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9:10 - 10:45 Session Five
Partnering with the World Bank GroupChair:
Peer Stein, Director, Access to Finance Advisory, IFC
Presenter: Traci Phillips, Advisor, CFP, WB
Panel: Elisabeth Gruber, Senior Advisor, Federal Ministry of Finance, AustriaDiane Barclay, Director, World Bank and Results Section, AusAID, AustraliaAnn Miles, Director Microfinance, Mastercard Foundation, USA
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Partnering with the World Bank Group
Traci PhillipsAdvisor
Concessional Finance and Global PartnershipsWorld Bank
Session 5May 22, 2013
The World Bank Group
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Overarching reasons: (1) benefit from/leverage the experiences of others (2) coordination and/or pooling of resources for a stronger
response
Examples: Dialogue, Advocacy, Knowledge Sharing Operational Coordination Delivery of Global Public Goods Collective Action (e.g. crisis response, food security)
Why the WBG Partners with Others
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Ongoing institutional relationships, such as IMF, other MDBs, UN system
Operational partnerships at the country level Partnership Programs (PP) – global or regional in
scope, thematic in nature Types of partners include:
Governments (donors and client countries) Other international organizations Newer actors such as CSOs, foundations, and the private
sector
Types of Partnerships and Partners
Key Characteristics of Partnership Programs:
• Partnership Bodies facilitate shared decision-making on:
• strategic priorities • program objectives • allocation criteria• results frameworks
• Multi-Country Scope to address:
• global public goods • other global/regional issues• collective action • perceived gaps in aid
• Dedicated financing
• IBRD/IDA Trust Funds • FIFs • Bank grants
Partnership Programs Structure
Decision-Making or Advisory
Program Management and Administration of Funds
Implementation of Development Activities
Partnership Body
Partnership ProgramManagement Unit/Secretariat
Country Level Activities
Global/Regional Level Activities
Funding Mechanism
Illustrative Partnership Program Structure
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Large, broadly multilateral programs supported by FIFs Most appropriate in responding to major global priorities (GEF, CIFs, GAFSP, etc.) Bank—by acting as Trustee and Secretariat—can play a convening function. Engage multiple agencies in implementation.
Trust Funded programs implemented in the World Bank Group Donors may be highly engaged (CGAP, EITI-TAF) or lightly engaged (e.g., donor
council that meets once a year, focused mainly on strategy). Potential cost of additional engagement needs to be justified by a robust
partnering objective. Innovative public-private partnerships Mastercard Foundation/IFC Financial Services for Africa. Innovative Finance mechanisms, such as the Advanced Market Commitments
(AMC).
Partnership Programs Structure : Options
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WBG Strategic Framework
WBG Goals
End Extreme Povertythe percentage of people living with less
than US$1.25 / day to fall to 3 percent by 2030
Promote Shared Prosperityfaster income growth of bottom 40%
population in every country
Achieving the goals must be sustainable in the long term – environmentally, socially and fiscally
Serve Poor and Vulnerable People Everywhere
focus on poor people in all countries
Recognize the Diversity of Clients country, private sector, global
Focus on Development Solutions based on goals, client needs, comparative advantage,
evidence
Work as One World Bank Group leveraging institutional knowledge and financing
Exercise Dynamic Selectivity link to goals, comparative advantage, impact
Building Blocks
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Past efforts to strengthen selectivity have not translated to clear process to consider at the institutional level Potential for duplication among PPs or substitution with other instruments
Striking the right balance among potential tradeoffs Country v. Global approach (i.e. bottom-up “demand” v. top-down “supply”) Resource tradeoffs: new opportunities v. core lending functions Larger more inclusive decision-making v. leaner more efficient structure Accountability: to traditional WBG structure (Senior Management and the
Board) v. partnership body
Customized approaches need to capture lessons learned Develop feedback loops
Lifecycle Challenges
Selectivity for Partnership Programs
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Goals
Ensure the Bank builds on its own strengths when participating in Partnership Programs
Maintain flexibility to respond to emerging needs
Balance institutional priorities against international demands
PP that is relevant to country-level development impact
Effectiveness and efficiency of governance structures
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Strategic Selectivity Principles Need for collective action or close coordination involving the Bank
Participation consistent with strategic priorities, comparative advantage
Avoid aid fragmentation, proliferation of financing mechanisms
Participation should ultimately benefit client countries
Partners should share a commitment to common objectives
Design Principles Overarching: level of accountability must be aligned with level of control
Roles and responsibilities are clearly articulated and agreed among partners
Participation on PP bodies should be properly framed (Terms of Reference)
Funding mechanism should be well suited to the PP needs
Selectivity for Partnership Programs
IFC Example of a Broad Based Partnership Approach
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Framework Element
Approach Advantages
Funds mobilization Donors, DFI/IFIs for investment, advisory work Leverage public funds alongside private
Thought leadership SME Finance Forum as a platform Share knowledge on priority issues
Awareness among global leaders
G20 SME Finance Challenge and the Global Partnership for Financial Inclusion
Informs and drives context & change
Convening Power Synergies with DFIs, public/private sector for broader impact
Wider mobilization; increased efficiency
Delivery Mechanism: Global SME Finance Initiative• Results & Impact: 200,000 SMEs, 50,000 Women SMEs, $8 billion SME loans, 1 million jobs.• Leverage: $64mn for concessional tranche brings over $500mn IFI funding.
$56mn for advisory brings greater client & other partner funding.• Scalability: Contributions from DFID and EIB; alongside private sector clients: banks and MFIs. • Efficiency: Economies of scale for project implementation, technical expertise.• Effectiveness: Combination of Investment and Advisory Services for holistic solution.
The G20 Global Financial Inclusion Agenda
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What makes partnering with the WBG an attractive proposition?
How can we work together to create Partnership Programs that are strategically aligned with Bank priorities but mutually beneficial for all partners?
Under what circumstances should the WBG and its partners create new programs rather than make use of existing mechanisms?
How can we more effectively include non-traditional partners such as CSOs, foundations and the private sector?
Questions for Discussion
Example of Partnership Centered on Learning – The MasterCard Foundation
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Project Evaluations
Program Level Evaluation
Cross-Cutting Thematic
EvaluationsBenchmarking
Learning Publish Evaluation Results
Annual Conference and Industry Events Technical Research
Knowledge Guides and Practice Notes
Key Learning QuestionsCritical success factors for scaling financial access for the poor? Reasons for failure?
What kinds of interventions create most access?What can we learn about the impact on clients?
Technical Research to Inform ApproachProj
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