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

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APPENDIX D EXPERIENCE IN THE TRENCHES: RESULTS FROM THE STAFF SURVEY worst possible assessment. Least pleased with budgetary arrangements were staff based in anchor units (for 80 percent costs outweighed benefits, compared to 68 percent in country units), those in East Asia and the Pacific (87 percent), and those mapped to FPD (93 percent) and former ESSD sectors (89 percent). In no subgroup did a majority believe the benefits outweighed the costs of budgetary arrangements. OVERALL: STAFF WHO JOINED THE BANK PRIOR TO 1997—A SUBSAMPLE OF ABOUT 85 RESPONDENTS— CONSIDERED THE MATRIX TO HAVE IMPROVED RESPONSIVENESS TO COUNTRY NEEDS, BUT WORSENED OVERALL ORGANIZATIONAL EFFECTIVENESS, AS WELL AS THE QUALITY OF SUPERVISION AND THE IMPACT OF ESW. 47. The matrix system was viewed as helping to improve Bank responsiveness to country needs and borrower ownership by staff that began employment at the Bank prior to the introduction of the matrix. In 52 percent of responses, staff indicated that the matrix system improved Bank’s responsiveness to country needs compared with the organization of the Bank before 1997, and 45 percent of staff indicated that the current system enhanced borrower ownership of country programs. 48. On average, these same long-time staff indicated that the matrix either did not affect or worsened the quality of supervision, the quality of outcomes, and the quality and impact of ESW. Around 43 percent of long-time staff indicated that the quality of supervision did not change and 32 percent think it worsened. The quality and impact of ESW did not change according to 47 percent and 51 percent of longtime staff, respectively, while 29 percent think that the quality worsened and 31 percent think the impact worsened. 49. And they reported that the matrix system worsened the Bank’s overall organizational effectiveness. Around 49 percent of long-time staff think that the current system worsened Bank’s overall organizational effectiveness. Table D.5. Effect of the Matrix on the Bank’s Work According to Staff Who Joined the Bank Prior to 1997 Improved Worsened responsiveness to country needs 52% 20% borrower ownership 45% 11% implementing agency ownership 14% 11% civil society ownership 36% 7% quality of implementation 24% 32% quality of supervision 19% 39% quality of ESW 24% 29% impact of ESW 18% 31% quality of outcomes of Bank support 26% 29% links between GPGs and country programs 31% 29% 143
APPENDIX D EXPERIENCE IN THE TRENCHES: RESULTS FROM THE STAFF SURVEY Q1 a b c d e f STAFF SURVEY RESULTS EVALUATION STRATEGY Based on your experience in the sector(s) where you worked for the most time in the past 5 years, to what extent did… Don’t Slightly or Some Substantial know not at all extent extent The sector strategy reflects relevant country experience? [excludes country unit staff] The sector strategy reflects relevant regional experience? [excludes country unit staff] Country strategies draw on the sector strategy? [for country unit staff: The country strategy draw on sector strategies?] Country operations draw on sector strategy? [for country unit staff: Country operations draw on sector strategies?] Country operations draw on the regional sector strategy (if any)? [for country unit staff: country operations draw on regional sector strategies?] Country strategies reflect global public good issues (e.g. environmental commons, communicable disease, etc.)? Very large extent N Above the line 6% 12% 39% 36% 8% 353 46% 7% 10% 35% 42% 7% 352 52% 6% 27% 42% 22% 3% 404 27% 7% 29% 37% 25% 3% 405 30% 19% 24% 38% 19% 1% 395 25% 11% 19% 39% 29% 3% 405 36% g Country Strategies reflect regional issues? 8% 21% 45% 22% 3% 406 27% Q2 To what extend do the operations that your currently work on… [excludes country unit staff] Don’t know Slightly or not at all Some extent Substantial extent Very large extent a Draw on global experience from outside the Bank? 1% 17% 35% 37% 10% 353 48% b Draw on country experience from other countries in the region? 2% 9% 38% 42% 9% 353 52% c Draw on country experience from other regions? 2% 18% 42% 33% 5% 352 39% d Integrate World Bank programs to address global public goods? 6% 28% 40% 23% 4% 351 28% N Above the line 144
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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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Page 145 and 146: 6. Conclusions and Recommendations
Page 147 and 148: CHAPTER 6 CONCLUSIONS AND RECOMMEND
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Page 152 and 153: Appendix A Matrix Management and Or
Page 154 and 155: APPENDIX A MATRIX MANAGEMENT AND OR
Page 162 and 163: SECONDARY ANALYSIS OF CASCR REVIEWS
Page 164 and 165: APPENDIX B EVALUATION METHODOLOGY a
Page 166 and 167: APPENDIX C RESPONSIVENESS AND EFFEC
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Page 196 and 197: Appendix E Key Findings from Sector
Page 198 and 199: APPENDIX E KEY FINDINGS FROM SECTOR
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Page 210 and 211: # Other Questions Q # 7 APPENDIX E
Page 214 and 215: APPENDIX F FOCUS GROUP DISCUSSIONS:
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Page 218 and 219: Appendix G Comparison of the Six Re
Page 220 and 221: 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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