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4 th PPD Workshop April 2009 Vienna Benjamin Herzberg Sr. Private Sector Development Specialist

P ublic- P rivate D ialogue. 4 th PPD Workshop April 2009 Vienna Benjamin Herzberg Sr. Private Sector Development Specialist. 1. What is it, what does it look like? Why create or support PPDs? How do PPDs work? What is the impact of PPDs? How to implement PPDs?

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4 th PPD Workshop April 2009 Vienna Benjamin Herzberg Sr. Private Sector Development Specialist

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  1. Public-PrivateDialogue 4th PPD Workshop April 2009 Vienna Benjamin Herzberg Sr. Private Sector Development Specialist 1

  2. What is it, what does it look like? • Why create or support PPDs? • How do PPDs work? • What is the impact of PPDs? • How to implement PPDs? • Ten practical tips to get results? • How to enter and exit? • How to share experiences, get good practice material, tools? 2

  3. What is it, what does it look like? 3

  4. Definition PPDs are structured mechanisms, anchored at the highest level of government, coordinated by a light secretariat, and aimed at facilitating the reform process by involving a balanced range of public and private sector actors in identifying, filtering, accelerating, implementing, and measuring policy reforms. 4

  5. Different types of use 1- In blank field, to gather actors and define PSD agenda 2- On specific reform issues, if lack of consensus or political will 3- In post-conflict economies, with extra benefits of reconciliation 4- In context of FDI policies, as sounding board and aftercare mechanism 5- As a way to bridge institutional gaps, or to by-pass inefficient institutions 5

  6. PPDs in pictures 6

  7. 7

  8. Why create or support PPDs? 8

  9. 1- To discover priorities Competitiveness Labor Cost Corruption Red Tape Poor Productivity Costly and unreliable Utilities Logistics. 9

  10. 2- To buffer the effects of the financial crisis 10

  11. 3- To reduce regulatory burden 11

  12. Discovery Institution 4- To increase opportunities for good policies Learning about good practice Capacity building Reform management Source: WDR05. 12

  13. + But how to structure that engagement? 5- To ensure transparency and representativity GOVERNMENT STAKEHOLDERS 13

  14. 6- To design and implement reforms Structured dialogue  Workable reforms  Reforms that work Monitoring & Evaluation Diagnostic Solution Design Implementation • Engagement • Definition • Empowerment • Watchdog • Feedback loop • Consensus building • Filtering • Ongoing support • Watchdog • Resources PPD contributes to all steps of reform process 14

  15. What is the impact of PPDs? 15

  16. Evidence of development effectiveness 2005: Independent evaluation of 5 Investors Advisory Councils in Africa 2007: Independent evaluation of 3 Business Forums in Mekong 2009: Independent evaluation of 30 WBG-sponsored PPDs 16

  17. Economic impacts 17

  18. Regulatory payoffs 18

  19. Regulatory payoffs 19

  20. How to implement PPDs? 20

  21. Implementation framework: 12 key processes • Mandate and Institutional Alignment • Structure and participation • Champions • Facilitator • Outputs • Outreach and communications • Monitoring and evaluation • Sub national initiatives • Sector-specific programs • International role • Post-conflict / Crisis / Reconciliation • Development partners A number of options to choose from A number of good and bad practice to learn from A number of decisions to implement 21

  22. Coordinating secretariat Working group 1 Working group 2 Working group 3 Working group 4 Working group 5 Private sector advocates, associations, government representatives, donors Delivery modes To Gov/PS on institutional arrangements Public-Private Initiative To Working Groups on substantive BEE/A2F/INF refroms To PPD Secretariat on process improvements 22

  23. Ten practical tips to get results 23

  24. How to get results ? -1- A lot of work Huge coordination and mediation business 24

  25. How to get results ? -2- Design consultations for PPD 25

  26. How to get results ? -3- Strong focus on targeted, measurable refroms 26

  27. Several types of outputs Focusing on this will bring the others 27

  28. Breakdown per type of reforms, 2006 More than 1000 issues raised 28

  29. Coordinating secretariat Working group 1 Working group 2 Working group 3 Working group 4 Working group 5 Private sector advocates, associations, government representatives, donors How to get results ? -4- Simple, explicit organization Public-Private Mandate 29

  30. How to get results ? -5- A unique, transparent and disciplined way to collect reform proposals 30

  31. How to get results ? -6- A filtering process that ensures quality of proposed reforms 31

  32. How to get results ? 32

  33. How to get results ? -7- A lot of work (again) Simple criterias to ensure quick processing and transparency of process 33

  34. How to get results ? -8- Good planning 34

  35. How to get results ? -9- Strong convincing power 35

  36. How to get results ? 36

  37. How to get results ? 37

  38. How to get results ? -10- Monitoring process and evaluating impacts 38

  39. Tools and techniques for monitoring + evaluation 39

  40. Software for issue tracking 40

  41. How to start and exit? 41

  42. Be open and transparent – Publicize quality control – Broad based Strengthening BMOS – Equal representation – Periodic review Clear agenda and proposals – Manage expectations – Live and let die Foster bottom-up support – Secure written commitment – Prepare transition Depoliticize through outreach – Woo parliamentarians – Go local embrace institutions – Use technical ministerial staff – Transfer competencies PPDs are risky business but risk is manageable Reinforcing vested interest (e.g.Mongolia) Over and under representation (e.g. Tanzania, 18%) Sustainability issues (e.g. Bolivia) One man shows (e.g. Botswana) Political risks (e.g. Bosnia) Institutional misalignments (e.g. Uganda NF) 42

  43. Initiative or institution? Public authorities Private sector 43

  44. Trust Education Discovering what works / What doesn’t Setting up production process HIGH IMPACT RESULTS Institutions BMOs Exit More capacity Better production Better product More conflict Permanent brokering EARLY RESULTS Ownership without capacity Life and death of a PPD Phase 1 Phase 2 Phase 3 Results Time 1 to 3 years 1 to 3 years 44

  45. Linking the PPD to other reforms processes Reform Unit SEZ Value chain Clusters Regulatory simplification RIA and regulation review process 45

  46. How to share experiences, get good practice material, tools? 46

  47. KM: Knowledge development and sharing Community of practice KM Website Charter of good practice Lessons learned papers Interactive PPD handbook 50 case studies Operational documents Templates M&e Tools Workshop materials Workshops 2006 PPD Workshop (Paris, 30 countries represented) 2007 PPD Workshop (Douala, 7 countries represented) 2008 PPD Workshop (Dakar, 8 countries represented) 2009 PPD Workshop (Vienna, 20 countries to be represented) Donor partnerships OECD (on implementation guidelines) DFID (co-funding of KM and projects) GTZ (co-implementation of PPD projects) EBRD (our M&E + training for their PPDs) USAID (our PPD training to their PSD staff) Tools Implementation Diagnostic tool M&E Tools for PPD secretariats guidelines 47

  48. Thank you! Benjamin Herzberg World Bank Group bherzberg@worldbank.org 48

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