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

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APPENDIX G PROFILES OF THE BANK’S SIX REGIONS sector director is best placed to judge its technical quality and likelihood of success at the decision meeting stage. 19. During the supervision stage, all four Regions assign the sector manager accountability. This includes approval of implementation supervision and results reports and mid-term reviews (only two Regions list this in their matrices). 20. There are two striking patterns in Table G.4. First, sector directors formally hold very little accountability. Aside from the rather vague activity of business development, only East Asia and the Pacific assigns accountability to sector directors for operational work. In that Region, sector directors chair the decision meeting for lending and non-lending operations. Second, sector managers are assigned enormous responsibility. In addition to their large span of control of staff, countries, and operations, they oversee the staff who prepare lending and nonlending operations. While they are not accountable for the results of concept review and decision meetings, sector managers are generally considered responsible for the technical quality of these operations. And as the table shows, they are primarily accountable for each of the key responsibilities during supervision. QUALITY REVIEW PROCESSES 21. The processes for quality review vary modestly among the Regions, but there is one constant theme: there are multiple layers of review. Operations under preparation are typically reviewed by at least three sources. First, the sector manager, or her designee (for example a sector leader or country sector coordinator), provides comments on the technical quality of an operation. In some departments, there is also a quality review unit (for example in the SDN department in Europe and Central Asia) or point person who reviews one or more aspects of the operation. Second, most country departments review operations for quality, typically led by an operations adviser to the country director or senior operations officer. Third, central quality units, discussed below, provide support to task teams and provide comments at the review meetings. 22. Review meetings also include comments from peer reviewers. Except in a few departments, peer reviewers are identified by the project team rather than the sector manager, causing concern that their views are not fully independent. 23. The Quality Assurance Group (QAG) was introduced concurrently with the matrix reforms to provide arms-length independent review of the quality of operations during preparation and supervision. Assessments were agreed upon by a panel of reviewers, but were not ready in time for review meetings. Since QAG was moved into Operations Policy and Country Services (OPCS) in FY10, there is no review of the quality of operations independent of regional management. 183
APPENDIX G PROFILES OF THE BANK’S SIX REGIONS QUALITY UNITS 24. Separate units within Regions to review the quality of analytical and advisory activities (AAA) and operations under preparation or supervision were not anticipated during the matrix reforms. Today, each of the six Regions maintains a development effectiveness unit, although they vary substantially in size, mandate, and influence. 25. By far the largest of the quality units is in Africa, which has a manager and 25 technical staff, 4 including three besides the manager at level GH. In addition to reviewing operations for quality, the department provides support in designing results frameworks and plans for monitoring and evaluation. At the other end of the spectrum is South Asia, with a manager and four professional staff, none of which are level GH. Table G.5. Comparison of Regional Quality Units AFR EAP ECA LCR MNA SAR Annual projects 96 47 49 64 19 42 Annual lending $8.2 $10.9 $6.7 billion $8.1 billion (FY08‐10 avg.) billion billion $2.3 billion $7.0 billion Quality team $8.3 NA ($1.1 $4.2 $3.3 $2.3 budget NA ($658k) million million) million million million (3 year avg.) Quality team total staffing (current) 26 5 11 9 5 5 GH‐level staff 4 2 3 4 2 1 Quality team staffing distribution (current) Manager, 3 GH, 10 GG, 7 GF, 1 GE, 4 JPA 2 GH, 1 GG, 1 GF, 1 GE Manager, 2 GH, 5 GG, 2 GE (+ TFC) Manager, 3 GH, 1 GF, 1 ETC (+ TFC, 1 GF 1 GE) 2 GH, 2 GG, 1 GE Manager, 2 GG, 2 GE 4 This includes staff at the GE level and above, as well as JPAs. 184
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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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Page 210 and 211: # Other Questions Q # 7 APPENDIX E
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Page 272 and 273: 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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