Lunchtime - Session A. Toward a New Partnership Program Management Framework. Traci Phillips CFPVP. May 15-16, 2012 Paris

Transcription

1 Lunchtime - Session A Toward a New Partnership Management Framework Traci Phillips CFPVP May 15-16, 2012 Paris

2 Rationale Portfolio Overview Framework Elements Next Steps and Timeline 2

3 Rationale for a New Partnership Framework Partnerships are essential to the World Bank mission Enshrined in Paris Declaration, Accra, and Busan Means to reduce burden on recipients; improve inclusiveness Draw on strengths of several actors to deliver more effective assistance Facilitate knowledge sharing, intellectual collaboration Global and regional challenges increase need for Partnership s Facilitate collective action by pooling financial and technical resources and using shared decision-making arrangements to achieve outcomes that the Bank and others could not achieve alone Drivers behind a Partnership Management Framework (PPMF) Growth in financial contributions to Partnership s Desire to ensure these arrangements remain effective in meeting objectives Understand good practices (e.g. design, when best to use) 2011 IEG Review 3

4 Overview of the World Bank Partnership Portfolio Key Characteristics of Partnership s Shared decision-making arrangements Global or regional in scope Dedicated financing 186 programs in current World Bank portfolio Received contributions of roughly US$7.4 billion in FY11 Generally financed through IBRD/IDA trust funds, financial intermediary funds (FIFs), or grants from World Bank administrative budget Examples include: Consultative Group for International Agricultural Research (CGIAR) Consultative Group to Assist the Poor (CGAP) Roll Back Malaria Global Environmental Facility (GEF) 4

5 Elements of the Partnership Management Framework Selectivity Oversight/Risk Management Continuous Portfolio Management/Monitoring Assesses how to engage as much as whether to do so Need for collective action Consistent with comparative advantages and strategic priorities of the Bank Links global/regional issue with country-level demand Limits aid fragmentation and/or substitution Shift the focus from risk avoidance to risk management Ensure alignment between Bank s decision-making authority and its roles and accountability Manage potential conflicts of interest from multiple roles Dual loyalty of staff legally employed by the Bank but serving a partnership body Level continuous approach facilitates program evolution, risk management and lessons learned to better inform adjustments Portfolio Level holistic portfolio approach allows monitoring risk of proliferation or fragmentation

6 Annex: Control, Accountability over Funding, Decision-Making, and Operations Type of Funding Instrument Design Features Bank Funding Role Control over Terms of Engagement Control over Ongoing decisionmaking about Strategy, Work, and Allocations Control over Administration Accountability for Knowledge Activities Accountability for Supervision of Investments Umbrella Facility (future) IBRD/IDA Trust Fund (matic) Financial Intermediary Fund Grant Supporting External Recipient (DGF or other IBRD) Partnership IBRD/IDA Trustee IBRD/IDA Trustee IBRD/IDA Trustee IBRD/IDA Trustee Decision-making by the Bank FIF Supporting Internal Partnership Financial Intermediary Fund Trustee FIF Supporting External Partnership Financial Intermediary Fund Trustee External Recipient in Partnership with Bank Decision Grantor Decision-making outside the Bank s Management Structure External Recipient in Partnership without Bank Decision Grantor Examples Gender BNPP, TFESSD GPF, ARFF. ESMAP, JSDF CGAP Cities Alliance GEF, GAFSP, CIFS, GPE GAVI, GFATM CEPF ACET 6

7 Next Steps Partnership Review Forthcoming Information Note or Technical Briefing for Board Provide overview of current portfolio of programs Highlight governance, management, and financing characteristics of the portfolio Partnership Management Framework Ongoing internal and external consultations Board discussion anticipated in Q2 FY13 Multi-year implementation work program Guidelines for staff Update applicable operational policies Improve data collection and information systems 7

8 Questions for Consideration Are the principles for selectivity appropriate? How can we best work together to be an effective partner in promoting collective action while appropriately managing risks to the institution? What are your expectations of the Bank in ensuring close linkages between Partnership s which are global or regional in scope and issues driven -- and country-level demand? How can we minimize the risks of aid fragmentation and substitution of core financing when engaging in new Partnership s? What can we do to further improve information flows regarding the Bank s engagement in Partnership s? 8

9 Thank You 9