Figure 1.2 Matrix-Related Bank Budget Allocation and Bank-Executed Trust Fund Mobilization (FY10 Data)
RVP Totals
(BB $1,183m) (BETF $257m)
Reg Functions (BB $213m) (BETF $9m)
CD/CMUs
(BB $246m) (BETF $20m)
SD/SMUs
(BB $724m) (BETF $227m)
BETF Total
BB Total (BB $2,462m)
(BETF $508m)
Regional OPCS (BB $95m) (BETF $5m)
To Other Units (BB $1,069m)
Chief Economist
To Other Units Sector Depts
(BETF $74m)
Other NVP Totals
(BB $210m) (BETF $177m) Source: World Bank databases. Notes: Solid lines highlight the Bank’s budget allocation system; dotted lines indicate unofficial and trust fund sources of financing that must be mobilized outside the budget allocation system. Figures in italics are amounts held within that unit as opposed to total amounts flowing through a given unit.
Scope and Evaluative Questions Scope of the Evaluation The evaluation has reviewed the Bank’s recent experience with matrix management to assess its relevance, effectiveness, and efficiency,9 as well as its effects on development effectiveness. • Relevance (of objectives and design) is defined as the extent to which the objectives are consistent with current development priorities, strategies, and corporate goals, and the extent to which the design is consistent with the stated objectives. • Effectiveness is defined as the extent to which the objectives were achieved, or are expected to be achieved, taking into account their relative importance.
8
The Matrix System at Work