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

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APPENDIX D EXPERIENCE IN THE TRENCHES: RESULTS FROM THE STAFF SURVEY Q22 Q 23 Based on your own experience in the last 5 years, do you feel that the benefits of the current system outweigh the transaction costs in terms of… Benefits significantl y outweigh costs Benefits somewhat weigh costs Costs somewhat outweigh benefits Costs significantly outweigh benefits a Dual reporting to sector and country units, where applicable? 9% 33% 27% 21% 10% 340 46% b Dual accountability of country director/manager and sector manager for quality of operations? 7% 32% 26% 25% 10% 342 44% c Budgetary arrangements? 3% 21% 29% 33% 14% 338 28% d Other transaction costs? (other transactions were identified) 1% 6% 17% 30% 46% 229 13% All things considered do you believe that the matrix system is working in a manner that is: Highly ineffective Ineffective Moderatel y ineffective Moderately effective Don't know Effective N Highly Effectiv e Above the line N Above the line 9% 15% 19% 37% 19% 1% 340 57% Q24 Overall, comparing the performance of the current matrix organization with the organization of the Bank before 1997, how has the matrix organization affected… [asked of staff who joined the Bank prior to 1997] Worsene Don't Know Improved No change Worsened N Improved d 153
APPENDIX D EXPERIENCE IN THE TRENCHES: RESULTS FROM THE STAFF SURVEY a Bank responsiveness to country needs? 7% 48% 26% 19% 85 52% 20% b Borrower ownership of country programs? 10% 40% 40% 10% 82 45% 11% c Ownership by implementing agencies? 12% 12% 66% 10% 82 14% 11% d Ownership by civil society? 12% 32% 50% 6% 82 36% 7% e The quality of implementation? 9% 22% 40% 29% 82 24% 32% f The quality of supervision? 7% 17% 40% 36% 81 19% 39% g The quality of economic and sector work? 7% 22% 44% 27% 82 24% 29% h The impact of economic sector work? 10% 16% 46% 28% 82 18% 31% i The quality of outcomes of Bank support? 10% 24% 41% 26% 81 26% 29% j The links between global public goods and country programs? 15% 27% 34% 24% 82 31% 29% k The Bank's overall organizational effectiveness? 7% 21% 27% 45% 82 22% 49% 154
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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 143 and 144: 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.
Page 240 and 241: APPENDIX I BUDGETARY INCENTIVES Bud
Page 242 and 243: 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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