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

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APPENDIX E KEY FINDINGS FROM SECTOR MANAGER AND COUNTRY DIRECTOR/MANAGER INTERVIEWS SUPPORT FROM THE WORLD BANK INSTITUTE (WBI) AND THE DEVELOPMENT ECONOMICS VICE PRESIDENTIAL UNIT (DEC) 14. Support from WBI was generally rated higher than support from DEC, except by Agriculture and Rural Development managers. Collaboration with both was criticized and described as people-based rather than a result of adequate organizational arrangements by both sector managers and country directors. Seventeen percent (5/30) of sector managers and none of the country directors ranked support from WBI to their unit as substantial; 10 percent (3/30) of sector managers and 18 percent (2/11) of country directors said the same of knowledge from DEC. Sector managers from Africa were the most positive about DEC support. One of them indicated that, “[his] sector unit does have some interaction with DEC, both through DEC work on trade growth (in Africa) and on transport costs and the sub-regional corridors. With WBI the Region is planning an urban transport course.” 15. A few managers mentioned collaboration with DEC and WBI on specialized topics/ methodologies (e.g. community-driven development (CDD), publicprivate partnership (PPP) issues, good governance, climate change and carbon finance, impact evaluations, etc). Yet, regional units are likely to be knowledge net providers rather than consumers in most cases. Work with DEC has been on the poverty-environment nexus, health-pollution links, impact evaluations, and trade growth, transport costs and Africa sub-regional corridors. Sector units collaborated with WBI on governance issues, CDD, climate change and carbon finance, South- South initiatives, conditional cash transfers, and PPP issues. THE ROLE OF THE REGIONAL VICE PRESIDENTS (RVPS)AND COUNTRY DIRECTORS 16. Sector managers have described RVPs and country directors as being focused on lending and short-term delivery, and unwilling to internalize learning costs. “Country directors are short-sighted and will not give money for AAA [analytical and advisory activities], policy dialogue, much less business development which is needed to build a program of work.” “CMU budget priorities are clear: (i) supervision; (ii) new lending.” “The contracting relationship with country directors means that long-term, strategic analytical work and strategic dialog that is not demanded by the client is not financed by the country director.” “Country directors have no incentive to give any priority (and funding) to sector knowledge activities, and the sectors do not have their own funds to do so. Hence the reliance on trust funds, which carries its own problems and risks. The focus on individual countries increased greatly the responsiveness to the client, but three problems emerged: (i) loss of a regional perspective, as each director was concerned exclusively with his country; (ii) lack of strategic view for the country, as directors became too close to and dependent on the government; and (iii) neglect of generation and transmission of knowledge.” 159
APPENDIX E KEY FINDINGS FROM SECTOR MANAGER INTERVIEWS AND COUNTRY DIRECTOR/MANAGER INTERVIEWS CROSS-REGIONAL AND SECTORAL COLLABORATION 17. According to managers, cross-regional collaboration generally occurs on a bilateral basis and is mainly on cutting-edge and corporate issues (e.g. on climate change, on issues related to the fee-based assistance to Russia, gender, and transparency in extractive industries). Creating cross-sectoral teams for multisector tasks has proved particularly difficult. Intra-regional inter-sectoral work is more frequent. Main obstacles cited are budgetary arrangements, SAP coding and sector managers’ tendency to retain in-demand staff. The global expert teams (GETs) and active thematic groups came in handy to those who were able to rely on their support. Thirty-three percent (9/30) of sector managers indicated that their unit provided a substantial amount of knowledge to units in other Regions. Seventyfive percent (3/5) and 50 percent (2/4) of Latin America and the Caribbean and Middle East and North Africa sector managers reported substantial knowledge flows to other Regions. “The budgetary and staffing arrangements have produced large transaction costs and no benefits. Their rigidity has caused managers to have to find ways to get around the arrangements and encourages hoarding of staff. E.g., for a decade the budget of each sector in each country has remained the same despite major changes in lending and country demands.” “Within a Region, some cross-support does take place, as well as exchange of knowledge, but almost never between Regions--the barriers are too strong-“ "Business brought in by a sector stays in the sector…There isn't even a point in the system when the possibility of cross-sectoral or cross-regional teamwork can be considered…Rather than use colleagues from another Region, sector managers would rather hire consultants; managers guard their staff." “The country model has worked well bringing us closer to the client. But some countries are a world unto themselves leading to missed opportunities in knowledge sharing. While we encourage crosssupport, budget rules make it more difficult because we cannot have joint codes with units we are collaborating with.” 18. Ultimately, sector managers argue that in the current flat budget environment, knowledge and lending vie for scarce resources; lending always emerges as the winner. As they put it, “All that matters is lending; knowledge gets relegated to the 10th place.” “At the institutional level, knowledge management has not worked well. In the Regions we are under too much pressure to deliver [lending]. We have no time to think or document our experience, although this was originally envisaged as part of the matrix reform. We have no resources to document and disseminate experience systematically. The main constraint is pressure of lending delivery. Whatever is done is based on individual initiatives only.” “Some improvement might be achieved by setting aside a share of the budget and administering it centrally for sectors to compete based on clear rules for access, but in any competition between lending and knowledge generation, lending wins.” 160
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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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6. Conclusions and Recommendations
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CHAPTER 6 CONCLUSIONS AND RECOMMEND
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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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