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

More documents

Recommendations

Info

APPENDIX I BUDGETARY INCENTIVES Figure I.7. Regions Africa and East Asia and the Pacific and anchor SDN have the most reliance on trust funds (FY08-10 Avgs) (Constant 2010 US$ millions) 450.0 400.0 350.0 300.0 250.0 200.0 150.0 100.0 50.0 0.0 28% 72% 20% 80% Source: World Bank databases. 85% 15% 87% 13% 7% 6% 93% 94% EAP AFR SAR MNA LCR ECA 81. The significant and growing reliance on trust funds brings into question the strategic intent of a large portion of client-facing Bank resources which are “selected mainly by donors, rather than through a systematic programming process.” 8 IEG’s trust fund evaluation raises concern over how the funding of issues is determined and who is driving the Bank’s agenda; however, noting the impossibility of determining the degree to which this may take place. While it is not the intent of this evaluation to assess the allocation process of trust funds, there is cause for concern over their impact on matrix effectiveness given such a large proportion of funds are allocated outside its budgeting process and therefore outside the confines of the associated incentive mechanisms developed specifically for the matrix. 82. Network anchors have become more reliant on trust funds than the Regions. In FY08-10, the Regions received the same proportion of overall BETF funding as they did overall Bank budget funding (49 percent). Network anchors by contrast received four times as much BETF funding (36 percent) as their proportion of overall Bank budget (9 percent). This means that during the FY08-10 period, network anchors generated 79 cents for each US dollar in Bank budget versus only 19 cents in the Regions (see Figure I.6a and b). BETFs BB Actuals 52% 48% 39% 37% 61% 63% 75% SDN FPD HDN PREM 25% BETFs BB Actuals 8 Trust Fund Support for Development: An Evaluation of the World Bank’s Trust Fund Portfolio (IEG 2011) 205
APPENDIX I BUDGETARY INCENTIVES Figure I.8.a and b. Network anchors receive a much higher proportion of BETFs than Bank Budget* FY08‐10 Budget Actuals ($2,375 mil annual average in 2010 constant US$) 2% 8% Regions Network Anchors 13% DEC/WBI 49% Corporate 8% Finance Administration 6% Other Operations Other 5% 9% FY08‐10 BETFs ($446 mil annual average in 2010 constant US$) 1% 0% 3% 1% 1% 9% 49% 36% Source: World Bank databases. * Other included Central Accounts and Other Unit expenditures. Other Operations includes OPCS and QLP. 83. The growth in BETF financing of the network anchors has been channeled through a few trust funds. The top five BETF programs disbursing through network anchors are the water and sanitation program, energy sector management assistance program, carbon fund, global facility for disaster reduction and recovery, and consultative group to assist the poorest (CGAP). Together, these programs make up almost half of FY10 BETF anchor disbursements. Across the anchors, SDN controls over 70 percent of BETFs including four of the top five aforementioned BETF programs (CGAP is disbursed through FPD). Access to trust funds gives the network VPUs a degree of autonomy to finance sector and corporate priorities such as gender and governance and global priorities such as climate change, whose externalities may extend beyond individual client countries and which may not otherwise be integrated into country programs. However, trust funds contribute to the decline in cross support provided by network VPUs to the Regions. 9 84. Overall, network anchors spend more on external partnerships and resource mobilization combined, than on core knowledge products. Over the FY08-10 period, network anchors spent an average of 38 percent of budget resources on external partnerships 10 (annual average of US$ 115 million) and resource mobilization 11 (annual average of US$ 23 million) compared to only 35 percent on core knowledge products (annual average of US$ 128 million). Additionally, of the anchors’ core knowledge 12 , barely over half represents products for external clients 9 Findings from cross support analysis. See Appendix H. 10 Includes maintaining external partnerships, outreach/partnerships, global advocacy, partnerships. 11 Includes trust fund administration, trust fund program management, project finance and guarantee operations, and IDA replenishment activities. 12 Core knowledge products are defined by the knowledge strategy group as products for external clients (economic sector work, non-lending technical assistance, external training, and impact evaluation), products for internal use (knowledge products, external and internal knowledge 206
Page 1 and 2:
The Matrix System at Work An Evalua
Page 3 and 4:
©2012 Independent Evaluation Group
Page 5 and 6:
Costs of Country and Sector Strateg
Page 7 and 8:
Table 3.6. Total Cross-Support Sold
Page 10:
Abbreviations AAA AFR ARDE ARPP BET
Page 14 and 15:
Glossary Term Anchor sector directo
Page 16 and 17:
GLOSSARY Practice managers (PM) Reg
Page 18 and 19:
Overview The Matrix System at Work
Page 20 and 21:
OVERVIEW rather than on the 1997 ma
Page 22 and 23:
OVERVIEW satisfactory or better in
Page 24 and 25:
OVERVIEW toward capacity building a
Page 26 and 27:
OVERVIEW Innovation in the field is
Page 28 and 29:
OVERVIEW Figure D. Outcomes of Bank
Page 30 and 31:
OVERVIEW modernization in the corpo
Page 32 and 33:
OVERVIEW management structure but t
Page 34 and 35:
OVERVIEW Structure Bank-wide matrix
Page 36 and 37:
MANAGEMENT RESPONSE interest and ow
Page 38 and 39:
MANAGEMENT RESPONSE Management cons
Page 40:
MANAGEMENT RESPONSE that reach far
Page 43 and 44:
CHAPTER 1 INTRODUCTION AND CONTEXT
Page 45 and 46:
Page 47 and 48:
Page 49 and 50:
Page 51 and 52:
Page 53 and 54:
Page 55 and 56:
Page 57 and 58:
Page 59 and 60:
2. The Strategic Alignment of Secto
Page 61 and 62:
CHAPTER 2 THE STRATEGIC ALIGNMENT O
Page 63 and 64:
Page 65 and 66:
Page 67 and 68:
Page 69 and 70:
Page 71 and 72:
Page 73 and 74:
Page 75 and 76:
Page 77 and 78:
Page 79 and 80:
CHAPTER 3 THE PROMISE OF A KNOWLEDG
Page 81 and 82:
Page 83 and 84:
Page 85 and 86:
Page 87 and 88:
Page 89 and 90:
Page 91 and 92:
Page 93 and 94:
Page 95 and 96:
Page 97 and 98:
Page 99 and 100:
Page 101 and 102:
Page 103 and 104:
CHAPTER 4 DELIVERING QUALITY SERVIC
Page 105 and 106:
Page 107 and 108:
Page 109 and 110:
Page 111 and 112:
Page 113 and 114:
Page 115 and 116:
Page 117 and 118:
Page 119 and 120:
Page 121 and 122:
Page 123 and 124:
CHAPTER 5 INSTITUTIONAL ISSUES AND
Page 125 and 126:
Page 127 and 128:
Page 129 and 130:
Page 131 and 132:
Page 133 and 134:
Page 135 and 136:
Page 137 and 138:
Page 139 and 140:
Page 141 and 142:
Page 143 and 144:
Page 145 and 146:
6. Conclusions and Recommendations
Page 147 and 148:
CHAPTER 6 CONCLUSIONS AND RECOMMEND
Page 149 and 150:
CHAPTER 6 CONCLUSIONS AND RECOMMEND
Page 152 and 153:
Appendix A Matrix Management and Or
Page 154 and 155:
APPENDIX A MATRIX MANAGEMENT AND OR
Page 156 and 157:
Page 158 and 159:
Page 160 and 161:
Page 162 and 163:
SECONDARY ANALYSIS OF CASCR REVIEWS
Page 164 and 165:
APPENDIX B EVALUATION METHODOLOGY a
Page 166 and 167:
APPENDIX C RESPONSIVENESS AND EFFEC
Page 168 and 169:
Page 170 and 171:
Page 172 and 173:
Page 174 and 175:
Page 176 and 177:
APPENDIX D EXPERIENCE IN THE TRENCH
Page 178 and 179:
Page 180 and 181:
Page 182 and 183:
Page 184 and 185:
Page 186 and 187:
Page 188 and 189:
Page 190 and 191:
Page 192 and 193:
Page 194 and 195:
Page 196 and 197: Appendix E Key Findings from Sector
Page 198 and 199: APPENDIX E KEY FINDINGS FROM SECTOR
Page 206 and 207: Table E.1. Country Directors and Ma
Page 210 and 211: # Other Questions Q # 7 APPENDIX E
Page 214 and 215: APPENDIX F FOCUS GROUP DISCUSSIONS:
Page 216 and 217: APPENDIX F FOCUS GROUP DISCUSSIONS:
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.
Page 244 and 245: APPENDIX I BUDGETARY INCENTIVES com
Page 248 and 249: APPENDIX I BUDGETARY INCENTIVES mea
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
Page 284 and 285: ENDNOTES 46 The respondents to this
Page 286: ENDNOTES 71 See Safeguards and Sust
show all

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

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?