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14:15 – 16:00 Session Three Lessons Emerging from Engagement in Fragile States Chair : Michel Wormser , Vice Presid

14:15 – 16:00 Session Three Lessons Emerging from Engagement in Fragile States Chair : Michel Wormser , Vice President and Chief Operating Officer, MIGA Presenters: Georgina Baker , Director, Trade and Supply Chain, IFC Joel Hellman , Director, Fragility and Conflict, OPCS, WB

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14:15 – 16:00 Session Three Lessons Emerging from Engagement in Fragile States Chair : Michel Wormser , Vice Presid

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  1. 14:15 – 16:00 Session Three • Lessons Emerging from Engagement in Fragile States • Chair: • Michel Wormser, Vice President and Chief Operating Officer, MIGA • Presenters: • Georgina Baker, Director, Trade and Supply Chain, IFC • Joel Hellman, Director, Fragility and Conflict, OPCS, WB • Panel: • Luis RieraFigueras, Principal Advisor,DGDEVCO, European Commission • Patrick Achi, Minister of Economic Infrastructure, Côte d’Ivoire • Serge Michailof, Researcher, Institute de Relation Internationale et Strategique(IRIS)

  2. Working in FCS: Achieving More, Together Georgina Baker, Director, Trade and Supply Chain, IFC Joel Hellman Director, Fragility and Conflict, OPCS, WB Session 3 May 21, 2013 The World Bank Group

  3. Global poverty is concentrating in FCS * Source: DEC

  4. Working together for maximum impact Côte d’Ivoire example (Azito power plant) • Working together, and guided by client needs, WBG made a significant impact in the vital power sector • World Bank , IFC, and IMF work on sector financial sustainability issues. IFC led design of new set of measures to allow Azito III financing to proceed. • IFC arranged financing for expansion (Azito III), incl. own $125 million • MIGA: risk guarantee to equity investor (for Azito III) • Azito to become one of the largest power plants in the region (430 MW), providing electricity to approx. 2 million people

  5. More focus on FCS across World Bank Group • WBG President Jim Kim’s focus on FCS and reform agenda emphasize importance of “one WBG” in FCS • The World Bank has adopted new policies on operations, HR, financing, and on knowledge for greater flexibility and a stronger community of practice in FCS • IFC’s top management has approved a strategy for ramping up work in FCS (e.g., increasing investments by 50% FY14-16) • MIGA has tripled guarantees issued in FCS and recently launched its Conflict-Affected and Fragile Economies Facility

  6. WBG—changing the way we work in FCS • WBG ‘s joint approach has resulted in: • Piloting Joint Business Plans in select FCS: mainly for power, agribusiness • A uniform HR policy to increase staff presence in FCS • Knowledge-sharing events and activities • Regular interaction among FCS leadership within WB-IFC-MIGA, incl. IFC senior staff to be co-located w/WB’s Hub, MIGA CAFEF staff to be co-located in Johannesburg • WBG continues to explore ways to deliver results that are more than the sum of its parts

  7. A Phased Approach to FCS Engagement • The WBG is moving to engage much more quickly in post conflict situations, e.g. Mali, Somalia, Eastern Congo, Yemen. • Early reliance on quick disbursing tools like budget support and CDD programs for post conflict recovery • Increasing emphasis on regional approach to address the cross-border drivers of conflict, e.g. Sahel, Great Lakes, Horn of Africa

  8. Working Better with Partners • The New Deal has opened up a new approach to partnerships • Government led Fragility Assessments, Compacts and State & Peace Building Indicators create a framework for donor coordination • WBG has been an active supporter of the New Deal • New frontiers for partnership with UN through joint Jim Yong Kim/Ban ki Moon mission • Strong coordination with other multi-laterals through “Four Institutions Dialogue” • The private sector is essential for growth, including 9/10 jobs

  9. Questions for discussion • To be truly transformational in FCS working together is key • Where are the opportunities for WBG to coordinate more with the donor community? • Where are the opportunities for members of the donor community to coordinate more fully among themselves? • What’s standing in the way of greater coordination, and what can be done to address this? Whose role is it to increase coordination?

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