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

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CHAPTER 1 INTRODUCTION AND CONTEXT 1.39 In FY10, Bank management undertook a review of the matrix system, which reiterated many of the same issues and added one more concern arising out of the growth of trust funded activities and global programs not well connected to country programs. Management identified five priorities for matrix reform: 17 Mobilize top talent and global knowledge for country clients. Create strong and rejuvenated technical practices. Increase staff mobility. Ensure clear accountability, especially of networks and Sector Boards. Strengthen corporate management through the establishment of a Matrix Leadership Team of regional and network vice presidents, chaired by one of them on a rotational basis, to manage matrix issues. 1.40 In parallel, Bank management undertook a review of the Bank’s knowledge agenda. The review identified a series of systemic weaknesses and proposed a new knowledge strategy 18 with three pillars: developing global practices to promote mobility of staff and knowledge, managing the Bank’s knowledge products as a portfolio to ensure greater impact, and strengthening the Bank’s role as a global connector of knowledge. A Knowledge and Learning Council (KLC) composed of vice presidents and headed by a managing director has been established to oversee the Bank’s knowledge portfolio and has issued a report on the state of the Bank’s knowledge. 19 The KLC will also manage the annual strategic knowledge budget and ensure accountability for results. 1.41 The three pillars of the knowledge agenda are integral to the original conceptual framework of the matrix. Recognizing the linkages between matrix and knowledge issues, management has also established a Reform Secretariat, housed within OPCS, to act as a joint secretariat for the Matrix Leadership Team and the KLC. This evaluation also considers knowledge issues inseparable from the matrix system, but it focuses on the effectiveness of knowledge processes rather than on the quality of the Bank’s knowledge products. Evaluation Methodology EVIDENTIARY BASIS 1.42 Data sources. In addition to a literature review and commissioned background papers, evidence for this evaluation comes from a wide range of available documents and data sources, including relevant Bank management assessments of the matrix, Business Warehouse portfolio data, HR data, and budget data. The evaluation draws on findings of previous IEG assessments, including Country 15
CHAPTER 1 INTRODUCTION AND CONTEXT Assistance Evaluations (CAEs), CAS Completion Report (CASCR) reviews, and sector and thematic evaluations to identify matrix issues that had a bearing on the evaluation questions. The methodology is described in Appendix B. 1.43 The portfolio review of project outcomes and trends in the sector and thematic composition of the portfolio are based on data from all 4,812 Bank lending operations approved in FY1995-2010, which had a total commitment amount of $441 billion. The analysis of cross support and budget support covers about half of that period, comparable data before FY02 being unavailable. The commitment amount for projects during this later period, when the fully developed matrix system was in place, is $213 billion. 1.44 Comparative analysis. Given the absence of baseline data, the evaluation undertook comparative analyses of findings from the universe of CASCR reviews to assess the responsiveness and effectiveness of country programs; time series data on budgets, cross support, portfolio outcomes, and thematic composition of the portfolio; incentives and constraints of regional matrix systems; data on sector staffing; data from manager interviews, the staff survey, and focus groups; and perceived strengths and weaknesses of the matrix system compared with those of the pre-1997 system. LIMITATIONS OF THE EVALUATION 1.45 Attribution of impacts to the matrix is especially problematic in this case because of the overlapping effects of other elements of the renewal strategy that have continued to evolve in parallel. First, most country directors were decentralized to the field (40 of 45 were decentralized by 2010), which had a significant bearing on the effectiveness of the matrix. Second, business processes for managing budget and HR were integrated through SAP software in 2001, enabling systematic storage and retrieval of data from FY02 but generating unanticipated constraints on operational units. Third, in 2006 two new networks— SDN and FPD—were created by combining previous networks without anticipating or assessing the impact of this organizational restructuring on the matrix. Fourth, QAG was dissolved in 2010, placing greater burden for quality assurance on the matrix system. 1.46 Isolating the effects of the matrix system from these overlapping process reforms is not feasible. While focusing primarily on matrix issues, the evaluation has 16
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The Matrix System at Work An Evalua
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©2012 Independent Evaluation Group
Page 5 and 6: Costs of Country and Sector Strateg
Page 7 and 8: Table 3.6. Total Cross-Support Sold
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Page 18 and 19: Overview The Matrix System at Work
Page 20 and 21: OVERVIEW rather than on the 1997 ma
Page 22 and 23: OVERVIEW satisfactory or better in
Page 24 and 25: OVERVIEW toward capacity building a
Page 26 and 27: OVERVIEW Innovation in the field is
Page 28 and 29: OVERVIEW Figure D. Outcomes of Bank
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Page 34 and 35: OVERVIEW Structure Bank-wide matrix
Page 36 and 37: MANAGEMENT RESPONSE interest and ow
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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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