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Trust Fund Management Framework
Fiduciary ForumPresented by Trust Fund Operations Department
March 2008
At end FY2007, the WBG was holding a total stock of US$21.4 billion in TF assets, of which US$13.77 billion were in the form of cash and investments, and US$7.63 million in promissory notes.
Funds Held in Cash, Investments and Promissory Notes in FY2003-07
6,887
8,587
9,308
10,554
13,768
2,255
2,561
7,631
0 5,000 10,000 15,000 20,000 25,000
FY2003
FY2004
FY2005
FY2006
FY2007
$ millions
Cash and Investments PNs
Trust fund disbursements constituted an increasingly larger share of resources channeled to IDA-eligible countries and IBRD countries
12,150
6,700
2,561
10,391
6,461
3,276
10,094
8,488
4,128
12,223
8,444
4,374
11,055
8,579
5,808
0
5,000
10,000
15,000
20,000
25,000
30,000
FY03 FY04 FY05 FY06 FY07
Total IBRD, IDA and TF Disbursements (US$ Millions)
TFs
IDA
IBRD
Earlier Reforms
Since FY02, reforms to strengthen the TF control framework:
Standardization/simplificationSegregation of duties e-Trust Funds project: Mandatory Learning and Accreditation Program Phase-out of consultant procurement “tied” to nationalityPartnership Review (PRN) process
Impact of reformsFairly robust framework, with all trust funds subject to standard ex ante, implementation, and ex post controls that provide reasonable assuranceDonor confidence evidenced by growth of portfolio
TFMF ComponentsEnhancing Strategic Selectivity of the TF portfolio
Putting TFs in broader context of operational programs and business needs, particularly for large Trust Fund proposals
Strengthening Risk- and Results-ManagementRefined and strengthened standard controlsSpecialized controls tailored to type-specific risksStrengthened results focus
Enhancing Operational Efficiency and SustainabilitySimpler, output-focused EFO instrument in support of WB work, with no minimum or maximum size and no feesStreamlined fee structure with higher minimum TF threshold, continued cost-sharing by WB, and more use of customized arrangements
Expected OutcomesFramework for TF Management
TFMF Steering committeeIntegrate policies/procedures applicable to external financing/partnerships
WBG-wide harmonization on TFs On untying of funds, fees, risk management
Strengthened Strategic Focus of Donor Relations
Facilitate OVPs' dialogue with key donors through joint CFP/EXT donor country profiles
Pillar-1 Objective: Promoting a More Strategic Approach to TF Management
Promote use of VPU-level TF Management Plans
Get TFs more systematically reflected in CASs & CAS progress/completion reports
Establish a Senior Management Review mechanism (to review and approve large, innovative and evolving TF partnership proposals)
Pillar-2 Objective: Strengthen Risk Management & Controls
Refine and enforce standard controls (ex ante, implementation, ex post)
More systematically address portfolio-wide risks
Reassess efficiency/sequencing of clearance processes to improve coordination and reduce transaction costs for TTLs and donors
Federated Approach to TF Management
World Bank Managing Units
(Regions & Networks; HQ and Country Offices)
Recipients
Other Central Units(Legal, HR,
ISG,…)
Program Secretariats Operations Quality,
incl. Procurement &Financial Mgmt
Oversight(TQC, IEG, IAD)
Finance Units (CFP, CSR)
Don
ors
GoverningBodies
Increasing Focus on Risks and Results
Donors and Recipients want reassurance on use of, and outcomes from, TFs. New framework aims to provide through focus on risks and results.
Three main businesses:BETFs—World Bank-executed trust funds;RETFs—Recipient-executed trust funds;FIFs—Financial intermediary funds.
Different types of TFs carry differing risks. Most large programs supported by TFs have
separate annual reports on their activities and results; subject to periodic independent evaluations. However, TFs are also part of a much wider results picture; attribution is complex (as for IDA/IBRD).
Principles Governing Trust Fund Administration
Different types of TFs carry differing risks, which require tailored controls, thus:
BETFs: manage non-compliance, dependency by budget integrationRETFs linked to WB ops: manage operational risks by aligning with existing operational strategy and budget processes
For FIFs need additional targeted controls and a risk-based approach:
Upstream Senior Management review of proposal’s risks from operational, financial, and aid architecture perspective---both new and evolving TFs.Constitute Senior Manager strategic oversight group.Review organizational framework to ensure that regulatory imperatives (risk mitigation) are balanced with operational ones (e.g. timeliness).
Pillar 2 Planned Actions Apply existing upstream TF and partnership
review processes consistently and explicitly to all relevant fund proposals; including Senior Management Review of FIFs
Review roles and responsibilities of Central Units and efficiency of existing clearance processes
Improve efficiency of TF administration through simplification, automation .. Mandatory Bank-wide roll-out of newly-developed e-TF tools: TFP (replacing IBTF), GPA and GFR
Pillar 2 Planned ActionsStrengthen monitoring and evaluation
of trust-funded activities & sharpen their results focus
• ICM compliance to capture intermediate outcomes • Evaluations to cover all large TFs • IEG to review TFs in its country/sector evaluations
Develop systems & processes for EFOs (building upon existing reimbursable arrangements)
• Specified deliverables/timeframe; reporting focused on outputs; integrated in Bank's budgetary and HR processes
• Standard legal agreement template
Pillar 2 Planned Actions
Integrate BETFs (along with EFOs and TF fee income) with existing Bank administrative budget and WPA processes
• Guidelines and accountability framework
• integrate planning, forecasting, monitoring and reporting of BETFs with BB
Align RETFs with processes, systems, and oversight arrangements applicable to IBRD/IDA lending operations -- including fiduciary and safeguard policies and application of the results framework
Pillar 3 Enhancing Operational Efficiency & Sustainability
Increase in Minimum threshold for establishing a new TF to $1 million (from $200,000).
Donors can still contribute < $1m for WB work under a new, streamlined facility (Externally Funded Outputs, EFOs).
Pillar 3- Action: Revise Fee Structure
Set-up charge of $35,000 will be applied to each new TF that carries a standard fee (to meet average establishment costs). For all other TFs, WB will aim to recover full costs through customized fee arrangements. Refine processes to track admin. & operational costs, and Improve fee income allocation to operational & central VPUsWB will continue to share costs of administering and supervising TFs directly supporting our work or preparation of WB-financed projects.
TF Policy Related Actions
Issue New OP/BP (New OP embodying the Board-approved policy principles)
Update Trust Fund Handbook
Issue Compendium of External Financing Policies & Procedures
TF Acceptance CriteriaConsistency with the Bank’s purposes and mandate. Activities are in keeping with the Articles of Agreement of IBRD and IDA.
Strategic Relevance. Activities financed from the trust fund are aligned with the Bank’s strategies.
Risk Management and Controls. The risks arising from the trust fund, including those arising from any conflicts of interest or any restrictions on its use, are explicitly considered and are judged to be acceptable and manageable by the Bank.
TF Acceptance CriteriaGovernance. The Bank has decision-making authority in the use of the funds adequate to fulfill its roles in administering the specific type of trust fund.
Nationality Restrictions on Procurement. The Bank does not accept any contribution to a trust fund that imposes nationality restrictions on procurement (as distinct from nationality restrictions on recruitment, which may still be accepted)
Operational Efficiency and Sustainability. Trust funds are of a sufficient size to ensure efficient administration, and preferably are programmatic in design. The Bank recovers the costs of performing agreed roles in administering a trust fund, taking into account benefits associated with such funding.