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APPENDIX D EXPERIENCE IN THE TRENCHES: RESULTS FROM THE STAFF SURVEY a Collaborate across sectors 2% 23% 37% 30% 9% 297 40% b Mobilize Bank-wide technical expertise 2% 21% 37% 32% 8% 297 41% c Adapt knowledge to country needs 2% 13% 32% 40% 13% 297 54% d Give priority to meeting lending targets 10% 12% 24% 35% 19% 295 61% e Focus on results and outcomes 1% 14% 33% 39% 13% 296 53% f Use M&E to improve quality of country operations 4% 24% 37% 26% 9% 294 36% Q13 Based on your experience in the last 5 years, do you feel you received encouragement from country management to adopt the following behaviors in your operational work? [excludes country unit staff] Don’t know Very Slightly or Some Substantial Above large N not at all extent extent the line extent a Collaborate across sectors 7% 26% 34% 25% 8% 297 35% b Mobilize Bank-wide technical expertise 7% 31% 38% 19% 5% 297 25% c Adapt knowledge to country needs 6% 16% 30% 36% 13% 297 52% d Give priority to meeting lending targets 12% 13% 17% 35% 25% 296 67% e Focus on results and outcomes 7% 20% 35% 29% 10% 294 41% f Use M&E to improve quality of country operations 10% 30% 37% 19% 6% 291 27% Q14 Based on your experience in the last 5 years, to what degree did the following incentives influence your ability to collaborate across sectors? [excludes country unit staff] Negatively Not at all Very Some Substantial Above large N extent extent the line extent a Messages from Senior Management 1% 37% 37% 22% 3% 297 25% b Control over task budgets 10% 24% 25% 28% 13% 294 45% c Access to earmarked trust funds (e.g. for environment, gender, or governance) 2% 30% 35% 26% 7% 292 34% d Desire for positive performance assessment (OPE), promotion, salary increase 1% 38% 34% 21% 6% 296 28% e Career advancement opportunities across sectors 1% 40% 28% 24% 8% 294 32% extent 149
APPENDIX D EXPERIENCE IN THE TRENCHES: RESULTS FROM THE STAFF SURVEY f Recognition for quality work, including publications, by peers inside and outside the Bank 1% 22% 36% 30% 12% 295 42% g Job satisfaction 1% 7% 22% 40% 30% 295 71% Q15 Based on your experience in the last 5 years, to what degree did the following incentives influence your ability to use Bank-wide technical expertise? [excludes country unit staff] Negatively Not at all Very Some Substantial Above large N extent extent the line extent a Messages from Senior Management 1% 44% 35% 18% 1% 294 19% b Control over task budgets 7% 26% 30% 27% 11% 294 40% c Access to earmarked trust funds (e.g. for environment, gender, or governance) 2% 30% 36% 24% 9% 295 33% d Desire for positive performance assessment (OPE), promotion, salary increase 1% 44% 35% 16% 4% 295 20% e Career advancement opportunities across sectors 0% 50% 29% 18% 3% 292 21% f Recognition for quality work, including publications, by peers inside and outside the Bank 0% 23% 34% 33% 10% 293 43% g Job satisfaction 0% 13% 28% 41% 18% 292 60% Q16 Based on your experience in the last 5 years, to what degree did the following incentives influence your ability to adapt Bank-wide and global knowledge to country needs? [excludes country unit staff] Negatively Not at all Very Some Substantial Above large N extent extent the line extent a Messages from Senior Management 1% 42% 38% 16% 3% 296 19 b Control over task budgets 4% 30% 38% 21% 7% 294 29 c Access to earmarked trust funds (e.g. for environment, gender, or governance) 1% 29% 37% 26% 6% 292 33 d Desire for positive performance assessment (OPE), promotion, 1% 38% 12% 17% 3% 293 20 150
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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 139 and 140: CHAPTER 5 INSTITUTIONAL ISSUES AND
Page 145 and 146: 6. Conclusions and Recommendations
Page 147 and 148: CHAPTER 6 CONCLUSIONS AND RECOMMEND
Page 149 and 150: CHAPTER 6 CONCLUSIONS AND RECOMMEND
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
Page 176 and 177: APPENDIX D EXPERIENCE IN THE TRENCH
Page 196 and 197: Appendix E Key Findings from Sector
Page 198 and 199: APPENDIX E KEY FINDINGS FROM SECTOR
Page 206 and 207: Table E.1. Country Directors and Ma
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
Page 226 and 227: Appendix H Working across Organizat
Page 228 and 229: APPENDIX H WORKING ACROSS ORGANIZAT
Page 238 and 239: 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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