1. 1 Doing Things Differently in FCS Yongmei Zhou, CCSD Manager Civil Society Policy Forum @ Annual Meetings October 10 th 2013 1

2. CCSD: The Change Agent for the Bank FCS Reform  To advocate for changes that will increase WBG impact in FCS  To support country and project teams working in FCS through strategy and operational support, knowledge dissemination and training  Based in Nairobi and Washington DC  Multi-disciplinary skills: conflict & violence, governance, economics, private sector, gender, partnerships, procurement, financial management, M&E, safeguards, operations CCSD 2

3. 5-point plan to increase impact in FCS  Designing integrated WBG country strategies to better address the drivers of conflict and fragility  Creating more agile operational policies and risk management practices that promote responsiveness and adaptation in FCS  HR reforms to enhance the client engagement in FCS  Increasing funding to respond to the peace- and state-building goals of FCSs  Building a stronger community of practice around FCS issues. 3

4. CCSD FCS Strategies Shifting Along WDR Priorities but Still a Long Way to Go Well aligned Moderate alignment Not well aligned % of CAS/ISN aligned to approaches and frameworks Pre-WDR Post-WDR FCV Framework Substance of projects Implementation issues Risk framework Result framework Partnerships 4

5. CCSD CCSD support for country teams 5

6. Enhancing FCS CAS/ISN  In its first year, CCSD provided support on demand to the development of 15 CASs and ISNs, including: Diagnostics of fragility and conflict (e.g. Yemen, Guinea) In-country strategy clinics to integrate conflict and fragility across country and regional programs (e.g. Sahel, CAR) Support to Government policy dialogue (e.g. Cote d’Ivoire) Support to the New Deal fragility assessments (e.g. Timor L’este, Liberia, Sierra Leone) Framing of CAS/ISN: DRC, Somalia, Sudan, South Sudan CCSD 6

7. Operational support Staff guidance – “Secrets of Trade” notes – Operational Core Course for FCS Staff – Clinics with country teams Co-design with sector staff iconic projects Unblocking implementation bottlenecks Building country systems

8. Challenges CCSD 8  Understand the drivers of conflict and fragility while formulating CAS  Understanding, yes; but response?  Client dialogue on sensitive issues  Selectivity within a small IDA envelope  Turning a coherent storyline into an impactful program  Getting results in hot topic areas: justice, security, extractive, job creation  Doing development projects differently in insecure areas  Long-term transformation v.s. short-term project cycle: how to recognize progress? How to deal with reversal?

9. Good news: FCS portfolio performance currently on par with non-FCS 9

10. CCSD Perceived High Risk of FCS Projects Not Matched by Actual Performance: 10 FCSNon-FCS

11. Bank Spending per $1000 IDA Lending But business in FCS is Costly FCSNon-FCS CCSD 11

12. Getting the Right Staff to FCS  HR package agreed, including New tools to attract the best locally recruited and regional staff from global offices, including new third country national and local benefits package and scarce skills premium as required Stronger career path management for FCS assignments, including FCS experience desired for H level promotion criteria and “next assignment” predictability Differentiating FCS offices to ensure better targeting of mobility and non- family post benefits New flexibility for STCs and ETCs in FCS Results monitoring through regular reporting on facetime in FCS countries CCSD 12

13. The WBG Change Process: Implication for FCV? Corporate strategy identifies FCV as a priority Ongoing budget review CCSD working with the global practices – Co-create new products for FCS: e.g., E4D – Accountability within each global practice for improving FCS portfolio, managing talents, disseminate new FCS products 13

14. How do we work together? 14