Organization of the Report The report is organized in six chapters. The next three chapters analyze the three vertical dimensions—strategy, knowledge, and quality—from the evaluative framework (Figure 1.3). Chapter two discusses the alignment among sector and global strategies and country strategies and programs, followed by the findings on responsiveness and effectiveness of country programs from the analysis of IEG’s CASCR reviews. Chapter three is an in-depth assessment of knowledge issues, including the effectiveness of knowledge services based on the staff survey and manager interviews, a detailed analysis of cross support, and an analysis of budget data relevant to the matrix system. Chapter four reviews the incentives and accountability for delivering quality lending products and nonlending services based on reviews of the Bank’s portfolio, the focus countries, the focus sectors and the regional matrix profiles; and the findings from the staff survey, manager interviews, and focus group discussions. Chapter five discusses cross-cutting organizational structure and institutional issues that are impeding the Bank’s effectiveness. Chapter six provides recommendations for strengthening the Bank’s organizational effectiveness. Additional findings from the background papers and analyses are summarized in the form of appendixes to this report.
Notes 1 See Wapenhans 1992, 1994; and Pincus and Winters 2002. 2 This request was reiterated at an informal meeting of the Board on March 16, 2010, where Bank management presented its proposed matrix reform. 3 Board briefing on Change Management, January 1996. 4 The Wapenhans Report (1992) and first QAG reviews, which cover projects approved before 1997, indicated that about one-third of Bank projects were not likely to have satisfactory outcomes. 5 On the sector side, primary responsibility for management of the Sector Boards, which govern the sector groups and sector staff, rests with sector managers and not with sector directors. 6 The term “anchor” is also used loosely sometimes to refer to the network VPU, which consists of the vice president’s front office and the sector anchors within that VPU. 7 “Assessment of the Strategic Compact.” Internal World Bank document. March 13, 2001. 8 The remaining staff are in other central units including Administrative and Client Support, Communications, Concessional Finance and Global Partnerships, Controller’s unit, Corporate Finance and Risk Management, Corporate Secretariat, External Affairs, General Services, Health Services, Human Resources, Independent Evaluation Group, Information Solutions Group, Information Management and
Introduction and Context
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