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 />
2.50 Middle-income countries, such as Brazil, India, and Mexico, sometimes<br />
view action on major GPG issues as a vehicle for global leadership and request<br />
support from the Bank on these issues. This reduces the tension between global<br />
and local demands. In these countries GPGs find their way into the country program<br />
more easily. In countries th<strong>at</strong> do not see direct benefits from investment in GPGs,<br />
pressure from the Bank to take action is seen as an imposition, and GPGs are not<br />
seen as important for the n<strong>at</strong>ional development agenda. This extends to Bank staff<br />
working in the Regions. At the same time it needs to be recognized th<strong>at</strong> not all GPGs<br />
are relevant to all countries, nor can all countries make an appreciable contribution<br />
to GPG agendas.<br />
MAINSTREAMING OF CORPORATE PRIORITIES INTO OPERATIONS<br />
2.51 Corpor<strong>at</strong>e priorities—such as improving the quality of the environment and<br />
supporting improvements in governance and institutional capacity—typically<br />
cannot be achieved through assistance in a single sector. On the contrary, they must<br />
be mainstreamed into oper<strong>at</strong>ions and analytical work in many sectors in order to be<br />
achieved.<br />
2.52 Task teams are required to assign sector and theme codes to all activities th<strong>at</strong><br />
directly serve an external client and are used for corpor<strong>at</strong>e reporting. 30 In the Bank’s<br />
portfolio, each project can have a maximum of five sectors and five themes, with a<br />
percentage alloc<strong>at</strong>ed to each sector and theme. <strong>The</strong> identific<strong>at</strong>ion of sectors and<br />
themes is based on self-reporting by task teams in project appraisal documents and<br />
provides a proxy of the extent to which task teams consider sectors and themes of<br />
other Sector Boards relevant to their respective projects. IEG analyzed the<br />
distribution of sectors and themes by classifying them into affili<strong>at</strong>ed and nonaffili<strong>at</strong>ed<br />
c<strong>at</strong>egories based on their linkage with particular Sector Boards as<br />
determined by the Bank (for a description of the methodology see Appendix B).<br />
Affili<strong>at</strong>ed sectors and themes are those th<strong>at</strong> are directly associ<strong>at</strong>ed with the Sector<br />
Board sponsoring the project. Non-affili<strong>at</strong>ed sectors and themes refer to those th<strong>at</strong><br />
are associ<strong>at</strong>ed with other Sector Boards.<br />
2.53 Among the three corpor<strong>at</strong>e priorities th<strong>at</strong> were analyzed, public sector<br />
governance (PSG) is the most prevalent in the portfolio, identified as a sector in 48<br />
percent of all oper<strong>at</strong>ions not mapped to the PSG Sector Board during FY07-10 and as<br />
a theme in 29 percent. Comparable figures for environment and social development<br />
and gender themes were 19 percent and 16 percent, respectively. D<strong>at</strong>a from two<br />
periods—FY95-98 and FY07-10 show th<strong>at</strong> the average alloc<strong>at</strong>ion in the projects<br />
mapped to other Sector Boards declined for environment (from 9 percent to 7<br />
percent) and for social development and gender (from 7 percent to 4 percent), while<br />
for PSG it increased marginally from 9 percent to 10 percent as a theme, but<br />
33