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

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CHAPTER 1 INTRODUCTION AND CONTEXT 02-10, when the matrix system was fully in place and for which comparable budget data are available, the Bank approved $222 billion in International Bank for Reconstruction and Development (IBRD)/International Development Association (IDA) lending and grants, $17.4 billion in recipient-executed trust funds (RETFs), and used $2.7 billion on core knowledge products. With such amounts at stake, small efficiency gains can substantially enhance the Bank’s impact. 1.19 Almost two-thirds of the Bank’s own budget is administered through matrix arrangements. Of the Bank’s average annual budget for FY08-10 of $2.4 billion, the regional VPUs expended 53.4 percent; the network VPUs (network anchors) accounted for 9.4 percent; and OPCS, DEC, and WBI vice presidencies expended 5.2 percent of the Bank’s budget. The remaining 32 percent is for other corporate vice presidencies and corporate functions. The flow of Bank-executed trust funds (BETFs) is quite different from Bank budget allocation (Figure 1.2). With trust funds, the share of funds administered through matrix arrangements increased to 59 percent since the regional and network VPUs together absorb 85 percent of BETFs. Figure 1.2. Matrix-Related Bank Budget Allocation and BETF Mobilization (FY10 data) RVP Totals (BB $1,183m) (BETF $257m) BB Total (BB $2,462m) Reg Functions (BB $213m) (BETF $9m) Regional OPCS (BB $95m) (BETF $5m) CD/CMUs (BB $246m) (BETF $20m) SD/SMUs (BB $724m) (BETF $227m) BETF Total (BETF $508m) To Other Units (BB $1,069m) Chief Economist Sector Depts To Other Units (BETF $74m) Other NVP Totals (BB $210m) (BETF $177m) Source: World Bank databases. Notes: Solid lines highlight the Bank’s budget allocation system; dotted lines indicate unofficial and trust fund sources of financing that must be mobilized outside the budget allocation system. Figures in italics are amounts held within that unit as opposed to total amounts flowing through a given unit. 1.20 The matrix system directly affects 72 percent of the Bank’s staff. In FY11, of 11,402 total Bank staff, 6,235 were located in the six regional VPUs and 1,470 in the anchors of four networks (Finance and Private Sector Development, or FPD; Human Development, or HDN; Poverty Reduction and Economic Management, or PREM; 7
CHAPTER 1 INTRODUCTION AND CONTEXT and Sustainable Development, or SDN). An additional 641 staff were in DEC, WBI, and OPCS (see Appendix M). 8 Scope and Evaluative Questions SCOPE OF THE EVALUATION 1.21 The evaluation has reviewed the Bank’s recent experience with matrix management to assess its relevance, effectiveness, and efficiency, 9 as well as its effects on development effectiveness. Relevance (of objectives and design) is defined as the extent to which the objectives are consistent with current development priorities, strategies, and corporate goals, and the extent to which the design is consistent with the stated objectives. Effectiveness is defined as the extent to which the objectives were achieved, or are expected to be achieved, taking into account their relative importance. Efficiency is defined as the extent to which the costs involved in achieving organizational objectives were reasonable in comparison with their benefits. 1.22 The evaluation has focused on current matrix arrangements Bank-wide and at the regional level, including organizational structures, procedures, and institutional behaviors. Given the primacy of the country unit as the Bank’s delivery model, the evaluation reviews both the Bank-wide matrix between the Regions and network anchors, and the regional matrix system between the country units and sector units. The 1997 matrix design was deliberately kept flexible and it has continued to evolve, adapting to internal and external changes. Given the regional variations in implementation of the matrix, the evaluation has adopted a comparative approach to the extent feasible, relying heavily on analysis of data from existing Bank databases and prior IEG evaluations, supplemented by evidence from staff and manager surveys, informed opinions of knowledgeable interlocutors, and a review of eight focus sectors and 14 focus countries that were selected because of the availability of recent IEG evaluations. 1.23 The matrix and knowledge reforms introduced in 2010 are too recent for their implementation and results to be meaningfully evaluated. However, IEG has examined the issues raised by the 2010 management assessment. Although too early to evaluate its impacts, the changes and proposed reform actions have been considered and related to the findings of this evaluation. 1.24 Decentralization and labor market issues are distinct from matrix issues but affect its functioning and have therefore been addressed in the context of flows of 8
Page 1 and 2: The Matrix System at Work An Evalua
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Page 5 and 6: Costs of Country and Sector Strateg
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Page 18 and 19: Overview The Matrix System at Work
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CHAPTER 3 THE PROMISE OF A KNOWLEDG
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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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