2010年-IMF国际货币组织全球_Implementation_of_the_Joint_Management_Action_Plan_on_Bank_48页_4mb

Summary of the Joint Management Action Plan on Bank-Fund Collaboration

Core Content

This report provides an assessment of the implementation of the Joint Management Action Plan (JMAP) on Bank-Fund collaboration, discusses the general state of collaboration between the World Bank and the International Monetary Fund (IMF), and outlines steps to improve future collaboration, especially in light of recent global economic challenges.

The JMAP was developed in response to the Malan Report (2006), which highlighted the need for stronger collaboration between the Bank and the Fund. The report concluded that while collaboration has improved over the past two years, the JMAP has mainly served as a supporting framework rather than a central driver of change. The main areas of focus for the JMAP were:

• Improving coordination on country work
• Enhancing communication on thematic issues
• Strengthening incentives and support for collaboration

Main Views and Key Information

I. Introduction

• The report evaluates the effectiveness of the JMAP and outlines future actions to enhance collaboration.
• It acknowledges that while some progress has been made, the JMAP has not yet been central to improving collaboration.
• The report emphasizes the importance of addressing new challenges, such as those arising from the global financial crisis.

II. Origins and Evolution of the JMAP

A. Malan Report

• The External Review Committee on Bank-Fund Collaboration, chaired by Pedro Malan, was established in 2006.
• The report identified key issues in collaboration, including poor communication, lack of trust, and misaligned incentives.
• It recommended improving leadership, staff exchanges, and incentives for collaboration.
• The Committee did not suggest revising the 1989 Concordat but emphasized the need for a high-level Understanding on Collaboration.

B. Joint Management Action Plan (JMAP)

• The JMAP was introduced in 2007 and outlined three priority areas for improving collaboration.
• It emphasized good-practice approaches rather than major structural changes.
• Key actions included:
  • Annual country team consultations
  • Joint web portals for information sharing
  • Improved coordination on fiscal and financial sector issues
  • Enhanced staff mobility and performance incentives

C. JMAP Interim Reviews and Streamlining

• A first review was conducted in November 2008, noting that collaboration remained robust despite challenges.
• The JMAP was not static and was revised to improve relevance and operational effectiveness.
• By December 2009, 44% of country teams had held annual consultations, with significant regional variation.
• A Guidance Note was developed to improve the quality and compliance of consultations.

III. Progress in JMAP Implementation

A. Collaboration on Country Issues

• Annual country team consultations were introduced to improve coordination and alignment.
• The consultations aimed to build trust and ensure consistency in country work.
• Some country teams, particularly in Africa, have shown higher compliance with the consultation requirement.
• Despite progress, the use of joint web portals for information sharing has been limited.

B. Collaboration on Sectoral and Cross-Cutting Issues

• The JMAP encouraged better information exchange, cross-participation in missions, and coordination on fiscal and financial sector issues.
• A joint web portal on fiscal issues was established in 2008, improving access to technical assistance and mission data.
• Cross-participation in fiscal missions increased, with more Bank and Fund staff collaborating on field missions.
• Joint work on public debt management and debt market issues has been strengthened, including the development of a Medium Term Debt Strategy (MTDS) framework.

IV. New and Emerging Issues

• The JMAP has also addressed new challenges, including the financing roles of the Bank and Fund during crises.
• It emphasizes that the two institutions have complementary roles and must work closely to provide financial assistance and policy advice.
• The Debt Sustainability Framework (DSF) and non-concessional borrowing policies are areas requiring further reform.
• There is a need for better coordination on information sharing and timelines for review and approval processes.

V. Conclusions and Next Steps

• The JMAP has had a positive impact, but further progress is needed.
• The Bank and Fund will continue to monitor collaboration and will present a joint report to the Executive Boards in two years.
• Key future actions include:
  • Strengthening joint consultations
  • Improving staff mobility
  • Enhancing incentives for collaboration
  • Developing clearer guidelines for information sharing
  • Strengthening the Financial Sector Liaison Committee (FSLC) and Joint Staff Advisory Notes (JSANs) processes

Key Boxes and Annexes

• Box 1: The November 2008 review found that collaboration on food and fuel crises was strong, with joint efforts in policy discussions and information sharing.
• Box 2: Staff surveys indicated mixed satisfaction with collaboration, with most attributing improvements to recent global crises.
• Box 3: Collaboration in low-income countries tends to be better due to similar work focus, while middle-income countries face more challenges.
• Box 4: The global financial crisis prompted more frequent collaboration between the Bank and Fund.
• Box 5: Staff identified information sharing as the main area needing improvement.
• Box 6: Budget support is a critical area for collaboration, especially in low-income countries.
• Annex 1: A matrix of monitorable actions outlines the proposed improvements and their implementation status.
• Annex 2: Staff survey results highlight the current state of collaboration and areas needing improvement.
• Annex 3: Details of the staff surveys conducted to assess collaboration levels.

Summary of Recommendations

• Annual consultations between country teams should be reinforced.
• Cross-institutional feedback mechanisms should be developed to align staff incentives.
• Staff mobility should be enhanced through better administrative and financial support.
• Clarity on information sharing should be improved with the establishment of a joint task force.
• Enhanced understanding of institutional structures should be promoted through orientation programs and guidance.
• Joint web portals should be established only with mutual agreement.
• Debt sustainability analyses and JSANs require more coordination and clarity on timelines.
• Fiscal and financial sector collaboration should be strengthened through regular meetings and shared frameworks.