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

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CHAPTER 1 INTRODUCTION AND CONTEXT Departments increased from 20 to 45, with almost 90 percent of country directors based in-country by fiscal year (FY) 2010, compared to 5 percent in 1997. Increasing numbers of sector staff are also co-located with the country director. 1.15 The 1997 reforms were accompanied by a Strategic Compact with the Bank’s shareholders, who approved an incremental $250 million for organizational renewal over 30 months. The main purpose was that in return for a short-term restructuring investment, the Bank would be reorganized in a way that would provide cost savings and improved output to achieve greater effectiveness in its development goals (World Bank 1997c; Phillips 2009: 38). The four priority areas were: Refueling current business activity to ensure resource allocation to front-line services (which had been cut 13 percent over the previous three years) to protect the level and quality of client services. Refocusing the development agenda on social and environmental sustainability, governance, and partnership with the private sector. Retooling the Bank’s knowledge base through establishment of the sector networks and the capacity-building work of the Economic Development Institute (now renamed the World Bank Institute or WBI). Revamping institutional capabilities through a more integrated information system, human resource strategy, financial management system, and increasing decentralization. 1.16 An external assessment of the Strategic Compact found the design of the matrix to be a good one, but identified several implementation weaknesses. 7 The regional matrix organizations lacked many of the common elements of institutional design and procedures that led to institutional complexity and implementation challenges. Each Region created different interfaces with the networks. For staff crossing the Regions, there were different processes and practices to which they needed to adjust. There was some concern that too many country directors were created, leading to fragmentation of the budget and over-programming as the unit of accountability became smaller. There was insufficient follow-through on organizational design elements after the launch of the networks. Accountability for contracting and quality assurance was not addressed and teamwork and the internal market appeared to be working at cross-purposes. Teamwork behavior, integral to the matrix, was being adversely affected by competition for tight budgets. Corrective actions were taken in 2001 to address these constraints, but many of the institutional and implementation gaps identified persist. 1.17 The fundamental structure, including the regional structure put in place in FY97 (Figure 1.1), is still intact. CMUs are responsible for client relations, preparation of Country Assistance and Country Partnership Strategies (CASs), and allocation of the 5
CHAPTER 1 INTRODUCTION AND CONTEXT Bank administrative budget to sector units based on work program agreements (WPAs) negotiated with them. SMUs are responsible for managing lending and nonlending tasks agreed with the respective country unit and for ensuring quality. The regional and network VPUs (and the Sector Boards) are within the matrix. Operations Policy and Country Services (OPCS) is both within the matrix—it houses the financial management and procurement Sector Boards, which are in the matrix, and also oversees Country Services, the other axis of the regional matrix—and outside, due to its multiple corporate roles. OPCS also has a counterpart Operations Services (OS) unit in each regional VPU that is responsible for ensuring compliance with Bank policies and procedures and overall portfolio monitoring. The Development Economics (DEC) VPU and WBI play a significant role in knowledge products and services but are outside the matrix. With the exception of the consolidation of some networks in 2006 to form the current structure (see Appendix I) the matrix system is intact. Figure 1.1. Bank-Wide Matrix Structure (2012) President MD MD MD Networks Strategy Development Quality Partnerships Knowledge Central Vice Presidencies TENSIONS Country vs. Corporate agenda Country directors vs. sector directors Intersectoral tensions arising from sector silos Knowledge dispersion versus client demands for top quality knowledge. Delivery of services to clients Lending Regions Regional Matrix AAA HR Development CDs SDs Note: The original structure had a joint office of managing directors overseeing the Regions and the networks. Over the past five years, one managing director was designated to oversee the networks while two were responsible for the Regions, the latter two being consolidated into one in FY12. Source: IEG SIGNIFICANCE OF THE MATRIX SYSTEM 1.18 Relevant, effective, and efficient systems to deliver lending operations and knowledge services are of enormous significance to the Bank’s clients. During FY 6
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Page 5 and 6: Costs of Country and Sector Strateg
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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 I Budgetary Incentives 65.
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APPENDIX I BUDGETARY INCENTIVES Bud
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APPENDIX I BUDGETARY INCENTIVES 72.
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APPENDIX I BUDGETARY INCENTIVES com
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APPENDIX I BUDGETARY INCENTIVES Fig
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APPENDIX I BUDGETARY INCENTIVES mea
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APPENDIX J WORKING ACROSS SECTORS A
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Appendix K World Bank Sector Strate
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APPENDIX K WORLD BANK SECTOR STRATE
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APPENDIX K WORLD BANK SECTOR STRATE
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Appendix L International Finance Co
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APPENDIX L IFC 2013 CHANGE INITIATI
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APPENDIX M STAFFING DATA Note: Head
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APPENDIX M STAFFING DATA Table M.7.
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Appendix N Managers Interviewed Nam
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References Barnett, Michael N. and
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REFERENCES Sy, Thomas and Laura Sue
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Endnotes 1 See Wapenhans 1992, 1994
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ENDNOTES appropriately assessed by
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ENDNOTES 46 The respondents to this
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ENDNOTES 71 See Safeguards and Sust
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