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

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# Other Questions Q # 7 APPENDIX E KEY FINDINGS FROM SECTOR MANAGER AND COUNTRY DIRECTOR/MANAGER INTERVIEWS Q #9 Benefits‐Costs Q#10 Pre‐ post Matrix Q # 11Matrix effectiveness 169 Very Large Extent Substantial Extent Some Extent Slightly or Not at All Don't Know Not Applicable % Very Large/Substantial Average Anchor Effectiveness 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 To other regions 3.e 2 7 14 4 0 3 33 Expertise for multisector tasks 4.a 2 6 13 9 0 0 27 To augment regional capacity 4.b 0 5 11 13 0 1 17 Specialized advice across Bank 4.c 1 6 18 5 0 0 23 TTLs for lending quality 5.a 10 18 2 0 0 0 93 SMs for lending quality 5.b 8 19 3 0 0 0 90 SDs for lending quality 5.c 0 4 13 13 0 0 13 CDs for lending quality 5.d 4 9 15 2 0 0 43 TTLs for AAA quality 5.e 10 18 2 0 0 0 93 SMs for AAA quality 5.f 7 18 5 0 0 0 83 SDs for AAA quality 5.g 0 3 15 12 0 0 10 CDs for AAA quality 5.h 1 7 15 7 0 0 27 QA for technical quality 6.a 4 7 16 3 0 0 37
APPENDIX E KEY FINDINGS FROM SECTOR MANAGER AND COUNTRY DIRECTOR/MANAGER INTERVIEWS # Other Questions Q # 7 Q #9 Benefits‐Costs Q# 10 Pre‐post Matrix 170 Q # 11 Matrix effectiveness Very Large Extent Substantial Extent Some Extent Slightly or Not at All Don't Know Not Applicable % Very Large/Substantial Average Anchor Effectiveness 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 QA for fiduciary/safeguards 6.b 8 16 4 1 0 1 83 QA of ESW 6.c 3 9 16 2 0 0 40 QA of NLTA 6.d 1 6 13 10 0 0 23 K&L services to regions 7.a 5.03 Operational support to regions 7.b 4.33 Mobilizing resources 7.c 5.03 Promoting & integrating GPGs 7.d 4.87 Addressing corporate demands 7.e 7.47 Managing global partnerships 7.f 6.50 SB ensures technical skills in Bank 8.a 1 5 14 10 0 0 20 SB balances particular & Bank needs 8.b 0 6 13 11 0 0 20 SB deploys staff across the Bank effectively 8.c 1 4 9 16 0 0 17
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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 160 and 161: 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 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
Page 256 and 257: Appendix K World Bank Sector Strate
Page 258 and 259: 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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