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

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APPENDIX J WORKING ACROSS SECTORS AND THEMES: CODING OF BANK LENDING OPERATIONS, FY1995-2010 Figure J.1. Average Share of Investment Loans Allocated to Non-affiliated Sectors and Themes 70% 60% Avg. allocation of investment lending to unaffiliated themes (3-year centered average) 50% 40% 30% Avg. allocation of operations to unaffiliated sectors (3-year centered average) 20% FY95 FY96 FY97 FY98 FY99 FY00 FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 Source: Business Warehouse 96. The modest initial increase in the average share of a project devoted to themes not affiliated with the Sector Board to which the project is mapped coincided with the introduction of the matrix system, and may have reflected initial enthusiasm for the new system. But this boost to cross-thematic work was short-lived, and as time passed, less and less attention was devoted to addressing these non-affiliated corporate priorities. The sharp drop in the assignment of non-affiliated sectors to investment projects coincided with, but cannot be attributed to, the rapid scaling up of lending volume in response to the global financial crisis and followed shortly after the creation of the Sustainable Development Network (SDN), merging the two largest networks at the time in 2006. The scaling up of lending could plausibly be associated with the reduction in cross-sectoral content, as task teams did not have the extra time needed to introduce content into projects that fell outside their area of expertise. The creation of SDN, on the other hand, was expected to increase crosssector work, as it removed an organizational barrier. But this was not the case in practice. 97. Development policy loans are designed as more cross-sectoral and crossthematic than investment loans, and increasingly so. The average proportion of development policy operations devoted to unaffiliated sectors and themes rose steadily over the period, exceeding 70 percent for both for the three year average over FY08-10. But even for DPLs, the policy focus inherent in the operation makes it easier to indicate linkages to multiple sectors without actual collaboration across 211
APPENDIX J WORKING ACROSS SECTORS AND THEMES: CODING OF BANK LENDING OPERATIONS, FY1995-2010 sector units, as demonstrated in IEG’s evaluation of Poverty Reduction Support Credits (IEG 2010e). Differences by Sector Board 98. Excluding Sector Boards without associated sector codes (whose portfolio therefore is allocated entirely to unaffiliated sectors), unaffiliated sectors are most prevalent in operations mapped to the urban development (91 percent) and social protection (50 percent) Sector Boards, and least prevalent in operations mapped to the energy and mining (15 percent) and transport (17 percent) Sector Boards, as shown in Table J.3. Excluding Sector Boards without associated thematic codes, unaffiliated themes are most prevalent in operations mapped to the poverty reduction (91 percent) and water (84 percent) Sector Boards, and least prevalent in operations mapped to the health, nutrition, and population (15 percent) and environment (17 percent) Sector Boards. Table J.3.Time Trend of Cross-sectoral and Cross-thematic work by Sector Board Percentage of operations allocated to non-affiliated sectors Approval FY ARD ED EMT ENV EP FPD GIC HE PR PSG SDV SP TR UD WA FY95-98 50 18 15 100 100 52 74 16 32 100 63 17 95 17 FY99-02 54 26 21 100 100 45 52 18 24 100 54 22 95 22 FY03-06 40 22 17 100 100 43 20 34 100 20 100 50 18 95 20 FY07-10 38 11 10 100 100 31 35 23 100 21 100 39 12 84 16 FY95-10 44 18 15 100 100 44 42 24 100 24 100 50 17 91 18 Percentage of operations allocated to non-affiliated themes FY95-98 63 58 84 33 67 41 100 31 42 51 60 84 53 81 FY99-02 65 60 89 44 80 43 100 36 41 50 59 83 58 88 FY03-06 61 40 80 30 80 47 100 26 92 34 63 61 78 47 85 FY07-10 44 23 73 21 86 40 100 17 98 25 47 59 75 35 83 FY95-10 57 44 80 32 79 43 100 27 95 36 54 60 79 45 84 Operatio ns.(#) 772 440 446 358 390 465 36 403 60 382 90 336 482 308 301 Source: Business Warehouse Note: Sector Boards for which 100% of projects are assigned to non-affiliated themes do not have affiliated themes. ARD=agriculture and rural development; ED=education; EMT=energy and mining; ENV=environment; EP=economic policy; FPD=financial and private sector development; GIC=global information and communications technology; HE=health, nutrition and population; PR=poverty reduction; PS=public sector governance; SDV=social development; SP=social protection; TR=transport; UD=urban development; WA=water Mainstreaming of Corporate Priorities 99. Table J.4 summarizes the extent to which environment, public sector governance, and gender were mainstreamed into the Bank’s portfolio of operations. Among the three corporate priorities that were analyzed, PSG is the most prevalent in the portfolio, identified as a sector in about two-thirds of all operations not mapped to 212
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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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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 220 and 221: APPENDIX G PROFILES OF THE BANK’S
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Page 228 and 229: APPENDIX H WORKING ACROSS ORGANIZAT
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Page 256 and 257: Appendix K World Bank Sector Strate
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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