Lessons Learned: Implementing GPEs Variable Tranche

Policy Dialogue

Do Don’t • Consider how to present the variable

tranche – is it seen as a ‘bonus’ or part of the whole project that is paid upon proof of results?

• Stress how the variable tranche can help focus efforts on key policy areas

• Repeat how the variable tranche works with clients (over and over again)

• Have champions in the government • Clearly understand GPE’s processes • Consult with the LEG (Local Education

Group) from the onset of project preparation, including variable part

• Expect to spend substantial time with LEG during consultative process

• Use donor partners and/or coordinating agencies who understand the variable tranche to help you explain it to other LEG members

• Confirm GPE conversations in writing

• Don’t leave CA, DPs, WB’s PM and GPE Country Support Team Manager out of the early conversations

• Don’t wait until negotiations to involve the lawyer and disbursement officer - they need to be as clear as possible about the design when drafting the legal agreement and disbursement letter

Design

Do Don’t • Think about how the indicators you tie to

the variable tranche might affect your overall project achievement.

• Integrate the variable part into fixed part activities where possible.

• Use indicators feasible within a short timeframe of the project and sensitive to government interventions.

• Introduce government’s key reforms as stretch indicators when possible

• Keep indicators as realistic and relevant to the country context as possible &

• Don’t include all the indicators proposed by the involved agencies/ partners/ groups. It quickly becomes too complex.

• Don’t expect GPE to be very clear on what are acceptable indicators.

• Don’t push for the government to be responsible for things they cannot achieve or are beyond their control.

defend your choice of indicators, explain why they are “stretch-able”

• Get the partners, especially CA and DPs to be your allies in defending the indicators/rationale towards GPE. They can be a great help particularly in convincing GPE of the ambitiousness of proposed DLI target values.

• Create scalable, flexible targets, that can be paid pro rata (if applicable to the context)

• Use sample-based indicators and verification methods (if necessary)

• Think about how you want to allocate money across the 3 indicator areas.

Implementation

Do Don’t • If feasible coincide release/payment of

DLI tranches with the government budget cycle

• Adjust/change indicators and timeline if necessary

Verification

Do Don’t • Work out upfront the details of how

verification will be done • Check if your third party verifiers have

the capacity to manage the complicated processes.

• Strengthen existing country systems to handle verification

• Don’t wait until implementation to work out the details of the verification (including the sampling methodology etc.) - working out those details at the design stage will be a great way of testing of the feasibility of DLIs (including the cost associated with the verification).

• Don’t include too many details of verification in official project documents. Make them part of the implementation manual which can be changed more easily (if necessary)

• Don’t create parallel systems for verification, use the existing systems and processes