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IFC’s Advisory Partnerships

IFC’s Advisory Partnerships. Haleh Bridi May 26, 2009. Sharing knowledge & experience. Managing multi-donor programs. Mobilizing resources Over 40 donors contributed to IFC AS in recent years Part of IFC mobilization role New partnerships with private foundations (eg, Gates).

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IFC’s Advisory Partnerships

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  1. IFC’s Advisory Partnerships Haleh Bridi May 26, 2009

  2. Sharing knowledge & experience Managing multi-donor programs • Mobilizing resources • Over 40 donors contributed to IFC AS in recent years • Part of IFC mobilization role • New partnerships with private foundations (eg, Gates) Partnerships - Central to AS business Partnerships evolve in line with shared priorities.

  3. IFC’s development partners IFC partners include more then 40 donors, 9 MDBs and several foundations supporting IFC’s 5 Business Lines • 5 Business Lines • Access to Finance • Corporate Advice • Environmental & Social Sustainability • Infrastructure • Business Enabling Environment 3

  4. AS Business model– Leveraging other sources Stabilizing business growth and increasing role of donor and client contributions Advisory Services Spend by Funding Source ($M)

  5. Framework agreements Programmatic funding Project-by-project funding IFC’s donor funding mechanisms Currently IFC has three types of agreements. IFC proposes to increase the number of central/framework agreements with donor partners Proposed Current

  6. Trust Fund update • Standard 5% admin fee for both single donor TFs and multi-donor TFs. • However, no establishment fee • Lower minimum size TF ($250K IFC vs $1 million WB) • New IFC Donor Portal (Dec 2009) • New Partnership Principles • New Visibility Guidelines

  7. Current Portfolio A2F=Access to Finance BEE=Business Enab. Envir. CA=Corporate Advice ESS-Envir. Social Sustain. INF=Infrastructure By Regions CAF=Africa CEA=East Asia CLA=Latin America CME=Middle East/N-Africa CSA=South Asia ECA=East. Europe/Central Asia By Business Lines

  8. Core Products-sharpening focus Special Initiatives Developed Exit In-development Entry Niche needs; limited scope Must measure Indefinite with positive results Growing demand, high potential for scaling up Results captured and used to improve design <= 36 mos Replicated across at least 3 regions EXTERNAL evaluation with positive results, Indefinite 80% Products to be transitioned out of IFC Results not only factor to exit Agreed with VP 10% New products and R&D Few results <= 24 mos 10%

  9. Results measurement – Central to IFC AS IFC recognized as leader among IFIs in rigorous results measurement • Project Design & Approval • Specify intended results with: • Standardized indicators • Clear baselines. • Project Implementation • Performance monitoring through: • PSRs • Portfolio Reviews. • Coming Soon… • Cost-benefit assessments • Efficiency measures • Project Completion • Independent verification of results • Client survey • Lessons learned.

  10. Moving forward • After a period of growth, stabilizing size of business to further strengthen focus and results • Key challenges: • Continuing progress towards a sustainable funding model. • Continuing to strengthen results measurement, including metrics and systems, and instilling an even stronger results culture. • Strengthening KM, MIS, and business processes.

  11. Thank You!

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