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

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APPENDIX D EXPERIENCE IN THE TRENCHES: RESULTS FROM THE STAFF SURVEY e Integrate regional issues? 3% 25% 44% 25% 3% 351 28% KNOWLEDGE Q3 In the past 5 years, to what extent was your sector family effective in… [for country unit staff: ... to what extent have the sectors been effective in …] Above Don’t Slightly or Some Substantial Very large N the know not at all extent extent extent line a The production of operationally relevant knowledge within the Bank? 1% 10% 36% 39% 13% 383 53% b The dissemination of internally generated knowledge and experience across the Bank? 1% 11% 48% 30% 10% 382 40% c The dissemination within the Bank of operationally relevant global knowledge produced outside the Bank? 3% 30% 42% 20% 5% 381 25% d The use of economic and sector work in country operations? [asked of country unit staff only] 2% 21% 27% 44% 6% 52 51% Q4 In the past 5 years, in the preparation and supervision of your lending and non lending operations to what extent have you used economic and sector work or other analytic products produced by… [excludes country unit and anchor unit staff] Don’t know Slightly or not at all Some extent Substantial extent Very large extent a The anchor unit from your sector? 2% 33% 38% 20% 8% 262 28% b Sector units from other regions in your sector? 1% 35% 46% 17% 2% 261 19% c Sector units outside your sector? 2% 41% 41% 15% 2% 262 17% d DEC (Development Economics VPU)? 9% 59% 25% 6% 1% 260 7% Q5 In the past 5 years, to what extent have you received sector specific technical support from… [excludes country unit and anchor unit staff] N Above the line 145
APPENDIX D EXPERIENCE IN THE TRENCHES: RESULTS FROM THE STAFF SURVEY Don’t know Slightly or not at all Some extent Substantial extent Very large extent a The anchor unit in your sector? 0% 34% 37% 24% 5% 262 29% b Other units in your region (e.g. regional hubs)? 5% 46% 32% 15% 2% 260 17% c The sector units in your sector from other regions? 2% 46% 41% 11% 0% 260 11% d DEC (Development Economic Vice Presidency)? 10% 65% 20% 5% 0% 259 6% e OPCS (Operations Policy and Country Services VPU)? 2% 45% 33% 15% 4% 259 20% N Above the line QUALITY , INCENTIVES AND ACCOUNTABILITY Q7 Based on your experience in the last 5 years, to what extent do you feel the current matrix system ensures adequate attention to results of lending operations and impacts of economic and sector work (ESW) through... Above Don’t Slightly or Some Substantial Very large N the know not at all extent extent extent line a Accountability of task team leaders for results of lending operations? 6% 21% 24% 35% 14% 342 52% b Accountability of sector managers for results of lending operations? 6% 29% 33% 27% 6% 342 35% c Accountability of country directors/managers for results of lending operations? 7% 28% 34% 26% 6% 341 34% d Accountability of task team leaders for dissemination of ESW? 5% 27% 33% 30% 4% 341 36% e Accountability of sector managers for impacts of ESW on projects or policy? 6% 42% 32% 19% 2% 340 22% f Accountability of country directors/ managers for impacts of ESW on projects or policy? 8% 42% 34% 13% 2% 340 17% Q8 Based on your experience in the last 5 years, to what extent do you feel that the current quality assurance system for lending operations ensures…? Don’t know Slightly or not at all Some extent Substantial extent Very large extent N Above the line 146
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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 135 and 136: CHAPTER 5 INSTITUTIONAL ISSUES AND
Page 145 and 146: 6. Conclusions and Recommendations
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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
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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 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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