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

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CHAPTER 2 THE STRATEGIC ALIGNMENT OF SECTOR AND COUNTRY PRIORITIES that limit the effectiveness of SSPs remain, warranting some rethinking of how best to provide sector services to country clients at reasonable cost. 2.14 Some SSPs also serve as vehicles for addressing GPGs, such as communicable diseases in the health sector strategy. Other corporate priorities, such as governance and anticorruption, are issued as stand-alone strategy documents. Responsiveness and Effectiveness of Country Programs 2.15 The Bank’s record of delivering responsive and effective country programs that are responsive to client needs is moderately satisfactory. In aggregate, CAS outcomes have been moderately satisfactory or better in nearly two-thirds of country programs. The Bank has been most effective in responding to client government demands but much less so in selecting strategic priorities that are realistic and have broader ownership. 2.16 The responsiveness and effectiveness of the Bank’s country programs have improved modestly during the period of matrix implementation, though several areas require further attention. Systemic weaknesses persist in the strategic content of CASs. For instance, the Bank’s 2009 CAS Retrospective indicates that despite some effort to improve, CASs are not sufficiently selective in the choice of key objectives and sectors through which those objectives will be achieved. 2.17 Since 2003, the Bank has been issuing CASCRs—self-assessments of country program outcomes at the completion of the CAS period—and IEG has reviewed the CASCRs to validate their accuracy and draw lessons from them. These reviews show that outcomes, measured as achievement of objectives by CAS pillar, were satisfactory less than two-thirds of the time over the period reviewed, compared to a Bank target of 70 percent satisfactory. As the number of completed CASCR reviews now approaches 100, it is possible to take a closer look at specific factors that underlie these aggregate results. 2.18 IEG reviewed all 96 CASCRs available as of December 2010 which reviewed CASs prepared since the introduction of the matrix system—covering country programs in 80 countries. The quality of country programs was assessed against the two goals of the 1997 reform using eight variables, four reflecting responsiveness and four representing effectiveness. Each variable was assessed separately on a fourpoint scale using evidence from IEG’s CASCR reviews and combined into an aggregate rating for each country program, applying equal weights to each variable. The variables are defined in Table 2.3. 23
CHAPTER 2 THE STRATEGIC ALIGNMENT OF SECTOR AND COUNTRY PRIORITIES Table 2.3. Basis for Rating Each Component 24 Responsiveness Effectiveness Alignment with national priorities Ownership Realism Flexibility Quality of results framework Quality of portfolio implementation Project outcomes AAA outcomes Extent to which objectives are appropriate for the country’s development and consistent with the country’s own development strategy Extent to which there were consultations and broad commitment by stakeholders in design of strategy, and extent to which commitment was sustained during program implementation Extent to which program was matched to country capacity, appropriately estimated government commitment, identified appropriate lending targets and outcome objectives, and was selective and prioritized Extent to which program made appropriate midcourse adjustments due to changed country conditions (such as change of government, crisis, or natural disasters); rated when relevant Extent to which framework includes quantified and time-bound targets; an outcome as opposed to an output orientation; and specific, monitorable, adequate, relevant, and timely indicators. Extent to which implementation proceeded as planned, with due attention to disbursement rates, delays in implementation, and reductions or increases in the share of projects and commitments at risk in the portfolio Extent to which operations that closed during CAS implementation have met their stated objectives Extent to which the CASCR review indicates that analytical and advisory activities have had an effect on operations or policy. 2.19 Overall, 66 percent of country programs received an aggregate rating of moderately satisfactory or better based on these eight criteria, as shown in Table 2.4. This is very similar in magnitude to the share of programs rated moderately satisfactory or better in meeting their CAS objectives, 63 percent, as explicitly rated in CASCR reviews. Moreover, these two ratings are strongly correlated. 25 2.20 Alignment of Bank country programs with national development strategies and programs received relatively high marks, as did flexibility, project outcomes, and analytical and advisory activities (AAA) outcomes. On the other end of the scale, only about one-third of programs were rated moderately satisfactory or better on country ownership and realism. The quality of the results framework was deemed satisfactory for less than 30 percent of the country programs, consistent with the Bank’s own finding that the quality of results frameworks in CASs varies wildly (CAS Retrospective 2009). And roughly half of the programs were rated satisfactory for quality of implementation. Appendix D provides detailed analysis for each of the eight components. 24
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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
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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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