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APPENDIX H WORKING ACROSS ORGANIZATIONAL BOUNDARIES: THE USE OF CROSS SUPPORT reached 15 percent for Africa 4 ; SDN sold 23 percent of staff time to other units of the Bank, while PREM sold 10 percent of staff time. Table H.6. Total Cross Support Sold by Regions and Network Anchors, FY10 Total cross support sold (staff weeks) Total cross support sold (% of seller's total time) Inter-VPU XS Intra-VPU XS Total XS Total time Inter-VPU XS Intra-VPU XS Total XS AFR 1351 4776 6127 41758 3.2% 11.4% 14.7% EAP 803 4249 5052 25150 3.2% 16.9% 20.1% LCR 703 3934 4637 20415 3.4% 19.3% 22.7% SAR 729 3847 4576 20648 3.5% 18.6% 22.2% 4 Regions 3586 16806 20392 107971 3.3% 15.6% 18.9% Total cross support sold (staff weeks) Total cross support sold (% of seller's time) Inter-VPU XS Intra-VPU XS Total XS Total time Inter-VPU XS Intra-VPU XS Total XS SDN 2663 2155 4818 21017 12.7% 10.3% 22.9% HDN 808 362 1170 5356 15.1% 6.8% 21.8% PREM 427 27 454 4476 9.5% 0.6% 10.1% FPD 686 639 1325 5958 11.5% 10.7% 22.2% Networks 4584 3183 7767 36807 12.50% 8.6% 21.1% TOTAL 4 Regions + 8170 19989 28159 144778 5.6% 13.8% 19.4% Networks Source: World Bank Database Note: Europe and Central Asia and the Middle East and North Africa underwent unit restructuring during FY10; reliable data on cross support within the Middle East and North Africa and Europe and Central Asia was unavailable. In East Asia and the Pacific, because of the unique structure of SDN sector units, inter-sectoral cross support could not be entirely isolated from cross support across countries. INTRA-REGIONAL CROSS SUPPORT 56. A closer look at the composition of intra-regional cross support only stresses cross-regional differences. Table B.7 shows the distribution of intra-regional cross support over the period FY02-10. 57. Africa, East Asia and the Pacific, Latin America and the Caribbean and South Asia combined sold on average of about 17 percent intra-regional cross support over the period FY02-10: intra-regional cross support was 21.5 percent in Latin America 4 The lower level of intra-VPU cross support for the Africa Region can in part be explained by the change in budget settlement rules for fiduciary and safeguard services effective FY10. They are no longer considered cross support but are now part of the WPA. This led to a drop in cross support from regional central units to SMUs and CMUs from 7.1 percent in FY09 to1.8 in FY10. 193
APPENDIX H WORKING ACROSS ORGANIZATIONAL BOUNDARIES: THE USE OF CROSS SUPPORT and the Caribbean, about 19 percent in South Asia, 15 percent in the Africa Region and 17 percent in East Asia and the Pacific over the period FY02-10. 58. Most intra-regional cross support sold (i.e. 8 percent of regional staff time) was cross support from sector units to other sector units in the Region. Inter-sectoral cross support was 10.1 percent in East Asia and the Pacific, 9.5 percent in Latin America and the Caribbean and 5.6 percent in Africa. 59. Yet, inter-sectoral cross support was most significant within network boundaries. There was, in particular, hardly any inter-sectoral cross support between SDN sector units and sector units of other networks. The Social, Environment and Water sector unit 5 , and the Governance and Public Sector unit have been the biggest providers of inter-sectoral cross support within the South Asia Region over the period FY02-10: they sold respectively about 42 percent and 15.6 percent staff time to other sector units in the Region. The Social, Environment and Water sector unit sold 36 out of 42 percent cross support to other SDN sector units: 15 percent to the Agriculture and Rural Development sector unit, 14 percent to the Energy sector unit, 5 percent to the Transport unit and 3 percent to the Urban and Water sector unit. It only sold 3.5 percent cross support to HDN sector units. The Governance and Public Sector unit sold 14.1 out of 15.6 percent inter-sectoral cross support to the Economic Policy and Poverty sector unit and 1 percent to HDN. 60. A similar pattern is observed in Latin America and the Caribbean, where the Agriculture and Rural Development sector unit sold 19 out of 20 percent of intersectoral cross support to other SDN sector units and 14.5 percent to the Environment sector unit alone. The Latin America and the Caribbean Social Development unit sold 42 out of 50 percent of inter-sectoral cross support to other SDN sector units, (12 percent to the Agriculture and Rural Development unit and 15.5 to the Environment sector unit), yet only 1.7 percent of its staff time to the Poverty sector unit and 1.8 to the Social Protection sector unit. 61. The Post-Conflict and Social Development, the Environment, and the Water Resource Management sector units were the three biggest sellers of inter-sectoral cross support in the Africa Region over the period FY02-10. They sold 33, 22, and 15 percent staff time on average over the period FY02-10. The Post–Conflict and Social Development sector unit sold 27 out of 33 percent of staff time to other SDN units, 1 percent cross support to Africa PREM sector units and 4 percent cross support to the HD sector units. The Water Resource Management sector unit sold about 15 percent inter-sectoral cross support overall, all of which were sold to SDN sector units. 5 South Asia’s Social Development sector unit was separated from the Social, Environment and Water sector unit during the period, but in this analysis we consider this group a single unit to maintain consistency. 194
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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 196 and 197: Appendix E Key Findings from Sector
Page 198 and 199: APPENDIX E KEY FINDINGS FROM SECTOR
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Page 210 and 211: # Other Questions Q # 7 APPENDIX E
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.
Page 240 and 241: APPENDIX I BUDGETARY INCENTIVES Bud
Page 242 and 243: APPENDIX I BUDGETARY INCENTIVES 72.
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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
Page 260 and 261: APPENDIX K WORLD BANK SECTOR STRATE
Page 262 and 263: Appendix L International Finance Co
Page 264 and 265: APPENDIX L IFC 2013 CHANGE INITIATI
Page 270 and 271: APPENDIX M STAFFING DATA Note: Head
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
Page 278 and 279: REFERENCES Sy, Thomas and Laura Sue
Page 280 and 281: Endnotes 1 See Wapenhans 1992, 1994
Page 282 and 283: 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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