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, IFCJoel Hellman, Director, Fragility and Conflict, OPCS, WB

Panel: Luis Riera Figueras, Principal Advisor,DG DEVCO, European CommissionPatrick Achi, Minister of Economic Infrastructure, Côte d’IvoireSerge Michailof, Researcher, Institute de Relation Internationale et Strategique (IRIS)

3

Working in FCS:Achieving More, Together

Georgina Baker,Director, Trade and Supply Chain, IFC

Joel HellmanDirector, Fragility and Conflict, OPCS, WB

Session 3May 21, 2013

The World Bank Group

4

804.1 ml

164.7 ml

Non-FCS

17%

273.4 ml

183 ml

40%

FCS

Non-FCS

* Source: DEC

Global poverty is concentrating in FCS

Working together for maximum impact

5

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

Côte d’Ivoire example (Azito power plant)

More focus on FCS across World Bank Group

6

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

WBG—changing the way we work in FCS

7

WBG ‘s joint approach has resulted in:Piloting Joint Business Plans in select FCS: mainly for

power, agribusinessA uniform HR policy to increase staff presence in FCSKnowledge-sharing events and activitiesRegular 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

8

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

A Phased Approach to FCS Engagement

9

The New Deal has opened up a new approach to partnershipsGovernment led Fragility Assessments, Compacts and

State & Peace Building Indicators create a framework for donor coordination

WBG has been an active supporter of the New DealNew 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

Working Better with Partners

Questions for discussion

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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?