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Past and future : bank-IFC cooperation at the country strategy level (英语)

The needs of World Bank Group (WBG) clients have been changing with the private sector increasingly becoming the engine of growth, and the governments’ attention shifting from public projects to dealing with the growing private sector: regulating it, establishing partnerships with, and/or transferring certain economic activities to it. In this new landscape, the best way to optimize the WBG’s development impact, promote its overarching goal of eliminating extreme poverty and boosting shared prosperity in a sustainable manner is to put the array of private sector instruments into full use, bringing enhanced cooperation between the World Bank/International Development Association (the Bank) and IFC at the country level to the forefront. The evidence from the recent past shows that a realistic and selective approach to Bank-IFC cooperation, based on appropriate resource allocation and staff incentives, may yield significantly better outcomes. Thus the challenges of the new Country Program Framework (CPF) process are to: (i) identify where and when cooperation is likely to improve efficiency and development outcome; (ii) redefine job descriptions of various administrative units and re-assign existing staff resources; and (iii) provide staff incentives for joint work.

详细

  • 作者

    Kamezawa,Takatoshi, Ebiri,Kutlay

  • 文件日期

    2015/01/01

  • 文件类型

    工作文件

  • 报告号

    94977

  • 卷号

    1

  • Total Volume(s)

    1

  • 国家

    世界,

  • 地区

    世界区域,

  • 发布日期

    2015/04/27

  • Disclosure Status

    Disclosed

  • 文件名称

    Past and future : bank-IFC cooperation at the country strategy level

  • 关键词

    Operational Policy and Country Services;information and communication technology sector;participation of private sector;early stage of development;multilateral investment guarantee agency;investment in energy efficiency;Economic Rate of Retum;legal and regulatory framework;conflicts of interest;division of labor;private sector engagement;analytical and advisory;independent power producer;access to finance;political risk insurance;technologically innovative company;risk reduction strategies;capital market development;private sector involvement;fragile and conflict;privatization of utility;private sector institutions;residential energy efficiency;public sector institution;power sector reform;private sector client;partial risk guarantee;private sector financing;public sector engagement;town hall meeting;engine of growth;Solid Waste Management;water utility company;health sector financing;private sector player;household water service;public sector capacity;thermal power plant;partial credit guarantee;financial sector development;special economic zone;results framework;public-private partnership;Energy Sector;Advisory services;infrastructure sector;financial market;water sector;comparative advantage;private investor;effective cooperation;working relationship;private investment;Extractive Industry;partnership program;knowledge exchange;business environment;regional strategy;regulatory environment;federal government;professional working;Enterprise Development;sovereign guarantee;professional relationships;sector specialist;staff resource;micro-finance bank;market demand;political will;extreme poverty;credit line;core competencies;investment volume;technical expertise;increased cooperation;Regulatory Bodies;systematic analysis;project sponsor;high employment;joint financing;approval process;global knowledge;private power;financial cost;bank operation;brazilian amazon;payment system;financial arrangement;internal transaction;venture fund;increasing share;cultural divide;incentive framework;thermal plant;satisfactory rating;financial measure;governance problem;risk allocation;property registration;social issue;Sanitation Services;budgetary burden;full participation;payment obligation;legal environment;potential conflicts;transparent fashion;resource cost;finance infrastructure;bureaucratic process;acquired knowledge;strategy development;operational level;staff survey;consultation process;public oversight;response time;power shortage;low-income states;fiscally sustainable;inclusive growth;government ownership;civil society;bank participation;policy study;social events;subnational lending;renewable power;Resource Efficiency;development target;interpersonal relationship;business process;complete package;knowledge product;real time;program monitoring;management framework;urban housing;enhancing competitiveness;Business Climate;guarantee support;institutional process;bank's representative;governing body;Program of Activities;selection criterion;bank management;effective monitoring;outcome indicator;Project Monitoring;complementary financing;evaluation period;innovative sme;energy security;private hydropower;target indicator;Health Service;information exchange;subsidized rate;regulatory oversight;financial system;low-income community;investment transaction;investment operation;operational strategy;financial closure;corporate structure;sector analysis;public policy;private company;financial structure;program loans;regulatory change;private industry;electricity sector;county programs;housing finance;cross-country experience;financial risk;strategy formulation;processing time;job description;primary vehicles;budgetary implication;developmental needs;bank's performance;regulatory body;exposure limit;investment opportunities;sectoral priority;program delivery;operational units;country operations;private domain;operational objectives;subnational levels;ample evidence;institutional strengthening;apex institution;budget allocation

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