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

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APPENDIX K WORLD BANK SECTOR STRATEGY PAPERS Sector Strategy (year) Evaluation (year) Key priorities of Bank sector strategy Implementation of sector strategy Assessment Social Protectio n (2001) Social Safety Nets (2011) The strategy focused on a "social risk management" framework, which would identify the key sources of risk faced by households and seek to develop a range of instruments, rather than freestanding projects, to address those risks. Institution-building was seen as the strongest aspect of Bank support for SSNs, but it was stronger in MICs than LICs. In 80% of country cases the Bank was involved in analysis and dialogue on targeting; and in 75% of cases staff were knowledgeable about the political factors around targeting. AAA and research is more nuanced in appreciation of different types of poverty and their implications for program design. Substantial Rural Develop ment (2003) Growth and Productivity in Agriculture and Agribusiness (2011) The strategy supported a broad rural agenda, highlighting the importance of: (i) a focus on the rural poor; (ii) fostering broad-based economic growth; (iii) addressing rural areas comprehensively; (iv) forging alliances with all stakeholders; and (v) addressing the impact of global developments on client countries. There was less focus on enhancing agricultural productivity and competitiveness. The Bank supported projects focused beyond agricultural production in the rural sector. Many rural projects adopted CDD in which agricultural development was one of many priorities. This suggests that the ARD strategy was more or less pursued, even though the later 2008 WDR and 2009 Ag Action Plan suggested a focus on agricultural productivity was the highest priority, a conclusion with which IEG evaluation implicitly concurs Substantial Informati on and Communi cations Technolo gy (2002) Capturing Technology for Development (2011) The strategy highlighted four objectives: (i) broadening and deepening sector and institutional reform (integrated policy framework for converging technologies, legislative and regulatory changes to facilitate e-government, postal sector policy reform); (ii) increasing access to information infrastructure (by leveraging private sector and through efforts going beyond what commercial providers would be willing to do); (iii) supporting ICT human capacity; and (iv) supporting ICT applications Notable contributions in support to sector reforms and in private investments for mobile telephony in difficult environments and poorest countries; in other priority areas, contributions were limited; targeted efforts to go beyond what is commercially viable has been largely unsuccessful; ICT skills development is important constraint but has received little attention in WBG operations; significant role in ICT applications, but WBG's record has been modest Modest 219
APPENDIX K WORLD BANK SECTOR STRATEGY PAPERS Sector Strategy (year) Evaluation (year) Key priorities of Bank sector strategy Implementation of sector strategy Assessment Governan ce and anticorruptio n (2007) World Bank Country Level Engagement on Governance and Anticorruption (2011) Objectives: To support poverty reduction by developing capable and accountable states undertaking sound policies, improving service delivery, establishing rules for markets, combating corruption to ensure that its funds are used for their intended purpose. Principles: It set out to do this with the following principles: (i) focusing on a capable and accountable state, (ii) country ownership and leadership are key; (iii) remaining engaged so the poor do not pay twice; (iv) consistent approach across countries; (v) engage a broad set of stakeholders; (vi) strengthen rather than bypass country systems; (vii) harmonization Bank CASs planned to support institutional strengthening in 3x's the countries post-GAC. Number of projects relying on governance and political economy analysis upstream increased. Greater use of country systems in weakercapacity countries. But CAS commitments not matched by increase in institutional strengthening components in projects. Operational responses varied when countries experienced governance downturns. Greater efforts to include political economy analysis but quality did not improve. Partial improvement of Bank's reputation on GAC issues. Modest Source: IEG Evaluations 220
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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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Table E.1. Country Directors and Ma
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Page 210 and 211: # Other Questions Q # 7 APPENDIX E
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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 250 and 251: APPENDIX J WORKING ACROSS SECTORS A
Page 256 and 257: Appendix K World Bank Sector Strate
Page 258 and 259: 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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