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

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Endnotes 1 See Wapenhans 1992, 1994; and Pincus and Winters 2002. 2 This request was reiterated at an informal meeting of the Board on March 16, 2010, where Bank management presented its proposed matrix reform. 3 Board briefing on Change Management, January 1996. 4 The Wapenhans Report (1992) and first QAG reviews, which cover projects approved before 1997, indicated that about one-third of Bank projects were not likely to have satisfactory outcomes. 5 On the sector side, primary responsibility for management of the Sector Boards, which govern the sector groups and sector staff, rests with sector managers and not with sector directors. 6 The term “anchor” is also used loosely sometimes to refer to the network VPU, which consists of the vice president’s front office and the sector anchors within that VPU. 7 “Assessment of the Strategic Compact.” Internal World Bank document. March 13, 2001. 8 The remaining staff are in other central units including Administrative and Client Support, Communications, Concessional Finance and Global Partnerships, Controller’s unit, Corporate Finance and Risk Management, Corporate Secretariat, External Affairs, General Services, Health Services, Human Resources, Independent Evaluation Group, Information Solutions Group, Information Management and Technology, Integrity Vice Presidency, Internal Audit Vice Presidency, Legal and Treasury. 9 The International Development Research Centre recommends using four measures to assess performance of development organizations: relevance, efficacy (or effectiveness), efficiency, and sustainability/financial viability (Lusthaus and others 1999). The first three dimensions are more pertinent to the assessment of the World Bank’s matrix system. To the extent that it is relevant, the fourth dimension is endogenous to the first three. This evaluation will therefore focus on the first three dimensions. 10 While related staffing implications of those three dimensions may be touched upon, the evaluation will not attempt to assess the full spectrum of human resources management issues. 11 See Thomas Sy and Laura Sue D’Annunzio. “Challenges and Strategies of Matrix Organizations: Top-level and Mid-Level Managers’ Perspectives.” Human Resources Planning, vol. 28, No. 1, March 2005: 39-48. 12 Previous assessments include the “Assessment of the Strategic Compact” (2001), the QAG Assessment of Sector Boards (2004), Organizational Effectiveness Task Force findings (November 2004), and Bank management’s recent diagnostic (December 2010). 13 Past IEG evaluations have identified significant organizational and institutional constraints emanating from the matrix system that are likely to affect development effectiveness. These include: (a) difficulties in linking corporate and sector strategies with 239
ENDNOTES country-driven operations (Gender and Development 2009) and global programs with country programs (ARDE 2009); (b) the key role of knowledge and data, and weaknesses in sharing knowledge about what works (Climate Change and the World Bank Group: Phase I 2009); (c) the erosion of technical expertise and need for stronger staff skills, especially those relevant to new business needs (Growth and Productivity in Agriculture and Agribusiness 2010; The World Bank Group’s Response to the Global Economic Crisis: Phase I 2010); (d) inability to fully exploit cross-sector synergies for development effectiveness (Improving Outcomes for the Poor in Health, Nutrition, and Population 2009; Environmental Sustainability 2008); (e) weak accountability for implementation (Safeguards and Sustainability Policies in a Changing World 2010). 14 Quality Assurance Group, FY02 Annual Report on Portfolio Performance, p. 21. 15 See (World Bank 2004b) from Approach Paper. 16 In 2006, the ESSD and INF networks (the two largest) were merged into the SDN network, which houses almost two-thirds of regional staff and manages two-thirds of the Bank’s investment lending portfolio. 17 These priorities are summarized in the presentation, “Towards a More Effective Matrix” (World Bank 2010d) that was discussed with the Executive Directors at the Informal Board Meeting on March 16, 2010. 18 (World Bank 2010b, 2010c) from Approach Paper. 19 See The State of World Bank Knowledge Services—Toward Open Knowledge. August 17, 2011. Chapter 2 20 The other four responsibilities are knowledge, quality, partnerships, and human resources management for the sector. 21 For example, see businessdictionary.com. 22 Management has informed IEG that unlike the SSPs reviewed by IEG (the health, nutrition and population strategy (2007) and the water and sanitation strategy (2003), their most recent updates (health, nutrition and population strategy, 2009 and water and sanitation strategy, 2010) have elaborated on linkages with other sectoral and thematic areas. 23 Derived from IEG reviews of sector strategy papers and IEG manager interviews from the Agriculture and Rural Development (ARD); Environment (ENV); Gender; Health, Nutrition, and Population (HNP); Public Sector Governance (PSG); Social Protection (SP); Transport; and Water sectors. 24 As a number of these components could overlap in scope, reviewers set clear boundaries to avoid double counting. For instance, a program might lack realism because of an overestimation of government ownership at the outset. In this case, the assessment of the program's realism will be moderately unsatisfactory or worse based on that overestimation, but the rating of ownership will depend on the extent of the government’s (and other stakeholders’) commitment to the program, not the degree to which that commitment was 240
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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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APPENDIX G PROFILES OF THE BANK’S
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Appendix H Working across Organizat
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APPENDIX H WORKING ACROSS ORGANIZAT
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