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DFID experience in reforming the business enabling environment: mechanisms and processes for PPD . Richard Waddington 1 st February 2006. Presentation objectives. Identify difference in findings from WB research Identify complementarities with WB research

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slide1

DFID experience in reforming the business enabling environment: mechanisms and processes for PPD

Richard Waddington

1st February 2006

presentation objectives
Presentation objectives
  • Identify difference in findings from WB research
  • Identify complementarities with WB research
  • Survey DFID’s experience in terms of payoffs, best practice and risks
  • DFID’s added value in PPD
  • Conclusions
dfid tor
DFID TOR

Key objectives:

  • Examine international PPD experience to date  WB
  • Identify models, mechanism and processes that work  WB
  • Provide guidance on what donors should do in this area in future  WB
  • Identify DFID’s added value X WB
what was different research approach
What was different? Research Approach
  • Definition- Competitiveness Partnership (WB) v Public Private Dialogue (DFID)
  • Coverage: Global (WB) v Developing and Transition Country (DFID)
what was different research findings
What was different?- research findings
  • Factors affecting PPD
  • Private sector not homogenous
  • SOEs dominate dialogue in many DFID partner countries
  • Pockets of capability across government
  • Blockages often with middle managers
  • Fluidity: staff turnover at senior levels
  • Lack of credibility
  • Lack of trust
what was different research findings1
What was different? Research findings

2. Approach to PPD

  • The risk of consultation fatigue
  • DFID’s PPD experience mostly centralised
  • No ideal duration/or intensity
  • Issue based PPD more productive
  • Recognise when PPD mechanism has outlived usefulness
  • Prioritise a PPD host over a particular process
dfid and ppd stages of the reform process
DFID and PPD: Stages of the Reform Process

1. Diagnostics

2. Design

3. Implementation

4. M & E

Nigeria-

Design of PPG P

Zambia PSD Forum

Bosnia Reform of Business

Registration

Malawi National Action Group

Uganda: Trade Licensing Mayoral Round Tables

slide8

CHAMPION

Strong

PUBLIC AUTHORITIES

BUSINESS COMMUNITY

Weak

Strong

Strong

Strong

INSTRUMENTS

Dimensions of PPD- World Bank

Consider Four Dimensions 

Pubic Authorities:

Engagement means sufficient capacity, political will and leadership.

Business community:

Needs to be somehow organized, led and feel a basic sense of security.

Champion:

Needs credibility, expertise and the ability to get media attention

Instruments:

Need logistical facilities, seed funds (may also supplement sponsor in QA)

8

slide9

long

DURATION

TYPOLOGIES

OF

PPD

short

formal

STRUCTURE

SCOPE

informal

narrow

wide

dfid multi dimensional approach to ppd
DFID: Multi-dimensional approach to PPD

Projects &

Programmes

SWAp/DBS

Bespoke

Approach

Trust Funds

1. Uganda RBP P

1. Zambia- ZIBAC

1. Commark

1. Tanzania BEST

2. FinMark

2. Bosnia

Reform of Bus Reg

2. Malawi

NAG

3. ICF?

3. Ukraine

Donbass SER

Capacity Building

conclusions
Conclusions
  • WB and DFID findings provide a set of issues to explore in next few days (complementary)
  • PPD is context specific: no single template
  • DFID research adds value re political economy of PPD
conclusions1
Conclusions
  • DFID: PPD a means to an end
  • Facilitate not dominate
  • Multi-dimensional and flexible response
  • Donors- Host over process/mechanism?
  • Reconsider donor time horizons
  • Adopt a “venture capital” approach