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

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
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