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ENDNOTES appropriately assessed by the Bank. Ownership may be strong enough to be rated “abovethe-line,” but the program may still be unrealistic if it relies too heavily on government commitment to implement reforms without adequate safeguards built into the program’s design. In this way, each rating was isolated from the others to the extent possible. 25 The Pearson correlation coefficient is 0.68, and statistically significant at 95 percent confidence. 26 Improvements may be related to the introduction of results-based CASs—required to include a results framework and expected to be oriented to achieving specific and realistic outcomes—which were piloted in FY03-04 and required beginning January 2005. 27 From “Country Survey 2010 Review,” World Bank. 28 Insert specific reference from CAS Retrospective 2009. 29 See IEG 2009c. Improving Effectiveness and Outcomes for the Poor in Health, Nutrition, and Population: An Evaluation of World Bank Group Support Since 1997. Washington, DC.: World Bank 30 An internal website describes the Bank’s sector and thematic coding system as follows: “The purpose of Sector and Theme codes is to facilitate reporting of Bank activities by sectoral/thematic cut at corporate level. Sector codes are used to indicate which part of the economy is supported by the Bank intervention while theme codes are designed to capture Bank support to corporate priorities such as Millennium Development Goals or global public goods.” 31 Of the amount reported by IAD, IEG’s numbers show $8.5 million in FY10 for sector strategy development and $6 million for CASs. 32 In contrast, the 2009 CAS Retrospective found the average cost of a CAS to be $236,000 during the FY06-09 period. 33 According to the Bank’s business process dictionary, development of sector strategies includes preparation of concept note, background papers, strategy development, and external/internal consultations. For the purposes of this analysis only the product line code for sector strategies and internal orders were considered, removing $3.7 million in economic sector work and $54,000 in knowledge products assigned to the sector strategy development business process. 34 Strategies approved during FY02-10 period include “Private Sector Development Strategy—Directions for the World Bank Group,” “Information and Communication Technologies,” “Reaching the Rural Poor: An Updated Strategy for Rural Development,” “A Revised Forest Sector Strategy,” “Water Resources Sector Strategy Paper and Business Plan - Management Note and Revisions,” “Water Supply and Sanitation Sector Business Strategy,” “Empowering People by Transforming Institutions: Social Development in World Bank Operations,” “Financial Sector Strategy for the World Bank Group,” “Healthy Development: The World Bank Strategy for Health, Nutrition, and Population Results,” “Strengthening World Bank Group Engagement on Governance and Anticorruption,” “Safe, Clean, and Affordable Transport for Development. The World Bank Group’s Transport Business Strategy, 2008-12,” “Development and Climate Change: A Strategic Framework for the
ENDNOTES World Bank Group,” “Systems of Cities: Harnessing urbanization for growth and poverty alleviation.” Chapter 3 36 A campaign against the multilateral banks, targeted most pointedly at the World Bank called “Fifty Years is Enough” was launched in 2004 (the 50 th anniversary of the World Bank) by a group of NGOs advocating economic justice and environmental protection. Doug Hellinger subsequently wrote that despite its rhetoric, in the sixth decade the Bank has continued with business as usual, even backsliding in some key areas (see “Fifty Years was Enough,” The Development Gap, September 2004. http://www.developmentgap.org/ worldbank_imf/50Years/50_Years_Was_Enough_Sept_2004.pdf) 37 Global Development Finance: External Debt of Developing Countries, World Bank 2011. 38 By the end of FY11, expenditure on strategic knowledge activities, overseen by the Knowledge and Learning Council was projected to be $10.1 million out of a budgeted amount of $11.2 million. Major expenditures were on the GETs ($4.7 million) and Knowledge Platforms ($1.9 million), with about $1 million each to unspecified “support to front line teams” and South-South innovation managed by WBI. (See The World Bank's Budget: Trends and Recommendations for FY12. August 9, 2011 (R2011-0134/1, IDA/R2011- 0206/1), page 21.) 39 In FY11, 14 years after the matrix was introduced, Bank management has introduced a Corporate Scorecard to broaden results measurements, including outcome level reporting on knowledge. 40 Includes the Bank’s budget plus non-BETF external financing (reimbursables and fee income). 41 The nine product groups were defined by the Knowledge Strategy Group in “Transforming the Bank’s Knowledge Agenda: A Framework for Action.” February 2010. The World Bank. 42 See “Towards Open Knowledge: The State of World Bank Knowledge Services.” Washington DC: World Bank, 2011, page 14. 43 In a country survey of 4,710 stakeholders, 22 percent said that technical advice and policy and economic advice was the greatest value (even more than financial resources) brought to their country by the World Bank, while another 22 percent said it was the second greatest value. See “Country Survey 2010 Review,” The World Bank. 44 The Social Protection Sector Board was also identified as the best functioning one by the QAG Sector Board Assessment (2005). Staff feedback from the IEG matrix survey and focus groups, and managers’ interviews, reconfirmed this standing. 45 “Synthesis of Past Assessments of Analytical and Advisory Activities (AAA): A QAG Review,” Quality Assurance Group, September 17, 2009. 242
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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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APPENDIX H WORKING ACROSS ORGANIZAT
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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 284 and 285: ENDNOTES 46 The respondents to this
Page 286: ENDNOTES 71 See Safeguards and Sust
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