An expectation of cross-sector and cross-thematic work is typical, but declining, in the design of operations. On average, 45 percent of each operation approved by the Bank between FY1995 and FY2010 was flagged as devoted to a sector not affiliated with the Sector Board that governed the operation.5 The share for investment lending was lower—at 41 percent—and relatively flat until FY07, after which it began a steep decline to 33 percent for the three-year average over FY08-10, as shown in Figure 4.4. For non-affiliated themes, the share was 56 percent over the period for all operations and 55 percent for investment loans. The share devoted to non-affiliated themes among investment loans rose modestly to 61 percent in FY01, after which it began a steady decline, dropping to 46 percent for the three-year average over FY08-10. Appendix J provides more details. DPLs are designed as more cross-sectoral and cross-thematic than investment loans. The average proportion of development policy operations devoted to non-affiliated sectors and themes rose steadily over the period, exceeding 70 percent for both for the three-year average over FY08-10. But even for DPLs, the policy focus inherent in the operation makes it easier to indicate linkages to multiple sectors without actual collaboration across sector units, as demonstrated in IEG’s evaluation of Poverty Reduction Support Credits (IEG 2010). But the Bank has not been able to mobilize the relevant expertise to deliver these cross-sector and cross-thematic operations: actual collaboration across sectors by staff working in different units is far below expectations. One of the objectives of matrix reform was to break the silos of sector staff trapped in divisions within separate country departments. The creation of
Incentives
Table 4.2
Percentage of Respondents Indicating That Incentives Influence Their Behavior to a Substantial Extent Collaborate across sectors
Mobilize Bank-wide expertise
Adapt knowledge to country needs
Give priority to meeting lending targets
Focus on results
Use M&E to improve quality
Messages from senior management
25
19
19
47
34
22
Desire for performance review, promotion, salary increase
28
20
20
44
39
24
45
40
29
47
37
27
34
33
33
28
26
20
Control over task budgets Access to earmarked trust funds Cross sector career advancement
32
21
19
32
31
22
Recognition by peers
42
43
46
38
54
37
Job satisfaction
71
60
62
45
70
51
Source: IEG Matrix Evaluation Staff Survey.
82
The Matrix System at Work