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

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APPENDIX I BUDGETARY INCENTIVES meaning that only 19 percent of network anchors budget resources support Bank clients. This supports views expressed in sector manager interviews that a big part of the anchors’ role is to support the corporate center and external partnerships instead of supporting country client needs. 13 Budget Incentives for Cross Support 85. Budget rules hinder staff from working across organizational boundaries. Current arrangements require units to estimate the amount of cross support they expect to sell and purchase in the coming year. Even though the Bank’s time recording system captures actual cross support across organizational units in real time, deviations from the beginning-of-year estimate for inter-VPU cross support are only reconciled through adjustments in budget for next fiscal year, or in limited circumstances twice per fiscal year. Each VPU is free to set internal rules for intra- VPU budget settlements, but in some cases cross support within the same sector department may not involve budget settlements at all. This non-payment or substantial delay between the provision of cross support and payment for that work penalizes a unit for providing unanticipated cross support. On the demand side, a disincentive arises from the significant differential between the cost of staff and cost of consultants due to the markup charged to purchasing units for sustaining costs of staff. 14 Any initiative to jump-start cross support will need to address these penalties. 86. Management acknowledges that the current system of cross support is complex and transaction-intensive and favors a more simplified and transparent mechanism; however, given ongoing matrix and knowledge reforms, and the FPD pilot, institution-wide reform is likely to wait at least until FY13. The two binding constraints of cross support that the FPD pilot is trying to address are (a) the perceived high cost of staff compared to consultants, and (b) the time lag between the period when cross support is provided and when budget settlement for cross support takes place (see The World Bank’s Budget: Trends and Recommendations for FY12, August 2011 15 ). Given the widespread recognition of the dampening effect of these budget incentives it is not clear why management wants to wait for the FPD pilot to provide lessons. management, and new product development), and research, global monitoring, and data (research services, global monitoring and data, and world development report). 13 Findings from sector manager interviews. See Appendix E 14 These budget disincentives were specifically identified by the FPD network, which is undertaking a pilot experiment to address them. See Budget Report to the Board for FY12. 15 See The World Bank's Budget: Trends and Recommendations for FY12. August 9, 2011. (R2011-0134/1, IDA/R2011-0206/1), page 39. 207
Appendix J Working across Sectors and Themes 87. The Bank’s thematic and sector coding system forms the basis for analysis of and standard reporting on the nature of Bank interventions. Sector codes roughly mirror the United Nations classification of economic sectors and help identify the sector(s) of the country clients’ economy Bank projects are designed to support. 1 Thematic codes are meant to capture Bank support to corporate priorities such as Millennium Development Goals and global public goods. Each project is mapped to a single administrative sector board, which is then responsible for quality control and management of the product. Some sectors, themes, and Sector Boards are identified by the same or similar names. For example, gender is both a Sector Board and a theme; water is a Sector Board, water supply is a sector, and water resources management is a theme. 88. At least one sector and one thematic code is assigned to all client-oriented Bank activities (mainly lending operations, economic and sector work, and technical assistance) by task teams at the appraisal stage. A total of five sector and five thematic codes can be identified for a single activity. Each theme and sector code is coupled with a percentage indicative of the degree of focus of the Bank intervention on the designated sector or theme. The percentages reflect, by design, the allocation of Bank activity, both across economic sectors and toward the set of goals and objectives of the activity. For Investment Lending (IL), the percentages are derived from the project description and the cost table in the project appraisal document—an example for a $350 million Agriculture and Rural Development project in India (P089985) approved in 2010 is highlighted in Table J.1. For Development Policy Lending (DPL), the percentages assigned to each sector/theme must reflect the frequency to which the sector or theme occurs in the policy matrix. 1 See the Operations Policy and Country Services (OPCS) website: http://intranet.worldbank.org/WBSITE/INTRANET/UNITS/INTOPCS/0,,contentMDK:21806662~ pagePK:51455324~piPK:51455326~theSitePK:380832,00.html [accessed on September13, 2011] for more details. 208
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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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Appendix E Key Findings from Sector
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Page 258 and 259: APPENDIX K WORLD BANK SECTOR STRATE
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Page 264 and 265: APPENDIX L IFC 2013 CHANGE INITIATI
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Page 272 and 273: APPENDIX M STAFFING DATA Table M.7.
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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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