Global PartnershipsPresentation to World Bank Group Donor Forum

Jane Kirby-ZakiGlobal Partnership and Trust Fund Policies (CFPTP)

Paris, May 26th, 2009

Respond to Crises

Global Issues driving Development Agenda

- i.e. MDGs -

Need to deliver more

Global Public Goods

Partnerships2

Globalization

Why are “partnerships” an instrument of choice in development today?

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Corporates

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Civil

Society

International Orgs.

Collective Action

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Many factors drive creation of partnerships

• A networked world – efficiency and political drivers– Desire for innovation and transcending old power relationships.– Sharing of comparative advantages and mandates.– A way to fill gaps in global governance with new stakeholders.– Linking global concerns to country level action. – More powerful advocacy and visibility; influencing multilateral institutions.

• Are partnerships the new multilateralism? – Partnerships create a web of relationships and programs, bringing in new players, but are NOT a substitute for the international system.– Rather they rely on strong agencies for operational “platform” role and other services (MDBs, UN, and NGOs).

Partnership structures are diverse – a general typology

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Type Decisions Funding Scale RangeCollaborative Shared based on an

MoU or other statement of intent to cooperate, but each partner responsible to its own governance structure.

In parallel – each funder takes responsibility for any use of its funds

Simple MoU to larger concerted action among institutions.

Programmatic Shared through a governing body (decision-making or advisory). Continuous throughout life of program.

Joint, through trust fund and/or other grant mechanisms.

Simple grant program for small-scale activities to vertical fund for investment

Transactional Can be shared, but focus on a specific project, investment, event, or study.

In parallel or joint, but focused around the specific project.

From a small short-term event to a project implemented over several years.

More on diversity…

• All three types can be meaningful and powerful: branding is critical.

• Some initiatives may involve more than one partnership modality.

• Accountability varies according to structure, but may not control for reputational risks.

• Many partnerships combine knowledge functions with service or investment activities.

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A global initiative can have many partnership elements: Avian and

Human Influenza example

• WHO, FAO, OIE Framework Agreements: Collaborative arrangements among three separate international institutions with global mandates to combat Avian Influenza on the human and animal health sides.

• UNSIC : The UN System Influenza Coordinator office created in 2005 to coordinate the UN system-wide response.

• World Bank GPAI: The Bank's main focus was on stimulating country level action. “Horizontal APL” operation incorporating WHO-FAO-OIE standards, with streamlined approval was developed.

• AHI Facility: Some donors wanted to create a central fund at the Bank for the crisis response to zoonotic disease. Funding from Japan's trust funds was also increased.

• Financing Framework: For the Beijing Conference in December 2005 and forward, donors made pledges for their financial response to Avian and Human Influenza. Donor polling was undertaken to update the Framework.

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Partnership Program Examples(about 200 involving Bank, across sectors, based inside and outside)

Sustainable Development• CGIAR• GEF • Climate Investment Funds• Global Forest Partnership• TerrAfrica• PROFISH• PPIAF• Cities AllianceGovernance• Stolen Assets Recovery• Governance Partnership FacilityTrade• Global Aid for Trade• Enhanced Integrated FrameworkGender• SAGE • Gender Innovation Fund

Health• International Health Partnership• GAVI (including IFFim and AMC)• Health Metrics Network• Tropical Disease ResearchEducation• EFA-FTI• Program for Education StatisticsStatistical Capacity• Statistics for Results Facility• Marrakech Action Plan• PARIS21Financial Sector• CGAP• FIRSTReconstruction/Post-Crisis Funds• Afghanistan Reconstruction TF• Aceh Fund• Timor Leste Funds

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The Bank’s Top Partners – Bilateral Donors

Source: World Bank (SAP) 2009

BelgiumLuxembourg

ItalyAustraliaDenmarkGermanySweden

JapanSwitzerland

NorwayFrance

NetherlandsUS

CanadaUK

0 5 10 15 20 25 30 35 40 45

Donors participating in more than 10 Partnership Programs

Number of Programs (Global & Regional)

The Bank’s Top Partners – International Organizations

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UNESCOILOIFC

UNEPUNICEF

FAOEUIMF

IADBADB

OECDAfDBWHO

UNDP

0 10 20 30

International Organizations participating in more than 10 Bank Partnership Programs

Number of Programs (Global & regional)

Source: World Bank (SAP 2009)

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The Bank’s Top Partners – Foundations

Source: World Bank (SAP) 2009

World Wildlife Fund (WWF)

Open Society Institute (OSI)

Conservation Interna-tional Foundation

Ford Foundation

Bill and Melinda Gates Foundation

0 2 4 6 8 10 12 14

Foundations participating in 4 or more Partnership Programs

Number of Programs (Global & Regional)

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Trust funds are a key instrument for partnership programs

• Trust Funds provide a way for donors to partner with the Bank, and for donors and other partners to create platforms for joint financing and joint action.

• The Bank’s trustee role must fit with the objectives and activities of the partnership program (financial administration and/or program administration).

• Donors bring funding, but also strategic and technical input, through governing bodies and other elements of partnership program structures.

How do the Paris Declaration and Accra Action Agenda apply to

partnerships?

•Selectivity: is a new channel for aid needed, or can a partnership be formed around existing channels?•Ensure that different channels for aid (whether through partnerships or traditional aid) work together in a harmonized way at country level. •Support country ownership by ensuring that countries retain programming decisions; avoid “intense verticality” (large but narrowly earmarked flows, especially off-budget.

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Thank you!

www.worldbank.org/cfp