- Cooperation among the Bank, IFC, and MIGA, has been more in strategy than implementation
- At the country level cooperation has been modest--barely half of planned instances of cooperation have come to fruition
- Encouragement from Bank and IFC management as well as strong client demand have promoted cooperation, but incompatible project timelines and differences in organizational culture have inhibited it.
Around Half of CASs Are Jointly Produced by the Bank and IFC | 
| | Source: Country Assistance Strategies |
Follow-Through on Cooperation was Modest in Many Countries |  | | Source: Country Assistance Strategies |
Next:Â Findings and Recommendations |
Exploiting Complementarities in the Philippines | Â 
After the Bank helped the Government decide to privatize its water and sanitation services for Metro Manila in 1997, IFC advised on how to structure the concessions and later invested in one of the competitively selected concessionaires (which has been largely successful). The Bank, for its part, financed a closely linked publicly-funded project to upgrade and expand access to sewerage, a project ultimately rated moderately satisfactory because of, among other things, delays due to limited contact with the concessionaires. As a result of the projects, the population served by water connections increased 64 percent. Those with upgraded sewerage facilities increased 92 percent, but still remained a low share-15 percent-of all water connections. | Source: IEG Cooperation Case Review, Project Implementation Completion Report |
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