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CHAPTER 3 THE PROMISE OF A KNOWLEDGE BANK the Bank’s knowledge thus has a limited shelf life and limited use value. The only exception is knowledge produced by DEC, which is widely disseminated to a global audience, but Bank operations make very limited use of DEC’s knowledge. 3.47 The Bank generates a large volume of knowledge embedded in its operations but lacks the ability to efficiently capture and share that knowledge. The Bank’s knowledge report (Knowledge for Development 2011: The State of World Bank Knowledge Services) estimates that the Bank spends $2.5 billion a year 50 on embedded knowledge, four times the amount spent on core knowledge products. Embedded knowledge produced for individual operations suffers from the same production inefficiencies as explicit knowledge, and is mostly buried within the documentation of that project or program. Management does not have any system in place to capture, share, or even track embedded knowledge across the Bank. Given the volume of embedded knowledge, these inefficiencies need to be addressed urgently. 3.48 The availability of trust funds has led to an increase in core knowledge production by 50 percent, but the Bank’s budget for knowledge barely increased. The growing reliance on trust funds generates inefficiencies and risks. While the share of the Bank’s gross administrative budget spent on core knowledge has remained steady at approximately 15 percent over the FY02-10 period, trust funds for core knowledge have more than doubled in real terms over the same period, growing from $107 million in FY02 to $245 million in FY10. This has resulted in growing reliance on external financing for the Bank’s core knowledge products, with external financing for core knowledge growing from 27 percent in FY02 to at least 40 percent in FY10 (Figure 3.5). Figure 3.5. BETFs Now Finance More Than 40 Percent of the Bank’s Core Knowledge Products 700 600 (Constant 2010 US$ millions) 500 400 300 200 100 40% 31% 36% 28% 31% 30% 33% 28% 27% 73% 72% 72% 69% 70% 67% 69% 64% 60% BETFs BB Actuals 0 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 Source: World Bank database. 57
CHAPTER 3 THE PROMISE OF A KNOWLEDGE BANK 3.49 Reliance on trust funds also gives rise to questions about relevance and quality since most BETFs are earmarked for special, sometimes supply-driven, purposes. IEG’s evaluation of trust funds (IEG 2011) also raised concern over the growing use of BETFs as they are not allocated within the Bank’s budgeting process which relies on the tensions between country and sector units to balance the needs of both sides of the matrix structure, leading to non-strategic allocation of resources. Staff report high transaction costs both in soliciting funds from multiple trust funds and in tracking and reporting separately on a myriad of different trust funds that have their own grant-making procedures and reporting requirements. The priority given to lending induces even greater reliance on trust funds for AAA tasks since country directors feel that the sector units will be able to mobilize trust funds for AAA more easily. But this increases inefficiency and undermines the effectiveness of strategic planning for knowledge, sometimes leading to a distortion of Bank priorities and quality problems arising from looser oversight than for operations financed by the Bank’s budget. 3.50 Trust funds play a significant role in the implementation of corporate priorities such as governance and gender, and GPGs, such as climate change, which may not otherwise be integrated into country programs. However, this undermines the effectiveness of strategic planning for knowledge and creates a disincentive to integrate these corporate priorities within country program budgets. This may be justifiable for those GPGs where the externalities are significantly greater than incountry benefits. 3.51 Tacit knowledge is largely unmonitored, making it difficult to assess its efficiency and effectiveness. Tacit knowledge resides in the form of operational experience of Bank staff, clients, and partners and is much harder to monitor. While the magnitude of explicit knowledge is known—at least in terms of the number of knowledge products “delivered” and spending on knowledge products—“the Bank has yet to put a value on the tacit knowledge staff, partners, and clients have developed in the course of their work” (World Bank 2011: 20). The only portion of tacit knowledge that can be tracked and analyzed at present is the movement of staff and cross support, and even that is constrained by incomplete and inconsistent data across the Regions. 3.52 Sector silos persist, but Region and network silos are even stronger. Overall, the flow of tacit knowledge through cross support has been rather limited, is declining in volume, and is constrained by structural boundaries. This is not what the matrix system aimed to achieve. First, there has been a decrease in inter-VPU cross support. Second, the percentage of cross support from network anchors to the Regions has halved during the same period as a percentage of network anchors’ staff 58
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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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OVERVIEW toward capacity building a
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OVERVIEW Innovation in the field is
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OVERVIEW Figure D. Outcomes of Bank
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OVERVIEW modernization in the corpo
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OVERVIEW management structure but t
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OVERVIEW Structure Bank-wide matrix
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MANAGEMENT RESPONSE interest and ow
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MANAGEMENT RESPONSE Management cons
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MANAGEMENT RESPONSE that reach far
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CHAPTER 1 INTRODUCTION AND CONTEXT
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CHAPTER 1 INTRODUCTION AND CONTEXT
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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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