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.
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 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 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.