1. IFC’s Advisory Partnerships
Haleh Bridi
May 26, 2009

2. Partnerships - Central to AS business
Mobilizing resources
Over 40 donors contributed to IFC AS in recent years
Part of IFC mobilization role
New partnerships with private foundations (eg, Gates)
Sharing knowledge & experience
Managing multi-donor programs
Partnerships evolve in line with shared priorities.

3. IFC’s development partners
IFC partners include more then 40 donors, 9 MDBs and several foundations supporting IFC’s 5 Business Lines
5 Business Lines
Access to Finance
Corporate Advice
Environmental & Social Sustainability
Infrastructure
Business Enabling Environment 3

4. Advisory Services Spend by Funding Source ($M)
AS Business model– Leveraging other sources
Stabilizing business growth and increasing role of donor and client contributions
Advisory Services Spend by Funding Source ($M)

5. IFC’s donor funding mechanisms
Currently IFC has three types of agreements. IFC proposes to increase the number of central/framework agreements with donor partners
Current
Proposed
Framework agreements
Programmatic funding
Project-by-project funding

6. Trust Fund update
Standard 5% admin fee for both single donor TFs and multi-donor TFs.
However, no establishment fee
Lower minimum size TF ($250K IFC vs $1 million WB)
New IFC Donor Portal (Dec 2009)
New Partnership Principles
New Visibility Guidelines

7. Current Portfolio A2F=Access to Finance BEE=Business Enab. Envir.
CA=Corporate Advice
ESS-Envir. Social Sustain.
INF=Infrastructure
By Regions
CAF=Africa
CEA=East Asia
CLA=Latin America
CME=Middle East/N-Africa
CSA=South Asia
ECA=East. Europe/Central Asia
By Business Lines

8. Core Products-sharpening focus
Entry
In-development
Developed
Exit
Special Initiatives
New products and R&D
Few results
<= 24 mos
10%
Growing demand, high potential for scaling up
Results captured and used to improve design
<= 36 mos
Replicated across at least 3 regions
EXTERNAL evaluation with positive results,
Indefinite
80%
Products to be transitioned out of IFC
Results not only factor to exit
Agreed with VP
10%
Niche needs; limited scope
Must measure
Indefinite with positive results

9. Results measurement – Central to IFC AS
IFC recognized as leader among IFIs in rigorous results measurement
Project Design & Approval
Specify intended results with:
Standardized indicators
Clear baselines.
Project Implementation
Performance monitoring through:
PSRs
Portfolio Reviews.
Coming Soon…
Cost-benefit assessments
Efficiency measures
Project Completion
Independent verification of results
Client survey
Lessons learned. 9

10. Moving forward
After a period of growth, stabilizing size of business to further strengthen focus and results
Key challenges:
Continuing progress towards a sustainable funding model.
Continuing to strengthen results measurement, including metrics and systems, and instilling an even stronger results culture.
Strengthening KM, MIS, and business processes.

11. Thank You!