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Appendix H Working across Organizational Boundaries: The Use of Cross Support 26. This annex presents the key findings of the Independent Evaluation Group’s (IEG’s) analysis of Bank-wide data on cross support including data on cross support from Regions to network anchors, from network anchors to Regions, across Regions and across sectors within the Regions. 27. Levels of cross support—percentage of time experts work outside their responsible units—are used as indicators of anchors’ and Regions’ ability to make use of the technical expertise embodied in individuals across the Bank while making their own staff’s knowledge and skills available to others. IEG’s analysis of cross support data therefore serves the twin purpose of providing evidence of anchors’ and Regional Sector Management Unit’s (SMUs’) success or failure to mobilize and disseminate country-specific experience and cross-country technical knowledge across the Bank; and accounting – in part – for the degree of flexibility for technical staff to work across Regions and sectors. 28. The analysis used data extracted from the Business Warehouse’s Resource Management Budget Accounting module as of December 2010. It covers the period FY02-10: Pre-SAP data was unavailable and FY01 data has been excluded because it was reported on the basis of different budget rules. 29. Cross support is calculated as the amount or percentage of GF+ staff time, i.e. time staff graded GF and above spent working outside their responsible unit both during FY10 and on average over the period FY02-FY10. Main Findings 30. In FY10, inter-Vice Presidential Unit (VPU) cross support sold (i.e. cross support across VPUs) was about 5 percent of GF+ staff time overall, with network anchors selling four times as much cross support as Regions (in terms of percentage of staff time): Regions sold 3 percent cross support and network anchors 12 percent. Intra- VPU cross support (i.e. cross support within VPUs) was much higher (13.8 percent overall, 15.6 percent in the Regions and 9 percent in the network anchors). 31. The time trend in inter-VPU cross support sold (in staff weeks) over the period FY02-10 has by and large been flat. There was, however, a decrease in inter-VPU cross support as a percentage of seller’s time due to the increase in technical staff. Cross support from anchors to Regions, in particular, has decreased over time. FY10 cross support across Regions was 1.5 percent, 0.6 percent in reality being continuity 185
APPENDIX H WORKING ACROSS ORGANIZATIONAL BOUNDARIES: THE USE OF CROSS SUPPORT support, i.e. time staff spent supporting the regional VPU in which they worked in FY09. 32. There has been limited cross support across network boundaries i.e. cross support from anchor to anchor, from regional sector units to anchors of other networks, or between sector units of different networks within each Region (e.g. FY10 cross support from network anchors to other anchors accounted for only 0.2 percent of anchors’ staff time). Key Definitions CROSS SUPPORT 33. Cross support is defined as “staff time of an expert or specialist purchased from outside the responsible unit for a specific task.” 1 Such tasks include joint missions, analytical and advisory activities (AAA) pieces or projects, peer reviews, and multisectoral work (e.g. project-level fiduciary and safeguard services, Public Expenditure Reviews (PERs), Poverty Reduction Strategy Paper (PRSP) process and reviews, Poverty Assessments, etc). 34. Cross support is short-term by nature (typically a few staff weeks) and should not be confused with staff movement/rotation which refers to longer term arrangements and involves staff’s administrative transfer from one unit to another without budget transfer. Staff from one unit can also spend time working in/for another unit under a Work Program Agreement (WPA). In this case both budget and task management responsibilityare transferred to the receiving unit. Types of cross support 35. There are two broad categories of cross support: inter-VPU cross support and intra-VPU cross support. Inter-VPU cross support refers to cross support from one VPU to another (e.g. from one Region to a network anchor or vice versa); while intra-VPU cross support is cross support within a VPU (see examples in Table H.1). Table H.1. Selected Case Scenarios for Intra-VPU Cross Support VPU Receiving Unit/Buyer Providing Unit/Seller Examples of Tasks Region Sector Management Units Regional Core Services unit, Fiduciary and Safeguard work, multisector (SMUs) or other SMU in the same tasks, core diagnostic work Region Country Management Units (CMUs) region SMUs in the same region CMU managed work including country monitoring, and Environment and social fiduciary work 1 http://intranet.worldbank.org/WBSITE/INTRANET/UNITS/SRM/0,,contentMDK:22349958~page PK:67677~piPK:64094917~theSitePK:134920,00.html 186
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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 176 and 177: APPENDIX D EXPERIENCE IN THE TRENCH
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Page 198 and 199: APPENDIX E KEY FINDINGS FROM SECTOR
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Page 210 and 211: # Other Questions Q # 7 APPENDIX E
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Page 220 and 221: APPENDIX G PROFILES OF THE BANK’S
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Page 258 and 259: APPENDIX K WORLD BANK SECTOR STRATE
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Page 272 and 273: APPENDIX M STAFFING DATA Table M.7.
Page 274 and 275: 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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