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Doing Things Differently in FCS

Yongmei Zhou, CCSD ManagerCivil Society Policy Forum @ Annual Meetings

October 10th 2013

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CCSD: The Change Agent for the Bank FCS Reform

To advocate for changes that will increase WBG impact in FCS

To support country and project teams working in FCS through strategy and

operational support, knowledge dissemination and training

Based in Nairobi and Washington DC

Multi-disciplinary skills: conflict & violence, governance, economics, private

sector, gender, partnerships, procurement, financial management, M&E,

safeguards, operations

CCSD

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5-point plan to increase impact in FCS

Designing integrated WBG country strategies to better address the

drivers of conflict and fragility

Creating more agile operational policies and risk management

practices that promote responsiveness and adaptation in FCS

HR reforms to enhance the client engagement in FCS

Increasing funding to respond to the peace- and state-building goals

of FCSs

Building a stronger community of practice around FCS issues.3

CCSD

FCS Strategies Shifting Along WDR Priorities but Still a Long Way to Go

Well aligned Moderate alignment Not well aligned

% of CAS/ISN aligned to approaches and frameworks

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Pre-WDR

Post-WDR

FCVFramework

Substance of projects

Implementation issues

Riskframework

Resultframework Partnership

s

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CCSD

CCSD support for country teams

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Enhancing FCS CAS/ISN In its first year, CCSD provided support on demand to the development of

15 CASs and ISNs, including:

• Diagnostics of fragility and conflict (e.g. Yemen, Guinea)

• In-country strategy clinics to integrate conflict and fragility across

country and regional programs (e.g. Sahel, CAR)

• Support to Government policy dialogue (e.g. Cote d’Ivoire)

• Support to the New Deal fragility assessments (e.g. Timor L’este, Liberia,

Sierra Leone)

• Framing of CAS/ISN: DRC, Somalia, Sudan, South Sudan

CCSD

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Operational support

• Staff guidance– “Secrets of Trade” notes– Operational Core Course for FCS Staff– Clinics with country teams

• Co-design with sector staff iconic projects• Unblocking implementation bottlenecks• Building country systems

ChallengesCCSD

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Understand the drivers of conflict and fragility while formulating CAS

Understanding, yes; but response? Client dialogue on sensitive issues

Selectivity within a small IDA envelope

Turning a coherent storyline into an impactful program Getting results in hot topic areas: justice, security, extractive, job creation

Doing development projects differently in insecure areas

Long-term transformation v.s. short-term project cycle: how to recognize progress? How to deal with reversal?

Good news: FCS portfolio performance currently on par with non-FCS

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CCSD

Perceived High Risk of FCS Projects Not Matched by Actual Performance:

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Proj at Risk % Effect Delay % Overage Projects % Problem Projects % Potential Problem Projects %

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

FCS Non-FCS

Bank Spending per $1000 IDA Lending

2004 2005 2006 2007 2008 2009 2010 2011 20120

5

10

15

20

25

Non-Fragile WBG Clients Fragile WBG Clients

2004 2005 2006 2007 2008 2009 2010 2011 20120

5

10

15

20

25

Non-Fragile WBG Clients Fragile WBG Clients

2004 2005 2006 2007 2008 2009 2010 2011 20120

5

10

15

20

25

Non-Fragile WBG Clients Fragile WBG Clients

But business in FCS is Costly

2004 2005 2006 2007 2008 2009 2010 2011 20120

5

10

15

20

25

Non-Fragile WBG Clients Fragile WBG ClientsFCSNon-FCS

CCSD

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Getting the Right Staff to FCS HR package agreed, including

• New tools to attract the best locally recruited and regional staff from

global offices, including new third country national and local benefits

package and scarce skills premium as required

• Stronger career path management for FCS assignments, including FCS

experience desired for H level promotion criteria and “next assignment”

predictability

• Differentiating FCS offices to ensure better targeting of mobility and non-

family post benefits

• New flexibility for STCs and ETCs in FCS

• Results monitoring through regular reporting on facetime in FCS countries

CCSD

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The WBG Change Process: Implication for FCV?

• Corporate strategy identifies FCV as a priority• Ongoing budget review • CCSD working with the global practices– Co-create new products for FCS: e.g., E4D– Accountability within each global practice for

improving FCS portfolio, managing talents, disseminate new FCS products

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How do we work together?

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