ACTION 2015: Transforming institutions to empower men and women CGIAR Annual Meeting October 2004 Steen Lau Jørgensen Social Development World Bank

ACTION 2015 Accountability Cohesion Transparency Inclusion Opportunity Now

An example from Mchinji, Malawi… In 2002 an illiterate woman took part in a CARE program to train communities how to monitor health services using a community score card: keeping track of drug supplies, and assessing the quality of service by staff. She got very good at it… How many drugs were supplied to the center? How were given to patients? How many were available? How were staff treating patients? Health staff know that they will be evaluated every six months Ministry takes note of the evaluations Change in performance is dramatic Drugs delivery was a huge problem throughout Malawi Complete turnaround in performance of this health center within 6 months when the score card exercise was repeated

An example from Mchinji, Malawi… The CARE program was expanded throughout Malawi When the program was being introduced to other sectors through the Malawi Social Action Fund this illiterate woman was asked to present it Clear Articulate Powerful

ACTION 2015: Three key principles Inclusion: People at the center of development Involved an illiterate woman in Mchinji Cohesion: Strengthening community fabric The village in Mchinji worked together to solve problem Accountability: Exercising voice to authorities An illiterate woman gave voice to community

What is ACTION 2015? One woman  A village  A District  A National Program In recent times, we have seen things that cause us to question our basic humanity.   Bloody wars in Afghanistan, Iraq and large parts of Africa.  Unspeakable genocide and killing in Darfur.  Despicable acts of terror in Bali and Madrid.  Growing violence between Israel and Palestinians of Gaza and the West Bank.  In Beslan, we have seen children taken hostage and shot in the back. In Baghdad, innocent men are brutally beheaded on television.    In reaction, we have become preoccupied with security.  It is absolutely right that, together, we fight terror. We must.  The danger, however, is that in our preoccupation with immediate threats, we lose sight of the longer-term and equally urgent causes of our insecure world: poverty, frustration, and lack of hope.  Why not the World?

Meeting the Millennium Development Goals Meeting these goals will take more resources, more knowledge and better institutions Social Development is about transforming institutions E.g. the rush to privatize agriculture marketing, the lack of supply response to price changes in agriculture Literature is full of “Institutions matter” It’s not surprising that a great deal of empirical research directly correlates poverty reduction with agricultural productivity. Peter Timmer, a well-known economist at Stanford, did some research on 35 low-income countries and noted that a 10 percent increase in crop yield led to a 6–10 % reduction in the number of people living on a dollar a day. In Africa, the correlation was that a 10 % increase in crop yield led to about a 9 % decrease in the percentage of those living on a dollar a day.

What is Action 2015 Empowering men and women through transforming social institutions to make them more Inclusive Cohesive Accountable

Assets and Capabilities for Poverty Reduction Institutions: Well-being Poverty reduction Social Financial Inclusive Cohesive Accountable Physical Human Natural

Why ACTION 2015? Better growth Better projects Better quality of life Global consensus that “social development” matters Social Development Summit Copenhagen 1995 Millennium Declaration 2000 Johannesburg 2002

Better Growth Inclusion means all contribute Contrast discrimination Cohesion increases investment Contrast conflict Accountability correlates with growth in following decade

Accountable Institutions and Developing Country Growth (1984-1993) 125 100 75 50 25 Economic Growth (1984-93) -25 -50 -75 -100 100 200 300 400 500 600 Accountability 1984

Number of SD Overlapping Themes Institutional Development Better Projects Ratings for Projects Addressing One or More Social Development (SD) Themes, 1972-02   Number of SD Overlapping Themes Outcome Sustain-ability Institutional Development impact Share of Rated Portfolio (%) Entire Portfolio 68 50 34 100 At least 1 72 53 37 26 At least 2 81 62 45 8 At least 3 84 63 47 5 At least 4 90 64 49 1.5 Source: OED, 2003.

Better Quality of Life Inclusion Contrast exclusion of e.g. Afro-descendants Social Capital (one aspect of cohesion) matters Accountability – important to service delivery Intrinsic value – people define poverty as powerlessness

How does the World Bank support ACTION 2015? Many parts of the Bank contribute: Social sectors (“Human Development”): health, education, social protection Public Sector Management, poverty analysis, agriculture and rural development All these areas have existing strategies What is missing? Bottom up understanding and transformation of institutions

How does the World Bank support ACTION 2015? Areas of activity within ACTION 2015: Social Analysis Participation and Civic Engagement Community Driven Development Conflict Prevention and Reconstruction Social Safeguards Social analysis What social norms about girls education are relevant for achieving universal primary education? What is the likely social impact of land reform in Cambodia or Zambia? How is a country evolving on principles, tracking progress on inclusion, cohesion, accountability Participation and Civil Engagement Uganda, support public debates of policy changes proposed through dialogue with WB Albania, support legal changes in enabling environment for civil society Peru support publication of the Budget Philippines work on accountability and NGO enabling environment Community Driven Development Indonesia & Philippines, provide resources to communities that take initiatives to develop local development plans CDD in 60+ countries with a volume of Bank support between 1 and 2 billion USD annually Conflict Prevention and Reconstruction Help rebuild infrastructure, economies and societies in Afghanistan, Congo, Somalia Conflict analysis (Somalia, Nigeria) to study drivers of conflict and recommend policy changes Social Safeguards Protect interests of indigenous peoples& involuntarily resettled persons, ensuring they benefit in appropriate ways from development interventions Traditionally main entry point for SD staff, now about 20% of work Staffing: Recognized as sector group within the Bank since 1997 140 staff (out of 10,000 total), 60 with anthropology or sociology background, but very diverse About 25 staff in central unit Rest in regional units headed by sector managers and under an ESSD Director ( few in research & WBI) Half of social development staff are in country offices, reporting to Regional managers

Strategic Objective: Accelerate the trajectory Heading in the right direction Portfolio that includes SD increased (to about half in recent years) from less than a third of lending in last 30 years. Quality of attention to SD issues in other projects improved (85% of good quality up from 75 four years ago) However, Millennium Development Goals challenge us to go further: Strengthen policy dialogue and lending Improve project effectiveness – by mainstreaming and free-standing portfolio Build on foundation of capacity building, advocacy and research Increase Attention to SD in the Bank's Policy Dialogue and Policy-based Lending Strengthen multi-stakeholder participation in development and monitoring of macro strategy documents (e.g. Poverty Reduction Strategy Papers, Medium Term Expenditure Framework, Bank Country Assistance Strategy) Improve the social development content of policy analysis, working from positive experiences with Poverty and Social Impact Analysis (PSIA) and social capital studies. Improve content of policy-based lending E.g., budget transparency conditionality, enabling community groups to manage public funds, improving transparency of bidding process Improve the effectiveness of Bank-supported investment projects: A more systematic approach to social development and stronger follow-through: Improve multi-stakeholder participation – to include better sustainability and monitoring by building into local planning processes; Improve social analysis including efficiency improvements by relying on sector-wide and country-wide work, e.g. country social analysis and Improve mainstreaming of SD concerns into Bank-financed projects and project components and nurture SD portfolio that is currently at about 8% of Bank lending. Improve capacity building, advocacy and research Align research priorities better with operational needs by supporting research that: explores further the link between the social dimensions of development and economic growth, refines indicators for social development, and better evaluates the impacts of social development projects. Sustain advocacy based on better aligned research and clarify the aspects of social development the Bank will address directly. Strengthen capacity building

#1 Strategic Priority 1 – More Macro: Improve strategies, policy dialogue and policy lending by incorporating social development into macro-level processes, analysis and content. Strategic Priority 2 – Better Projects: Improve development effectiveness of investment lending through more comprehensive and efficient integration of social development into project-level process, analysis and content. Strategic Priority 3 – Better Grounding: Improve research, capacity building and partnerships to solidify the grounding for better operations.

#2 Strategic Priority 2 – Better Projects: Improve development effectiveness of investment lending through more comprehensive and efficient integration of social development into project-level process, analysis and content. Strategic Priority 3 – Better Grounding: Improve research, capacity building and partnerships to solidify the grounding for better operations.

#3 Strategic Priority 3 – Better Grounding: Improve research, capacity building and partnerships to solidify the grounding for better operations.

New Business Model More upstream, integrated More comprehensive Less project by project More comprehensive E.g. participation More partnership oriented

Links with Agriculture and the CGIAR Technology adaptation gap Role of local institutions Knowledge transfer Marketing New role for institutions: Neither state, nor markets nor communities are the solution

Partnerships? Research partnerships Capacity Building in country Role of rural institutions for poverty reduction? Capacity Building in country Training of staff “Macro” social development course Staff exchanges

Next steps External Consultations (wrapping up) Dissemination after World Bank Board endorsement Implementation in partnership with others

“I will not wait…” In a letter from Birmingham jail, Martin Luther King Jr.wrote: “How long are my people supposed to wait?… Human progress…takes the hard work of dedicated people like you and me, working together to advance human civilization… I will not wait…”