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

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APPENDIX M STAFFING DATA Note: Head counts of staff mapped to the units exclude SPAS i.e. staff on special assignments. IBRD FPD staff head counts only Table M.3. OPCS GE+ staff in the Regions - Head counts FY02-FY10 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 % FY02- 10 TOTAL Regions 192 310 323 374 367 417 450 487 523 172% AFR 77 90 93 102 102 119 128 143 166 116% Financial Management 27 28 28 28 31 41 58 62 Procurement 37 36 38 38 45 45 50 63 Operations Services 77 9 9 10 11 7 7 6 4 -95% Other 17 20 26 25 36 35 29 37 EAP 14 47 53 54 58 64 70 77 83 493% Financial Management 27 Procurement 43 Operations Services 14 47 53 54 58 64 70 77 13 -7% ECA 20 67 63 67 69 70 64 64 64 220% Financial Management 21 Procurement 29 Operations Services 20 67 63 67 69 70 59 57 1 -95% Other 5 7 13 LCR 27 41 42 48 47 63 74 79 76 181% Financial Management 13 15 16 23 23 28 26 28 26 100% Procurement 11 26 26 25 23 29 30 30 29 164% Operations Services 3 1 3 3 3 2 -33% Other 3 15 18 19 MNA 23 26 31 56 42 36 40 41 49 113% Financial Management 12 11 12 14 16 Procurement 18 14 15 14 18 Operations Services 23 26 31 56 3 3 3 3 4 -83% Other 9 8 10 10 11 SAR 31 39 41 47 49 65 74 83 85 174% Financial Management 17 23 22 23 22 27 30 36 37 118% Procurement 12 13 17 21 24 28 34 37 36 200% Operations Services & Quality 1 1 2 3 1 1 Other 2 3 2 2 2 8 7 9 11 450% TOTAL Financial management 30 65 66 74 85 97 109 136 189 530% TOTAL Procurement 23 76 79 84 103 116 124 131 218 848% Source: World Bank databases Note: Snapshots of June of each fiscal year. Headcounts of both ETCs and regular staff; exclude SPAs i.e. staff on special assignments. Other units include Development Effectiveness, and Quality regional units. 229
APPENDIX M STAFFING DATA Table M.4. Anchor and Regional Staff Graded GE and Above by Network, FY11 Anchor staff Staff in the Regions % staff in the anchor Network GE+ ETC GE+ ETC GE+ GE+ and ETC FPD 189 11 177 42 52% 48% HDN 143 36 508 82 22% 23% PREM 123 30 465 98 21% 21% SDN 496 71 1196 119 29% 30% Source: World Bank Database Note: Within the table GE+ refers to regular staff graded GE and above Data for FPD excludes Doing Business (GIADB) and the Consultative Group to Assist the Poor (CGP) staff; data for SDN excludes the Carbon Finance unit (ENVCF) staff Table M.5.IBRD Staff Decentralization Data AFR EAP ECA LCR MNA SAR TOTAL HQ-based IRS 322 152 250 283 158 153 1,318 HQ-based LRS 348 122 167 261 117 104 1,119 Field-based IRS 267 143 51 47 41 81 630 Field-based LRS 959 681 498 309 189 528 3,164 Unassigned 0 0 4 0 0 0 4 Total 1,896 1,098 970 900 505 866 6,235 Source: World Bank databases, HR Query Note: Headcounts exclude SPAs i.e. staff on special assignments, but include ETTs and ETCs. Table M.6. IBRD Staff Decentralization Data (staff graded GE and above only) AFR EAP ECA LCR MNA SAR TOTAL HQ-based IRS 322 152 250 283 158 153 1,318 HQ-based LRS 189 64 84 148 63 48 596 Field-based IRS 267 143 51 47 41 81 630 Field-based LRS 430 380 271 161 84 277 1,603 Unassigned 0 0 3 0 0 0 3 Total 1,208 739 659 639 346 559 4,150 Source: World Bank databases, HR Query Note: Headcounts exclude SPAs i.e. staff on special assignments, but include ETCs 230
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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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# Other Questions Q # 7 APPENDIX E
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APPENDIX F FOCUS GROUP DISCUSSIONS:
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APPENDIX F FOCUS GROUP DISCUSSIONS:
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Appendix G Comparison of the Six Re
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Page 250 and 251: APPENDIX J WORKING ACROSS SECTORS A
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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 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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