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

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CHAPTER 1 INTRODUCTION AND CONTEXT acknowledged and dealt with these collinear effects to the extent that they have had an impact on the effectiveness of the matrix system. ORGANIZATION OF THE REPORT 1.47 The report is organized in six chapters. The next three chapters analyze the three vertical dimensions—strategy, knowledge, and quality—from the evaluative framework (Figure 1.3). Chapter two discusses the alignment among sector and global strategies and country strategies and programs, followed by the findings on responsiveness and effectiveness of country programs from the analysis of IEG’s CASCR reviews. Chapter three is an in-depth assessment of knowledge issues, including the effectiveness of knowledge services based on the staff survey and manager interviews, a detailed analysis of cross support, and an analysis of budget data relevant to the matrix system. Chapter four reviews the incentives and accountability for delivering quality lending products and nonlending services based on reviews of the Bank’s portfolio, the focus countries, the focus sectors and the regional matrix profiles; and the findings from the staff survey, manager interviews, and focus group discussions. Chapter five discusses cross-cutting organizational structure and institutional issues that are impeding the Bank’s effectiveness. Chapter six provides recommendations for strengthening the Bank’s organizational effectiveness. Additional findings from the background papers and analyses are summarized in the form of appendixes to this report. 17
2. The Strategic Alignment of Sector and Country Priorities Highlights Alignment of client priorities with sector and corporate priorities is a relevant objective for maximizing the Bank’s development effectiveness. Responsiveness and effectiveness in meeting country needs has been moderately satisfactory or better in nearly two-thirds of country programs since the introduction of the matrix system. Shortcomings persist in several areas, realism of the Bank’s country programs—the extent to which programs match country capacity, estimate ownership, and are sufficiently selective—being the weakest dimension. The Bank invests considerable resources in developing sector and corporate strategies. More recent sector strategy papers (SSPs) are better at internalizing country and regional experience than the first generation of SSPs, but they do not effectively influence country programs. Alignment among sector and country strategies is hampered by differences in scope, timeframe, and audience. The country-based model makes it difficult to integrate sector and corporate strategies, and global and regional programs into country programs. The Relevance of Strategic Alignment 2.1 Under the Bank’s country model, sector and country priorities are expected to be aligned as part of a single country program. Country directors, typically based in the client country or a nearby neighbor, are expected to ensure country programs and their components are responsive to country needs and capacities. Sector staff, based at headquarters or in-country, and their sector managers are expected to ensure that sector operations and programs individually and jointly are both appropriate to country needs and technically sound, based on global excellence, and reflected in country programs. 2.2 Country and sector units prepare strategy documents to guide their work. A country program is governed by a CAS. The CAS specifies the Bank’s priorities in a country program, typically over a three- to four-year period, identifies objectives to be achieved, and notionally allocates resources among lending and nonlending operations 18
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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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Page 18 and 19: Overview The Matrix System at Work
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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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