1. Public-Private Dialogue
Independent evaluation of
30 WBG-supported Public
Private Dialogue and Reform
Platforms for Private
Sector Development
Malcolm Toland
Vienna, Austria
28-30 April 2009
2. Contents
I Purpose of study
II Inventory of PPD – locations, typologies, focus
III Reform Outcomes and Economic Impacts
IV Quality of PPD Process (Evaluation Wheel)
V Entry and Exit Strategies for Donor Support
VI Way Forward
8. II PPD Inventory – 3 Typologies
IFC supported PPD initiatives (since 1997 but many new)
Forum, Working Groups, Secretariat
Some divergence - formation; oversight; WGs; location of Secretariat;
Government input
9. II PPD Inventory – 3 Typologies
IFC supported PPD initiatives (since 1997 but many new)
Forum, Working Groups, Secretariat
Some divergence - formation; oversight; WGs; location of Secretariat;
Government input
PIACs (since 2002)
Direct engagement between presidents and prominent investors
Chaired by country’s President
Smaller private sector representation (local + international)
10. II PPD Inventory – 3 Typologies
IFC supported PPD initiatives (since 1997 but many new)
Forum, Working Groups, Secretariat
Some divergence - formation; oversight; WGs; location of Secretariat;
Government input
PIACs (since 2002)
Direct engagement between presidents and prominent investors
Chaired by country’s President
Smaller private sector representation (local + international)
Convergence SPI (since 2006, expanding: Nepal, Bangladesh, Sri
Lanka, Moldova)
Financial sector modernisation through micro regulatory reforms
Based on “Better Regulation” analytical methods (RIA)
Local stakeholders decide the programme and take operational and
financial responsibility after 2 years
12. II PPD Inventory – Activity Focus
Cross Cutting Both Sector Specific
Belarus Bangladesh Aceh
Cameroun Ghana Cambodia
CAR Liberia Laos
Chad Pakistan Nepal
Senegal Timor Leste North Sudan
South Sudan Sierra Leone Vietnam
Tonga Uganda
Vanuatu Romania
Zambia Albania
20. III Reform Outcomes and Economic Impacts
Over 400 reforms achieved in over 50 distinct
areas of BEE
21. III Reform Outcomes and Economic Impacts
Over 400 reforms achieved in over 50 distinct
areas of BEE
Economic impact
Conservative estimate: $400 million (3/4 in
Mekong)
SPI – an additional $100 million
22. III Reform Outcomes and Economic Impacts
Over 400 reforms achieved in over 50 distinct
areas of BEE
Economic impact
Conservative estimate: $400 million (3/4 in
Mekong)
SPI – an additional $100 million
Cost effectiveness
Start-up investment of 100k-200k highlights
potential for high return
24. III Reform Outcomes and Economic Impacts
Reforms achieved are concentrated in small number of
PPDs only
25. III Reform Outcomes and Economic Impacts
Reforms achieved are concentrated in small number of
PPDs only
Vietnam and Cambodia responsible for 250 reforms
26. III Reform Outcomes and Economic Impacts
Reforms achieved are concentrated in small number of
PPDs only
Vietnam and Cambodia responsible for 250 reforms
8 PPDs have achieved 10 or more reforms (Vietnam, Cambodia,
Uganda, Liberia, Ghana, Romania, Bangladesh, Senegal)
27. III Reform Outcomes and Economic Impacts
Reforms achieved are concentrated in small number of
PPDs only
Vietnam and Cambodia responsible for 250 reforms
8 PPDs have achieved 10 or more reforms (Vietnam, Cambodia,
Uganda, Liberia, Ghana, Romania, Bangladesh, Senegal)
Over 15 PPDs: limited or no reforms
28. III Reform Outcomes and Economic Impacts
Reforms achieved are concentrated in small number of
PPDs only
Vietnam and Cambodia responsible for 250 reforms
8 PPDs have achieved 10 or more reforms (Vietnam, Cambodia,
Uganda, Liberia, Ghana, Romania, Bangladesh, Senegal)
Over 15 PPDs: limited or no reforms
PPDs either “mature” or in start up phase; few in “intermediate”
stage, preventing more complete PPD impact assessment
30. III Creating the Reform Space
“Soft” outputs also numerous
Dialogue process itself
Opened communication and advocacy channels
Government uses PPD to improve own coordination and accountability
31. III Creating the Reform Space
“Soft” outputs also numerous
Dialogue process itself
Opened communication and advocacy channels
Government uses PPD to improve own coordination and accountability
Noteworthy achievements:
Embedded within Government
Cambodia: PPD Forum equal status to Cabinet meeting
Uganda: PIAC Monitoring Committee chaired by PM
Liberia: Business Reform Committee in Cabinet
Administration
Code of Practice for Secretariat in North Sudan
RIA as standard analytical tool within SPI
Communication and outreach
Liberia, Bangladesh and Zambia
Research
Annual SME survey in Vietnam
32. IV Quality of PPD Process
Average score measures how well the secretariat is performing tasks along 12 key PPD processes:
Note: Average score based on evaluation findings
33. IV Quality of PPD Process
Average score measures how well the secretariat is performing tasks along 12 key PPD processes:
1. Assessing the optimal mandate and
relationship with existing institutions
2. Deciding who should participate and under
what structure
3. Identifying the right champions and helping
them to push for reform
4. Engaging the right facilitator
5. Choosing and reaching target outputs
6. Devising a communication and outreach
strategy
7. Elaborating a monitoring and evaluation
framework
8. Considering the potential for dialogue on a
sub-national level
9. Making sector-specific dialogue work
10. Identifying opportunities for dialogue to play
an international role
11. Recognizing the specificities and potential of
dialogue in post-conflict or crisis
environments
12. Finding the best role for development
partners
Note: Average score based on evaluation findings
34. IV Quality of PPD Process
Average score measures how well the secretariat is performing tasks along 12 key PPD processes:
1. Assessing the optimal mandate and Total Total
relationship with existing institutions # Country # Country
Score Score
2. Deciding who should participate and under
1 Cambodia 94.50 14 Chad 58.50
what structure
3. Identifying the right champions and helping 2 Vietnam 91.75 15 Tonga 58.25
them to push for reform
4. Engaging the right facilitator 3 Romania 89.25 16 Vanuatu 57.75
5. Choosing and reaching target outputs 4 Laos 88.75 17 Aceh 55.50
6. Devising a communication and outreach
strategy 5 Albania 88.63 18 Timor Leste 50.25
7. Elaborating a monitoring and evaluation 6 Uganda 81.25 19 South Sudan 39.50
framework
8. Considering the potential for dialogue on a 7 Liberia 78.00 20 CAR 38.75
sub-national level
8 Bangladesh 75.00 21 North Sudan 37.75
9. Making sector-specific dialogue work
10. Identifying opportunities for dialogue to play 9 Ghana 72.00 22 Nepal 37.25
an international role
11. Recognizing the specificities and potential of 10 Pakistan 65.50 23 Cameroun 34.75
dialogue in post-conflict or crisis 11 Zambia 64.75 24 Ethiopia 31.25
environments
12. Finding the best role for development 12 Belarus 64.25
partners
13 Sierra Leone 60.50
Note: Average score based on evaluation findings
38. PPD: What’s Working, What’s Not
Working Fairly Well Not Working As Well
Strong consultation Use of analysis (PIAC)
(SPI)
Outreach (SPI)
Broad based participation (IFC)
Secretariat training
Fast track reform (PIAC) (IFC)
Use of RIA (SPI) Manageable mandates
(PIAC)
Donor coordination (IFC)
Provincial level PPD (all 3)
Host entities’ credibility (PIAC)
Project selection process (SPI)
Reconciliation platform (IFC)
Secretariat recruitment &
40. V Entry and Exit Strategies
Investing at Entry
Underinvestment at critical initial implementation stage
Raising local expectations too quickly?
41. V Entry and Exit Strategies
Investing at Entry
Underinvestment at critical initial implementation stage
Raising local expectations too quickly?
Investing in building local Secretariat capacity
Intensity of recruitment and training
Limited inter-Secretariat exchanges of experience
42. V Entry and Exit Strategies
Investing at Entry
Underinvestment at critical initial implementation stage
Raising local expectations too quickly?
Investing in building local Secretariat capacity
Intensity of recruitment and training
Limited inter-Secretariat exchanges of experience
Investing in building BMO capacity
Still an issue even for high scoring PPDs
Inadequate formal Advocacy Scoping
43. V Entry and Exit Strategies
Investing at Entry
Underinvestment at critical initial implementation stage
Raising local expectations too quickly?
Investing in building local Secretariat capacity
Intensity of recruitment and training
Limited inter-Secretariat exchanges of experience
Investing in building BMO capacity
Still an issue even for high scoring PPDs
Inadequate formal Advocacy Scoping
Exit strategies – an emerging issue
Being addressed more seriously
SPI example adds a new dimension
How to continue honest broker role when local stakeholder demand for it
45. VI Way Forward
PPD useful to facilitate WBG introduction of reform service packages,
elevating WBG’s credibility as contributor to and catalyst of reform
46. VI Way Forward
PPD useful to facilitate WBG introduction of reform service packages,
elevating WBG’s credibility as contributor to and catalyst of reform
Good operating procedures more important than typology, structure,
scope
47. VI Way Forward
PPD useful to facilitate WBG introduction of reform service packages,
elevating WBG’s credibility as contributor to and catalyst of reform
Good operating procedures more important than typology, structure,
scope
Greater WBG investment: Reinforce WBG’s KM role in issuing
guidelines, training staff and offerring advisory support
48. VI Way Forward
PPD useful to facilitate WBG introduction of reform service packages,
elevating WBG’s credibility as contributor to and catalyst of reform
Good operating procedures more important than typology, structure,
scope
Greater WBG investment: Reinforce WBG’s KM role in issuing
guidelines, training staff and offerring advisory support
Ensure PPD implementation remains demand-driven and country-
based, focusing on: (i) initialising PPD process; (ii) funding and staffing
the PPD initiative; (iii) managing day to day PPD activities; (iv) building
local stakeholder capacity; (v) managing exit strategies
49. VI Way Forward
PPD useful to facilitate WBG introduction of reform service packages,
elevating WBG’s credibility as contributor to and catalyst of reform
Good operating procedures more important than typology, structure,
scope
Greater WBG investment: Reinforce WBG’s KM role in issuing
guidelines, training staff and offerring advisory support
Ensure PPD implementation remains demand-driven and country-
based, focusing on: (i) initialising PPD process; (ii) funding and staffing
the PPD initiative; (iii) managing day to day PPD activities; (iv) building
local stakeholder capacity; (v) managing exit strategies
Carry out formal review of PIAC structure