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APPENDIX J WORKING ACROSS SECTORS AND THEMES: CODING OF BANK LENDING OPERATIONS, FY1995-2010 Table J.1. Example of Sector and Thematic Coding for an Agriculture and Rural Development Project Sectors % Themes % Agriculture, fishing, and forestry 54 Social protection and risk management 50 (Agriculture and rural development) (Social protection) Water, sanitation and flood protection 32 Environment and natural resources management 50 (Water) (Environment) Public administration, law, and justice 14 (Public sector governance) Source: Business Warehouse Note: Sector Boards with which the sectors and themes are “affiliated”, as defined below, are noted in parentheses. 89. Projects with a variety of sector and thematic codes (including sector or thematic codes rarely associated with the Sector Board to which the project is mapped) do not necessarily involve cross support or collaboration of specialists from different sectors. The sector or thematic allocation does, however, indicate the extent to which task teams consider sectors and themes affiliated with other Sector Boards relevant to their respective projects. 90. This annex presents the key findings of an analysis of time trends in the allocation of sector and thematic codes to Bank lending operations approved during the period FY95-10. The 76 current and nine expired sectors and the 82 current and three expired themes were each identified as affiliated with one or more Sector Boards using classifications prepared by OPCS. The Independent Evaluation Group (IEG) made one adjustment, considering those sectors and themes identified as affiliated with the Legal Sector Board (to which no operations are mapped) as affiliated with the public sector governance Sector Board. Some Sector Boards have are not affiliated with any sectors; other Sector Boards are not affiliated with any themes. 91. Affiliated sectors and themes are defined as those associated with the Sector Board to which the project is mapped. Non-affiliated sectors and themes are sectors and themes affiliated with other Sector Boards. In the example above, 46 percent of the operation is allocated to a non-affiliated sector, and 100 percent is allocated to non-affiliated themes. 92. This review compares trends in thematic allocations for each of the major lending instruments—investment lending (IL) and development policy lending (DPL) operations. Data specific to three corporate priorities—public sector governance (PSG), environment (ENV), and gender— is also analyzed to assess the degree to which they have been mainstreamed in the Bank’s portfolio before and after the introduction of the matrix system. ENV and gender were selected because they were identified in the 1997 Strategic Compact as priorities for mainstreaming into the portfolio. PSG was selected because of the Bank’s focus on governance and anticorruption issues in recent years. 209
APPENDIX J WORKING ACROSS SECTORS AND THEMES: CODING OF BANK LENDING OPERATIONS, FY1995-2010 93. Results are compared in terms of the average percentage of operations assigned to a particular affiliated or non-affiliated sector or theme for projects approved during four time periods—fiscal years 1995-98, 1999-02, 2003-06, and 2007-10. The first time period covers projects prepared before the introduction of the matrix system; looking at the others helps show patterns during different phases of implementation of the matrix system. 2 Key Trends 94. An expectation of cross-sector and cross-thematic work is typical, but declining, in the design of operations. On average, 45 percent of each operation approved by the Bank between FY1995-2010 was flagged as devoted to a sector unaffiliated with the Sector Board that governed the operation, and 56 percent was assigned to an unaffiliated theme. This share grew modestly upon introduction of the matrix system, to a peak of 47 percent for unaffiliated sectors and 61 percent for unaffiliated themes as shown in Table J.2, but fell substantially thereafter to 42 percent for unaffiliated sectors and 52 percent for unaffiliated themes. Table J.2. Bank-wide Allocation of Operations to Non-Affiliated Sectors and Themes Total projects approved Average percentage allocated to non-affiliated sectors Average percentage allocated to non-affiliated themes FY95-98 1184 46 58 FY99-02 1145 47 61 FY03-06 1299 47 56 FY07-10 1652 42 52 FY95-10 5280 45 56 Source: Business Warehouse 95. The share of investment loans assigned to non-affiliated sectors was lower than the overall total—at 41 percent—and relatively flat until FY07, after which it began a steep decline to 33 percent for the three year average over FY08-10, as shown in Figure J.1. The share devoted to unaffiliated themes was 55 percent for investment loans, about the same as the full portfolio. But this share among rose modestly to 61 percent for the three year average over FY00-02, after which it began a steady decline, dropping to 46 percent for the three year average over FY08-10. 2 The sector/thematic distribution of the portfolio can also be assessed weighting the shares of projects associated with sectors/themes by the size of operations. Since the results using this method typically only differed from those obtained without factoring in the size by less than two to five percentage points, this annex only reports on data in terms of cumulative shares of projects. 210
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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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APPENDIX E KEY FINDINGS FROM SECTOR
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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:
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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 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 252 and 253: APPENDIX J WORKING ACROSS SECTORS A
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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
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