Doing Things Differently in FCS

1. Doing Things Differently in FCS Yongmei Zhou, CCSD Manager Civil Society Policy Forum @ Annual Meetings October 10th 2013

2. CCSD CCSD: The Change Agent for the Bank FCS Reform • To advocate for changes that will increase WBG impact in FCS • To support country and project teams working in FCS through strategy and operational support, knowledge dissemination and training • Based in Nairobi and Washington DC • Multi-disciplinary skills: conflict & violence, governance, economics, private sector, gender, partnerships, procurement, financial management, M&E, safeguards, operations

3. 5-point plan to increase impact in FCS • Designing integrated WBG country strategies to better address the drivers of conflict and fragility • Creating more agile operational policies and risk management practices that promote responsiveness and adaptation in FCS • HR reforms to enhance the client engagement in FCS • Increasing funding to respond to the peace- and state-building goals of FCSs • Building a stronger community of practice around FCS issues.

4. CCSD FCS Strategies Shifting Along WDR Priorities but Still a Long Way to Go % of CAS/ISN aligned to approaches and frameworks Moderate alignment Well aligned Not well aligned FCV Framework Substance of projects Implementation issues Risk framework Result framework Partnerships Pre-WDR Post-WDR

5. CCSD CCSD support for country teams

6. CCSD Enhancing FCS CAS/ISN • In its first year, CCSD provided support on demand to the development of 15 CASs and ISNs, including: • Diagnostics of fragility and conflict (e.g. Yemen, Guinea) • In-country strategy clinics to integrate conflict and fragility across country and regional programs (e.g. Sahel, CAR) • Support to Government policy dialogue (e.g. Cote d’Ivoire) • Support to the New Deal fragility assessments (e.g. Timor L’este, Liberia, Sierra Leone) • Framing of CAS/ISN: DRC, Somalia, Sudan, South Sudan

7. Operational support • Staff guidance • “Secrets of Trade” notes • Operational Core Course for FCS Staff • Clinics with country teams • Co-design with sector staff iconic projects • Unblocking implementation bottlenecks • Building country systems

8. CCSD Challenges • Understand the drivers of conflict and fragility while formulating CAS • Understanding, yes; but response? • Client dialogue on sensitive issues • Selectivity within a small IDA envelope • Turning a coherent storyline into an impactful program • Getting results in hot topic areas: justice, security, extractive, job creation • Doing development projects differently in insecure areas • Long-term transformation v.s. short-term project cycle: how to recognize progress? How to deal with reversal?

9. Good news: FCS portfolio performance currently on par with non-FCS

10. CCSD Perceived High Risk of FCS Projects Not Matched by Actual Performance: FCS Non-FCS

11. CCSD But business in FCS is Costly Bank Spending per $1000 IDA Lending FCS Non-FCS

12. CCSD Getting the Right Staff to FCS • HR package agreed, including • New tools to attract the best locally recruited and regional staff from global offices, including new third country national and local benefits package and scarce skills premium as required • Stronger career path management for FCS assignments, including FCS experience desired for H level promotion criteria and “next assignment” predictability • Differentiating FCS offices to ensure better targeting of mobility and non-family post benefits • New flexibility for STCs and ETCs in FCS • Results monitoring through regular reporting on facetime in FCS countries

13. The WBG Change Process: Implication for FCV? • Corporate strategy identifies FCV as a priority • Ongoing budget review • CCSD working with the global practices • Co-create new products for FCS: e.g., E4D • Accountability within each global practice for improving FCS portfolio, managing talents, disseminate new FCS products

14. How do we work together?