Recommendation 3: Once the new PPP Cross-cutting Solution Area has been established, it should translate the World Bank Group's strategic intentions with regard to PPPs into an operational framework, covering aspects of organization and processes, resources, knowledge management, monitoring and evaluation. This framework should (i) define the role of the PPP Cross-cutting Solution Area and its interactions with other relevant Bank Group stakeholders, (ii) facilitate the identification of country-tailored solutions based on country diagnostics and (iii) foresee a Bank Group-wide PPP knowledge management platform. abc
PPPs are high on the World Bank Group' strategic agenda. The recently adopted World Bank Group strategy expresses the firm intention to "increasingly promote public-private partnerships." PPP are also widely reflected in other conceptual and strategic notes. However, the Bank Group does not provide coherent direction on how these various strategic intentions would be translated into operations.
Currently there is no explicit managerial
framework that could provide guidance to staff and management on issues, such as roles and responsibilities and processes in implementing the PPP agenda, resource allocation, knowledge management, or monitoring and evaluation. In
view of the various entities engaged in PPPs at the corporate and country levels across the PPP delivery chain and the currently envisaged PPP CCSA, a minimum of guidance appears essential to facilitate translating the strategic intent into a country-tailored solution. The evaluation also
finds that the World Bank Group would benefit from applying PPP country diagnostics that assess a country's readiness and help to tailor the
Bank Group-wide PPP response.
WB: Agrees. Management broadly agrees with the recommendation. The formation of a PPP -CCSA is aimed at harmonizing the PPP agenda across the WBG.
Management will work to articulate a strategic direction for the PPP- CCSA and to develop a consistent operational framework for engaging with PPPs.
Through the PPP-CCSA, Management will work with counterparts in regional units and the GPs to identify the most appropriate means for supporting operations with sound PPP diagnostics.
WB Action 3A: PPP CCSA will develop an operational framework focusing on knowledge management, incentives, monitoring and evaluation and the role of the CCSA.
Indicator: Development of operational framework and monitoring tool for PPP activities in the WBG and incentives for catalyzing private investment across the WBG.
Baseline: Currently there is no strategy or information system, using a consistent definition of PPPs, mapping WBG activities support to PPPs, nor on the extent to which our finance and activities leverage private finance for development (except for in IFC and MIGA).
Target: (a) Establish a management information system and baseline on PPP activities in the WBG using consistent definition.
(b) Develop indicators on private capital catalyzing across the WBG.
(a) System for tagging of PPP activities in WB implemented by March 2015
(b) Indicator on private investment catalyzed developed during FY15.
WB Action 3B: PPP CCSA will work with GPs, IFC, MIGA, to develop country diagnostics including for use in SCD/CPF.
Indicator: Develop high-level diagnostics to guide discussion of role of PPPs in providing basic services in formulation of WBG strategy ï¾ for use in SCD and/or CPF.
Baseline: Currently no standard PPP diagnostic is used by the WBG to guide country level interventions.
Target: Development and use of diagnostics to guide discussion of role of PPPs.
Timeline: Tool developed during FY15.
Tool piloted in at least 5 countries in FY16 and mainstreamed by 2017.
WB Action 3C: Development of KM platform for WBG on PPPs.
Indicator: KM platform established and fully functional
Baseline: At present knowledge resources are dispersed around the WBG and do not provide distillation of tacit knowledge.
Target: Develop cross-WBG KM platform that provides links to resource, tools and external and tacit knowledge.
Timeline: End June 2015
The implementation met all envisaged targets. The reservation IEG would stress that 3A also refers to "incentives and the role of the CCSA". From the Management update it is uncear to what extent these were address. However, WBG action plan for 3A only foresee the tagging of PPP activities and indicators of mobilization.
Action 3A: (a) System for tagging PPP projects in place in for WB, IFC and MIGA. Data is validated and updated in a monthly basis. (b) Private Capital Mobilized (PCM) is being reported by all three IFC, MIGA and WB for FY16. Private Capital Financing (PCF) to capture the co-financing is being operationalized for FY16 reporting. It is expected that PCF will be systemized in the portal this FY17. In addition, MDBs have come together to agree on these two (Mobilization and co-financing) definitions and harmonized reporting to OECD etc.
Action 3B: In FY16, to complement the tool developed FY15, the PPP CCSA has ramped up support to provided systematic engagement with on-going country strategy and diagnostic work: 19 Systematic Country Diagnostics and 25 Country Partnership Frameworks and 4 Country Engagement Notes. Of the 48 SCD/CPF (and CEN) reviews, 10 included substantial and ongoing support to the country team, including; quantifying the infrastructure gap in SCD, introducing infrastructure finance assessment in the SCD, discussing PPP issues in the lending program and related ASA and suggesting performance indicators in the CPF results framework. The team also prepared a paper summarizing FY16 review based knowledge on mainstreaming infrastructure finance into diagnostic and strategic country documents.
Action 3C: The PPP Knowledge Lab was created as a central repository of curated knowledge in the area of PPPs to make information more accessible to audiences worldwide. It was launched in December 2015 in collaboration with other units of the World Bank Group as well as MDBs, including AfDB, ADB, EBRD, IADB, and IsDB, with EIB joining recently. Content includes the PPP Cycle (an online version of the PPP Reference Guide), an overview of PPPs by country and sector including key resources, and links to PPP and infrastructure tools and related external sources of data and information. At present, the Lab has over 5,000 monthly users and over 40% returning visitors. The 2,000+ documents in its library have been downloaded over 38,000 times in June 2016 alone.
The implementation of all parts of the action plan has started with systems and tools being developed. The country diagnostics has already been approved (3B) and the knowledge platform activated. 3A well underway as well, hence overall rated "substantial".
Action 3A: (a) Management information system for tagging PPP projects in place in both IFC and WB operational systems and baseline established. (b)Tier III corporate scorecard indicator for Private Capital Mobilized (PCM) is operational and being tracked by OPCS. WBG-wide working group established to define the methodology to calculate the Tier I corporate scorecard indicator on Private Investment Catalyzed (PIC). Baseline number for FY15 will be reported in the Annual meeting FY16.
WB Action 3B: Diagnostic tool developed to support the analysis for WB Systematic Country Diagnostics. Tool approved by SCD Advisory Committee and included in the SCD resource center (link: https://spark.worldbank.org/docs/DOC-97799) . Plans to follow up on piloting FY16.
WB Action 3C: GP Online established as internal communication platform (link: http://globalpractices.worldbank.org/ppp/Pages/en/GPGHome.aspx) linking to external PPP knowledge Lab (link: https://pppknowledgelab.org/) as knowledge repository.