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APPENDIX D EXPERIENCE IN THE TRENCHES: RESULTS FROM THE STAFF SURVEY a High quality of technical design? 5% 23% 39% 30% 4% 342 36% b High quality of fiduciary aspects? 6% 9% 29% 49% 6% 342 59% c High quality of safeguard aspects? 7% 9% 34% 42% 8% 342 54% d Effective use of peer reviews? 3% 21% 43% 30% 2% 342 34% e Effective use of quality enhancement reviews? 6% 19% 44% 28% 2% 342 33% f An effective mechanism to provide independent feedback on quality to task teams? 5% 36% 39% 18% 2% 340 20% g Effective supervision to ensure frank and timely feedback on projects? 5% 34% 41% 18% 2% 342 21% Q9 Based on your experience in the last 5 years, to what extent do you feel the anchor unit in your sector has added value by… [for country unit staff: ... to what extent do you feel the sector anchor units have added value by …] Above Don’t Slightly or Some substantial Very large N the know not at all extent extent extent line a Generating useful knowledge products? 2% 20% 42% 30% 6% 342 37% b Developing new lending products? 8% 60% 22% 7% 3% 341 11% c Disseminating knowledge across the Bank? 2% 16% 51% 25% 7% 342 32% d Facilitating access to global knowledge? 2% 26% 42% 24% 6% 340 31% e Training and mentoring sector staff? 4% 50% 30% 12% 4% 342 16% f Enhancing quality of regional operations? 5% 53% 30% 11% 2% 341 13% g Mobilizing trust funds for regional operations? 8% 33% 29% 22% 8% 341 33% h Providing direct operational support to regions? 5% 41% 34% 18% 3% 341 22% i Strengthening monitoring and evaluation of country operations? 6% 59% 25% 9% 2% 339 11% j Other( please rate here and specify below) 70% 10% 9% 7% 3% 98 34% Q10 Based on your experience in the last 5 years, to what extent did the incentives under the matrix system enable you to adopt the following behaviors in your operational work? [asked of country unit staff only] 147
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 Promote ownership of country programs 2% 24% 27% 40% 7% 45 48% b Ensure realism of country programs 2% 30% 30% 34% 5% 44 40% c Respond with flexibility to changing country conditions 0% 21% 43% 32% 5% 44 36% d Promote greater cross- sector collaboration, when appropriate 0% 29% 38% 29% 5% 42 33% e Mobilize Bankwide technical expertise 0% 36% 39% 23% 2% 44 25% f Adapt knowledge to country needs 0% 25% 43% 30% 2% 44 32% g Give priority to meeting lending targets 11% 18% 25% 34% 11% 44 51% h Focus on results and outcomes 0% 18% 52% 27% 2% 44 30% i Use M&E to improve quality of country operations 0% 5% 32% 48% 16% 44 64% N Above the line Q11 Based on your experience in the last 5 years, to what extent do you feel that the incentives under the matrix system enabled sector staff to adopt the following behaviors in their operational work? [asked of country unit staff only] Don’t know Slightly or not at all Some extent Substantial extent Very large extent a Collaborate across sectors 2% 42% 40% 11% 4% 45 16% b Mobilize Bank-wide technical expertise 2% 36% 44% 16% 2% 45 18% c Adapt knowledge to country needs 2% 33% 40% 22% 2% 45 25% d Give priority to meeting lending targets 7% 22% 27% 38% 7% 45 48% e Focus on results and outcomes 2% 29% 38% 29% 2% 45 32% f Use M& E to improve quality of country operations 5% 36% 46% 11% 2% 44 14% Q12 Based on your experience in the last 5 years, do you feel you received encouragement from sector management to adopt the following behaviors in your operational work? [excludes country unit staff] Don’t know Slightly or not at all Some extent substantial extent Very large N N Above the line Above the line 148
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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 137 and 138: CHAPTER 5 INSTITUTIONAL ISSUES AND
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
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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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Page 228 and 229: 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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