Public-Private Dialogue in Fragile and Conflict-Affected Situations : Experiences and Lessons Learned
Public-private dialogue (PPD) is highly necessary in fragile and conflict-affected situations (FCS) to fill the gap resulting from the lack of legitimate institutions, to help create transparency and trust among stakeholders, and to identify the ne...
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| Format: | Working Paper |
| Language: | English en_US |
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World Bank, Washington, DC
2016
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| Online Access: | http://documents.worldbank.org/curated/en/2016/09/20289386/public-private-dialogue-fragile-conflict-affected-situations-experiences-lessons-learned http://hdl.handle.net/10986/25202 |
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okr-10986-252022021-04-23T14:04:28Z Public-Private Dialogue in Fragile and Conflict-Affected Situations : Experiences and Lessons Learned World Bank Group ACCOUNTABILITY ADVOCACY AFFILIATES BACKUP BUSINESS ASSOCIATIONS BUSINESS COMMUNITY BUSINESS ENVIRONMENT BUSINESS ENVIRONMENTS BUSINESS MANAGEMENT BUSINESS REGISTRATION BUSINESSES CAPACITY BUILDING CAPACITY DEVELOPMENT CENSORSHIP CHAMBER OF COMMERCE CHAMBERS OF COMMERCE CIVIL SOCIETY CIVIL SOCIETY ORGANIZATIONS COMPETITIVE MARKETS CONFIDENCE CONSULTATION COPYRIGHT CORPORATION CORRUPTION CREDIBILITY DATA COLLECTION EFFICIENCY ISSUES ENTREPRENEURSHIP ENTRY POINT ETHNIC GROUPS ETHNIC MINORITIES EXTERNALITIES FLEXIBILITY FOREIGN COMPANIES FREE PRESS GOVERNMENT EMPLOYEES GOVERNMENT OFFICES GOVERNMENTAL ORGANIZATION HUMAN RESOURCES INDIVIDUALS INSTITUTION INSTITUTIONAL STRUCTURE INTEREST GROUP INTERNATIONAL BUSINESS INTERVIEWS LABOR UNIONS LAWYERS LEADERSHIP LEGAL FRAMEWORK LICENSES LIMITED MANAGERS MANDATES MATERIAL MEDIA MEDIA COVERAGE MINISTER MINISTERS NATURAL RESOURCE NETWORKS OPEN ACCESS OPENNESS OUTREACH PARTNERSHIP PLA POLITICAL PARTIES PRIVATE ENTERPRISE PRIVATE SECTOR PRIVATE SECTOR DEVELOPMENT PRIVATE SECTOR FIRMS PROFESSIONAL ORGANIZATIONS PROJECT DESIGN QUERIES RADIO RESULT RESULTS RISK MANAGEMENT SAVINGS SEARCHES SOCIAL NETWORKS SOCIETY STAKEHOLDER STAKEHOLDER ANALYSIS STAKEHOLDER ENGAGEMENT STAKEHOLDER MANAGEMENT STAKEHOLDERS SUBSIDIARY TECHNICAL ASSISTANCE TECHNICAL KNOWLEDGE TECHNICAL STAFF TELEPHONE TELEVISION TRANSPARENCY UNION VALUE CHAIN investment climate Public-private dialogue (PPD) is highly necessary in fragile and conflict-affected situations (FCS) to fill the gap resulting from the lack of legitimate institutions, to help create transparency and trust among stakeholders, and to identify the need for reforms and interventions that can improve the business environment and attract investment. Moreover, creating a platform for PPD can provide a useful starting point for private sector development in FCS for projects in key sectors, such as agribusiness and extractives, where PPD can help build links between large-scale investments and the local economy. To support PPD projects in FCS, the World Bank Group has conducted a survey of 27 task team leaders and other program staff members with experiences from 30 FCS countries. The survey was followed by in-depth interviews with 13 key staff members who have experience from selected countries. By conducting in-depth interviews, the Bank Group aimed to capture important experiences and lessons learned, including a description of challenges, useful tools and methods, and do s and don ts. The results of PPD are produced by the reforms it initiates and also the process it implements. In FCS, the peacebuilding and conflict-mitigating results are difficult to capture. However, the stakeholders that benefit from the results highly value them. This study will inform the design of guidelines intended for PPD project managers operating in FCS environments. 2016-10-19T20:27:13Z 2016-10-19T20:27:13Z 2014-06 Working Paper http://documents.worldbank.org/curated/en/2016/09/20289386/public-private-dialogue-fragile-conflict-affected-situations-experiences-lessons-learned http://hdl.handle.net/10986/25202 English en_US CC BY 3.0 IGO http://creativecommons.org/licenses/by/3.0/igo/ World Bank World Bank, Washington, DC Publications & Research Publications & Research :: Working Paper |
| repository_type |
Digital Repository |
| institution_category |
Foreign Institution |
| institution |
Digital Repositories |
| building |
World Bank Open Knowledge Repository |
| collection |
World Bank |
| language |
English en_US |
| topic |
ACCOUNTABILITY ADVOCACY AFFILIATES BACKUP BUSINESS ASSOCIATIONS BUSINESS COMMUNITY BUSINESS ENVIRONMENT BUSINESS ENVIRONMENTS BUSINESS MANAGEMENT BUSINESS REGISTRATION BUSINESSES CAPACITY BUILDING CAPACITY DEVELOPMENT CENSORSHIP CHAMBER OF COMMERCE CHAMBERS OF COMMERCE CIVIL SOCIETY CIVIL SOCIETY ORGANIZATIONS COMPETITIVE MARKETS CONFIDENCE CONSULTATION COPYRIGHT CORPORATION CORRUPTION CREDIBILITY DATA COLLECTION EFFICIENCY ISSUES ENTREPRENEURSHIP ENTRY POINT ETHNIC GROUPS ETHNIC MINORITIES EXTERNALITIES FLEXIBILITY FOREIGN COMPANIES FREE PRESS GOVERNMENT EMPLOYEES GOVERNMENT OFFICES GOVERNMENTAL ORGANIZATION HUMAN RESOURCES INDIVIDUALS INSTITUTION INSTITUTIONAL STRUCTURE INTEREST GROUP INTERNATIONAL BUSINESS INTERVIEWS LABOR UNIONS LAWYERS LEADERSHIP LEGAL FRAMEWORK LICENSES LIMITED MANAGERS MANDATES MATERIAL MEDIA MEDIA COVERAGE MINISTER MINISTERS NATURAL RESOURCE NETWORKS OPEN ACCESS OPENNESS OUTREACH PARTNERSHIP PLA POLITICAL PARTIES PRIVATE ENTERPRISE PRIVATE SECTOR PRIVATE SECTOR DEVELOPMENT PRIVATE SECTOR FIRMS PROFESSIONAL ORGANIZATIONS PROJECT DESIGN QUERIES RADIO RESULT RESULTS RISK MANAGEMENT SAVINGS SEARCHES SOCIAL NETWORKS SOCIETY STAKEHOLDER STAKEHOLDER ANALYSIS STAKEHOLDER ENGAGEMENT STAKEHOLDER MANAGEMENT STAKEHOLDERS SUBSIDIARY TECHNICAL ASSISTANCE TECHNICAL KNOWLEDGE TECHNICAL STAFF TELEPHONE TELEVISION TRANSPARENCY UNION VALUE CHAIN investment climate |
| spellingShingle |
ACCOUNTABILITY ADVOCACY AFFILIATES BACKUP BUSINESS ASSOCIATIONS BUSINESS COMMUNITY BUSINESS ENVIRONMENT BUSINESS ENVIRONMENTS BUSINESS MANAGEMENT BUSINESS REGISTRATION BUSINESSES CAPACITY BUILDING CAPACITY DEVELOPMENT CENSORSHIP CHAMBER OF COMMERCE CHAMBERS OF COMMERCE CIVIL SOCIETY CIVIL SOCIETY ORGANIZATIONS COMPETITIVE MARKETS CONFIDENCE CONSULTATION COPYRIGHT CORPORATION CORRUPTION CREDIBILITY DATA COLLECTION EFFICIENCY ISSUES ENTREPRENEURSHIP ENTRY POINT ETHNIC GROUPS ETHNIC MINORITIES EXTERNALITIES FLEXIBILITY FOREIGN COMPANIES FREE PRESS GOVERNMENT EMPLOYEES GOVERNMENT OFFICES GOVERNMENTAL ORGANIZATION HUMAN RESOURCES INDIVIDUALS INSTITUTION INSTITUTIONAL STRUCTURE INTEREST GROUP INTERNATIONAL BUSINESS INTERVIEWS LABOR UNIONS LAWYERS LEADERSHIP LEGAL FRAMEWORK LICENSES LIMITED MANAGERS MANDATES MATERIAL MEDIA MEDIA COVERAGE MINISTER MINISTERS NATURAL RESOURCE NETWORKS OPEN ACCESS OPENNESS OUTREACH PARTNERSHIP PLA POLITICAL PARTIES PRIVATE ENTERPRISE PRIVATE SECTOR PRIVATE SECTOR DEVELOPMENT PRIVATE SECTOR FIRMS PROFESSIONAL ORGANIZATIONS PROJECT DESIGN QUERIES RADIO RESULT RESULTS RISK MANAGEMENT SAVINGS SEARCHES SOCIAL NETWORKS SOCIETY STAKEHOLDER STAKEHOLDER ANALYSIS STAKEHOLDER ENGAGEMENT STAKEHOLDER MANAGEMENT STAKEHOLDERS SUBSIDIARY TECHNICAL ASSISTANCE TECHNICAL KNOWLEDGE TECHNICAL STAFF TELEPHONE TELEVISION TRANSPARENCY UNION VALUE CHAIN investment climate World Bank Group Public-Private Dialogue in Fragile and Conflict-Affected Situations : Experiences and Lessons Learned |
| description |
Public-private dialogue (PPD) is highly
necessary in fragile and conflict-affected situations (FCS)
to fill the gap resulting from the lack of legitimate
institutions, to help create transparency and trust among
stakeholders, and to identify the need for reforms and
interventions that can improve the business environment and
attract investment. Moreover, creating a platform for PPD
can provide a useful starting point for private sector
development in FCS for projects in key sectors, such as
agribusiness and extractives, where PPD can help build links
between large-scale investments and the local economy. To
support PPD projects in FCS, the World Bank Group has
conducted a survey of 27 task team leaders and other program
staff members with experiences from 30 FCS countries. The
survey was followed by in-depth interviews with 13 key staff
members who have experience from selected countries. By
conducting in-depth interviews, the Bank Group aimed to
capture important experiences and lessons learned, including
a description of challenges, useful tools and methods, and
do s and don ts. The results of PPD are produced by the
reforms it initiates and also the process it implements. In
FCS, the peacebuilding and conflict-mitigating results are
difficult to capture. However, the stakeholders that benefit
from the results highly value them. This study will inform
the design of guidelines intended for PPD project managers
operating in FCS environments. |
| format |
Working Paper |
| author |
World Bank Group |
| author_facet |
World Bank Group |
| author_sort |
World Bank Group |
| title |
Public-Private Dialogue in Fragile and Conflict-Affected Situations : Experiences and Lessons Learned |
| title_short |
Public-Private Dialogue in Fragile and Conflict-Affected Situations : Experiences and Lessons Learned |
| title_full |
Public-Private Dialogue in Fragile and Conflict-Affected Situations : Experiences and Lessons Learned |
| title_fullStr |
Public-Private Dialogue in Fragile and Conflict-Affected Situations : Experiences and Lessons Learned |
| title_full_unstemmed |
Public-Private Dialogue in Fragile and Conflict-Affected Situations : Experiences and Lessons Learned |
| title_sort |
public-private dialogue in fragile and conflict-affected situations : experiences and lessons learned |
| publisher |
World Bank, Washington, DC |
| publishDate |
2016 |
| url |
http://documents.worldbank.org/curated/en/2016/09/20289386/public-private-dialogue-fragile-conflict-affected-situations-experiences-lessons-learned http://hdl.handle.net/10986/25202 |
| _version_ |
1764458387926417408 |