1. Building Ownership Building Ownership Engaging government and civil society in diagnostic work Francesca Recanatini, WBI December 3, 2003 www.worldbank.org/wbi/governance

2. Outline Governance and Anti-Corruption Diagnostic Surveys Implementation Sierra Leone Mozambique Key components and challenges Diagnostic Surveys Action plan/strategy Political economy issues Local capacity

3. 1. Establishment of Steering Committee 2. Diagnostic surveys + analysis 3. Draft of the NAS 4. Public dissemination + discussion 5. Revision of the NAS 6. Implementation by Government 7. Monitoring and Evaluation of NAS Stages for Development of the National Anti-Corruption Strategy WBI Technical Assistance Key Partnership: Government + Civil Society Country Implemented Process – An illustration

4. Governance and Anticorruption (GAC) Diagnostic Project: The Case of Sierra Leone

5. Sierra Leone – the process Formal request for assistance in February 2002 from President of SL to the World Bank to develop a governance strategy Creation of a Steering Committee under the Governance Reform Secretariat ACC and GRS Media National Statistical Agency NGOs Donors

6. Challenges Post-conflict country Weak institutions Weak local capacity To implement diagnostic To analyze the results To design policy Sustainability

7. Evaluate the performance of key public institutions and their effectiveness in service delivery Determine the quality of public services Determine the extent and impact of corruption Analyse the management of resources and decision making in the public sector Determine implications for good governance/public sector performance Objectives of the Diagnostic Study

8. The Process - steps taken by SC Competitive selection of survey firm (July 2002) Finalization of survey instruments (September 2002) Definition of survey sample (September 2002; input from Statistical Agency) Pilot test of surveys (October 2002) Field work (October- January 2003)

9. Sample Allocation A total of 3000 respondents originally targeted 2990 actually interviewed PlannedActual Planned Actual Households = 18001800 Businesses = 600600 Public Officials = 600 590 3000 2990

10. The process, cont. First draft Report in April 2003 Final draft Report completed in September 2003 Report publicly launched by the Vice- President on October 28, 2003 at a National Workshop to draft a National Governance and Anti-Corruption strategy Draft action plans designed during the National Workshop

11. Corruption in Sierra Leone (2002-2003)

12. % of Public Officials that said public fund irregularities are frequent Public funds are mismanaged (Sierra Leone)

13. Amount Spent on Bribes to Obtain Services by Size of Firm (as reported by managers) Amount Spent on Bribes to Obtain Services by Household Income (as reported by households) High amounts are spent on bribes

14. Institutions where firms spent more time dealing with bureaucracy Shared responsibility at the roots of poor governance (Sierra Leone, 2003)

15. The development of a participatory governance strategy A few images from the National Workshop on Governance and Anti- corruption, Freetown, October 28-29, 2003.

21. Sierra Leone, cont. Key areas identified during the Workshop for reform: inadequate structural environment, unclear institutions and laws ineffective law enforcement weak monitoring mechanisms inadequate role of the civil society and the media non-transparent management of public resources need for capacity building

22. A coordinate effort in an ongoing process Use of PETS and other diagnostic works to assess the quality of governance and institutions GAC results as an input for the Institutional Reform and Capacity Building Project (Nov. 2003: pre- appraisal; May 2004: at the board)

23. Sierra Leone – next steps To compile a draft of the National Governance Strategy To disseminate and review the report and the draft strategy at 4 regional Workshops by February 2004 To finalize National Governance Strategy by April 2004 To implement the National Governance Strategy

24. Challenges ahead Delay in the implementation process and loss of momentum and political will Upcoming local elections (May 2004) Regional instability Manipulation of the results and the process

25. Governance and Anticorruption (GAC) Diagnostic Project: The Case of Mozambique

26. 2002 Mozambique Governance Indicators Compared to Regional Averages

27. Mozambique: GAC Diagnostic In 2001, the Government of Mozambique (GoM) approved a Global Strategy for Public Sector Reform, 2001-2011 as the groundwork for its Action Plan for the Reduction of Absolute Poverty 2001-2005 To oversee the implementation of the reform, the GoM established: CIRESP = Inter-Ministerial Committee for Public Sector Reform UTRESP = Technical Unit for Public Sector Reform

28. Secretários Permanentes e Províncias CIRESP DIRECTOR UTRESP UTRESP : ESTRUTURA E ORGANIZAÇÃO Secretariado Assesor Finanças Procurement Governação Gestão Mundança Quick Wins Monitoria/ Avaliação Salários & Financas Assessoria Técnica e Apolo Financeiro

29. Mozambique: GAC Diagnostic The Public Sector Reform Strategy comprises six major components: Strengthening service delivery through decentralization and institutional restructuring Policy formulation and monitoring Public Sector professionalism Financial management and accountability Good governance and combating corruption Management of the reform process itself

30. Mozambique, cont. UTRESP prepared a Governance and Anticorruption Strategy in October 2001 with the implementation of a GAC Diagnostic being the core component UTRESP is responsible for the GAC diagnostic surveys, preparing an analytical report, and disseminating the results A Technical Committee - composed of: GPR, GPM, INE, MPF, MJ, MAE, PGR, TA, TS, UEM, a public company, CTA, AR, a civil society organisation, a journalist, and a representative of the International Community – oversees the surveys

31. The Director of UTRESP chairs the Technical Committee The Technical Committee should: Evaluate proposals and select the survey firm; Approve the survey questionnaires; Monitor the progress of the survey and approve the final report; Approve the approach to inform, educate and communicate the results of the survey to the public; Propose policies or measures to improve governance and reduce corruption Mozambique, cont.

32. Mozambique: GAC Diagnostic The results of the GAC diagnostics will help identify priority areas for reform and be used to revise and finalize the A-C strategy of the GoM The GAC comprises 3 surveys of Households, Enterprises and Public Officials to evaluate the extent, mechanisms and costs of corruption The Technical Committee will manage the implementation of the diagnostic surveys which were launched on Nov. 27, 2003

33. SURVEY OBJECTIVES To learn about citizen’s concerns with respect to governance and corruption issues as well as the quality of services delivered by the public sector in Mozambique To identify measures to help strengthen the public sector reform process

34. METHODOLOGY The GAC diagnostic will be representative – 1000 Public Officials, 500 Companies, and 2500 Families; it will have the following phases: Preparation of questionnaires based upon a model supplied by UTRESP; Pre-survey pilot testing of the questionnaires Data collection and analysis Preliminary report Discussion of the survey results in several workshops across the country Final report Recommendations of the Technical Committee

35. INTENDED RESULTS Empirical information to help the Government formulate policies and programmes designed to improve the delivery of government services and to reduce corruption Creation of a national database Baseline performance indicators that will provide for the periodic monitoring of change (progress, no change, or regress). The survey will be repeated biannually

36. DONOR SUPPORT DFID of the United Kingdom has made a firm commitment to fund the survey Other Donors have promised additional financial support for the dissemination of the report The WBI has committed to proide technical assistance for the data collection and analysis Government has undertaken to provide counterpart support in the FY 2003 Budget