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 />
more useful and are “owned” by regional managers and staff. This was also the<br />
experience for roughly half of the sector- and anchor-based staff and three-fifths of<br />
sector managers in the focus sectors, as shown in Table 2.6. Regional sector directors<br />
interviewed noted th<strong>at</strong> the n<strong>at</strong>ure of SSPs has evolved and th<strong>at</strong> recent str<strong>at</strong>egies<br />
place more emphasis on consult<strong>at</strong>ions with oper<strong>at</strong>ional staff in the Regions.<br />
Table 2.6. Integr<strong>at</strong>ion of Country and Regional Experience in Sector Str<strong>at</strong>egies<br />
Survey question Sector staff Sector managers<br />
Percent indic<strong>at</strong>ing to a substantial<br />
or very large extent<br />
<strong>The</strong> sector str<strong>at</strong>egy reflects relevant country experience 46<br />
<strong>The</strong> sector str<strong>at</strong>egy reflects relevant regional experience 52<br />
<strong>The</strong> sector str<strong>at</strong>egy reflects regional and country experience 60<br />
(18 of 30)<br />
Source: IEG staff survey and IEG manager interviews.<br />
INTEGRATION OF SECTOR AND GLOBAL STRATEGIES IN COUNTRY STRATEGIES<br />
2.33 Sector str<strong>at</strong>egies are more conceptual than oper<strong>at</strong>ionally focused. Bankwide<br />
sector str<strong>at</strong>egies are often too general to provide specific guidance to country<br />
programs and oper<strong>at</strong>ions beyond broad principles and guidelines. <strong>The</strong>y need to be<br />
complemented by regional sector str<strong>at</strong>egies to become more oper<strong>at</strong>ional, a view<br />
expressed in interviews by managers of the w<strong>at</strong>er, environment, transport, and<br />
social protection sectors, and in the Africa, East Asia and Pacific, and South Asia<br />
Regions. Furthermore, there is a gulf between the timeframe, geographic scope, and<br />
audience of the two types of str<strong>at</strong>egies.<br />
2.34 Sector str<strong>at</strong>egies have very little effect on the Bank’s interaction with its<br />
clients. Desk reviews of CASs in the 14 focus countries found little trace of SSPs.<br />
Managers and staff confirmed this point. CASs and oper<strong>at</strong>ions draw on SSPs to a<br />
substantial or very large extent in the portfolios of two-fifths of sector managers<br />
(Table 2.7). Most SSPs have little effect <strong>at</strong> the country level because they do not have<br />
any “teeth.” SSPs have to be customized <strong>at</strong> the regional and country level to make<br />
them oper<strong>at</strong>ionally relevant. Sector managers noted th<strong>at</strong> since countries are very<br />
different, CASs are selective in their use of SSP guidance. Under the country model,<br />
selectivity is to be expected in the CAS, and not all sector priorities can, or indeed,<br />
should be reflected in each CAS. However, the influence of SSPs on CASs remains<br />
indirect and limited.<br />
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