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APPENDIX I BUDGETARY INCENTIVES 72. Regional sector units have also received a decreasing share of the Bank’s budget compared to the growth found in regional and network budgets. When the budgets of organizational units that fall directly within the ambit of the matrix system are compared, regional functions and network anchors come out as winners, while the sector units are the losers. The share of Bank budget going to the sector units in the Regions had declined from 57 to 52 percent of the budget administered by organizational units inside the matrix (see Table I.1). 73. If one were to include Bank-executed trust funds, the story changes only slightly. As lending and grant portfolios continue to grow, trust funds assist SMUs in managing their portfolio in a flat budget environment. Despite new lending and grant commitments more than doubling in the wake of the dual food and financial crisis (from approximately US$ 20.5 billion in FY08 to US$ 48 billion in FY10 in current US dollars), the Bank’s administrative budget has remained almost flat in 2010 constant terms. 4 To fill the remaining gap in funding, SMUs may attempt to mobilize trust funds. However, even when trust funds are considered SMUs have still lost approximately three percent in share of regional budget resource expenditures from FY02-10 (see Figure I.3 and Table I.2). Figure I.5. With the inclusion of Bank-executed trust funds sector management units are still being squeezed 1,600 (Constant 2010 US$ millions) 1,400 1,200 1,000 800 600 400 10% 13% 21% 20% 69% 67% 15% 16% 15% 13% 15% 14% 15% 19% 19% 19% 20% 20% 19% 19% 68% 66% 66% 65% 65% 66% 66% Regional Functions Total CMUs Total SMUs Total 200 ‐ FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 Source: World Bank databases. Table I.2. SMUs are still receiving a decreasing share of budget resources (Bank budget plus BETF) managed by the matrix system (constant 2010 US$) Fund Center FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 % Increase (FY02 to FY10) Share of Matrix Anchor 239 274 291 296 302 315 346 370 387 62% 20% RVP Total 1,143 1,152 1,239 1,279 1,287 1,301 1,348 1,371 1,440 26% 80% 4 The Bank’s gross administrative budget grew at a compound annual growth rate of three percent with the commitment to return to flat budget spending reaffirmed in FY11 (The World Bank's Budget: Trends and Recommendations for FY11, World Bank 2010). 201
APPENDIX I BUDGETARY INCENTIVES Regional Functions 122 150 166 189 177 191 209 211 222 83% 11% CMUs 236 229 236 245 254 256 257 261 266 13% 16% SMUs 785 773 837 844 856 853 881 900 951 21% 53% Matrix Total 1,383 1,425 1,530 1,575 1,589 1,616 1,693 1,741 1,827 32% 100% % SMU of Matrix 57% 54% 55% 54% 54% 53% 52% 52% 52% -5% Source: World Bank databases. 74. Sector managers are almost entirely reliant on budget allocations from each country director and are accountable for all project- and program-level results in their sector(s), across all countries in their Region. Several country directors were under the impression that staff salaries were paid off-the-top. In reality this is true only for CMU staff, managers, and for the staffs of the financial management, procurement, and legal units. The budget for technical sector staff comes from the WPAs, and all staff members have to account for and charge their entire time and travel costs to product codes in the WPA. Sector managers have very limited variable budget (usually $50,000 a year) to finance their own travel or activities at their own discretion. This compels them to seek trust funds to finance any additional activities that are a priority for their sector but have not been financed by the country directors. THE GROWTH OF REGIONAL FUNCTIONS 75. The growth in regional functions has been driven by regional core operations services. Growth was found across the majority of individual units located within regional functions. However, in FY10 the regional core operations services units made up approximately 45 percent of the Bank’s budget towards regional functions and explained almost half (48 percent) of the growth over the period. These units are essentially an extension of Operations Policy and Country Services (OPCS) and provide procurement, financial management, quality assurance, and other operational support to the Regions although they, like all units within regional functions are not directly linked to product delivery. SPENDING ON PROJECT APPRAISAL AND SUPERVISION 76. As a smaller share of the Bank’s budget is going to the front lines, the Bank is spending significantly less to develop projects on a commitment dollar basis with earlier findings indicating that technical quality does not receive adequate attention. Bank budget spending on project appraisal increased on a per operation basis from an average of current US$ 358,000 for all operations in FY02-04 to US$ 378,000 in FY08-10, an increase of 6 percent, potentially indicating the Bank is now spending more on project appraisal. 5 However, over the same period the average new commitment amount has almost doubled from current US$ 81 million to US$ 145 million overall. This resulted in appraisal expenditures per US$ 1,000 5 Figures for Bank budget and IBRD/IDA lending and grants only. 202
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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 192 and 193: 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
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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 250 and 251: APPENDIX J WORKING ACROSS SECTORS A
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Page 258 and 259: APPENDIX K WORLD BANK SECTOR STRATE
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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
Page 284 and 285: ENDNOTES 46 The respondents to this
Page 286: ENDNOTES 71 See Safeguards and Sust
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