Developing Leadership Capacity: From Design to Impact BBL March

Outline i.Introduction to WB support to leadership CD interventions: Moira Hart-Poliquin, WBIRC ii.Lessons learned and evaluation approaches: Dorte Kabell, Kabell Konsulting, Laura Bailey, OPCFS iii.Debate, discussant: Ronnie Hammad, AFTKL Moderator: Mark Nelson, WBICD

Issues …why does the World Bank Group get involved in leadership development interventions? …who in the Bank does what? …are we making a difference and what are we learning?

Rationale Leaders have a large causative influence on the economic outcomes of their nations Jones, BF and Olken B, Benjamin A: Do Leaders matter ? National Leadership and Growth since WWII (March 2004) Quarterly Journal of Economics 120 The effect of leaders are strongest in autocratic settings but much less so in the presence of democratic institutions Jones, BF and Olken B, Benjamin A: Do Leaders matter ? National Leadership and Growth since WWII (March 2004) Quarterly Journal of Economics 120 Our results indicate that the quality of institutions overrides everything else The Primacy of institutions Dani Rodrik and Arvind Subramanian

Creating a virtuous cycle: CD – Leadership - Governance Leadership: mobilizing the potential to achieve results Governance: the political system that creates opportunities for or limits development /CD/leadership efforts CD: enhancing the potential to achieve results

3-level CD framework Institutional Incentives, norms, laws, or policies that enable organizations and individuals to achieve development results Organizational Processes and systems enabling task-oriented organizations to manage resources, per functions, and achieve and sustain outcomes Individual Targeted skills and knowledge required for individuals to Objective Inputs/ interventions Impact Desired objectives Menu of interventions and strategies to address constraints Simple, customized, measurable indicators that proxy for progress towards results Results Chain

WBI PREM OPCS/ LICUS Leadership work in the WBG - East Timor: Dean Williams work-shops - Burundi: Howard Wolpe leadership training - Madagascar: 3- pronged leadership training: IPAC, Art of Living, Dean Williams - Spring out of Governance Paradigm: Istanbul, Oxford - Madagascar: Cabinet Retreats, Rapid Results Initiatives - CAR: Cabinet Retreats, Rapid Results Initiatives

Objective and principles of WBI interventions Principles: –Demand-driven –Customized –Client-owned process and results –Focus on problem-solving, results and consensus- building –National and sub-national leaders; government and non-government Approaches: –Peer-to-peer learning –Knowledge sharing –Twinning –Hands-on learning events –Practical pilots –International and local experience and lessons learned –Case-studies –Evaluations Objective: enable leaders to make changes more effectively, implement and achieve results

Potential opportunities and outcomes Opportunities: –Improved access to and deepened dialogue with development partners –Insights into capacity constraints and gaps –Insights into systemic bottlenecks in implementation processes Outcomes: –Shared understanding of capacity and implementation constraints –Consensus on priorities –Common vision and results agenda –Enhanced problem solving skills –Improved performance in informed decision-making; prioritizing and mobilizing across sectors; –Increased confidence in the leadership team –Improved communication and coordination

WBI Leadership Activities: Examples CountryType of interventionOutcome Madagascar (June 03, January 04, May 05) Peer learning combined with RBM techniques Clearer vision and increased focus on results Replication capacity for results-based implementation CAR (November 04, December 05) Facilitate transition Collective problem-solving Consensus building (code of conduct) Increased focus on results (code of practice) SudanTeam learningIncreased understanding of rules of re-engagement and team-building within SPLM MoroccoIntroduce change process, models and techniques Work in progress