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

More documents

Recommendations

Info

CHAPTER 3 THE PROMISE OF A KNOWLEDGE BANK staff at level GF or above, than for staff in the network anchors at 12.5 percent. The Middle East and North Africa Region was the biggest seller among the Regions with 3.8 percent; Europe and Central Asia, with 2.9 percent, had the lowest inter-VPU cross support sales (see Appendix H for details). Demand for cross support varied considerably across the Regions. The Middle East and North Africa Region was also the biggest purchaser of cross support (10 percent), followed by South Asia (7.2 percent). Africa was at the regional average (6.5 percent), with the others somewhat lower. Among network VPUs, HDN, with 15.1 percent, was the biggest provider, followed by 12.7 percent inter-VPU cross support from SDN. Cross support from one network VPU to another was minimal (0.2 percent of staff time). Network anchors purchased an average of 7.8 percent of staff time, of which 5 percent was from the Regions. These findings indicate a slightly higher degree of cross support than recent findings by Bank management, and are more robust because they exclude nontechnical staff. 3.39 Real inter-regional cross support, however, is less than one percent. While the aggregate volume of cross support sales across VPUs appears to be slightly higher than that reported by Bank management, in FY10 cross support across Regions was 1.5 percent of GF+ regional staff time. Even this amount masks actual collaboration across the Regions. Indeed, 0.6 percent of staff time was charged as cross support by staff who had transferred out of a Region within the past 12 months and were continuing work on their previous operations. Correcting for this factor, actual inter-regional cross support in FY10 was 0.9 percent by staff who were not mapped to the purchasing unit in the previous fiscal year. 3.40 The bulk of cross support from network anchors to regional sector units or vice versa has typically been within the boundaries of their respective networks. There was virtually no inter-VPU cross support from regional sector units to anchors of other networks during FY10. SDN and HDN anchor staff provided 9 percent and 10 percent of their time as cross support to HDN and SDN sector units, respectively, but very little to regional units of other networks (Appendix H, Tables H.4 and H.5). 3.41 The share of staff time devoted to cross support has decreased from FY02 to FY10. Total inter-VPU cross support sold was 9,373 staff weeks in FY02, and 9,264 in FY10. Yet, as a percentage of staff time, inter-VPU cross support declined from 7.6 percent in FY02 to 5.2 percent in FY10. Cross-support from network VPUs to Regions also decreased over time. Total network anchor staff time increased from 24,537 in FY02 to 36,807 staff weeks in FY10 but the percentage of cross support from network VPUs to the Regions decreased from 23 percent in FY02 to 12.5 percent of network VPU staff time in FY10 (Figure 3.3) indicating that a growing proportion of anchor staff time is consumed by corporate or global actions. 53
CHAPTER 3 THE PROMISE OF A KNOWLEDGE BANK Figure 3.3. Cross-Support from Network VPUs to the Regions, FY02-FY10 Percentage cross-support sold 35% 30% 25% 20% 15% 10% 5% 0% Source: Business Warehouse Cross Support within VPUs 22.8% FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 3.42 In FY10, cross support within VPUs (intra-VPU cross support) across sector units, between SMUs and CMUs, or from the regional functional nodes to SMUs and CMUs was almost three times as high as inter-VPU cross support. Intra-VPU cross support averaged 13.8 percent overall, 15.6 percent in the Regions, and 9 percent in the network anchors (Figure 3.4). Variations across networks and Regions were significant: cross support within VPUs amounted to 10 percent staff time in the SDN anchor but was barely 0.6 percent in the PREM anchor, indicating that silos are strong within the PREM anchor. Figure 3.4. Cross Support under the Matrix System in FY10 12.5% Fiscal Year SDN HDN PRM FPD Total 4 Anchors Source: Business Warehouse Note: The system records an additional 0.6% inter-regional cross support that in practice is cross support to a staff member’s previous unit within a year of departure. The denominator for Regions is total staff weeks in Regions; for networks, it is total staff weeks in networks. 54
Page 1 and 2:
The Matrix System at Work An Evalua
Page 3 and 4:
©2012 Independent Evaluation Group
Page 5 and 6:
Costs of Country and Sector Strateg
Page 7 and 8:
Table 3.6. Total Cross-Support Sold
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
Page 59 and 60: 2. The Strategic Alignment of Secto
Page 61 and 62: CHAPTER 2 THE STRATEGIC ALIGNMENT O
Page 79 and 80: CHAPTER 3 THE PROMISE OF A KNOWLEDG
Page 93: CHAPTER 3 THE PROMISE OF A KNOWLEDG
Page 103 and 104: CHAPTER 4 DELIVERING QUALITY SERVIC
Page 123 and 124: CHAPTER 5 INSTITUTIONAL ISSUES AND
Page 145 and 146:
6. Conclusions and Recommendations
Page 147 and 148:
CHAPTER 6 CONCLUSIONS AND RECOMMEND
Page 149 and 150:
CHAPTER 6 CONCLUSIONS AND RECOMMEND
Page 152 and 153:
Appendix A Matrix Management and Or
Page 154 and 155:
APPENDIX A MATRIX MANAGEMENT AND OR
Page 156 and 157:
Page 158 and 159:
Page 160 and 161:
Page 162 and 163:
SECONDARY ANALYSIS OF CASCR REVIEWS
Page 164 and 165:
APPENDIX B EVALUATION METHODOLOGY a
Page 166 and 167:
APPENDIX C RESPONSIVENESS AND EFFEC
Page 168 and 169:
Page 170 and 171:
Page 172 and 173:
Page 174 and 175:
Page 176 and 177:
APPENDIX D EXPERIENCE IN THE TRENCH
Page 178 and 179:
Page 180 and 181:
Page 182 and 183:
Page 184 and 185:
Page 186 and 187:
Page 188 and 189:
Page 190 and 191:
Page 192 and 193:
Page 194 and 195:
Page 196 and 197:
Appendix E Key Findings from Sector
Page 198 and 199:
APPENDIX E KEY FINDINGS FROM SECTOR
Page 200 and 201:
Page 202 and 203:
Page 204 and 205:
Page 206 and 207:
Table E.1. Country Directors and Ma
Page 208 and 209:
Page 210 and 211:
# Other Questions Q # 7 APPENDIX E
Page 212 and 213:
Page 214 and 215:
APPENDIX F FOCUS GROUP DISCUSSIONS:
Page 216 and 217:
APPENDIX F FOCUS GROUP DISCUSSIONS:
Page 218 and 219:
Appendix G Comparison of the Six Re
Page 220 and 221:
APPENDIX G PROFILES OF THE BANK’S
Page 222 and 223:
Page 224 and 225:
Page 226 and 227:
Appendix H Working across Organizat
Page 228 and 229:
APPENDIX H WORKING ACROSS ORGANIZAT
Page 230 and 231:
Page 232 and 233:
Page 234 and 235:
Page 236 and 237:
Page 238 and 239:
Appendix I Budgetary Incentives 65.
Page 240 and 241:
APPENDIX I BUDGETARY INCENTIVES Bud
Page 242 and 243:
APPENDIX I BUDGETARY INCENTIVES 72.
Page 244 and 245:
APPENDIX I BUDGETARY INCENTIVES com
Page 246 and 247:
APPENDIX I BUDGETARY INCENTIVES Fig
Page 248 and 249:
APPENDIX I BUDGETARY INCENTIVES mea
Page 250 and 251:
APPENDIX J WORKING ACROSS SECTORS A
Page 252 and 253:
Page 254 and 255:
Page 256 and 257:
Appendix K World Bank Sector Strate
Page 258 and 259:
APPENDIX K WORLD BANK SECTOR STRATE
Page 260 and 261:
APPENDIX K WORLD BANK SECTOR STRATE
Page 262 and 263:
Appendix L International Finance Co
Page 264 and 265:
APPENDIX L IFC 2013 CHANGE INITIATI
Page 266 and 267:
Page 268 and 269:
Page 270 and 271:
APPENDIX M STAFFING DATA Note: Head
Page 272 and 273:
APPENDIX M STAFFING DATA Table M.7.
Page 274 and 275:
Appendix N Managers Interviewed Nam
Page 276 and 277:
References Barnett, Michael N. and
Page 278 and 279:
REFERENCES Sy, Thomas and Laura Sue
Page 280 and 281:
Endnotes 1 See Wapenhans 1992, 1994
Page 282 and 283:
ENDNOTES appropriately assessed by
Page 284 and 285:
ENDNOTES 46 The respondents to this
Page 286:
ENDNOTES 71 See Safeguards and Sust
show all

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

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?