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CHAPTER 2 THE STRATEGIC ALIGNMENT OF SECTOR AND COUNTRY PRIORITIES 2.28 The country program’s results framework is the area with the next lowest rating. It has shown modest improvement, likely related to the introduction of results-based CASs (piloted in 2003, and mainstreamed in January 2005), but it remains less than satisfactory in the vast majority of cases. Programs that begin with a results framework in mind would be better able to design a coherent approach that can realistically achieve its goals. 2.29 Ownership has improved significantly but remains moderately satisfactory or better in just over half of programs in the second half of the review period. In fact, ratings of ownership are higher for IDA countries than for those eligible for IBRD, especially when excluding fragile and conflict-affected states (FCS). Ten of 14 (71 percent) non-FCS IDA countries were judged to have moderately satisfactory or better ownership in the more recent period, compared to 15 of 28 (54 percent) non- FCS IBRD-eligible countries. In order to improve further, country programs would have to broaden government commitment by reaching out to multiple levels of government—central ministries, relevant line ministries, and local government—in addition to civil society through strong outreach and consultations during program design. 2.30 Portfolio implementation is moderately satisfactory or better in barely half of country programs; this rating has remained stagnant, even deteriorating slightly. Improved realism in design during project appraisal—including tailoring program design to local capacity and more realistic assessment of government commitment to the program—and more rigorous and candid supervision are essential for improving implementation performance. Alignment of Country and Sector Strategies 2.31 This chapter set out to assess the extent to which strategic alignment—the first dimension of the conceptual framework has been achieved. More recent SSPs are better at internalizing country and regional experience than the first generation of SSPs, but they do not effectively influence country programs. The Regions contribute to preparation of SSPs but do not use them sufficiently. INTEGRATION OF COUNTRY AND REGIONAL EXPERIENCES IN SECTOR STRATEGIES 2.32 Lessons from country operational experience have increasingly found their way into sector strategies. Previous SSPs were seen to be anchor-driven, but in recent years there has been greater involvement and management by the Sector Boards, that is, by regional sector managers. For example, the recent health, nutrition, and population; transport; and social protection strategies are seen as 27
CHAPTER 2 THE STRATEGIC ALIGNMENT OF SECTOR AND COUNTRY PRIORITIES more useful and are “owned” by regional managers and staff. This was also the experience for roughly half of the sector- and anchor-based staff and three-fifths of sector managers in the focus sectors, as shown in Table 2.6. Regional sector directors interviewed noted that the nature of SSPs has evolved and that recent strategies place more emphasis on consultations with operational staff in the Regions. Table 2.6. Integration of Country and Regional Experience in Sector Strategies Survey question Sector staff Sector managers Percent indicating to a substantial or very large extent The sector strategy reflects relevant country experience 46 The sector strategy reflects relevant regional experience 52 The sector strategy reflects regional and country experience 60 (18 of 30) Source: IEG staff survey and IEG manager interviews. INTEGRATION OF SECTOR AND GLOBAL STRATEGIES IN COUNTRY STRATEGIES 2.33 Sector strategies are more conceptual than operationally focused. Bankwide sector strategies are often too general to provide specific guidance to country programs and operations beyond broad principles and guidelines. They need to be complemented by regional sector strategies to become more operational, a view expressed in interviews by managers of the water, environment, transport, and social protection sectors, and in the Africa, East Asia and Pacific, and South Asia Regions. Furthermore, there is a gulf between the timeframe, geographic scope, and audience of the two types of strategies. 2.34 Sector strategies have very little effect on the Bank’s interaction with its clients. Desk reviews of CASs in the 14 focus countries found little trace of SSPs. Managers and staff confirmed this point. CASs and operations draw on SSPs to a substantial or very large extent in the portfolios of two-fifths of sector managers (Table 2.7). Most SSPs have little effect at the country level because they do not have any “teeth.” SSPs have to be customized at the regional and country level to make them operationally relevant. Sector managers noted that since countries are very different, CASs are selective in their use of SSP guidance. Under the country model, selectivity is to be expected in the CAS, and not all sector priorities can, or indeed, should be reflected in each CAS. However, the influence of SSPs on CASs remains indirect and limited. 28
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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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Glossary Term Anchor sector directo
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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 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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