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

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APPENDIX G PROFILES OF THE BANK’S SIX REGIONS control of sectors which makes it difficult to exercise quality control over the work of the unit. 13. Regions have adapted to address some of these span-of-control issues, although none has increased the number of sector managers. Early on, Latin America and the Caribbean created sector leaders for each network of sectors in each country grouping who serve several purposes. First, they act as shadow managers by mentoring junior staff and fulfilling quality assurance functions; this serves to address the problem of a large span of control of direct reports. Second, sector leaders are responsible for coordinating the various operations of the covered sectors in their country grouping, developing future business, and serving as the face of the sectors for government counterparts. The time of sector leaders is fully funded for these functions. 14. In more recent years, other Regions have adopted a similar structure, but without the same level of budget and responsibility. Europe and Central Asia and South Asia have assigned country sector coordinators (CSCs) to oversee network coordination in each country grouping. In Europe and Central Asia, 25-40 percent of CSC time is devoted to the task; in South Asia 20 percent. But South Asia expects CSCs to provide a quality assurance function whereas Europe and Central Asia does not. This may not be manageable given the wide range of sectors and the limited amount of time allocated to the assignment (although South Asia does have three CSCs in India for the SDN sectors). Arrangements for Quality Assurance ACCOUNTABILITY 15. In 2009, President Robert Zoellick requested that the Regions clarify the accountabilities for various activities and decisions. Four Regions—Africa, East Asia and the Pacific, Latin America and the Caribbean, and the Middle East and North Africa— completed comparable “accountability matrices” that formally identified the roles and responsibilities of management within each Region. 16. The matrices are very similar across Regions; an aggregation of the four is depicted in Table G.4. For decisions on strategy, country directors are accountable for the country strategy (although in Latin America and the Caribbean, the vice president holds primary responsibility). Sector directors are responsible for sector strategies, which are developed Bank-wide, except in the Middle East and North Africa, where this falls to the sector manager. 181
APPENDIX G PROFILES OF THE BANK’S SIX REGIONS Table G.4. Formal Accountability is Concentrated on the Sector Manager Sector manager Sector director Country director Strategy Country strategy Bank-wide sector strategy Lending preparation Business development ½ ½ Concept review Quality enhancement review Decision meeting Negotiations/Board ½ ½ Lending supervision Implementation supervision Approval of ISRs Approval of mid-term reviews Non-lending operations Concept review Decision meeting ½ ½ Delivery to client Note: indicates accountability in one of the four Regions for which data is available. 17. For decisions on operational work during the preparation stage, there is modest variation among Regions. In three Regions, the accountability at the three main decision points during lending preparation is the same. At the beginning of the process, country directors hold primary accountability for the concept review meeting; part way through, sector managers are accountable for the (sometimes optional) quality enhancement review which is intended to focus on quality; and towards the end of preparations, country directors are accountable at the decision meeting stage (except in high risk and very large operations, where the vice president holds accountability), at which point the project team is authorized to send an operation for full appraisal. The Regions follow a similar pattern for non-lending operations, with country directors accountable at both the concept and decision stage. 18. East Asia is the exception to this pattern. There, sector directors are accountable at the decision meeting stage, the theory being that country directors are best placed to judge the responsiveness of a proposed operation at the concept stage, and the 182
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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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SECONDARY ANALYSIS OF CASCR REVIEWS
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APPENDIX B EVALUATION METHODOLOGY a
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APPENDIX C RESPONSIVENESS AND EFFEC
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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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