The Matrix System at Work - Independent Evaluation Group - World ...
The Matrix System at Work - Independent Evaluation Group - World ...
The Matrix System at Work - Independent Evaluation Group - World ...
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CHAPTER 2<br />
THE STRATEGIC ALIGNMENT OF SECTOR AND COUNTRY PRIORITIES<br />
to achieve these objectives. Country programs can devi<strong>at</strong>e from plans outlined in the<br />
str<strong>at</strong>egy, if conditions change. SSPs are prepared by Sector Boards to specify the Bank’s<br />
global priorities in the sector <strong>at</strong> roughly eight- to 10-year intervals, str<strong>at</strong>egy formul<strong>at</strong>ion<br />
being one of five core responsibilities of Sector Boards. 20<br />
2.3 <strong>The</strong> Bank’s m<strong>at</strong>rix system is predic<strong>at</strong>ed on the assumption th<strong>at</strong> its dual<br />
goals—increasing client responsiveness and providing quality services through<br />
technical excellence as articul<strong>at</strong>ed in its country and sector str<strong>at</strong>egies—are<br />
interrel<strong>at</strong>ed and necessary to achieve good country results. <strong>The</strong> Bank’s experience<br />
shows th<strong>at</strong> lending and technical assistance achieves better outcomes when global<br />
knowledge is customized to country conditions. <strong>The</strong> cre<strong>at</strong>ive tension between those<br />
who manage country units and those who manage sector units has been purposively<br />
designed to ensure th<strong>at</strong> a country program achieves both objectives.<br />
ASSESSING STRATEGIC ALIGNMENT<br />
2.4 This chapter assesses the extent to which the outputs of the first dimension of the<br />
conceptual framework—str<strong>at</strong>egic alignment—have been achieved by examining the<br />
following questions:<br />
To wh<strong>at</strong> extent do sector str<strong>at</strong>egies reflect country and regional experiences?<br />
How effectively do country str<strong>at</strong>egies integr<strong>at</strong>e sector and corpor<strong>at</strong>e str<strong>at</strong>egies?<br />
How effectively do country programs integr<strong>at</strong>e global and regional priorities?<br />
2.5 <strong>The</strong> evalu<strong>at</strong>ion relies on five sources of evidence in its assessment of the<br />
alignment between sector and country str<strong>at</strong>egies. First, the 96 reviews of CASCRs<br />
undertaken by IEG were compared to obtain substantive evidence of responsiveness<br />
and effectiveness of country programs. Second, it draws on a set of desk reviews of<br />
country programs in a diverse set of 14 countries selected from among those with recent<br />
IEG CAEs. Reviews were based on the CAEs and other key documents typically<br />
including two or more recent CASs, CAS Progress Reports and other available<br />
document<strong>at</strong>ion. Third, it uses a set of desk reviews of six sectors and two cross-cutting<br />
themes selected from among those with recent IEG evalu<strong>at</strong>ions. Reviews were similarly<br />
based on IEG evalu<strong>at</strong>ions and on key str<strong>at</strong>egy documents on the sectors and themes.<br />
Fourth, the desk reviews were complemented by extensive structured interviews with<br />
more than 30 sector managers, 16 sector directors, and 14 country managers and<br />
directors responsible for the relevant sectors and countries. Finally, results from a staff<br />
survey of more than 400 technical staff and a response r<strong>at</strong>e of over 40 percent, and<br />
perspectives offered <strong>at</strong> focus groups with staff are included where relevant. It should be<br />
noted th<strong>at</strong> interviewees, survey respondents, and focus group participants were<br />
primarily asked to describe their own experiences in recent years on specific questions<br />
r<strong>at</strong>her than to offer their opinions of the m<strong>at</strong>rix system <strong>at</strong> the Bank.<br />
19