PPD Global Review Presentation - by wulinqing

VIEWS: 5 PAGES: 17

									Public-Private Dialogue
Independent evaluation of
30 WBG-supported Public
Private Dialogue and Reform
Platforms for Private
Sector Development

Malcolm Toland

Vienna, Austria
28-30 April 2009
     Contents

I       Purpose of study

II      Inventory of PPD – locations, typologies, focus

III     Reform Outcomes and Economic Impacts

IV      Quality of PPD Process (Evaluation Wheel)

V       Entry and Exit Strategies for Donor Support

VI      Way Forward




                                                          2
I   Purpose of Study – Map, Assess, Recommend

               IFC Initiatives      Presidential Investor
Aceh                   2008
Bangladesh             2007       Advisory Councils (PIACs)
Belarus                2007
Cambodia               1999      Benin           N/A
Chad                   2008      Ghana           2002
Cameroun               2008      Mali            2004
CAR                    2007
                                 Mauritania      N/A
Ethiopia               2008
Laos                   2005      Senegal         2002
Liberia                2007      Tanzania        2002
Nepal                  2008      Uganda          2004
Pakistan               2008
Rwanda                 N/A
Sierra Leone           2007
North Sudan            2007
South Sudan            2007      Convergence Special Projects
Timor Leste            2008
Tonga                  2005
                                        Initiative (SPI)
Vanuatu                2008
Vietnam                1997      Romania         2006
Zambia                 2007      Albania         2008



                                                                3
II      PPD Inventory – 3 Typologies

      IFC supported PPD initiatives (since 1997 but many new)
          Forum, Working Groups, Secretariat
          Some divergence - formation; oversight; WGs; location of Secretariat;
           Government input

      PIACs (since 2002)
          Direct engagement between presidents and prominent investors
          Chaired by country’s President
          Smaller private sector representation (local + international)

      Convergence SPI (since 2006, expanding: Nepal, Bangladesh, Sri
       Lanka, Moldova)
          Financial sector modernisation through micro regulatory reforms
          Based on “Better Regulation” analytical methods (RIA)
          Local stakeholders decide the programme and take operational and
           financial responsibility after 2 years



                                                                                   4
II   PPD Inventory – Activity Focus


 Cross Cutting   Both           Sector Specific
 Belarus         Bangladesh     Aceh
 Cameroun        Ghana          Cambodia
 CAR             Liberia        Laos
 Chad            Pakistan       Nepal
 Senegal         Timor Leste    North Sudan
 South Sudan     Sierra Leone   Vietnam
 Tonga                          Uganda
 Vanuatu                        Romania
 Zambia                         Albania

                                                  5
II   PPD Inventory – Issues Addressed
                                 Contract Enforcement
                                 Debt Recovery
                                 Macroeconomic policy
                                 Immigration




                                                        6
II   PPD Inventory – Sectors Addressed

                                                     IT        Export
                                                     Energy Construction
                                                     Fisheries Education
                       Financial
                                         Other
                         (11)


            Infrastructure                       Trade
                 (10)                             (5)


               Agriculture                 Manufacturing
                   (7)                          (5)


                               Tourism
                                 (6)




                                                                           7
 III   Reform Outcomes and Economic Impacts


Over 400 reforms achieved in over 50 distinct
 areas of BEE

Economic impact
  Conservative estimate: $400 million (3/4 in
   Mekong)
  SPI – an additional $100 million

Cost effectiveness
  Start-up investment of 100k-200k highlights
   potential for high return

                                                 8
 III   Reform Outcomes and Economic Impacts


Reforms achieved are concentrated in small number of
 PPDs only
    Vietnam and Cambodia responsible for 250 reforms

    8 PPDs have achieved 10 or more reforms (Vietnam, Cambodia,
     Uganda, Liberia, Ghana, Romania, Bangladesh, Senegal)

    Over 15 PPDs: limited or no reforms

    PPDs either “mature” or in start up phase; few in “intermediate”
     stage, preventing more complete PPD impact assessment




                                                                        9
 III    Creating the Reform Space

 “Soft” outputs also numerous
     Dialogue process itself
     Opened communication and advocacy channels
     Government uses PPD to improve own coordination and accountability

 Noteworthy achievements:
     Embedded within Government
         Cambodia: PPD Forum equal status to Cabinet meeting
         Uganda: PIAC Monitoring Committee chaired by PM
         Liberia: Business Reform Committee in Cabinet
     Administration
         Code of Practice for Secretariat in North Sudan
         RIA as standard analytical tool within SPI
     Communication and outreach
         Liberia, Bangladesh and Zambia
     Research
         Annual SME survey in Vietnam



                                                                           10
        IV          Quality of PPD Process
     Average score measures how well the secretariat is performing tasks along 12 key PPD processes:

1.      Assessing the optimal mandate and                                    Total                      Total
        relationship with existing institutions          #    Country                #    Country
                                                                             Score                      Score
2.      Deciding who should participate and under        1    Cambodia       94.50   14   Chad          58.50
        what structure
3.      Identifying the right champions and helping      2    Vietnam        91.75   15   Tonga         58.25
        them to push for reform                          3    Romania        89.25   16   Vanuatu       57.75
4.      Engaging the right facilitator
5.      Choosing and reaching target outputs             4    Laos           88.75   17   Aceh          55.50
6.      Devising a communication and outreach            5    Albania        88.63   18   Timor Leste   50.25
        strategy
7.      Elaborating a monitoring and evaluation          6    Uganda         81.25   19   South Sudan   39.50
        framework                                        7    Liberia        78.00   20   CAR           38.75
8.      Considering the potential for dialogue on a
        sub-national level                               8    Bangladesh     75.00   21   North Sudan   37.75
9.      Making sector-specific dialogue work
                                                         9    Ghana          72.00   22   Nepal         37.25
10.     Identifying opportunities for dialogue to play
        an international role                            10   Pakistan       65.50   23   Cameroun      34.75
11.     Recognizing the specificities and potential of
                                                         11   Zambia         64.75   24   Ethiopia      31.25
        dialogue in post-conflict or crisis
        environments                                     12   Belarus        64.25
12.     Finding the best role for development
                                                         13   Sierra Leone   60.50
        partners
      Note: Average score based on evaluation findings

                                                                                                                11
Evaluation Wheel Examples
         Vietnam            SPI Albania




         Sierra Leone        South Sudan




                                           12
 PPD Success: A Closer Look

3 keys to determining PPD success
    Political will of Government to make reform happen
    Secretariat as the PPD “engine”
    Right people populate the Working Groups (genuine commitment to reform)

 “Ownership of PPD by the Government, including the direct
  involvement of the Prime Minister and the Minister of Finance, has
  resulted in the PPD Forum having become a key part of
  Government machinery, and now all Government mechanisms are
  aggregating around it”
                                Lili Sisombat, Cambodia

 “The way in which Government has embraced the concepts of
  change and reform both philosophically and operationally has
  strongly impacted the LBBF’s outputs”
                                Wil Bako Freeman, Liberia



                                                                               13
PPD: What’s Working, What’s Not
     Working Fairly Well                  Not Working As Well
     Strong consultation           (SPI) Use of analysis         (PIAC)

     Broad based participation (IFC)      Outreach                (SPI)

     Fast track reform           (PIAC) Secretariat training      (IFC)

     Use of RIA                   (SPI)   Manageable mandates
                                          (PIAC)
     Donor coordination           (IFC)
                                          Provincial level PPD    (all 3)
     Host entities’ credibility (PIAC)

     Project selection process    (SPI)

     Reconciliation platform      (IFC)

     Secretariat recruitment &
     training & mentoring      (SPI)

                                                                            14
 V         Entry and Exit Strategies

 Investing at Entry
      Underinvestment at critical initial implementation stage
      Raising local expectations too quickly?

 Investing in building local Secretariat capacity
      Intensity of recruitment and training
      Limited inter-Secretariat exchanges of experience

 Investing in building BMO capacity
      Still an issue even for high scoring PPDs
      Inadequate formal Advocacy Scoping

 Exit strategies – an emerging issue
      Being addressed more seriously
      SPI example adds a new dimension
      How to continue honest broker role when local stakeholder demand for it




                                                                                 15
 VI       Way Forward

 PPD useful to facilitate WBG introduction of reform service packages,
  elevating WBG’s credibility as contributor to and catalyst of reform

 Good operating procedures more important than typology, structure,
  scope

 Greater WBG investment: Reinforce WBG’s KM role in issuing
  guidelines, training staff and offerring advisory support

 Ensure PPD implementation remains demand-driven and country-
  based, focusing on: (i) initialising PPD process; (ii) funding and staffing
  the PPD initiative; (iii) managing day to day PPD activities; (iv) building
  local stakeholder capacity; (v) managing exit strategies

 Carry out formal review of PIAC structure



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THANK YOU!!




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