1. How is the World Bank creating opportunities for collaborative problem solving? Amar Inamdar – Program Manager, Dispute Resolution & Prevention, OPCS (World Bank) Paola Agostini - Senior Economist and Program Coordinator GEF/TerrAfrica/FCPF (World Bank) Kris Genovese - Senior Attorney, Center for International Environmental Law Annual Meetings CSO Forum Wednesday, October 9, 2013

2. Agenda
Update on work of World Bank’s Dispute Resolution & Prevention team (Amar Inamdar)
Action on the Ground – what this work means for communities and people (Paola Agostini)
The broader context: how does collaborative problem solving complement other spaces for accountability? (Kris Genovese)
Too often we (WB) fall into trap of doing too much or too little to resolve conflicts on projects
Help people thing through what the Bank needs to versus what the Borrower needs to do
WB is a financier of public goods; very different from being the operator of an investment project
Transition: Broad approach: now some details

3. What do we mean by grievance redress?
“Grievance Redress Mechanism”: Complicated terminology to name a simple thing. GRMs were introduced into WB OP4.10 and OP 4.12 to give people at risk of being tangibly impacted by WB projects (e.g crack in a wall from an infrastructure project) a channel to make their voice heard and get reparation

4. Natural resource conflict is significant
“70% of 192 major stalled infrastructure projects are delayed because of non-technical risk issues”
Goldman Sachs, 2010
“Land, water and labor are the source of the majority of significant complaints”
CAO at 10, 2010
Predicting and resolving disputes is a key strategic asset
Drivers from population, communications, democracy
There is no structured process for responding to this complexity
Peers and competitors are implementing innovative solutions

5. Our Work / Structure
The Dispute Resolution & Prevention team is an internal team (in OPCS) that supports World Bank clients and staff.
To date, our approach has been demand-driven and voluntary.
Now asked by the Senior Management Team to scale up and enhance this approach.
Unique among IFI’s in having this proactive approach in Management.
Too often we (WB) fall into trap of doing too much or too little to resolve conflicts on projects
Help people thing through what the Bank needs to versus what the Borrower needs to do
WB is a financier of public goods; very different from being the operator of an investment project
Transition: Broad approach: now some details

6. Three pillars to support citizen accountability
Borrower
Country-driven problem-solving that uses good practice markers to build on existing borrower capacity
Predict, prevent and better manage disputes arising as a result of Bank-supported operations
Sustainable, low-cost approach to improving accountability, performance and results
World Bank Management
A management process for earlier and faster response to grievances submitted to WB
Greater predictability for the Bank and borrower
Focus is on problem solving with assessment of opportunities for mediation, facilitation etc.
Independent Recourse
Inspection Panel
International Tribunals etc
Generally formal, compliance-based investigations
Too often we (WB) fall into trap of doing too much or too little to resolve conflicts on projects
Help people thing through what the Bank needs to versus what the Borrower needs to do
WB is a financier of public goods; very different from being the operator of an investment project
Transition: Broad approach: now some details

7. Highlights–project/program level
Forest Carbon Partnership Facility
$12m allocated
$250,000 per country
Guidance with UNDP
Case-based
Liberia, Kenya, Nepal, Mexico, Ethiopia,

8. Highlights–Management/Corporate level
Global Review
World Bank’s Approach to Grievance Redress
Knowledge, networks, tools
The Change agenda – Risk Management

9. Use of Project Mechanisms is on the rise
FY11: all projects
FY11: IL portfolio
Chart on Left-hand side: All Projects: 50%; increase from 28% in 2008
Chart on Right-hand side: Investment Lending only
Application based on risks
72% of Cat Bs have GRMs: is this the right #? Too high/too low? We don’t know
TRANSITION: LET’S TAKE A CLOSER LOOK AT THE CAT A AND B PORTFOLIO w/in regions and sectors
Half of all projects include a description of a GRM…
… with wide regional variation.

10. Breakdown by Instrument
Investment Loans
(FY11)
DPL
P4R
Total operations
392 71 7
PAD references a GRM
225 3 5
% with reference
57% 4%
71%
Additional detail on P4R loans
PAD references GRM systems?
PAD assesses effectiveness?
Grievance data collected and reported publicly?
Grievance data required for disbursement?
Dedicated funds available?
P4R
5 out of 7
1 out of 7
4 out of 7
2 out of 7
TRANSITION: Previous 2 slides looked just at investment lending portfolio. Here’s snapshot of all instruments.
Q: Does PAD include a reference to a GRM?
First 6 P4R loans look quite good
5 specific questions for P4R loans (read questions) - helps give some more detail on the extent of the commitment
TRANSITION: This summarizes the findings from all regions. More detail on LCR region.

11. Key Findings
Overall usage of Grievance Redress Mechanisms (GRMs) has increased
GRM usage primarily tied to safeguards
GRMs exist on paper but not always in practice
Of the GRMs in existence, many not being used
No systematic measurement of GRM implementation
Bank rarely gets the GRM data, and misses opportunity to respond/resolve
6 key findings – will go into more detail in each

12. 5 Simple Things the Bank can do…
WB Approach to Grievance Redress
Case Studies
Training curriculum for staff
Create tools to support GRM implementation
Consistent risk triggers
Improve risk assessment in Cat B portfolio
Access to free customizable GRM platform (SMS or web-based)
Use feedback to prioritize supervision
# Grievances Received / # Resolved
Create incentives for monitoring
Protocol for handling citizen complaints
Access to professional mediators
Improve internal complaints handling
Improve GRM implementation
Reduce
costs
Identify systemic issues
Promote accountability
Improve predictability