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An Evaluation of the World Bank's Trust Fund Portfolio

An Evaluation of the World Bank's Trust Fund Portfolio

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CHAPTER 5THE IMPACT OF TRUST FUNDS ON THE BANKbecause trust funds provide resources on grant terms and a platform forcoordinated assistance. Each area <strong>of</strong> activity poses distinct challenges,however, and makes heavy demands on experienced Bank managementand staff.FINANCING OF A PARALLEL BUSINESS MODEL5.6 More than half <strong>of</strong> IBRD/IDA trust funds are focused on specificissues and finance activities in multiple countries. 2 This means that <strong>the</strong>irobjectives are stated and allocations made on <strong>the</strong> basis <strong>of</strong> globallydefined goals for advancing an issue ra<strong>the</strong>r than on <strong>the</strong> basis <strong>of</strong> countrypriority needs as determined in consultations between <strong>the</strong> Bank and <strong>the</strong>country and <strong>the</strong> IDA performance-based system <strong>of</strong> resource allocation.5.7 Bank management reports on <strong>the</strong> sector and <strong>the</strong>matic focus <strong>of</strong> <strong>the</strong>IBRD/IDA RETFs. 3 As reporting shows, public administration and lawaccounts for more than one third <strong>of</strong> all RETF disbursements followed byeducation and health and social services (see figure 5.1).Ensuring <strong>the</strong>predictability <strong>of</strong><strong>the</strong> total donorfunding fromone year to <strong>the</strong>next is a keychallenge.5.8 Since <strong>the</strong> topics <strong>of</strong> <strong>the</strong>se issue-specific trust funds are selected mainlyby donors, ra<strong>the</strong>r than through a systematic programming process, it isnot possible to know if trust fund financing is supporting a strategicallocation <strong>of</strong> total available resources. Nor is it possible to know <strong>the</strong>extent to which trust funds are ei<strong>the</strong>r driving Bank work in specific areasor leading <strong>the</strong> Bank to move resources out <strong>of</strong> an area (given resourcefungibility). The issue this raises for <strong>the</strong> coherence <strong>of</strong> <strong>the</strong> Bank’s businessis not <strong>the</strong> targeting <strong>of</strong> resources on a particular issue but ra<strong>the</strong>r how <strong>the</strong>determination is made <strong>of</strong> which issues to target and who is driving <strong>the</strong>Bank’s agenda. The parallel issue-oriented model also has implicationsfor how <strong>the</strong> Bank defines its own sector strategies and country programs,consistent with its areas <strong>of</strong> comparative advantage, so that it can helpcountries achieve coherence between vertical and horizontal support.From <strong>the</strong> perspective <strong>of</strong> recipients, achieving this coherence is key tomaximizing benefits from global funds.5.9 Bank senior managers, in interviews, expressed concern that trustfund finance is replacing—or “hollowing out”—IDA in prioritydevelopment areas, especially education and health, thus raisingquestions in donor countries about IDA’s continued relevance.66

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