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Appendix E Key Findings from Sector Manager Interviews and Country Director/Manager Interviews 1. This annex presents the findings from face-to-face semi-structured interviews of 31 Bank sector managers (covering the six administrative Regions and the evaluation’s seven sectors of focus 1 ) and 13 country directors and country managers for the evaluation’s 14 focus countries. Sector managers (six from Africa, five from East Asia and the Pacific, four from Europe and Central Asia, five from Latin America and the Caribbean, four from the Middle East and North Africa and seven from South Asia sector units) and country directors/managers were interviewed between March 2011 and June 2011. They were asked to rate the performance of the matrix along the three key dimensions of interest of the evaluation: strategic alignment of country, sector, and corporate strategies; knowledge production and dissemination; and incentives and accountability for quality. Managers were also encouraged to provide substantive comments and specific examples illustrating their rating and viewpoint in general. Regional and sector-specific differences are highlighted to the extent possible. 2 Strategic Alignment TO WHAT EXTENT HAVE SECTOR STRATEGIES BEEN INFORMED BY COUNTRY AND REGIONAL EXPERIENCES? 2. Bank-wide sector strategies are informed by country and regional experience. An overwhelming majority of sector managers agree that recent sector strategies (and action plans) reflect country and regional experience. Ninety-seven percent (29/30) 3 indicated that lessons from country and regional experience have some influence on Bank-wide sector strategies. Sixty percent (18/30) of sector managers believe that that influence is substantial (i.e. substantial or very large). The sector strategy papers (SSPs) they nominally referred to (e.g. the 2003 Agriculture and Rural Development Strategy and the Agriculture Action Plan 2010-2012, the 2003 1 The seven Bank sectors of focus are Agriculture and Rural Development; Health, Nutrition, and Population (HNP); Public Sector Governance; Transport; Water; Environment; and Social Protection. 2 Managers (and directors) were asked to respond with specific reference to their experience. Yet, managers have worked in more than one Region and their perspective is therefore colored by their experience in their previous Vice Presidential Units (VPUs) as well as the Region they are currently mapped to. 3 One of the sector managers did not rate the performance of the matrix, but provided useful comments and was therefore not dropped from the sample. 155
APPENDIX E KEY FINDINGS FROM SECTOR MANAGER INTERVIEWS AND COUNTRY DIRECTOR/MANAGER INTERVIEWS Water Resources Strategy, the 2007 HNP strategy, and the 2008 Transport Strategy) have been drafted with extensive input from regional staff and borrowed heavily from existing and up-to-date regional sector strategies. The 2007 Governance and Anti-Corruption (GAC) strategy is the outlier and was criticized for “lacking conceptual clarity, selectivity, and operational utility” in addition to not being “grounded in country realities.” 3. Older SSPs (e.g. the 2001 Environment Strategy) were designed with limited consultation and are less likely to reflect country experience and regional staff’s various contributions. HOW EFFECTIVELY DO COUNTRY STRATEGIES AND PROGRAMS DRAW ON SECTOR STRATEGIES AND GLOBAL BEST PRACTICE? 4. Bank-wide sector strategies and priorities have limited influence on Country Assistance Strategies (CASs) and operations. Overall, sector managers were more positive about the uploading of country and regional experience into Bank-wide strategies than they were about SSPs’ influence on country programs and operations. Forty-three percent (13/30) of sector managers and 45 percent (5/11) of country directors/managers rated SSPs’ influence on CASs and operations as substantial. SSPs per se have been described as too “broad” and “internally driven” to have direct bearing on operations. Yet, the sector priorities they champion are considered somewhat relevant to country programs and operations. As managers put it: “While the specific provisions of […] sector strategies do not really translate into country programs and operations, the main strategic directions usually do.” “SSPs identify conceptual directions but countries are very different so we are selective while ensuring consistency with the broader framework.” Integration of Bank-wide sector strategies into country programs is mediated by country directors. Sector managers argued most emphatically that: “Country directors could not give a hoot about Sector Strategy Papers.” “Sector strategies are pieces of paper without influence: the bottom line is that the country director meets with the client, finds out what the client wants and formulates the program--without any reference to sector strategies." “In practice the Bank has always accommodated the countries, and the strategic shifts have been driven by changes in countries' ideology.” 5. All in all, Bank sector strategies are less likely to feature prominently in middleincome countries’ CASs. The balance is liable to be tipped strongly to the country (as opposed to the sector) side in middle-income country-dominated Regions such as 156
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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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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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