent), and adapting knowledge to country needs (19 percent, 20 percent). Non-organizational factors were far more influential in this regard: job satisfaction was substantially influential for 71 percent of sector and anchor staff in driving collaboration across sectors, for 60 percent in driving mobilization of Bank-wide technical expertise, and for 62 percent in driving adaptation of knowledge to country needs. The next most common incentive for these behaviors was peer recognition. ACCOUNTABILITY: ONLY THE TASK TEAM LEADER (TTL) IS SEEN BY A MAJORITY TO BE SUBSTANTIALLY ACCOUNTABLE FOR THE RESULTS OF LENDING OPERATIONS; NO INDIVIDUAL IS SEEN AS SUBSTANTIALLY ACCOUNTABLE FOR ESW. 39. Staff indicated a greater degree of accountability of TTLs for results of lending operations than of sector managers and country directors/manager: TTLs were accountable to a substantial or very large extent according to 52 percent of staff, while 35 percent and 34 percent of staff attributed substantial accountability to sector managers and country directors/managers, respectively. Staff graded at the H-level were least likely to attribute accountability to managers and directors. 40. Few staff think anyone is substantially accountable for ESW. Thirty-six percent of staff attributed substantial accountability to TTLs for dissemination of ESW products, compared to 22 percent to sector managers and 17 percent to country directors/managers for impacts of ESW on projects or policy. 41. Accountability for results of lending operations are strongest in East Asia and the Pacific, where more than two-thirds (69 percent) consider the TTL substantially accountable for results of lending and half consider sector managers and country directors/managers accountable. Accountability is weakest in Latin America and the Caribbean, where the same figures are 49 percent, 20 percent, and 25 percent respectively (only staff from the Middle East and North Africa judge TTLs to be less accountable for lending with 35 percent considering them substantially so). Similarly, staff in Latin America and the Caribbean rarely view anyone substantially accountable for dissemination or impact of ESW—the analogous figures for TTLs, sector managers, and country directors/managers are 28 percent, 10 percent, and 10 percent. 42. Staff based in Washington are less likely to view sector managers or country directors/managers as accountable for results. About a quarter (27 percent) of headquarter-based staff consider sector managers substantially accountable for results of lending operations, compared to 47 percent of field-based staff. The figures for country director accountability are 28 percent and 44 percent. And only 10 percent of 141
APPENDIX D EXPERIENCE IN THE TRENCHES: RESULTS FROM THE STAFF SURVEY headquarter-based staff view the country director as substantially accountable for the impact of ESW on policy or projects, compared to 27 percent of field-based staff. Overall Assessment OVERALL: A MAJORITY CONSIDERED THE MATRIX MODERATELY EFFECTIVE OR BETTER OVERALL, WITH STAFF BASED IN THE FIELD, IN AFRICA, AND MAPPED TO HDN SECTORS THE MOST POSITIVE. 43. The matrix system was considered to have worked moderately effectively or better by a majority of staff (57 percent). But still, as shown in Table D.4, nearly a quarter of staff consider the matrix system to be ineffective or highly ineffective. Table D.4. Most Staff Believe the Matrix is Working in a Manner that is Moderately Effective or Better All things considered, do you believe that the matrix is operating in a manner that is . . . Share of staff Highly effective 1% Effective 19% Moderately effective 37% Moderately ineffective 19% Ineffective 15% Highly ineffective 9% 44. Staff in Africa and mapped to HDN sectors were most positive about the effectiveness of the matrix system, while those mapped to FPD were least positive. Nearly three-quarters of staff mapped to HDN sectors (73 percent) judged the matrix system as working in a manner that is moderately effective of better, compared to only 38 percent of those mapped to FPD. Nearly two-thirds (65 percent) of staff in Africa held the same opinion. 45. Staff based in the field viewed the effectiveness of the matrix system far more positively than those based in headquarters. Nearly three-quarters (73 percent) of field-based staff indicated the matrix was working in a moderately effective or better manner, compared to less than half of those based in headquarters (47 percent). Indeed, 37 percent of field-based staff deemed the matrix system fully effective or highly effective, higher than any other subcategory with a sample size over 10. OVERALL: A CLEAR MAJORITY OF STAFF INDICATE THAT COSTS EXCEED BENEFITS UNDER THE MATRIX SYSTEM WITH REGARD TO DUAL REPORTING, DUAL ACCOUNTABILITY, AND BUDGETARY ARRANGEMENTS. 46. Costs of budgetary arrangements are seen to outweigh benefits by more than three-quarters of respondents, while the same figures for dual accountability for quality and dual reporting to SMUs and CMUs is 61 percent and 58 percent, respectively. For budgetary arrangements, the most common response—indicated by one-third of respondents—was that costs significantly outweigh benefits, the 142
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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 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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