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CHAPTER 2 THE STRATEGIC ALIGNMENT OF SECTOR AND COUNTRY PRIORITIES to achieve these objectives. Country programs can deviate from plans outlined in the strategy, if conditions change. SSPs are prepared by Sector Boards to specify the Bank’s global priorities in the sector at roughly eight- to 10-year intervals, strategy formulation being one of five core responsibilities of Sector Boards. 20 2.3 The Bank’s matrix system is predicated on the assumption that its dual goals—increasing client responsiveness and providing quality services through technical excellence as articulated in its country and sector strategies—are interrelated and necessary to achieve good country results. The Bank’s experience shows that lending and technical assistance achieves better outcomes when global knowledge is customized to country conditions. The creative tension between those who manage country units and those who manage sector units has been purposively designed to ensure that a country program achieves both objectives. ASSESSING STRATEGIC ALIGNMENT 2.4 This chapter assesses the extent to which the outputs of the first dimension of the conceptual framework—strategic alignment—have been achieved by examining the following questions: To what extent do sector strategies reflect country and regional experiences? How effectively do country strategies integrate sector and corporate strategies? How effectively do country programs integrate global and regional priorities? 2.5 The evaluation relies on five sources of evidence in its assessment of the alignment between sector and country strategies. First, the 96 reviews of CASCRs undertaken by IEG were compared to obtain substantive evidence of responsiveness and effectiveness of country programs. Second, it draws on a set of desk reviews of country programs in a diverse set of 14 countries selected from among those with recent IEG CAEs. Reviews were based on the CAEs and other key documents typically including two or more recent CASs, CAS Progress Reports and other available documentation. Third, it uses a set of desk reviews of six sectors and two cross-cutting themes selected from among those with recent IEG evaluations. Reviews were similarly based on IEG evaluations and on key strategy documents on the sectors and themes. Fourth, the desk reviews were complemented by extensive structured interviews with more than 30 sector managers, 16 sector directors, and 14 country managers and directors responsible for the relevant sectors and countries. Finally, results from a staff survey of more than 400 technical staff and a response rate of over 40 percent, and perspectives offered at focus groups with staff are included where relevant. It should be noted that interviewees, survey respondents, and focus group participants were primarily asked to describe their own experiences in recent years on specific questions rather than to offer their opinions of the matrix system at the Bank. 19
CHAPTER 2 THE STRATEGIC ALIGNMENT OF SECTOR AND COUNTRY PRIORITIES 2.6 Based on this evidence the evaluation assesses the extent to which country programs and services are responsive to client needs. Strategic alignment is one of the outputs contributing to this outcome. Consequently, conclusions are drawn regarding the matrix system’s efficiency and effectiveness in achieving the intermediate outcome—“country strategies and programs are aligned with Bank priorities and client needs.” THE ROLE OF COUNTRY AND SECTOR STRATEGIES 2.7 Alignment of client priorities with sector and corporate priorities is a relevant objective for maximizing the Bank’s development effectiveness, but the countrybased model is not well designed to achieve this objective. Central to the question of alignment of sector and corporate priorities with country programs is the relative power of country directors and sector managers. The country-based model is more responsive to short-term client demands within the three- to four-year time frame of a CAS than to longer-term sector and corporate priorities. In contrast, sector and corporate strategies are generic because of their global coverage and longer time frame, inhibiting alignment with country programs. 2.8 The CAS provides the basic structure for a country program over a fixed time horizon and is accompanied by a budget to finance implementation. CASs typically specify strategic objectives that are relevant and achievable in a specific period; policy priorities and operations to achieve those objectives; and an implementation plan to apply available resources toward those objectives. 21 CAS objectives are usually organized into three or four pillars, with indicative resource allocation among various sectors; among various lending instruments; and among analytical studies, just-in-time policy notes, or technical assistance. CASs are not binding documents and are often drafted to ensure flexibility in the choice and volume of lending and nonlending activities financed during the CAS period. Nevertheless, the strategic pillars and projected size of the portfolio provide the boundaries that determine the country program, and “consistency with the CAS” is a key justification for operations. 2.9 By contrast, SSPs, although labeled strategies, have little visible influence on the sector portfolio in country programs. SSPs have little direct influence on country programs as they are global in scope and have to be customized to the diverse needs of partner countries to make them operationally relevant. A close review of the available SSPs in the six focus sectors and two cross-cutting corporate priorities shows that SSPs have multiple objectives and audiences, some internal and some external. While initially drafted as a single document, an SSP is usually refined through a variety of supplementary documents, including progress reports and action plans that can change directions or add new objectives. Most of the SSPs reviewed did not include an implementation plan, a results framework with indicators and targets, or a monitoring 20
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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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Table 3.6. Total Cross-Support Sold
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Page 16 and 17: GLOSSARY Practice managers (PM) Reg
Page 18 and 19: Overview The Matrix System at Work
Page 20 and 21: OVERVIEW rather than on the 1997 ma
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Page 24 and 25: OVERVIEW toward capacity building a
Page 26 and 27: OVERVIEW Innovation in the field is
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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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