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

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APPENDIX K<br />

WORLD BANK SECTOR STRATEGY PAPERS<br />

Year Network Sector Board Document<br />

2010 SDN Urban Development<br />

<strong>System</strong>s of Cities: Harnessing urbaniz<strong>at</strong>ion for growth and poverty<br />

allevi<strong>at</strong>ion<br />

2011 HDN Educ<strong>at</strong>ion<br />

Educ<strong>at</strong>ion Str<strong>at</strong>egy 2020: Learning for All Investing in People’s<br />

Knowledge and Skills to Promote Development<br />

PRM Trade<br />

<strong>The</strong> <strong>World</strong> Bank <strong>Group</strong> Trade Str<strong>at</strong>egy, 2011-2021: Leveraging<br />

Trade for Development and Inclusive Growth<br />

Source: <strong>World</strong> Bank d<strong>at</strong>abase and OPCS<br />

Note: In 2006, ESSD and INF were merged into SDN and * Denotes Corpor<strong>at</strong>e Str<strong>at</strong>egies.<br />

106. Sector Str<strong>at</strong>egy Papers (SSPs) are not str<strong>at</strong>egies in the usual sense because<br />

they are designed to cover all of the Bank’s clients. <strong>The</strong> SSPs examined for the m<strong>at</strong>rix<br />

evalu<strong>at</strong>ion were those for which a prior <strong>Independent</strong> Evalu<strong>at</strong>ion <strong>Group</strong> (IEG) sector<br />

or them<strong>at</strong>ic evalu<strong>at</strong>ion had been conducted in the last five years. Those SSPs were<br />

approved between FY01-07. <strong>The</strong>y typically did not include an implement<strong>at</strong>ion plan,<br />

a results framework with indic<strong>at</strong>ors and targets, a monitoring and evalu<strong>at</strong>ion plan,<br />

or a budget for implement<strong>at</strong>ion aside from occasional trust fund resources. Because<br />

of their global coverage, SSPs have little direct influence on country programs. <strong>The</strong><br />

primary influence of SSPs on future Bank activities comes from the particip<strong>at</strong>ory<br />

n<strong>at</strong>ure in which they are prepared and the integr<strong>at</strong>ion of sector priorities by the<br />

sector staff on the country teams.<br />

107. In most cases, the Bank is not able to fully implement its sector and corpor<strong>at</strong>e<br />

str<strong>at</strong>egies. A review of 10 recent IEG evalu<strong>at</strong>ions of the Bank’s performance in<br />

individual sectors or subsectors found a substantial or high degree of<br />

implement<strong>at</strong>ion in only three, as shown in Table K.2. This reflects less on the<br />

performance of sector staff and managers in the Regions, and more on the efficacy of<br />

the str<strong>at</strong>egy itself. Given the primacy of client demand in the design of country<br />

programs, it is unreasonable to expect an unfunded global str<strong>at</strong>egy to accur<strong>at</strong>ely<br />

predict the needs of countries as far as a decade in advance.<br />

216

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