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

3. I Purpose of Study – Map, Assess, Recommend

4. I Purpose of Study – Map, Assess, Recommend
IFC Initiatives
Aceh 2008
Bangladesh 2007
Belarus 2007
Cambodia 1999
Chad 2008
Cameroun 2008
CAR 2007
Ethiopia 2008
Laos 2005
Liberia 2007
Nepal 2008
Pakistan 2008
Rwanda N/A
Sierra Leone 2007
North Sudan 2007
South Sudan 2007
Timor Leste 2008
Tonga 2005
Vanuatu 2008
Vietnam 1997
Zambia 2007

5. I Purpose of Study – Map, Assess, Recommend
IFC Initiatives Presidential Investor
Aceh 2008
Bangladesh 2007 Advisory Councils (PIACs)
Belarus 2007
Cambodia 1999 Benin N/A
Chad 2008 Ghana 2002
Cameroun 2008 Mali 2004
CAR 2007 Mauritania N/A
Ethiopia 2008
Laos 2005
Senegal 2002
Liberia 2007 Tanzania 2002
Nepal 2008 Uganda 2004
Pakistan 2008
Rwanda N/A
Sierra Leone 2007
North Sudan 2007
South Sudan 2007
Timor Leste 2008
Tonga 2005
Vanuatu 2008
Vietnam 1997
Zambia 2007

6. I Purpose of Study – Map, Assess, Recommend
IFC Initiatives Presidential Investor
Aceh 2008
Bangladesh 2007 Advisory Councils (PIACs)
Belarus 2007
Cambodia 1999 Benin N/A
Chad 2008 Ghana 2002
Cameroun 2008 Mali 2004
CAR 2007 Mauritania N/A
Ethiopia 2008
Laos 2005
Senegal 2002
Liberia 2007 Tanzania 2002
Nepal 2008 Uganda 2004
Pakistan 2008
Rwanda N/A
Sierra Leone 2007
North Sudan 2007
South Sudan 2007
Timor Leste 2008 Convergence Special Projects
Tonga 2005 Initiative (SPI)
Vanuatu 2008
Vietnam 1997
Zambia 2007 Romania
2006
Albania 2008

7. II PPD Inventory – 3 Typologies

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

11. II PPD Inventory – Activity Focus

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

13. II PPD Inventory – Issues Addressed

14. II PPD Inventory – Issues Addressed

15. II PPD Inventory – Issues Addressed
Contract Enforcement
Debt Recovery
Macroeconomic policy
Immigration

16. II PPD Inventory – Sectors Addressed

17. II PPD Inventory – Sectors Addressed

18. II PPD Inventory – Sectors Addressed
IT Export
Energy Construction
Fisheries Education

19. III Reform Outcomes and Economic Impacts

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

23. III Reform Outcomes and Economic Impacts

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

29. III Creating the Reform Space

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

35. Evaluation Wheel Examples
Vietnam SPI Albania
Sierra Leone South Sudan

36. PPD Success: A Closer Look

37. PPD: What’s Working, What’s Not

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 &

39. V Entry and Exit Strategies

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

44. VI Way Forward

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

51. THANK YOU!!