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opcs. Adaptable Program Loans (APLs): Emerging Findings. Operations Policy and Country Services June 18, 2002. Contents. When to Use APLs Facts and Figures Emerging Findings Outlook. When to Use APLs.

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slide1

opcs

Adaptable Program Loans (APLs):Emerging Findings

Operations Policy and Country Services

June 18, 2002

slide2

Contents

  • When to Use APLs
  • Facts and Figures
  • Emerging Findings
  • Outlook
slide3

When to Use APLs

  • When there is a long-term vision of sector reform (buy-in from relevant stakeholders)—rationale in PER
  • When there is upfront agreement on the policy framework and triggers—risk management aspects
  • When there is a need for donor coordination under a common strategy
slide4

Facts and Figures

  • 112 APLs for $5 billion, or 9% of Bank volumes
  • APLs avg. 10 years compared to 6 years for others
  • APLs avg. 2-3 phases of 3-4 years each
  • APLs avg. $100 mil. per program; $40 mil. per phase
slide5

Facts and Figures

  • APLs under implementation:
  • Sectoral share:
slide7

Findings: PER Work in APLs

  • 88% of APLs approved fell within an IMF program or Bank adjustment program underpinning macro/fiscal policy
  • 84% of APLs had the necessary policy framework in place
  • 62% of APLs are underpinned by recent PER
slide8

Findings: Triggers

  • Triggers are mostly of the input/output type, but also of institutional/capacity building and policy reforms—mixed approach
    • too much emphasis on output indicators says too little about progress on institutional/policy reforms
    • too much emphasis on institutional/policy reforms does not say whether reforms are working in practice
slide9

Findings: Triggers

  • Triggers are based on tangible and concrete performance targets essential for the success of the program
    • More specificity in triggers helps guide implementation and discourage unambiguous monitoring results
    • Triggers more specific in higher performing countries
slide10

Findings: M&E

  • 25% of APLs had the necessary M&E systems in place at the outset of the program (e.g., like having the software but not the hardware to run the program). Most of these were sector-wide APLs.
  • 40% of APLs had the necessary baseline information at the outset of the program.
  • 50% of APLs incorporated M&E in management decision making—mixed record on accountability
slide11

Findings: M&E

  • 80 percent of APLs had performance indicators consistent with the APL program and trigger strategy
  • Selectivity of performance indicators important for triggers (most triggers are drawn from performance indicators and in some cases they are the same)
  • APLs forces task manager to think ahead about triggers and performance indicators—their progressive sequencing in time and how they link the different phases to the long-term development program.
slide12

Findings: M&E

  • New approaches are emerging in some APLs:
  • Donors and borrowers are beginning to assess performance based on outcome and results at the program level—beyond the project level—and this is happening particularly in some sector wide APLs
  • But still early to tell—not that many second phase APLs around
slide14

When to Use APLs

  • When there is a long-term vision of sector reform (buy-in from relevant stakeholders)—rationale in PER
  • When there is upfront agreement on the policy framework and triggers—risk management aspects
  • When there is a need for donor coordination under a common strategy
slide15

Outlook

  • Outlook for APLs:
  • APLs here to stay-- will continue growing
  • We continue to learning
  • So far, APLs being used as intended – to support the implementation of long-term development programs.
  • Adaptable Lending: Third Review of Experience (forthcoming).