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

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APPENDIX H WORKING ACROSS ORGANIZATIONAL BOUNDARIES: THE USE OF CROSS SUPPORT 36. Cross support is either prepaid or pay-as-you-go depending on the selling unitpurchasing unit pair and on the amount of cross support purchased. 37. Inter-VPU prepaid cross support is negotiated and paid for at the start of each fiscal year. The Corporate Planning and Analysis Department (CFRPA) calculates the actual amount of cross support utilized during the preceding calendar year. This amount constitutes the 'benchmark' prepayment for the following fiscal year. 38. Inter-VPU pay-as-you-go cross support payments, which cover deviations from the benchmark, are made by budget transfers. There are two settlements every year. The first is in December and is based on end-November data. The second is in June and is based on the December to June data. 39. Each VPU is free to set internal rules and procedures for intra-VPU cross support planning and budget settlements. Summary of Management’s Findings on Cross Support MANAGEMENT’S APPROACH AND FINDINGS 40. Recent analyses of FY08, FY09, and FY10 cross support data by management, and the Reform Secretariat (OPCRS) in particular, focused on inter-VPU cross support. 2 Key findings were: FY10 Bank-wide inter-VPU cross support sold accounted for 3.2 percent of total staff time: 2.1 percent of staff time for regional VPUs, and 8.3 percent for network anchors. Cross support has mainly been provided by operational staff graded GG and GH. Inter-VPU cross support has been consistently low and steady over the period FY08-FY10. FY10 intra-VPU cross support was about 7 to 10 percent within Regions. 41. Management figures suggest that FY10 intra-VPU cross support within Regions was three to five times higher than inter-VPU cross support sold by Regions. Also, safeguard, fiduciary services and multi-sectoral initiatives are likely to generate significant amounts of intra-regional (i.e. intra-VPU) cross support. Given the importance of such activities in a post-QAG Bank environment, looking into the amount and nature of intra-VPU cross support is clearly warranted. 2 See “Transforming the Bank’s Knowledge Agenda – A Framework for Action”, (World Bank 2010a) discussed with the Executive Directors at the informal meeting held on March 9, 2010, and “Current State of Cross Support,” a presentation to staff as part of the Reform Secretariat December 2010 cross support retreat. 187
APPENDIX H WORKING ACROSS ORGANIZATIONAL BOUNDARIES: THE USE OF CROSS SUPPORT Methodology for IEG Analysis DATA AND DATA SOURCES 42. IEG’s analysis used data extracted from the Business Warehouse’s resource management budget accounting module as of December 2010. It covers the period FY02 to FY10: Pre-SAP data was unavailable and FY01 data has been excluded because it reported on the basis of different budget rules. 43. Rather than calculating cross support as a percentage of total staff time, IEG elected to restrict its analysis to technical staff graded GF and above. 44. Although part of the motivation for the analysis lies in the potential for comparisons across Regions and discussions of time trends, a strong note of caution should be issued in view of the following: Cross support sold, whether in staff weeks or as a percentage of total staff time, is a function of the size of the selling unit. Hence, reorganizations and mergers of units have an impact on the amount of cross support sold. Intra-VPU cross support budget settlement rules vary from one Region to the other; so do unit sizes and organizational structures. Though the reviewers attempted to control for those aspects (e.g. by adopting consistent categorization of Regions’ various units), disparities of a structural nature are likely to remain. Key Findings INTER-VPU CROSS SUPPORT 45. In FY10, inter-VPU cross support sold was about 5 percent of GF+ staff time overall: 3.3 percent from Regions and 12.5 percent from network anchors. As Table H.2. shows, the biggest seller (in terms of percentage time sold) among Regions was the Middle East and North Africa, with 3.8 percent; Europe and Central Asia, with 2.9 percent had the lowest staff time sold outside the VPU. Among network VPUs, the Human Development Network (HDN), with 15.1 percent, was the biggest provider of inter-VPU cross-support followed by 12.7 percent from the Sustainable Development Network (SDN) for inter-VPU cross support. 46. Anchors mainly sold cross support to Regions. Out of the 12.5 percent of staff time sold by network anchors, 11.4 percent was sold to Regions: HDN 3 sold 14 percent of time to the Regions; the lowest sales to Regions (i.e. 8.3 percent of staff 3 Although there is in practice more than one anchor unit within each network VPU, we will hereafter refer to the network anchor as a whole instead of each Sector Board’s anchor unit within their respective network VPUs. 188
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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 D EXPERIENCE IN THE TRENCH
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Page 210 and 211: # Other Questions Q # 7 APPENDIX E
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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
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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
Page 276 and 277: 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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