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Doing Things Differently in FCS. Yongmei Zhou, CCSD Manager Civil Society Policy Forum @ Annual Meetings October 10 th 2013. CCSD. CCSD: The Change Agent for the Bank FCS Reform. To advocate for changes that will increase WBG impact in FCS - PowerPoint PPT Presentation
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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
4
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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