Strategy and Interim Business Plan · 2018-05-24 · informal consultations with donor partners, country clients, leading thinkers (including members of the CIIP “brain trust”),

Strategy and

Interim Business Plan

Endorsed at the 2nd

CIIP Steering Committee Meeting

Ministry of Finance, Vienna

February 19, 2014

Competitive Industries and Innovation Program 2

Table of Contents

Part 1. FY13-18 Strategy 3

I. Meeting the Competitiveness Challenge 3 Vision and Purpose 4 Launch and Operational Roll-Out 4 Strategy and Business Planning Process 4

II. Operational Strategy 5 Emerging Competitive Industries Approaches 5 How CIIP Adds Value 6 Results Framework 7

Part 2. Interim FY14 Business Plan 9

I. Implementation Framework—How It Works 9 Funding Structure 9 Resource Allocation Framework 10 Staffing and Support 11 Monitoring and Evaluation 12 Reporting 12 Communications and Partnerships 13

II. Program Implementation 15 FY13-14 Commitments and Disbursements 15 Early Achievements and Emerging Themes 16 FY14 Priorities 16 Implications for FY15 and Beyond 19

Boxes Box 1: Portfolio Review and Annual Report Preparation Process 13 Box 2: CIIP Partnership Website 13

Figures

Figure 1: Results Chain – From Integrative Solutions to Job Creation Impact 8 Figure 2: New Program Commitments Depend on Future Donor Pay-Ins 15 Figure 3: Future Commitments Will Happen Primarily in ACP Country Operations 15

Table

Table 1: Commitments by Sources and Uses (USD millions) 18

Annexes

Annex 1: CIIP Timeline: Launch and Operational Roll-Out 20 Annex 2: Results Framework 21 Annex 3: Multitrack Approach to Country Engagement 22 Annex 4: Project Selection and Peer Review Procedure 23 Annex 5: CIIP Structure and Staffing 24 Annex 6: Strategic Communications: Activities and Tools 25 Annex 7: Financials 28 Annex 8: References 33


Part 1. FY13-18 Strategy

I. Meeting the Competitiveness Challenge

1. Expanding sustainable sources of income is essential to ending extreme poverty and boosting shared

prosperity. At its heart, the challenge for developing countries is to rapidly create more and better

jobs. Job creation contributes to improved productivity and living standards. It also promotes social

cohesion and political stability. Yet, the task appears daunting.

2. According to the World Bank’s 2013 World Development Report, no fewer than 600 million new jobs

are needed over the next 15 years just to keep pace with the rapid growth of the world’s working-age

population. In Africa and South Asia alone, an average of 1 million jobs per month will need to be

created in the next decade. Countries in Eastern Europe, the Middle East, and Latin America and the

Caribbean face similar challenges. The urgency around jobs has been fueled by the slower-than-

expected recovery from the global economic crisis.

3. Policymakers around the world agree that economic growth is a necessary condition for job creation.

They also recognize that macroeconomic and investment climate reforms are a sine qua non of

growth. However, both theory and practice suggest that such reforms do not by themselves lead to

increased investment and employment. More often than not, market and governance failures—

characterized by infrastructure bottlenecks, lack of access to finance and technology, administrative

barriers to entry, and skills gaps—persist within and across specific industries. They in turn forestall

real sector investment and employment growth.

4. Notwithstanding these hurdles, a growing number of developed and developing countries have shown

that progress can be made. They have created jobs by focusing on competitiveness—the ability of

firms to generate new investments and to increase market share in goods and services through

improved productivity. Contemporary competitiveness strategies have gained traction by focusing on

specific industries. They target policies and public investments, catalyze private investments, and

foster innovation systems with a view to growing those industries and therefore, jobs.

5. Effective strategies match the ambition of industry level efforts to country capacities and political

economy realities.1 Key elements include meaningful sector or industry diagnostics;

2 inclusive

dialogue between public and private sectors; strategic prioritization of public investment; sequencing

of reforms across sectors;3 and learning and accountability during implementation.

4 Unlike

traditional industrial policy, more recent efforts rely on open processes to demonstrate results,

1 World Bank (1997). 2 Hausmann (2009); Porter (1990, 1998). 3 Stiglitz (2013) 4 Mazzucato (2013); Khan (2009).


manage fiscal costs, and limit risks of capture.5 Success is revealed in the incubation of new firms,

virtuous cycles in the performance of firms, and spillovers to the larger economy.6

Vision and Purpose

6. The World Bank and other development partners such as the European Union (EU), the African,

Caribbean and Pacific Group of States Secretariat (ACP), and the Governments of Austria and

Switzerland recognize the potential of competitive industries and innovation approaches. This multi-

donor partnership, the Competitive Industries and Innovation Program (CIIP), seeks to provide

valuable support to high potential country initiatives, and to expand the global knowledge frontier on

“how to” effectively design and implement competitiveness strategies as part of a new and emerging

growth paradigm.

7. CIIP’s vision is for developing countries to boost shared prosperity and eradicate extreme poverty by

creating 100 million quality jobs by 2030. To realize this vision, the Program helps enhance country

growth and employment prospects by supporting public policies and investments that promote

competitiveness and innovation within and across industries. CIIP achieves impact by mobilizing

global expertise, applying cutting-edge knowledge, and catalyzing investments in support of

transformational projects and frontier knowledge initiatives.

Launch and Operational Roll-Out

8. CIIP was formally launched through establishment of multi-donor and single donor trust funds over

the November 2012-July 2013 period. Within its first year, CIIP moved quickly to approve 12 high

potential country operations that are currently under implementation. These early movers were

selected on a competitive and transparent basis, consistent with CIIP’s Operational Procedures—

Coordination with European Commission and Other Partners.7 In parallel, an ambitious knowledge

agenda is gaining momentum as a result of CIIP’s flagship October 2013 conference, a number of

publications, and training events. The operational and knowledge priorities underpinning CIIP’s

rapid roll-out are reflected in this Strategy and Business Plan (Annex 1). They indicate high demand

for CIIP on the part country clients and their development partners.

Strategy and Business Planning Process

9. CIIP’s strategy development and business planning process was launched in earnest at the 1st Steering

Committee Meeting in Brussels in September 2013. What followed were a series of formal and

informal consultations with donor partners, country clients, leading thinkers (including members of

the CIIP “brain trust”), and World Bank operational staff and senior management. In addition, the

CIIP team sought early feedback from Steering Committee members during a December 2013 visit to

Brussels, Berne, and Vienna. The final Strategy and FY14 Interim Business Plan has been reviewed

by World Bank management prior to submission to the CIIP partners for review. Their endorsement

of the plan is sought at the 2nd

Steering Committee Meeting in Vienna on February 19, 2013.

10. This document provides a shared vision and approach to achieving the main objectives set out in the

two trust fund agreements and the Administrative Agreement. The accompanying Interim Business

Plan explains how the strategy is being implemented over the course of CIIP’s first year. Going

forward, the FY15 Annual Business Plan for CIIP will be progressively aligned with the Bank’s own

planning cycle—as required by the Bank’s trust fund policies—to enhance oversight and

5 World Bank (2005, 2013); Acemoglu (2012); Sabel (2005). 6 Chang (2008); Rodrik (2004); Lin (2012); Khan (2009); Aghion (2012); Hausmann (2009). 7 The CIIP Steering Committee approved the Operational Procedures in September 2013. As a live document, the procedures

are periodically updated, in consultation with the partners, to reflect the evolving needs of the program and good practice.


transparency.8 The FY15 plan will be submitted for review and approval over the July-September

2014 period, and will include a retrospective on the previous year’s achievements including the

management of resources, other aspects of program implementation, and operational results (based on

indicators identified in the CIIP results framework).

II. Operational Strategy

Emerging Competitive Industries Approaches

11. In recent years, a number of countries have experimented with various implementation modalities to

correct market and governance failures within and across industries: for instance, economic zones,

growth poles, value chain development, city-level competitiveness strategies, and innovation systems.

Each of these modalities integrates and sequences basic elements of private sector development:

regulatory and business environment reforms, public investment in basic and industrial infrastructure

as well as skills development, institutional strengthening of public agencies and cluster institutions,

and catalytic mechanisms to enhance access to finance for private firms.

12. At the heart of these efforts is a new growth paradigm that seeks to motivate collective action by

public and private actors at the industry level, and to forge linkages to the larger domestic economy

through cross-sectoral and spatially-targeted efforts. Their innovative aspects lie in the ability to

bundle and deliver support to industries in a cost-effective manner; to coordinate macro, mezzo, and

micro-level reforms; and to convene public and private sector actors. In the process, such

interventions promise economies of scope and scale, as well as magnified impact. Increased private

sector investment, greater entry of new firms, higher productivity in select industries will result in

positive spillovers to the broader economy and significant sustainable job growth.9

13. At the same time, such approaches can be complex and challenging to implement. The associated

risks can be managed through programmatic design, prioritization of activities (for example, through

sector sequencing), use of innovative fiscal and financial instruments (for example, challenge and

matching grants, risk management instruments, supplier development programs); and reliance on

third party monitoring and short feedback loops. In addition, such interventions require considerably

more resources during their design and implementation, a heavy emphasis on private and public

sector capacity building, and a keen awareness of political economy dynamics.

8 World Bank (2013). 9 World Bank (2013).


How CIIP Adds Value

14. CIIP’s added value to country and global efforts to boost shared prosperity and eradicate extreme poverty

is three-fold. First and foremost, it provides countries with integrated solutions for the design and

implementation of industry-level competitiveness initiatives in high potential sectors. These solutions in

turn motivate investment, enhance firm level productivity, enable value chain integration and cluster

growth, and create jobs. Second, it pushes the knowledge frontier on “what works” in competitiveness

and innovation by sharing lessons in real time from its active country engagements and by motivating

cutting edge operational research across its global network of academic, policy, and industry actors.

Third, CIIP raises the awareness of practitioners on contemporary industrial policy across countries.

15. To this end, CIIP initiatives are designed with the following characteristics:

Transformational Impact: CIIP-financed country operations focus on sectoral and spatial entry

points with high potential for transformational job growth based on industry prioritization

scenarios. Similarly, CIIP knowledge activities aim to impact the dialogue among global thought

leaders and regional actors through cutting edge operational research and high profile events.

Cross-Sectoral Design: Industry-level constraints as well as their remedies are inherently cross-

sectoral. For instance, a cluster of firms may be more acutely constrained by poor access to

electricity and transport infrastructure relative to their access to finance and skilled personnel.

CIIP country operations tackle these binding constraints through well-sequenced and coordinated

public and private actions. The resulting economies of scope and scale enhance the likelihood of

impact on firm-level competitiveness. Over time, cross-sectoral efforts can be strengthened with

advancements in knowledge on the design of coordination mechanisms such as delivery units and

subnational capital grants.

Efficiency and Timeliness: When they open, windows of opportunity to foster competitive

industries must be seized. CIIP financing enhances the rapid response capability of the World

Bank Group and its development partners across a range of countries. It also provides the critical

mass of support—for instance, in the form of technical assistance or just-in-time analytics—

needed to manage the risks typically associated with cross-sectoral operations. Through its

multiple country engagements, CIIP aims to capture, disseminate, and apply knowledge in real-

time of ‘what works’ within and across industries.

Complementarity and Jointness: In keeping with CIIP’s role as a new and emerging

partnership, country operations are developed jointly with partners. CIIP resources and expertise

are leveraged through existing lending or analytical activities supported in the context of World

Bank Group Country Partnership Frameworks. Activities are developed jointly with—and often

co-financed by—CIIP partners as well as private sector actors at the country level. The global

knowledge agenda also fully leverages expertise across CIIP’s network of experts and

practitioners, the World Bank Group and the other partners’ staff. Joint approaches are intended

to limit duplication and redundancy, and also to enhance the quality of knowledge and operations.

Sustainable: It is important that CIIP projects are not only transformational but also

sustainable—that is, their stream of benefits continue to accrue beyond the life of a particular

operation. To promote institutional, social, and environmental sustainability, CIIP projects

follow best practice safeguards policies and procedures, including those governing World Bank

Group operations. For similar reasons, CIIP supports programmatic—rather than piecemeal—

knowledge efforts that add value across the country, industry, and regional levels.


Results Framework

16. CIIP’s theory of change holds that the bundling and delivery of support for basic elements of private

sector development (see para 11) in an industry context can help accelerate impact. As Chart 1

illustrates, these integrative solutions help to transform financial, institutional, and knowledge inputs

into an enabling environment for industry growth. As industries become more competitive and

innovative, they attract private investment, spur productivity gains, and generate jobs and social

spillovers. In this way, CIIP operations help boost shared prosperity and eradicate extreme poverty.

17. The above-mentioned results chain is supported by a more detailed results framework (Annex 2).

The results framework ensures that CIIP is achieving its overarching objectives by tracking four tiers

of indicators. Tier 1 (impact) indicators measure CIIP’s triple bottom line of investment, jobs, and

industry growth, and also track social spillovers. These impacts derive from improvements in the

quality of policies, the performance of public and private institutions, and access to basic services and

finance: these are tracked by Tier 2 (outcome) indicators. Outcomes are obtained in part from Tier 3

(output) indicators, which track policies, services, institutional capacities, and financial and hard

assets that are produced by CIIP’s menu of integrative solutions (for example, economic zones,

growth poles, value chains, and competitive cities). These solutions and associated levels of financial

and capacity building are tracked using Tier 4 (input) indicators. To the extent possible, these

indicators are standardized across CIIP-financed projects.

18. In keeping with CIIP’s theory of change, the following impact indicators are used to assess progress

towards the achievement of its high level objectives:

Indicator 1 – Gross number of jobs (disaggregated by gender and age cohort)

Indicator 2 – US$ value of private investment leveraged (of which, domestic share)

Indicator 3 – Net number of new firms (of which, share headed by women)

Indicator 4 – Number of people with access to improved services

19. These data will be discussed in annual reports and other key documents. It is important to

acknowledge the myriad attribution questions associated with CIIP’s cross-sectoral and policy-based

interventions. Therefore, in its reporting on results, CIIP emphasizes its contribution to impact

through its key inputs and relevant outputs (tracked by Tier 3 and 4 indicators). Where feasible,

country examples inform a narrative of different country trajectories for enhancing competitiveness

and creating jobs. Program reporting draws on the project-level efforts to track relevant Tiers 1-4

indicators based on CIIP’s tailored response to country constraints.


Figure 1: Results Chain – From Integrative Solutions to Job Creation Impact


Part 2. Interim FY14 Business Plan

1. Since its first proposals were reviewed in March 2013, CIIP has rapidly grown a portfolio of high

potential country operations and a rich global knowledge agenda. By the 1st Steering Committee

Meeting in September 2013, the Program had institutionalized most elements of a robust

implementation framework – its machinery for delivering on its operational strategy. This interim

FY14 Business Plan explains how CIIP works, its program commitments and early deliverables, and the

priorities that guide its efforts over the remainder of FY14.

I. Implementation Framework—How It Works

2. To deliver on its operational strategy, CIIP relies on a robust implementation framework, described

below. The key elements of this framework include: CIIP’s multi-window funding structure, its

resource allocation framework, staffing and support, monitoring and evaluation, as well as strategic

communications and partnerships.

Funding Structure

3. CIIP funding is structured around two World Bank-executed trust funds. The Multi-Donor Trust

Fund (MDTF: TF071975), supported by the governments of Austria and Switzerland as well as the

EU, was established on November 15, 2012. The Single-Donor Trust Fund (SDTF: TF072037),

financed through the EU European Development Fund (EDF) and hence with the specific geographic

focus on the African, Caribbean, and Pacific states, was established on July 18, 2013. Taken

together, both funds allow CIIP to finance operations across most geographic regions as well as a

wide array of global knowledge activities. As Trustee and Administrator for both the funds, the

World Bank is responsible for program development, implementation, and monitoring and evaluation.

The Bank also is responsible for secretariat functions that support CIIP as a unique partnership.

4. While the above-mentioned fund structure is discreet for accounting purposes, CIIP resources are

managed seamlessly across the two trust funds in order to ensure predictable, transparent, and efficient

financing of both country and global knowledge priorities. To this end, CIIP uses a set of financing

windows under the trustee level parent funds for the MDTF and SDTFs respectively: (i) a Country

Operations Window for high potential country operations, (ii) a Knowledge Management Window to

support cutting-edge analytics as well as dissemination and networking activities; and (iii) a Program

Management Window that support secretariat functions.10

5. In keeping with good practice, funds’ flows through these windows and associated child grants are

aligned with the pay-in cycle for donor contributions at the trustee level. As of January 30, 2014, 70

percent of MDTF commitments and 50 percent of SDTF commitments were paid into the trustee fund,

and 96 percent of paid-in funds were committed. Nearly US$15 million in pending tranche

contributions from the EU & Switzerland will be needed over FY15-16 to allow sufficient time for

commitment and execution by the FY18 program completion date.

10 Child trust funds under each window are established to finance CIIP projects approved by the Steering Committee. Similar funds

have been established to fund “support services” comprising portfolio-wide actions on M&E, strategic communications, training and

learning, and project development TA (Annex 7c). These funds also support sensitization and training of clients from countries at

early stages of engagement on competitiveness issues (Part 2, para 8).


Resource Allocation Framework

6. The CIIP allocation framework prioritizes the use of scarce donor resources (i) at the program/trustee

level, between operational and knowledge priorities; (ii) at the window level, between countries and

between knowledge themes; and (iii) at the project level, between individual operational and

knowledge proposals. This framework, described below, aims to ensure that CIIP funds are used

efficiently and effectively.

7. Program-Level: CIIP’s overall resource envelope is split between country operations and global

knowledge initiatives. Since transformational country initiatives are intended to drive program

results, CIIP aims to allocate 75 percent of its funds (excluding program management costs) to its

Country Operations Window. The remaining 25 percent are assigned to the Knowledge Management

Window to finance global and regional initiatives.11

8. Window-Level: Resources for country operations are allocated using a multi-track engagement system

based on country readiness (Annex 3). Readiness is evidenced by leadership interest, track-record on

competitiveness issues, institutional capacity, and level of organization of the private sector.

Countries with limited exposure to competitiveness issues are best served by Track 1 (which

supports awareness-raising and training financing under the Knowledge Window) or Track 2

(which finances preliminary scoping missions and dialogue under the Country Operations

Window). Track 1-2 activities by definition involve affirmative efforts to foster future new client

countries, for example, in some African, Caribbean, and Pacific countries. A provisional

allocation for affirmative efforts under Tracks 1 and 2 over the program life are made under the

Knowledge Management and Country Operations Windows respectively.

Remaining resources under the Country Operations Window are eligible, on a demand-driven

basis, for Track 3 (substantial stakeholder engagement, intensive market analytics, and pilot

interventions) and Track 4 (comprehensive efforts to support design and implementation of high

potential, industry level interventions). Track 3 and 4 countries are those with deep leadership

commitment and broad base of support, mature competitiveness and innovation strategies, and

bankable interventions.

The bulk of funds under the Knowledge Management Window support relevant research on

competitiveness and innovation. To help identify activities that would push the knowledge

frontier, CIIP relies on a tripartite governance structure comprising Bank and donor operational

teams,12

the World Bank’s Competitive Industries “brain trust” of scholars, and where necessary,

industry leaders. While half these resources help identify lessons on “nuts and bolts”

implementation issues, the other half is devoted to applied research that advances the state of

theory and empirical research on competitiveness. These themes, for instance, the effectiveness

of industrial policy instruments and the determinants of growth at the industry and cluster level,

are identified in consultation with members of brain trust and industry leaders.

9. Project-Level. Both country and knowledge priorities are organized into projects and selected on a

rolling basis in accordance with project approval and coordination processes illustrated in Annex 4,

consistent with the Operational Procedures. Selection criteria include inter alia alignment with CIIP

objectives and industry level approaches; consistency with standard fiduciary and operational

11 The current breakdown between Country and Knowledge Windows is 72 and 28 percent respectively. 12 Brain trust members are Dani Rodrik (Institute of Advanced Studies, Princeton), Ricardo Haussman (Harvard University),

Charles Sabel (Columbia University), Mushtaq Khan (University of London), Francis Fukuyama (Stanford University), and Alan

Gelb (Center for Global Development, Washington DC).


requirements (including Paris Declaration Principles on Aid Effectiveness); potential for

transformational impact (for instance, investment generation and job creation); and coordination with

donors. Approvals follow a series of consultations with private and public sector stakeholders,

internal reviews within the World Bank, and a formal peer review by the CIIP Joint Steering

Committee. These rigorous project review processes are intended to ensure selectivity, quality-at-

entry, relevance of design, and likely impact. Once approved, proposed interventions are financed

through child trust funds.13

10. Ultimately, resource allocations are contingent on performance. Once CIIP proposals are approved, a

child trust fund is created, a disbursement timeline and annual grant tranching schedule is established

based on planned activities. Tranching is then based on fund utilization and activity completion, as

monitored in the World Bank’s Grant Reporting and Monitoring (GRM) system. In the event of non-

performance, tranches may be withheld until course corrections are made or CIIP projects are

restructured. In some cases, resources may be re-pooled and reallocated within the Country

Operations or Knowledge Management Windows.

Staffing and Support

11. CIIP’s rapid launch and its ongoing success depend on a robust support structure and high quality

staff. A small self-standing secretariat ensures coherence across the portfolio, alignment with partners’

priorities, as well as lean and quality management. It is responsible for program strategy and

management, financial management, knowledge and learning, monitoring and evaluation, strategic

communications, and risk management. In CIIP’s first year of implementation, the secretariat has

responded flexibly to CIIP’s dynamic and evolving needs—for instance, program launch, development

of this strategy and business plan, project development and review, donor engagement, and support for

high profile knowledge activities. In addition to experienced secretariat staff, the CIIP team now

includes 5 additional global experts that actively support Bank project teams in country dialogue,

analytics, as well as operational design and implementation (Annex 5).

12. The CIIP team is embedded within the World Bank Group’s recently established Trade and

Competitiveness (T&C) Global Practice, which places competitiveness issues at the forefront of country

dialogue on private sector development. CIIP aims to fully utilize these Bank Group institutional

resources to further its goals. For instance, it works through 54 competitive industries staff affiliates and

73 secondary affiliates currently supporting World Bank operations around the world. It also draws on

the knowledge sharing, training, and e-learning capacities of T&C and other Global Practices to expand

its client base and enrich its country dialogue. CIIP is further deepening its collaboration with the

World Bank’s Development Economic Group on research relating to competitiveness and innovation.

13 Child trust funds under CIIP’s Country Operations Window are linked to—and coded under—either World Bank Investment

Lending (IBRD/IDA, SF, RE, IF) or Non-Lending Technical Assistance (NL-TA) product-lines. Child trust funds under the

Knowledge Management Window are coded as Economic & Sector Work (ESW), Research Services (RF), Impact Evaluation (IE)

or External Training (TE). Product-line codes determine the types of quality review process for TF inputs and outputs. CIIP’s

Steering Committee will be appropriately consulted during these processes.


Monitoring and Evaluation

13. CIIP’s monitoring and evaluation (M&E) objectives are three-fold: (i) to foster results-orientation in

both country operations and knowledge activities; (ii) to promote accountability to country

stakeholders and development partners; and (iii) to encourage learning in real-time. Discussed below

are the design and implementation of project and program M&E, as well as their intended uses:

Project M&E for CIIP operations build on the mainstream of development practice as well as

existing World Bank Group results measurement systems. As such, these operations contain

project-level results frameworks that delineate causal links, from inputs to outcomes. They

identify standardized and customized indicators with baselines and targets, as well as the M&E

instruments and resources needed to measure and verify them over the project life. Given the

cross-sectoral nature of competitiveness operations, project level M&E will need to rely on and

strengthen country M&E systems. These include traditional public sector evaluation systems as

well as demand-side measures—for instance, third party monitoring, public-private dialogue

mechanisms, and firm-level surveys—that give voice to private sector and local stakeholders.

These mechanisms promote feedback loops and motivate mid-course corrections. Additionally,

for discrete components of CIIP operations such as SME matching grant schemes or city-level

capital grants, impact evaluation methods should help to identify good practice.

Program M&E aims to assess the CIIP’s overall efficiency and effectiveness across country

operations and global knowledge activities. Drawing on the CIIP results framework (Part 1, para

16-17), the secretariat regularly aggregates project-level data on inputs, outputs, and outcomes.

Efficiency data on program-wide processes and portfolio quality are also collected. Periodic

program evaluations in turn rely on both quantitative and qualitative field based assessments to

test causal links, to assess relevance of program objectives and design, and to review achievement

of discrete objectives. From time to time, CIIP undertakes reviews of emerging operational

topics, for instance, the sustainability of economic zones, or the efficacy of matching grants.

Where appropriate, reviews rely on meta-evaluations of project-level impact evaluations.

Reporting

14. CIIP ensures timely submission and disclosure of financial and operational reports at the project and

program levels. At the project level, Bank operational teams provide regular updates through the

GRM cycle on completion of activities and utilization of trust funds. In parallel, the Bank’s

Implementation Status Reports provide detailed, semi-annual published reports on the physical and

financial performance of lending operations to which CIIP projects are linked. CIIP aims to fully

leverage these institution-wide Bank Group processes to support its own reporting and portfolio

review objectives (Box 1). A newly launched CIIP website gives partners the ability to directly track

project and program-level progress and results (Box 2).


Box 1: Portfolio Review and Annual Report Preparation Process

Between June and July each year, World Bank task team leaders are required to report on the

implementation of child trust funds through the GRM system. They are also required to complete the

annual Letter of Representation (LOR) exercise to confirm compliance with the Bank’s fiduciary

obligations in the expensing of the trust fund. GRM and related data consolidated in the World Bank’s

annual trust fund report, and LORs are consolidated in annual single audit report to donors. The CIIP

secretariat will conduct an annual portfolio review using GRM reports, and synthesizes them into an

Annual Report & Business Plan that covers progress through June of each year. Problem projects are

addressed in the report and when necessary, recommendations are made to adjust the size and schedule

of tranches. The report is presented to the Steering Committee over July-September each year.

Communications and Partnerships

15. Effective communication among CIIP’s partners and its broad range of public and private

stakeholders is critical to program success. Using a wide range of corporate tools and channels, CIIP

ensures the visibility of both individual contributing partners and the partnership as a whole. It also

fosters its global network of practitioners and experts, and promotes operational learning. Described

below, these three pillars of CIIP communication are supported by a wide range of tools and activities

listed in Annex 6:

16. As part of its visibility efforts, CIIP has developed an official logo (in the header above) that identifies

the contributing partners. It is prominently displayed on official print and online products, marketing

and press information, knowledge products and formal publications, visual, on-line and multimedia

materials. Common visibility rules, branding, and communications standards developed for CIIP are

systematically employed for local outreach and communications efforts in client countries. Templates

for promotional, knowledge, and outreach materials are shared with World Bank Group operational

teams and are posted on the CIIP website for easy access (Box 2). Active participation of partner

representatives is sought at global knowledge and country project events. Strategic communications

across the Bank Group, development community, and networks of competitiveness experts aim to

further raise CIIP’s global profile.

Box 2: CIIP Partnership Website

The CIIP partnership website provides detailed information on CIIP country operations and knowledge

initiatives. It aspires to become a comprehensive and interactive online resource on industry focused

efforts in private sector development. The website aims to serve multiple purposes. Most immediately,

it provides key materials that are relevant to the smooth function of the Steering Committee.

Contributing partners are given access to confidential information on operations and knowledge

products in real-time through a password-protected space. The space allows partners to deliberate and

comment on project design and implementation, or on various knowledge products. They can also

monitor progress to date. In addition, the website supports knowledge exchange across networks of

practitioners and thought leaders on cutting edge research, good practice or innovative approaches, and

results from competitiveness strategies around the world.

17. A second communications pillar is to foster a global network of World Bank and donor partner staff

working on competitiveness issues, public and private sector actors, as well as academics and

policymakers around the world. CIIP organizes periodic high profile knowledge and training events

(including an annual conference) and actively disseminates knowledge products to this ever

expanding network. It also employs a range of channels and interactive tools (for example, a self-

standing website as well as social, print, and broadcast media) to support networking.


18. Thirdly, CIIP aims to promote operational learning through active knowledge sharing among project

teams, partners, and country stakeholders. Emerging lessons and good practice notes are

disseminated by CIIP to teams working on competitive industries projects in a wide array of

countries. Seminars, presentations, and “clinics” provide opportunities for project teams to share

innovations and seek feedback on project design and implementation approaches (for instance, on

economic zones, growth poles, and matching grant schemes). In addition, embedded in most CIIP

operations are public-private dialogue mechanisms and harmonized donor processes all of which in

principle enable partnerships and open dialogue on competitiveness issues. Such in-country

processes can be enriched by timely disclosure and publication of evaluation results on industry level

efforts. These efforts in turn can encourage feedback loops and virtuous cycles.

19. To be effective in its communications efforts, CIIP will strategically focus its outreach efforts on

three key audiences—the CIIP brain trust, country policy-makers, and industry leaders. It is

envisaged that brain trust members would help keep competitiveness and jobs at the forefront of the

global development agenda, while galvanizing global networks of practice. Their efforts would be

complemented by awareness-raising during high profile events across the development community;

extensive use of CIIP’s new web platform (www.theciip.org); and leveraging of the Bank Group’s

extensive network of country offices around the world. Given the importance of visibility issues,

CIIP communications staff will also coordinate closely with counterparts in donor agencies.

http://www.theciip.org/


II. Program Implementation

FY13-14 Commitments and Disbursements

20. Rapid activity and portfolio growth reflect considerable demand for CIIP initiatives. A total of

US$20.34 million— or 96 percent of paid-in funds—have been committed to 16 approved projects and

portfolio-wide support services. Seven of these grants, amounting to US$6.91 million in commitments,

are helping to mobilize significant investment from official sources, including US$617.6 million in

World Bank lending.14

21. Among major geographic regions, Africa has the largest share of current commitments with 4 projects

totaling US$4.235 million. Eastern Europe and Central Asia follows with 5 projects totaling US$3.559

million. Latin America and the Caribbean as well as East Asia and the Pacific each have one project—

one in Haiti (US$1.8 million) and the other in Vietnam (US$1.0 million) respectively. In the Middle

East and North Africa Region, a project amounting to US$0.78 million has been approved in Tunisia.15

22. As noted earlier, commitments are made under both the financing windows of the MDTF and SDTF. A

total of US$6.91 million have been made under the SDTF Country Operations Window. Another

US$5.57 million in commitments have been made under the MDTF Country Operations Window. In

addition, US$4.41 million in commitments have been made to MDTF Knowledge Window including

for support services (M&E, strategic communications, learning, and training).

23. Disbursement projections through the end of FY15 remain robust and will be further bolstered by

tranching. While there is still headroom to respond to growing demand, early efforts to support

implementation of active projects would benefit CIIP’s young portfolio. Starting in FY15, new

commitments will be made primarily under the MDTF Knowledge Management and the SDTF Country

Operations Windows (Charts 2-3).

Figure 2: New Program Commitments Depend on Future

Donor Pay-Ins

Figure 3: Future Commitments Will Happen

Primarily in ACP Country Operations

14 Data do not include non-lending resources mobilized by Bank operations. The overall leveraging impact of these CIIP projects, in

terms of public and private investment, is expected to become evident within 1-2 years. 15 Global activities cover 4 knowledge products (US$2.988 million) and support services.


Early Achievements and Emerging Themes

24. In its first year, CIIP has experienced a high level of demand for its support. It also made progress

towards early results, especially on the knowledge front. An October 2013 CIIP flagship conference,

“Making Growth Happen,” provided an important opportunity for the development and academic

communities to take stock of the current thinking on industrial policy and competitiveness. A joint

World Bank-OECD initiative, the Innovation Policy Platform (IPP), promotes knowledge exchange

through an interactive platform that helps researchers and practitioners identify good practice

approaches to build innovation systems. CIIP has also supported training of policy leaders and

practitioners through the Competitiveness Summer School. It has published papers and blogs on a

number of themes—from site selection for industrial parks to agribusiness in Africa (Annex 8). These

knowledge initiatives are expected to influence country efforts as well as academic research.16

25. Even though CIIP-financed country efforts are still in their early stages of design and implementation,

indications are that these competitive industry approaches can gain traction. Participatory processes

and market analytics (Tier 3-4 indicators) are being used to support sector selection, for example, in

Cote d’Ivoire and Tunisia. Similarly, spatially-targeted public investments are being planned and

augmented in Ethiopia, Haiti, Tanzania, and Sierra Leone. The establishment of public agencies in

Georgia is supporting smart specialization and innovation systems. As implementation proceeds,

CIIP anticipates progress on Tier 1 and 2 indicators such as improvements in business regulation,

enhanced efficiency of public spending, leveraging of private investments, and job expansion.

FY14 Priorities

26. The development of CIIP’s implementation framework and the launch of several CIIP projects have set

the stage for priorities in the interim FY14 plan (Table 1). Over the September 2013-June 2014 period,

CIIP has focused on three priorities – implementation support for active operations; ‘leveling the

playing field’ for small and fragile states; and strengthening stewardship of donor resources:

First, CIIP will focus on implementation to active operations to fully exploit their

transformational potential. Activities will include proactive outreach to country clients and

partners, close monitoring of CIIP grants and associated World Bank operations, and support for

real-time evaluations of selected components. CIIP has set an ambitious target of accelerating

disbursements to 20 percent of overall program commitments. It will also identify flagships from

its portfolio of active projects—that is, those with high potential for learning-by-doing, for

creating demonstration efforts (for example, based on innovative design), and for generating

impact (for example, in terms of job creation). In parallel, a US$1 million cap is proposed on

new commitments for the remainder of the third and fourth quarters of FY14.

Second, CIIP’s hitherto demand-driven focus (Tracks 3-4) will be complemented by affirmative

efforts (Track 1-2) in fragile and small states in the ACP. Approximately US$2 million have been

provisionally allocated for these affirmative efforts over the program life. A regional conference

on competitiveness and industry level efforts in Africa is planned for March 2014. Preparations

for FY15 knowledge events in the small states of the Caribbean and Pacific are also underway.

Taken together, Tracks 1-2 aim to ‘level the playing field’ before additional commitments are

made through Track 3 and 4.

16 For instance, CIIP recently provided inputs to the Invest in Cote d’Ivoire 2014 conference, which was convened by the

country’s president to galvanize its industrialization efforts. The conference brought together over 1500 investors, high level

representatives from multilateral institutions, and officials from several African and European countries. Based on CIIP’s early

engagement, Ivorian leadership has sought ongoing advice on the design of growth poles and value chain development initiatives.


Third, CIIP will continue to institutionalize good stewardship practices across the partnership

program inter alia through regular financial and physical reporting, compliance with established

procedures and processes, systematic tranching of disbursements, and communications efforts. In

addition, the secretariat envisages resource mobilization efforts to broaden CIIP’s base of support.


Table 1: Commitments by Sources and Uses (USD millions)

FY13 FY14 FY15 FY16-18 Total

SOURCES | Donor Commitments

Multi-Donor Trust Fund 11.1 1.6 2.5 0.642 15.9

(Cumulative % pay-in) 70% 80% 96% 100% 0%

Switzerland 1.6 1.6 - - 3.228

Austria 6.4 - - - 6.454

European Commission 3.0 - 2.5 0.642 6.223

Single Donor Trust Fund - 10.0 7.9 1.99 19.98

(cumulative % pay-in) 50% 90% 100% 100%

EC (ACP Secretariat) - 10.0 7.9 1.99 19.98

USES | Project Commitments

Country Operations

23.834

Committed (Cumulative) 2.39 12.487 13.387 - 13.387

(% of Window) 10% 52% 56% 56% 56%

Uncommitted (Cumulative) 21.444 11.347 10.447 - 10.447

Africa 0 4.24 - - 4.24

(% Commitment of Window Allocation) 18% 18%

East Asia & the Pacific 0 1.025 - - 1.025

4% 4%

Latin America and the Caribbean 0 1.875 - - 1.875

8% 8%

Middle East & North Africa 0.788 0 - - 0.788

3% 3%

Europe & Central Asia 1.602 1.957 0.9 - 4.459

7% 8% 4% 19%

South Asia - - - - -

Track 2: Project Development - 1.0 - - 1.0

(4%) (4%)

Knowledge Management 9.121

Committed (Cumulative) 1.057 6.008 - - 6.008

(% of Window) 11% 66% 66% 66% 66%

Uncommitted (Cumulative) 8.064 3.113 - - 3.113

Innovation Policy Platform 0.585 0.3 - - 0.885

(% Commitment of Window Allocation) 6% 3% 9%

Competitive Cities - 0.880 - - 0.880

10% 10%

Industry-Specific Global Value Chain - 0.75 - - 0.75

8% 8%

Implementing Industrial Policy 0.472 - - - 0.472

5% 5%

Track 1: Training & Learning - 1.0 - - 1.0

10% 10%

Support Services - 2.021 - - 2.021

22% 22%

Program Management Window 2.216

Committed (Cumulative) 0.553 1.853 1.853 2.216 2.216

(% of Window) 25% 83% 83% 100% 100%


Implications for FY15 and Beyond

27. Middle and lower income countries as well as fragile states are eager to generate quality jobs in their

productive sectors. Demand for CIIP-style country operations continues to grow, as does global

interest in actionable knowledge on competitiveness and innovation strategies. While CIIP has the

capacity to respond in a number of areas, it remains constrained in others. For instance, as Table 1,

there is urgent need for CIIP to develop the financial capacity to respond to demand from South Asian

clients, and possibly augment funding for small and fragile states in the ACP depending on the

success of early Tracks 1-2 efforts.

28. This strategy and interim business plan provides the basis for broadening CIIP’s base of support. Like-

minded donors will be consulted with a view to mobilize an additional US$65-85 million—based on

estimated needs—to support program objectives over FY13-18.


Annex 1: CIIP Timeline: Launch and Operational Roll-Out


Annex 2: Results Framework

Input – Tier 4 Basic elements

Integrated solutions

Output – Tier 3 Direct project deliverables

Outcome – Tier 2 Changes in conditions/behavior

resulting from outputs

Impact – Tier 1 Long term changes for end beneficiaries

Business

environment

Analytics

Public-private

dialog

Policies and

regulations

Public Investment

Matching grants

and credit lines

Value chains

Economic zones

Growth poles

and corridors

Clusters

Cities

# of strategy/reform program designed (esp. with input from PPD)

# of laws/regulations approved and enacted or policy reforms implemented (including SEZs)

Business regulation # of days, procedures, and cost to comply with

business regulation (incl. entry/exit)

Import/export # of days and cost to export/import

Tax reform # of days and cost for tax compliance

Investment $ of total private investment in

supported industries (of which domestic)

(financial efficiency – private investment leverage of public funds)

Growth in supported sector # of direct beneficiaries of the project

(of which women) # net of new firms (of which headed by

women) $ net increase in output of beneficiary

enterprises % increase in labor productivity % increase in total factor productivity % share of exports of supported

sector/industry % share in GDP of sector/industry Gross number of jobs (direct - of which

women)

Growth in linked sectors % share in GDP of linked

sectors/industries Number of people with access to

improved services Gross number of jobs (indirect – of

which women)

Infrastructure

(hard infrastructure,

land, industrial

utilities)

Roads $ committed and approved for infrastructure

investment Km of all-weather roads constructed Km of bridges constructed

Access to markets # of hours to get to market $ cost to get to market (estimate new entrants)

Electricity $ approved and committed for electricity

generation or grid upgrading/expansion MWh of electricity generation capacity

Access # of new connections to targeted industry

Reliability # hours of electricity outages per week

Labor and skills

Skills # of strategy/ reform program designed (esp.

curricula with input from PPD) # of teachers/specialists trained/certified # of people trained/certified (by skills type)

Access to skills (reduced skills mismatch) # of students/trainees with a job or self-employed

in supported industry one year after completion of education/training program

Institutional

strengthening

# and $ funding for cross institutional coordination mechanisms (PPD, PIU, intergovernmental working group) created and operational

$ approved and committed for capacity building of specific institutions (gov’t agency, regulator, industry body, stats agency) - IT upgrade, people trained, governance etc.

PPD impact on reform process # of reforms enacted through the PPD mechanism

(evaluation wheel to measure impact on reform)

Public sector management and state capacity Agency effectiveness – e.g. process times,

response rate etc.

Access to finance # of catalytic/innovative finance instruments (matching grants etc.) designed and $ volume committed

# of SME support programs developed and $ committed (e.g. training for SMEs on financial literacy, management practices etc.))

$ of finance (from a wide range of instruments) approved and disbursed

# of firms in focus industries accessing additional finance

#SMEs trained or supported

Innovation $ value of budget spent on innovation and research and development (R&D)

# of firms with approved patents on process or product innovation

$ of financing for innovative activities (VC, angel financing)


Annex 3: Multitrack Approach to Country Engagement

COUNTRY-LEVEL READINESS CIIP ENGAGEMENT TRACKS 1-4 RESOURCES

LOW TRACK 1: TARGETED SENSITIZATION

Aff

irm

ativ

e E

ffort

s

Country Readiness:

- No sign of leadership interest or a champion

- No formal strategy or policy on CI issues

- Little or no track-record of CI efforts

- Weak policy and institutional framework (e.g., CPIA)

- Fragmented, unorganized private sector

Bank Readiness:

- Lack of awareness of CI issues

- Lack of appropriate CI competencies in team

Track 1 aims to familiarize country leaders and sector counterparts with the basics of industrial policy and competitiveness strategies. CIIP proactively signs up ACP countries to

Track 1, with a special focus on IDA countries & Fragile and Conflict Affected States.

Provisions for regional initiatives among small states will be made.

Examples. Training delivered centrally; global knowledge events and conferences on

competitiveness strategies, industrial policies, and industry-specific initiatives.

Commitment:

$12K each

Duration:

1 day - 1 week

Know

ledge

Win

dow

MODEST TRACK 2: EARLY CI DIALOGUE

Country Readiness:

- Expressed leadership interest and identified champion

- Elements of formal strategy or policy

- Little or no track-record of CI efforts

- Modest policy and institutional framework (e.g., CPIA)

- Elements of an organized private sector

Bank Readiness:

- Early interest in CI issues

- Willingness to tap Global Practice for CI competencies

Track 2 involves proactive efforts to initiate dialogue with country counterparts on CI issues. The objective is to assess the potential of CI efforts.

Examples. High-level scoping mission to engage with key stakeholders, undertake rapid sector screening, take stock of past industry level efforts, and make recommendations for

ongoing dialogue and a possible path to Track 3 (below).

Commitment: $25-50K

Duration:

2-6 weeks

Country

Operatio

ns

Win

do

w

SUBSTANTIAL TRACK 3: SUSTAINED COMPETITIVE INDUSTRIES DIALOGUE

Dem

and-d

riven

Su

pp

ort

Country Readiness:

- Leadership commitment, established champion(s)

- Formal industrial policy/strategy with supporting institutions

- Modest track-record of CI efforts with PPD experience

- Modest-to-substantial policy and institutional framework (e.g., CPIA)

- Organized pvt sectors within and across industries

Bank Readiness:

- Commitment of key country team stakeholders to industry-focus

- Potential for CI-related pipeline of lending and analytical work

- Commitment to tap into Global Practice for CI competencies

Track 3 involves a substantial stakeholder engagement and knowledge development. It also builds the funding platform for designing policy reforms and scalable public and private

investments. Track 3 “stress-tests” institutions through pilots and M&E of existing CI efforts.

Examples. Launch of sector specific Public-Private Dialogues or bottom-up competitiveness

initiatives that help identify reforms and investments. The outputs of these efforts could

include inter alia self-standing CI assessments, inputs to formal Bank ESW, and/or key design elements of donor-financed operations.

Commitment: $50K-300K

Duration:

3-12 months

HIGH TRACK 4: IMPLEMENTATION SUPPORT FOR INDUSTRY LEVEL EFFORTS

Country Readiness:

- Deep leadership commitment, multiple champions, broadening base of support

- Formal industrial policy/strategy with supporting institutions

- Strong track-record of CI efforts with well-developed PPDs at national and industry levels

- Substantial policy and institutional framework (e.g., CPIA)

- Functioning public investment and public procurement systems, and high potential to

leverage private flows

Bank Readiness:

- Commitment of key country team stakeholders to industry-focus

- Established CI portfolio and pipeline of lending and analytical work

- Substantially leveraging Global Practice for CI competencies

Track 4 is designed for countries with a mature (or rapidly maturing) domestic dialogue on

competitiveness and industry level issues. It ramps up CIIP support to scale with a full menu of AAA, and implementation support activities. Track 4 is for countries poised to leverage

substantial public and private flows to CI efforts.

Examples. Design and implementation of policy-based and/or investment lending operations

that support various CI entry points (for instance, economic zones, growth poles, value chain

and/or cluster development). Emphasis is on institutional strengthening, execution of public investments, leveraging of private investments, and M&E. Support for existing PPDs is

amplified to promote learning by doing.

Commitment:

$300K-above

Duration:

Multi-year


Annex 4: Project Selection and Peer Review Procedure


Annex 5: CIIP Structure and Staffing


Annex 6: Strategic Communications: Activities and Tools

PILLAR 1 | VISIBILITY (INTERNAL TO THE PARTNERSHIP)

Audience(s) Tools Details Timeline

CIIP Partners Visual identity for the Program CIIP logo clearly identifies all of the contributing partners January 2014

Common visibility rules, branding,

and communications standards Partnership logo is prominently displayed on all official print and online

products (knowledge products and formal publications, and visual, on-line

and multimedia materials)

All press information, publications, and events acknowledge that the

activity was financed by the CIIP by displaying its logo and acknowledging

it in writing

Ongoing

Templates for promotional,

knowledge and learning, and

marketing materials

Designs for: generic PPT presentation, informational brochure, project

profile, results story, news release, and media advisory are developed and

shared with partners and WBG staff

February 2014

Partner engagement CIIP partners are invited to participate in conferences, workshops and other

events funded by the partnership - including signing ceremonies and launch

events held in countries

Ongoing

Password protected space for “CIIP

Partners” on the Partnership website Accessible for partners only, the collaborative space will make available

information about progress, funding, current and new projects, operating

procedures, priorities going forward, etc.

February 2014

Bi-monthly newsletter/update A tool for regular updates to all partners on progress of CIIP supported

operations

Launched in

February 2014

Steering Committee Meetings Presentations highlighting progress, new and upcoming initiatives, new or

revised procedures, priorities going forward, roll-out of new initiatives,

budget, etc.

Featuring of new knowledge products

February 2014

Partnership Annual Report Presented at Steering Committee Meetings, distributed to partners, clients

and wider development community – main tool for sharing

accomplishments in a comprehensive way

September

2014

Less detailed quarterly updates Quarterly or more/less frequent updates to all partners – shared via website,

newsletter and Steering Committee Meetings

Ongoing


Operational

stakeholders at WBG

(Affiliates and staff

engaged in private

sector development

work)

Online/social media outreach Regular updates about CIIP activities/programs (fliers, briefs, results stories,

multimedia products, blogs) featured on Bank’s internal communication and

social media channels (WBG intranet, collaboration spaces, regional/country

websites, internal blogs)

Ongoing

General information kit about CIIP Basic information about the Program: 4-page brief, results stories, project

profiles, etc.

April 2014

Generic PPT about CIIP Standard presentation (featuring key highlights + results) to share with

project leads, country directors, sector and program managers, sector boards,

and during other regular sector/regional/network meetings

Available, and

continuously

updated

Country/sector/industry specific

informational materials Materials for Country Directors and project staff to use meetings with

government officials, donors, private sector in their countries

Throughout the

year when

needed

Quarterly informal lunch

presentations about the Program Informal presentations and discussions to share information about the

Program, present results, debate challenges, etc. --- depending on topic –

inviting wider or more targeted group of participants

All materials shared immediately with participants and affiliates

Ongoing

Communication strategies for

individual CIIP projects Project-level operational communications support offered to individual

WBG country teams on the ground – to enhance overall program

effectiveness through targeted communication/outreach and information

sharing

When needed

WBG senior

management

Regular updates by CIIP management Updates on CIIP projects and progress provided during regular management

meetings

Ongoing

CIIP referenced by WBG leadership

in their outreach/communications References to CIIP approach and CIIP supported projects included in

relevant briefs, conference speeches, presentations, Board technical

briefings, and other channels – both at HQ and in country dialogue

Ongoing


PILLAR 2 | FOSTERING A GLOBAL NETWORK OF PRACTITIONERS AND EXPERTS


Global and local

opinion leaders and

policy makers

WBG staff

Outreach (using social media, web,

print, regular media, and other tools)

in coordination with regional/country

staff during high-level global,

regional, and/or in country knowledge

sharing events

The aim is to engage local opinion leaders and decision makers in

dialogue about broader issues related to private sector development

(through social media, and other tools for interactivity and

engagement), and support dissemination of information about the

Program

Communications and outreach will support development of stable

and effective local public-private dialogue mechanisms

First regional event

planned in Africa for

Spring 2014

Two other - in ACP

countries planned for

FY15

Outreach supporting specialized

training and learning programs

offered to CIIP clients, and/or WBG

staff working on CIIP programs or

engaged more broadly in private

sector development work

Specific tools that may be used include web, social media,

broadcast, and/or print

When needed

PILLAR 3 | PROMOTING OPERATIONAL LEARNING


CIIP Partners

WBG staff

Detailed communications plans

developed for all knowledge products

(good practice notes) and outreach

events (seminars, presentations, and

“clinics”) funded by CIIP

Disclosure and dissemination plans will outline which specific

channels will be used to reach target audiences – web, social

media, print, events, media outreach, other

Ongoing

Online and social media outreach

(feature stories, multimedia products,

blogs, other)

Continuous outreach to WBG staff, partners and clients will

provide updates about CIIP activities and new knowledge products

(WBG intranet, internal collaboration spaces, regional/country

websites, prominent internal and external blogs, and other)

Ongoing


Annex 7: Financials

7a. Program and Window Level Commitments

Program Budget Breakdown by categories

Categories MDTF (World) Allocation SDTF (ACP) Allocation Program Budget

Program Management

Admin Fee 2.00% $ 318,132 2.00% $ 399,700 2.0% $ 717,832

Program Management 4.98% $ 792,148 7.13% $ 1,424,137 6.2% $ 2,216,285

Country Operations

Project Development 1.26% $ 200,000 4.00% $ 800,000 2.8% $ 1,000,000

Country Operations 49.50% $ 7,873,85117

74.86% $ 14,960,770 63.6% $ 22,834,621

Knowledge Management

Strategic Communications 5.50% $ 874,862 4.00% $ 799,720 4.7% $ 1,674,581

M&E 5.50% $ 874,862 4.00% $ 799,718 4.7% $ 1,674,579

Training & Learning 1.26% $ 200,000 4.00% $ 800,000 2.8% $ 1,000,000

Knowledge Management 30.00% $ 4,771,973 0.00% $ - 13.3% $ 4,771,973

Total 100.00% $ 15,905,828 100.00% $ 19,984,045 100.00% $ 35,889,872

17 It was anticipated that at least the equivalent of the Austrian contribution less support service and program management fees ($5.29m) would be funneled to the ECA or MENA regions. Currently CIIP has 6 projects in ECA/MENA

totaling $4.347m and so at least an additional $900,000 is still to be allocated to ECA/MENA over the course of the program’s duration.


7b. Yearly Breakdown of Program and Window Level Commitments

Actual Projections

FY13 FY14 FY15 FY16 FY17 FY18 Total

Sources

MDTF $11,161,067 $1,602,820 $2,500,000 $642,689 $- $- $15,906,577

Swiss $1,625,653 $1,602,821 $- $- $- $- $3,228,474

Austria $6,454,500 $- $ - $- $- $- $6,454,500

EC $3,080,915 $- $2,500,000 $642,689 $- $- $6,223,604

SDTF $- $10,034,998 $7,960,000 $1,990,000 $- $-

EC (ACP Group) $- $10,034,998 $7,960,000 $1,990,000 $- $- $19,984,998

Uses

Country Operations $2,390,000 $10,093,391 $5,000,000 $5,000,000 $1,000,000 $351,230 $23,834,621

Knowledge Management $1,058,222 $4,951,661 $2,000,000 $1,000,000 $100,000 $11,251 $9,121,134

Program Management $553,505 $1,300,000 $- $362,780 $- $- $2,216,285


7c. Support Services and Project Level Commitments & Disbursement Projections

Child Trust Fund Grant Name Child Trust

Fund #

Country Associated

Project #

Bank

Product

Line

Grant

Amount

Projected Disbursements

FY13-14 FY15 FY16 FY17 FY18

Country Operations

Multi-Donor Trust Fund (TF071975)

Vietnam: Regional

competitiveness of Thanh Hoa

and petrochemicals value chain

TF015384 Vietnam P144825 IBRD/ID

A (SIL)

$1,025,000 $160,000 $240,000 $325,000 $300,000

Tunisia: Sector Competitiveness

Diagnostics and PPD

TF015016 Tunisia P132381 IBRD/ID

A (SIL)

$788,000 $385,000 $325,000 $78,000

Kazakhstan Competitiveness and

Economic Diversification project

TF015585 Kazakhstan P147704 NL-TA $750,000 $300,000 $355,000 $95,000

FYR Macedonia Competitive

Industries and Innovation Support

Program

TF014914 Macedonia P130847 IBRD/ID

A (DPL)

$1,602,000 $700,000 $400,000 $350,000 $152,000

Croatia: Smart Specialization TF015836 Croatia P127308 IBRD/ID

A (SIL)

$262,500 $230,000 $32,500

Georgia Competitiveness and

Innovation

TF016020 Georgia P146270 NL-TA $525,000 $150,000 $180,000 $195,000

Russia: Stimulating investment

and jobs through innovative

clusters in Russia

TF015279 Russia P147989 NL-TA $420,000 $260,000 $160,000

Project Development

(Track 2)**

TF014843 Global TF071975 IO $200,000 $70,000 $100,000 $30,000

Single Donor Trust Fund (TF072037)

Haiti: Value Chains and SEZ for

Investment Mobilization

TF016213 Haiti P14720518

NL-TA $1,875,000 $837,500 $1,000,000 $37,500

Ethiopia Competitiveness and

Jobs Creation (CJC)

TF015998 Ethiopia P143302 IBRD/ID

A (IPF)

$1,365,000 $400,000 $965,000

Sierra Leone Growth Pole

Diagnostic

TF015439 Sierra

Leone

P132874 ESW $994,641 $994,641

18 P123974 - The "Haiti: Strengthening Competitiveness Implementation Capacities CIIP" is a Bank Executed NL-TA Trust Fund that is being implemented through a financially independent NL-TA Project, however it will be

running in parallel to the Bank IBRD/IDA (SIL) Lending operation entitled, “Haiti Business Development and Investment Project (P123974).



Fund #

Country Associated

Project #

Bank

Product

Line

Grant

Amount


FY13-14 FY15 FY16 FY17 FY18

Tanzania: Developing local

industries connected to

Tanzania’s natural gas discoveries

TF016164 Tanzania P143623 IBRD/ID

A (SIL)

$676,250 $366,250 $110,000 $100,000 $100,000

Cote d'Ivoire: Flagship

Transformational Growth,

Competitiveness, and Jobs

Program (Phase I)

TF015440 Cote

d’Ivoire

P115398 IBRD/ID

A (SIL)

$1,200,000 $1,000,000 $206,523

ACP Project Devt (Track 2)** TF015764 Global

(ACP)

TF072037 IO $800,000 $300,000 $200,000 $200,000 $100,000

Knowledge Management


Implementing Industrial Policy -

Lessons Learned

TF014950 Global P146254 Knowl.

Mgmt

$472,500 $247,500 $225,000

Innovation Policy Platform TF014858 Global P131764 External

Training

(TE)

$885,722 $885,722

The Industry-Specific Global

Value Chain Analyses

Forthcoming Global Pending ESW $750,000 $400,000 $350,000

Competitive Cities TF016040 Global P148372 ESW $880,000 $550,000 $300,000 $30,000

MDTF: Monitoring and

Evaluation**

TF015664 Global TF071975 IO $875,000 $250,000 $230,000 $150,000 $150,000 $95,000

MDTF: Training and Learning

(Track 1)**

TF014477 Global TF071975 IO $200,000 $110,000 $90,000

MDTF: Strategic

Communications**

TF014376 Global TF071975 IO $875,000 $250,000 $230,000 $150,000 $150,000 $95,000


SDTF: Monitoring and

Evaluation**

TF015753 Global

(ACP)

TF072037 IO $800,000 $200,000 $150,000 $150,000 $150,000 $150,000

SDTF: Training and Learning

(Track 1)**

TF015764 Global

(ACP)

TF072037 IO $800,000 $200,000 $200,000 $200,000 $200,000

SDTF: Strategic

Communications**

TF015764 Global

(ACP)

TF072037 IO $800,000 $200,000 $150,000 $150,000 $150,000 $150,000



Fund #

Country Associated

Project #

Bank

Product

Line

Grant

Amount


FY13-14 FY15 FY16 FY17 FY18

Program Management


MDTF Program Management** TF014443 Global TF071975 IO $792,148 $560,000 $75,000 $90,000 $90,000 $37,147


SDTF Program Management** TF016084 Global

(ACP)

TF072037 IO $1,424,137 $300,000 $400,000 $400,000 $200,000 $124,137

**Indicates Support Services


Annex 8: References

Acemoglu, D. and James Robinson. (2012). Why Nations Fail: The Origins of Power,

Prosperity, and Poverty. Crown Publishers.

Aghion, P., Dewatripont M, Du L, Harrison A, and P. Legros. (2012). “Industrial Policy and

Competition.” Background Paper.

Chang, H-J. (2008). Under-explored Treasure Troves of Development: Lessons from the

Histories of Small European Countries, in M. Kremer et al. (eds.), Doing Good or Doing

Better – Development Policies in a Globalising World, Amsterdam University Press.

Hidalgo, C. and R. Hausmann. (2009). Building Blocks of Economic Complexity. PNAS.

Khan, M. (2009). “Learning, Technology Acquisition and Governance Challenges in Developing

Countries,” DFID, Unpublished.

Lin, J. (2012). New Structural Economics: A Framework for Rethinking Development and

Policy. World Bank.

Mazzucato, M. (2013). The Entrepreneurial State: Debunking Public vs. Private Sector Myths.

Anthem Press.

Porter, M. (1990, 1998). “The Competitive Advantage of Nations,” Free Press.

Rodrik, D. (2004). Industrial Policy for the Twenty-first Century. CEPR Discussion Paper.

Sabel, C. (2005). Bootstrapping Development: Rethinking the Role of Public Intervention in

Promoting Growth. Stanford University Press.

Stiglitz, J. (2013). “Industrial Policy and Creating a Learning Society,” Presentation.

World Bank. (1997) World Development Report: The Role of the State in a Changing World.

. (2005) World Development Report: A Better Investment Climate for Everyone.

. (2013). Trust Fund Reforms: Progress to Date and Future Directions. Report to the

Board of Executive Directors of the World Bank.

CIIP Knowledge Products

Jordan, L.S. and Saleman, Y. (2013). Industrial Parks Where Firms Need It: A New Way to

Attract Investment. Competitive Industries Note: Issue No. 2. World Bank.

Jordan, L.S. and Koinis, K. (2013). Flexible Delivery: Organizations That Can Fail And Still

Succeed. Competitive Industries Note: Issue No. 3. World Bank.


Speakman, J. and Koivisto, M. (2013). Africa Competitiveness Report 2013. World Bank.

Byerlee, D, Garcia, A., Giertz, A, and Palmade, V. (2013). Growing Africa: Unlocking the

Potential of Agribusiness. World Bank.

Ferrantino, M. and Mukim, M. (2013). Gazelles and Gazillas in China and India. World Bank.

Rijkers, B., Freund, C., and Nucifora, A. (2013). The Perils of Industrial Policy: Evidence from

Tunisia. World Bank.

Cadot, O., Fernandes, A., Gourdon, J., and Mattoo, A. (2013). Are the Benefits of Export

Support Durable? Evidence from Tunisia. World Bank.

Jordan, L.S., Turban, S., and Wilse-Samson, L. (2013). Learning within the State: A Research

Agenda. World Bank.

Kraemer, K. and Dedrick, J. (2013). Who Captures the Value in Technological Innovation? The

Distribution Of Benefits In The GMR-Based Global Storage Industry. World Bank.

Documents

Strategy and Interim Business Plan · 2018-05-24 · informal consultations with donor partners, country clients, leading thinkers (including members of the CIIP “brain trust”),