1 AFRICA DAY SYMPOSIUM 2007 United Nations University May 25, 2007 “The World Bank – Strategy for Promoting Infrastructure, Trade and Investment in Africa”

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AFRICA DAY SYMPOSIUM 2007United Nations UniversityMay 25, 2007

“The World Bank – Strategy for Promoting Infrastructure, Trade and Investment in Africa”

Lester Dally, Acting Special Representative, JapanThe World Bank

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Private sector is key to growth…

The private sector must play a leading role in ramping up growth in Africa.

Without a strong indigenous base, it is hard to imagine that the African private sector can become a strong political constituency locally, that can protect its stakes and push for the type of changes e.g. in the investment climate, that will spur its development and influence.

Growing the indigenous private sector is thus fundamental to the overall private sector expansion and development.

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Economic performance has improved…

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0

2

4

6

8

1990 1992 1994 1996 1998 2000 2002 2004 2006 2008

Year

GD

P p

er

ca

pit

a g

row

th

Developing Countries

Developing excluding China and India

High-Income Countries

Sub-Saharan Africa

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…and is becoming more diverse

Natural Resources have gained new importance

2.1%

5.5%

7.4%

0

1

2

3

4

5

6

7

8

GD

P g

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ual

ave

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e %

(1

995-

2005

)

21 Countries 36% of Africa's population

Slow growing countries

17 Countries

36% of Africa's population

Sustained growing countries

8 Countries

29% of Africa's population

Oil countries

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Social Outcomes are improving…

Gross primary enrollment rose from 71.5% in 1991 to 96% in 2004

90% of countries have primary enrollment rates above 75%

70% of Africans live in countries where under-five mortality has dropped to between 100 and 200

Only 16% live in countries with under-five mortality rates above 200

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-800 -700 -600 -500 -400 -300 -200 -100 0 100

Poverty

Education

Gender

Child mortality

Water

-50 -40 -30 -20 -10 0 10 20

Poverty

Education

Gender

Child mortality

Water

…but progress toward the MDGs remains too slow

Number of Countries Number of People

No Data On TrackNo Data Off Track On TrackOff Track

800

700

600

500

400

300

200

100

50 40 30 20 10

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Scaled up aid has not yet been delivered

New development partners are emerging (China, Foundations, Private Sector)

The aid architecture is changing

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8

0

4

8

12

16

20

1992 1997 2002

US

$ b

illio

ns

Remaining ODA Technical Cooperation

Humanitarian and Food Aid Debt Forgiveness Grants

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Trends provide opportunities

Targeting opportunities for accelerated economic growth

Increasing support for good governance and capacity development in resource rich and slowly growing countries

Using innovative instruments to crowd in resources (e.g. private sector, commerical lending, concessional, grants)

Integrating vertical programs and new partners into sustainable country based institutions

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Good Progress• Private sector development, closing the

infrastructure gap, HIV/AIDS, malaria• Capable states - - EITI and public financial

management• Partnerships

On Track • Regional integration• Primary education• Results framework

More Progress Needed• Agricultural productivity• Connecting the poor to markets• Economic empowerment of women

Implementation - summary assessment

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Country results Average penetration rates for telecommunications doubled between 2004 and 2006

20 countries are undertaking reform agendas in the water sector

$6b in private provision and management of infrastructure in 2006 (roads, energy, telecom)

Development partners’ efforts

20% increase in OECD resources in 2006 with 78% from multilaterals

Increased activity in large scale projects

10% allocated to regional infrastructure projects

World Bank Support Delivered: 1.7 million with access to water, 28,000km roads, and several thousands of jobs On track to deliver: Low cost international telecommunications access in 24 countries,

additional 2.5 million people per year with access to water, 30,000 km of roads

Infrastructure

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I. ACCELERATING SHARED GROWTH

Drivers of Growth1. Identify the drivers of growth 2. Develop an African private sector3. Create an export push 4. Close the infrastructure gap

Energy Transport Water

5. Support regional integration  6. Build skills for competitiveness and growth7. Make agriculture more productive and sustainableParticipating in Growth8. Connect the poor to markets and reduce vulnerability to shocks9. Scale up Human Development

HIV/AIDs Malaria Primary education and gender equalit

y in education

AAP PILLARS

Instruments to achieve better results• Governance and effective public sector• Environmental management• Effective development partnership

5. Improve access to and reliability of clean energy

6. Expand and upgrade road networks in transit corridors

1. Strengthen the African Private Sector

4. Raise agricultural productivity

3. Build skills for competitiveness in a global economy

8. Strengthen national health systems to prevent and treat malaria and HIV/AIDS

FLAGSHIP BUSINESS LINES

7. Increase access to safe water and sanitation

2. Increase the economic empowerment of women

III. SHARPENING FOCUS ON RESULTS

12. Help countries build outcome driven national

strategies13. Measure and report on progress

Relevance in light of experience

IV. STRENGTHENING THE DEVELOPMENT PARTNERSHIPS

14. Strengthen partnerships and deliver more effective aid

II. BUILDING CAPABLE STATES10. Strengthen capacity and public expenditure management11. Build capacity of post conflict states to

deliver essential services

Progress toward results

WB comparative advantages relative to development partners

Global Priorities

SELECTIVITY FILTERS

Modifications to the AAP - More Selectivity and Focus for Increased Impact

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Approach to Scaling up: Three Main Mechanisms

Sector Wide Approach and Programmatic Approach

Development Finance Packages and Syndications

Resource and Results Processes

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Accelerating Development Outcomes in Africa Development trends and implementation progress give

rise to optimism

The country-based model will be maintained

WBG to help countries make the right choices and help countries help themselves

The AAP strengthens results by focusing on outcomes

Alignment budget/staffing with priorities – number of international staff to Africa country offices doubled over FY04-08.

A more focused and effective World Bank role in Africa

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Financing Packages to Accelerate Results The growing demand for large scale infrastructure investments to spur

economic growth requires a mix of sequenced, coordinated development finance products – private and public – to achieve and sustain results.

The Bank Group’s analytic skills, operational experience, and country knowledge can be used to identify opportunities where resources from multiple sources can fill funding gaps and achieve sector wide development targets. In sectors such as energy, roads, or water supply, where governments have clearly defined sector strategies focused on a range of outcomes and a sound regulatory framework, sector wide programs or “syndications" can be developed to sale up development financing. Syndications will be prepared by the Government and supported by a lead partner, normally a multilateral or bilateral donor.

In countries with well-developed national strategies and clearly defined financing needs, the Bank Group will continue to use R7R processes to provide more comprehensive coverage of development financing needs. In all cases, the Bank Group will support countries in ensuring debt sustainability.

IDA and the Africa Catalytic Growth Fund (ACGF) will be principal means by which the Bank Group seeks to crowd in other donor support.

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IFC MIGA IBRD/IDAEquity Political Risk Insurance GuaranteesA&B Loans (expropriation, transfer restriction, -Partial RiskGuarantees breach of contract, war & civil -Partial Credit(partial credit structures disturbances) -Policy Basedusually for local financing) IBRD LoanAdvisory IDA Credit

Similar requirements on safeguards, development impact

Joint transactions (e.g., MIGA/IFC/PFG)

WBG: Pushing the frontier of private investments

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IFC Activity Supported by the AAPMuch of the progress in growth is due to the joint efforts of IDA, IFCand MIGA in private sector development. IFC began its Strategic Initiative for Africa three years ago based on three o

bjectives: bettering investment climates; improving support for SMEs; and supporting project development for potential IFC projects.

IFC has introduced new services and products including the SME Solution Centers, local currency lending, trade finance, and the Post-Conflict and IFC Against AIDS Initiatives. During the Strategic Initiative’s first three years, IFC’s commitments in Africa grew by 400 percent. Four sectors drove this growth: finical markets; oil, gas, mining and chemicals; information and communications technology; and telecommunications.

IFC reached 15,000 beneficiaries in MSME programs in three countries and trained 4,000 managers (2005-2006). It has strengthened its partnerships throughout the region, and the Private Enterprise Partnership for Africa (PEP) was oversubscribed.

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MIGA Activity Supported by the AAP In FY06 and 07, Sub-Saharan Africa has been MIGAs most importa

nt regional priority. MIGA issued 28 guarantees for 17 new projects resulting in additional gross exposure of $245 million.

Guarantees covered projects in ten countries: Angola, Burkina Faso, Cameroon, Ghana, Kenya, Madagascar, Mozambique, Nigeria, Sierra Leone and Uganda.

Priorities were regional integration, conflict-affected countries and infrastructure.

MIGA also built its outreach program and cooperated closely with the African Development Bank (AfDB) and other institutions to identify and facilitate infrastructure projects.

Increasingly, MIGA works upstream with IFC and the Bank to improve national legal frameworks for FDI, and with investors to structure transactions and improve development impacts.

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G8 Action Plan for Good Financial Governance in Africa (Potsdam, May 19, 2007)

1. Contributing to good financial governance through bilateral and multilateral development assistance.

2. Strengthening African tax systems.3. Establishing transparent and comprehensive budgeting

procedures.4. Promoting accountability and transparency,, enhancing

budgetary control.5. Increasing accountability for revenues from extractive

industries.6. Securing public debt sustainability.7. Supporting fiscal decentralization.8. Promoting donor harmonization through knowledge

management.9. Enhancing capacities for governance in fragile states and

situations.10. Developing local bond markets in emerging market economies

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Why TICAD is so Important?

1. Strategic Partnership among African Countries, Japan, UNDP, UNOSS, and the World Bank

2. Solid and unique global platform dedicated to the African agenda

3. Opportunity to draw international attention to Africa on the move

4. Conduit for Asia-Africa knowledge sharing, investment and development assistance

5. Process to mobilize widespread sustainable international support for Africa

6. TICAD IV is stepping stone to G8 2008 in Hokkaido