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

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CONTENTS Span of Control of Sector Managers ................................................................................................................................... 88 Span of Control of Sector Directors ..................................................................................................................................... 89 The Effects of the SDN Merger on the Matrix System ............................................................................................ 90 Bank-Wide Level .................................................................................................................................................................. 90 Country Level ....................................................................................................................................................................... 94 Budgetary Incentives as a Driver of Matrix Behaviors ............................................................................................ 96 Overall Resources for Frontline Delivery ............................................................................................................................. 98 Budget Expenditures Within the Regions ............................................................................................................................ 98 Reliance on Trust Funds ........................................................................................................................................................ 99 Budget Incentives for Cross Support ................................................................................................................................. 101 Quality Assurance and Conflicts of Interest .......................................................................................................... 101 Key Findings and Conclusions .............................................................................................................................. 103 6. CONCLUSIONS AND RECOMMENDATIONS ............................................................................... 104 Recommendations ................................................................................................................................................ 107 REFERENCES .................................................................................................................................... 235 ENDNOTES ........................................................................................................................................ 239 Boxes Box 2.1. Sector Strategy Papers at What Cost? ................................................................................... 35 Box 3.1. Sector Manager Perspectives on Primacy of Lending ............................................................. 41 Box 3.2. Social Protection: A Model for Global Knowledge Management? ........................................... 46 Box 5.1. The New FPD Model: Creating “Global Technical Practices” .................................................. 86 Box 5.2. Views on Matrix Issues of EAP Staff Based in SDN Units ...................................................... 95 Box 5.3. IFC’s 2013 Change Initiative ................................................................................................... 97 Tables Table 2.1. Assessment of the Degree of Implementation of Sector Strategies ..................................... 21 Table 2.2. Key Features of Country Strategies and Sector Strategies .................................................. 22 Table 2.3. Basis for Rating Each Component ....................................................................................... 24 Table 2.4. Percentage of Country Programs Rated Moderately Satisfactory or Higher Over Time ....... 25 Table 2.5. Country Program Variables that Require Attention ............................................................... 25 Table 2.6. Integration of Country and Regional Experience in Sector Strategies .................................. 28 Table 2.7. Alignment among Country Strategies and Operations and Sector Strategies ...................... 29 Table 2.8. Greatest Weakness of the World Bank ................................................................................ 36 Table 3.1. Dissemination of Knowledge within the Bank ....................................................................... 45 Table 3.2. Most Knowledge Generated in a Unit is not Shared with Other Units .................................. 46 Table 3.3. Few Staff Use Knowledge Produced Elsewhere .................................................................. 49 Table 3.4. Most Units Do Not Use a Substantial Amount of Knowledge Produced Elsewhere ............. 50 Table 3.5. Proportion of Headquarters-Appointed GF-GI Staff in Unit for more than 5 years ................ 51 iii
Table 3.6. Total Cross-Support Sold by Regions and Network Anchors, FY10 .....................................55 Table 4.1. Percentage of Anchor and sector Staff Indicating They Received Substantial Encouragement to Carry Out the Following Behaviors ..........................................................................75 Table 4.2. Percentage of Respondents Indicating that Incentives Influence Their Behavior to a Substantial Extent ..................................................................................................................................76 Table 5.1. Staff Head Counts of Network VPUs and Selected Central VPUs, FY11 .............................92 Figures Figure 1.1. Bank-Wide Matrix Structure (2012)....................................................................................... 6 Figure 1.2. Matrix-Related Bank Budget Allocation and BETF Mobilization (FY10 data) ........................ 7 Figure 1.3. Matrix Management Evaluative Framework .........................................................................10 Figure 3.1. The Production and Application of Knowledge at the World Bank .......................................42 Figure 3.2. The Composition of Expenditures on Knowledge for External Clients Has Changed Substantially with NLTA Overtaking ESW .............................................................................................44 Figure 3.3. Cross-Support from Network VPUs to the Regions, FY02-FY10 .........................................54 Figure 3.4. Cross Support under the Matrix System in FY10 .................................................................54 Figure 3.5. BETFs Now Finance More Than 40 Percent of the Bank’s Core Knowledge Products .......57 Figure 4.1. Outcomes of Bank-Financed Operations at Exit by Fiscal Year ..........................................63 Figure 4.2. Investment Lending Quality and Outcomes by Fiscal Year of Approval ..............................64 Figure 4.3 The Quality Assurance System has Little Time to Influence many Studies ..........................71 Figure 4.4. Average Share of Investment Loans Allocated to Non-affiliated Sectors and Themes ........77 Figure 5.1. Regional Sector Units Are Delivering More with a Smaller Share of Regional Bank Budgets as Overheads Grow ........................................................................................................99 Figure 5.2. Network Anchors and DEC/WBI Receive a Much Higher Proportion of Trust Funds (BETF) than Bank Budget ................................................................................................100 Figure I.1. Matrix related Bank budget allocation and BETF mobilization flow quite differently (FY10 figures) a, b ..................................................................................................................................198 Figure I.2. Regional sector units are delivering more with less Bank budget as overheads grow Source: World Bank databases. ..................................................................................................200 Figure I.3. With the inclusion of Bank-executed trust funds sector management units are still being squeezedSource: World Bank databases. ...........................................................................................201 Figure I.4. Trust funds represent a substantial and growing share of budget resources for anchors, regions, and research VPUs ................................................................................................................204 Figure I.5. Regions Africa and East Asia and the Pacific and anchor SDN have the most reliance on trust funds (FY08-10 Avgs) Source: World Bank databases. ...............................................................205 Figure I.6.a and b. Network anchors receive a much higher proportion of BETFs than Bank Budget* .......................................................................................................................................206
Page 1 and 2: The Matrix System at Work An Evalua
Page 3 and 4: ©2012 Independent Evaluation Group
Page 5: Costs of Country and Sector Strateg
Page 10: 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
Page 30 and 31: OVERVIEW modernization in the corpo
Page 32 and 33: OVERVIEW management structure but t
Page 34 and 35: OVERVIEW Structure Bank-wide matrix
Page 36 and 37: MANAGEMENT RESPONSE interest and ow
Page 38 and 39: MANAGEMENT RESPONSE Management cons
Page 40: MANAGEMENT RESPONSE that reach far
Page 43 and 44: CHAPTER 1 INTRODUCTION AND CONTEXT
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CHAPTER 1 INTRODUCTION AND CONTEXT
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2. The Strategic Alignment of Secto
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CHAPTER 2 THE STRATEGIC ALIGNMENT O
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CHAPTER 3 THE PROMISE OF A KNOWLEDG
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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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