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

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Table E.1. Country Directors and Managers’ response to the quantitative section of the questionnaire APPENDIX E KEY FINDINGS FROM SECTOR MANAGER AND COUNTRY DIRECTOR/MANAGER INTERVIEWS # Q. 1-6 Q. 7 Benefits-Costs Q. 8 Pre- and Post-Matrix Q. 9 Matrix Effectiveness Interviewee/Questions Very Large Extent Substantial Extent Some Extent Slightly or Not at All Don't Know Not Applicable % Very Large/Substantial Benefits significantly outweigh costs Benefits somewhat outweigh costs Costs somewhat outweigh benefits Costs significantly outweigh benefits Don't know/Not sure % Benefits (sig or somewhat) outweigh costs Improved Worsened No significant change Not sure % Improved % Worsened % No change Highly Effective Effective Moderately Effective Moderately Ineffective Ineffective Highly Ineffective % Effective CAS/Oper draw on SSPs CAS/Oper draw on global good practice CAS/Oper reflect GPG/regional issues 1. a 1. b 1. c 2 3 5 1 0 0 45 1 5 4 1 0 0 55 2 2 7 0 0 0 36 Knowledge from DEC 2.a 1 1 3 6 0 0 18 Knowledge from WBI 2.b 0 0 2 9 0 0 0 Knowledge from Anchors 2.c 0 0 8 3 0 0 0 Knowledge from other regions 2.d 1 1 5 4 0 0 18 Knowledge from other units in VPU 2.e 4 1 5 0 0 1 50 To DEC 3.a 0 3 2 6 0 0 27 To WBI 3.b 0 1 1 9 0 0 9 To Anchors 3.c 0 1 7 3 0 0 9 To other regions 3.d 1 1 5 4 0 0 18 To other units in VPU 3.e 2 4 4 0 0 1 60 Expertise for multisector tasks 4.a 1 3 4 3 0 0 36 To augment regional capacity 4.b 1 1 5 4 0 0 18 Specialized advice across Bank 4.c 1 2 6 2 0 0 27 165
APPENDIX E KEY FINDINGS FROM SECTOR MANAGER AND COUNTRY DIRECTOR/MANAGER INTERVIEWS # Q. 1-6 Q. 7 Benefits-Costs Q. 8 Pre- and Post-Matrix Q. 9 Matrix Effectiveness Interviewee/Questions Very Large Extent Substantial Extent Some Extent Slightly or Not at All Don't Know Not Applicable % Very Large/Substantial Benefits significantly outweigh costs Benefits somewhat outweigh costs Costs somewhat outweigh benefits Costs significantly outweigh benefits Don't know/Not sure % Benefits (sig or somewhat) outweigh costs Improved Worsened No significant change Not sure % Improved % Worsened % No change Highly Effective Effective Moderately Effective Moderately Ineffective Ineffective Highly Ineffective % Effective TTLs for lending quality 5.a 4 7 0 0 0 0 100 SMs for lending quality 5.b 0 6 4 1 0 0 55 SDs for lending quality 5.c 0 1 1 9 0 0 9 CDs for lending quality 5.d 4 4 3 0 0 0 73 TTLs for AAA quality 5.e 4 5 2 0 0 0 82 SMs for AAA quality 5.f 1 3 3 4 0 0 36 SDs for AAA quality 5.g 0 0 1 10 0 0 0 CDs for AAA quality 5.h 3 3 5 0 0 0 55 QA for technical quality 6.a 0 6 4 1 0 0 55 QA for fiduciary/safeguards 6.b 5 5 1 0 0 0 91 QA of ESW 6.c 0 2 8 1 0 0 18 QA of NLTA 6.d 1 0 4 6 0 0 9 Dual reporting by staff 7.a 2 4 1 0 4 85.0 Budgetary arrangements 7.b 0 3 5 3 0 27.3 Other transaction costs 7.c 0 1 2 2 6 20.0 Responsiveness to country needs 8.a Technical quality in lending 8.b Responsiveness to country needs 8.a 7 1 0 3 88 13 0 Technical quality in lending 8.b 0 3 5 3 0 38 63 166
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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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CHAPTER 6 CONCLUSIONS AND RECOMMEND
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Appendix A Matrix Management and Or
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APPENDIX A MATRIX MANAGEMENT AND OR
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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 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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Page 250 and 251: 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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