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

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CHAPTER 2 THE STRATEGIC ALIGNMENT OF SECTOR AND COUNTRY PRIORITIES and evaluation plan. More recent SSPs (particularly those prepared after FY08) have attempted to include these elements, but even for those, the time horizon and geographic reach are too large for realistic planning and implementation. In practice, sector knowledge has to be customized by country teams to meet country needs and the influence is indirect and implicit rather than explicit. The primary influence of SSPs on future Bank activities comes from the participatory nature in which they are prepared and the direct involvement of sector staff members who contribute to CAS development. They need to be complemented by regional sector strategies to be operationally relevant and implemented through the CAS. There is typically little or no separate budget for implementation of sector strategies, unless they are able to mobilize trust funds for implementation. One constraint is that until recently, most SSPs tended to be prepared by sector staff in isolation from country units and other sectors 22 , hence ownership has been largely limited to staff members of that sector. Furthermore, not all sectors have an SSP and not all sectors have trust funds for implementation. 2.10 In most cases, the Bank was not able to fully implement its sector and corporate strategies. A review of 10 recent IEG evaluations of the Bank’s performance in individual sectors or subsectors found a substantial or high degree of implementation in only three, as shown in Table 2.1. This reflects less on the performance of sector staff and managers in the Regions, and more on the efficacy of the strategy itself. Given the primacy of client demand in the design of country programs, it is unreasonable to expect an unfunded global strategy to accurately predict the needs of countries as far as a decade in advance. Table K.2 in Appendix K provides greater detail on the implementation of each sector strategy. Table 2.1. Assessment of the Degree of Implementation of Sector Strategies Negligible (2) Modest (5) Substantial (3) High (0) Gender (2010b) Environment (2008b) Governance and anticorruption Agricultural productivity (2011c) (2011, rural development) Information and communication Social safety nets technology (2011d) (2011b, social protection) Water (2010) Transport (2007) Municipal management (2009, urban) Health, nutrition, and population (2009c) Source: IEG sector and thematic evaluations. Note: Year represents year IEG evaluation was published; sector indicates the sector strategy if different than the topic of the evaluation. 21
CHAPTER 2 THE STRATEGIC ALIGNMENT OF SECTOR AND COUNTRY PRIORITIES 2.11 Although not strategies in the usual sense, SSPs do serve other purposes. In practice, SSPs have four functions that serve different audiences: 23 SSPs provide a conceptual framework leading to a shared sector approach and a common language among sector specialists. SSPs take stock of experience in the Bank and sometimes outside the Bank, offering a view on “the state of the sector,” including the lessons from regional operations and insights on new approaches and instruments. SSPs represent a shared understanding among regional sector staff and anchor staff of the strategic priorities of the Bank in that sector. SSPs provide a forum for communication and an opportunity to improve alignment with external partners. 2.12 Sector issues vary across countries, making alignment of the SSPs with individual country strategies and country programs more challenging. Sector staff and managers in the Regions do not always appreciate the role SSPs play in relation to donors and other global stakeholders and sometimes see them as supply-driven by external stakeholders. Sector staff identify more with some strategies than with others, as some are seen as reflecting the Bank’s own experience and others as impositions that add complexity and difficulty to country operations. Table 2.2 summarizes the distinctions between country strategies and SSPs. Table 2.2. Key Features of Country Strategies and Sector Strategies Characteristic Country strategy Sector strategy Typical timeframe 3-4 years 8-10 years Country scope One partner country All partner countries Sector scope All sectors relevant to One sector, sub-sector, or corporate priority partner country Results Yes No framework Implementation budget Annual budget allocation, tri-annual IDA allocation No associated budget unless allocated by country directors on country-by-country basis or by dedicated trust funds Self-evaluation CAS Completion Report None Source: IEG compilation from OPCS website 2.13 The sector strategy process has evolved with additional guidelines introduced in FY08 to increase the focus on operational relevance and results. Managers reported much greater involvement of the Regions and more elaborate consultation processes with stakeholders in the new generation of SSPs in the environment and energy sectors, for example. However, the structural constraints 22
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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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Abbreviations AAA AFR ARDE ARPP BET
Page 14 and 15: Glossary Term Anchor sector directo
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
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
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Page 38 and 39: MANAGEMENT RESPONSE Management cons
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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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