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

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CHAPTER 2 THE STRATEGIC ALIGNMENT OF SECTOR AND COUNTRY PRIORITIES 2.50 Middle-income countries, such as Brazil, India, and Mexico, sometimes view action on major GPG issues as a vehicle for global leadership and request support from the Bank on these issues. This reduces the tension between global and local demands. In these countries GPGs find their way into the country program more easily. In countries that do not see direct benefits from investment in GPGs, pressure from the Bank to take action is seen as an imposition, and GPGs are not seen as important for the national development agenda. This extends to Bank staff working in the Regions. At the same time it needs to be recognized that not all GPGs are relevant to all countries, nor can all countries make an appreciable contribution to GPG agendas. MAINSTREAMING OF CORPORATE PRIORITIES INTO OPERATIONS 2.51 Corporate priorities—such as improving the quality of the environment and supporting improvements in governance and institutional capacity—typically cannot be achieved through assistance in a single sector. On the contrary, they must be mainstreamed into operations and analytical work in many sectors in order to be achieved. 2.52 Task teams are required to assign sector and theme codes to all activities that directly serve an external client and are used for corporate reporting. 30 In the Bank’s portfolio, each project can have a maximum of five sectors and five themes, with a percentage allocated to each sector and theme. The identification of sectors and themes is based on self-reporting by task teams in project appraisal documents and provides a proxy of the extent to which task teams consider sectors and themes of other Sector Boards relevant to their respective projects. IEG analyzed the distribution of sectors and themes by classifying them into affiliated and nonaffiliated categories based on their linkage with particular Sector Boards as determined by the Bank (for a description of the methodology see Appendix B). Affiliated sectors and themes are those that are directly associated with the Sector Board sponsoring the project. Non-affiliated sectors and themes refer to those that are associated with other Sector Boards. 2.53 Among the three corporate priorities that were analyzed, public sector governance (PSG) is the most prevalent in the portfolio, identified as a sector in 48 percent of all operations not mapped to the PSG Sector Board during FY07-10 and as a theme in 29 percent. Comparable figures for environment and social development and gender themes were 19 percent and 16 percent, respectively. Data from two periods—FY95-98 and FY07-10 show that the average allocation in the projects mapped to other Sector Boards declined for environment (from 9 percent to 7 percent) and for social development and gender (from 7 percent to 4 percent), while for PSG it increased marginally from 9 percent to 10 percent as a theme, but 33
CHAPTER 2 THE STRATEGIC ALIGNMENT OF SECTOR AND COUNTRY PRIORITIES decreased as a non-affiliated sector from 20 percent to 16 percent in the same time period (Appendix J). Efficiency and Effectiveness of Strategic Alignment 2.54 This section assesses the efficiency and effectiveness of strategic alignment in terms of the efficiency of resource use for strategy development and the extent to which the Bank has been effective in achieving strategic alignment between country programs and operations, and Bank priorities and client needs. COSTS OF COUNTRY AND SECTOR STRATEGIES 2.55 The Bank invests considerable resources in developing sector and corporate strategies. In aggregate, the Bank spends twice as much on sector strategies as it does on country strategies, and the average expended per SSP developed is 38 times higher than for a CAS. Actual expenditure on sector strategy development is substantial ($118 million over the FY02-10 period), just over half of which is spent by the Regions on sector strategy development, compared to approximately $62 million for CASs over the same period. In FY10 alone, the Bank reportedly spent $13.5 million on SSPs compared to $6.7 million on CASs. 31 The funds expended on SSP development during the FY02-10 period, including regional costs, averaged $9.0 million per new strategy 32 developed overall or $3.8 million if only including network anchor costs (Box 2.1). These are non-trivial sums, yet the country model militates against effective integration in country programs. 2.56 There is an absence of corporate oversight of resource utilization for sector strategy development. While the aggregate amount charged to sector strategy development is clearly identifiable, obtaining precise numbers on how much individual SSPs cost is virtually impossible because of parallel expenditures on background papers as well as expenditures charged to internal orders all listed under the strategy development business process. Aggregate expenditures give a good picture of the orders of magnitude of staff time and resources being spent on, or at least charged to sector strategy development. 34
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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
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Overview The Matrix System at Work
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OVERVIEW rather than on the 1997 ma
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OVERVIEW satisfactory or better in
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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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