80672 THE WORLD BANK INSTITUTE Capacity for development: Leveraging the power of knowledge, innovation, and coalitions for change THE WORLD BANK INSTITUTE Capacity for development: Leveraging the power of knowledge, innovation, and coalitions for change Across the globe citizens are demanding account- ability and transparency from their governments. Middle-income countries (MICs) in the G-20 are driving global growth and shifts in global power. 1 And access to information and technology through mobile phones and social media are multiplying opportunities for citizens to provide feedback— transforming the way we do development. This fast changing global environment is forcing the development community to adapt— to do development differently. It’s no longer only about finance. It’s about transparency in govern- ment, access to the latest global knowledge, and using innovative ways to solve development chal- lenges. This builds the capacity of citizens to find their own solutions to development challenges, sustain growth, and fight poverty. Our role and approach The World Bank Institute (WBI) supports the World Bank’s operational work and its country clients in this rapidly changing landscape by forging new dynamic approaches to capacity development. This is how we help government and nongovernment stakeholders make change happen. WBI offers three clusters of support to its developing-country clients: • Open Knowledge: connecting them to WBI’s multicountry, multistakeholder global knowledge and learning on the approach provides a platform for policy makers “how” of reform, and practitioners to learn from the experiences • Collaborative Governance: helping them to of others who face similar challenges, and to mobilize for collective action, and use this knowledge to find solutions to their own • Innovative Solutions: scanning and development needs. incubating innovations to tackle key development challenges. 2 Open Collaborative Knowledge Governance Innovative Solutions 3 Open Knowledge online, including pedagogically effective WBI connects stakeholders and development e-learning courses, multimedia packages, practitioners to global knowledge and learning— and simulation games. The e-Institute knowledge that is a source of inspiration and has begun by packaging World Bank practical know-how, and that fosters ownership knowledge and expertise. The medium- to and galvanizes action. Our approach to Open long-term goal is to support knowledge Knowledge takes two forms, Structured Learning institutions in customizing and wholesaling and Knowledge Exchange: World Bank content, and ultimately to create an e-learning repository of global • Structured Learning. In fields where knowledge made available as a global content is mature, WBI codifies global public good. knowledge into training programs to help • Knowledge Exchange (KE). WBI supports its clients master tested development know- peer-to-peer learning and helps broker how. Offerings include a Health Systems knowledge exchanges among developing Strengthening flagship course, procurement countries. WBI recognizes that for many training for the East Asia Pacific region, practitioners and policy makers, the most Sustainable Urban Land Use Planning, and relevant practical knowledge resides dozens more. In July 2011, WBI launched with their peers in other countries, the Bank’s new virtual e-learning platform, and that people learn best from those the e-Institute, which turns cutting-edge who have tackled similar development global knowledge into interactive courses challenges. Nigerians can learn from India about information and communication Collaborative Governance technology (ICT), Africans can learn Today, the World Bank can no longer work from China about special economic primarily with government officials alone. zone, and so forth. This approach Successful development requires building builds ownership and capacity in ways multistakeholder coalitions, sometimes among that traditional models of knowledge conflicting social groups, to forge a consensus exchange could not. WBI also supports for change. Collective solutions require effective several Communities of Practice on, for and inclusive leadership as well as new forms example, public private partnerships of collaboration: for example, public-private 4 (PPPs), creating inclusive cities, procuring partnerships for the provision of infrastruc- pharmaceuticals, and youth voices against ture, health, or education; citizen report cards corruption. These practitioner networks to improve public service delivery; or mayors aim to become effective knowledge and civil society working together for climate brokers and to map the sources of change mitigation in urban centers. WBI knowledge and how knowledge flows enables government and nongovernment in their areas of expertise. WBI also stakeholders to mobilize for collective action, encourages World Bank country teams overcome political economy challenges and to incorporate knowledge exchanges in bring about change. country programs, is promoting the Global WBI offers four Collaborative Governance Development Learning Network (GDLN) as business lines: a worldwide KE implementation platform, and has started supporting middle- • Open Government and Open Aid. WBI has income countries, including Indonesia, played a leading role in making the World India, and Colombia, that want to become Bank a more open institution. Under the Knowledge Hubs and systematically share Mapping for Results platform designed to their development expertise. promote accountability in Bank projects, WBI geo-coded 30,000 project locations However, financial resources and knowledge in 144 countries. Through the Open Aid alone will not ensure change and results on the Partnership, WBI is making this mapping ground. Governments and citizens also need platform available to all donors, and to build coalitions and consensus for collective helping them geo-code their own projects. action through collaborative governance. WBI is also helping the signatories of the Open Government Partnership (OGP) achieve higher standards of transparency on social accountability, is being incubated and participation by mapping of public at WBI. spending. WBI’s Open Contracting • Citizen Engagement through ICT. WBI is initiative increases stakeholder capacity working with a variety of stakeholders to to monitor the award and implementation promote mechanisms that connect citizens of public contracts in construction and to public service providers and policy pharmaceutical procurement in East Africa makers and to establish feedback loops and in the extractive industries sector on the quality of public services and the in Ghana. It has an ongoing program to effectiveness of donor-funded programs. help governments implement Access to One example is the use of mobile phones 5 Information legislation. in the Democratic Republic of Congo • Capacity Building for Nongovernmental to help citizens become engaged in the Actors. WBI strengthens networks of non local budgeting process. WBI is also a state actors–civil society organizations leading partner in the Open Development (CSOs), parliamentarians, media, youth, Technology Alliance (ODTA)—the ICT and business. It helps them partner with knowledge platform that mobilizes best developing countries and World Bank practice and expertise to encourage citizen operational teams to ensure accountability, feedback in Bank operations through ICT. participation, monitoring, and oversight • Multistakeholder Collaborative Action. in Bank projects and other development Successful development requires various programs. For example, WBI is engaging with CSOs through the Affiliated Networks for Social Accountability (ANSA); working with Parliaments to enhance legislative and monitoring capacity, especially related to budgets; working with the media to help them make sense of governance budgets, inform their reporting to increase transparency and accountability and with the private sector to promote responsible investment. The Global Partnership for Social Accountability (GPSA), the World Bank’s new fund to support CSOs that work individuals, groups, and organizations to work together to achieve a complex set of objectives. This is about the How of reform. WBI equips leadership teams with the tools they need to manage difficult political economy situations and bring about this kind of change. It also facilitates multistakeholder coalitions to address complex issues where traditional approaches seem to have stalled. 6 These range from promoting transparency in government contracting in Africa to dealing with litigation for access to public health care in Latin America. Innovative Solutions Leveraging innovative technologies, WBI is developing tools, methods, and online platforms to facilitate an open and collaborative develop- ment process among governments, citizens, and other stakeholders. • Competitions & Challenges. The collective insight and entrepreneurial energy of talented citizens can generate breakthrough ideas and products to advance development. Over 100 software applications to help make progress toward the Millennium Development Goals were developed within three months after an Apps for Development competition was announced. A newly created online platform has enabled the World Bank to launch an array of competitions and challenges, using incentives such as cash prizes. Whether mobilizing a community to solve a narrowly Open Contracting defined problem, or inviting citizens and WBI’s approach to capacity development is most experts to propose solutions to a pressing powerful when its business lines are combined to solve pressing problems. issue, the platform is capable of managing a To combat corruption in contracting, WBI wide variety of challenges. convenes multicountry, multistakeholder • WB Innovation Labs. WBI has a track coalitions around disclosure and monitoring record of incubating innovations such as of contracts (collaborative governance), Open Data, geo-mapping, and the ICT connecting them to peers and e-learning for Knowledge Platform for citizen feedback. inspiration and practical knowledge (open 7 knowledge), and running competitions to WBI is setting up the World Bank Innovation crowdsource mobile apps for citizens and Labs that will develop an innovation CSOs to monitor contracts (innovative solu- portfolio to support the World Bank’s tions). Early results: A CSO contract watch is strategic priorities. The Lab will anticipate up and running in nine African countries; an trends, and scan and incubate cutting- Auditor-General & Public Accounts Committee is overseeing contracts in Ghana. edge innovations, systematically leveraging global knowledge, technology, and talent. • Development Marketplace. For more than ten years, the Development Marketplace Development Results Framework (CDRF) to (DM) has managed a competitive grants shape and monitor its approach to capacity program that helps social enterprises development. The CDRF articulates a clear expand the supply of public goods change strategy and a results chain that links and services to the poor in developing strategic development objectives, capacity countries. The DM targets high impact results, and intermediate results. The CDRF is social entrepreneurs who need growth used in planning, monitoring, and reporting on financing to expand, scale up, or replicate WBI initiatives. A number of Bank operations, their operations. Its current focus is on clients, and donors have applied the frame- countries in East Africa, the Middle East, work in strategic planning, capacity diagnostics, and South Asia. and monitoring and evaluation. In Liberia, the Government has used this framework to better Focusing on Results articulate the results of its medium-term develop- In recent years, WBI has invested heavily in ment strategy and achieve a stronger focus on assessing results. WBI developed the Capacity capacity-building. Thematic Areas together to reduce poverty, deter conflict, and WBI applies its new approach in seven provide better conditions for their citizens. thematic areas: climate change, fragile states, growth and competitiveness, governance, GOVERNANCE health systems, public-private partnerships, WBI applies its collaborative governance and urban development. approach in the areas of public financial management and procurement. It develops the CLIMATE CHANGE capacity of multiple stakeholders at the country WBI offers three programs for stakeholders level to better engage in and understand how 8 who are trying to achieve low carbon develop- budget choices are made, how budget expen- ment. The Low Emissions Development program ditures are implemented, and how they affect explores new directions in carbon finance and service delivery. WBI also supports coalitions of emerging climate finance opportunities. The government, civil society, and the private sector Climate-Smart Agriculture program helps agri- in Africa and elsewhere looking to improve culture sector stakeholders formulate policies transparency and oversight of contracting in and practices that increase crop production extractive industries, infrastructure, and pharma- and food security, build resilience to climate ceuticals procurement. change, and reduce greenhouse gas emissions. The Sustainable Energy program supports the GROWTH AND COMPETITIVENESS implementation of energy efficiency programs, This program uses Development Debates, global provision of energy access through innovative and regional dialogues, e-learning, and multi- rural electrification mechanisms, and develop- stakeholder consensus building to strengthen ment of sustainable energy policies. the capacity of policy makers and practitioners to formulate and implement competitive policies for FRAGILE AND CONFLICT-AFFECTED STATES growth, job creation, innovation, regional integra- WBI strengthens the capacity of the state at tion, and other key topics. WBI has collaborated all levels by training public sector clients, civil with the World Bank’s thematic networks in devel- society, and private sector partners on the main oping a course on Frontiers in Development that themes, findings, and recommendations of the captures cutting-edge knowledge and experience World Development Report 2011: Conflict, Secu- on a range of current development issues. rity and Development; and by supporting the g7+, a coalition of fragile states that have come HEALTH SYSTEMS where PPP practitioners exchange knowledge on WBI helps countries improve their health innovations and new developments in the field. systems through its leadership and consensus- It also offers a leadership program to address building programs. In East Africa, it brings governance issues and the political economy together stakeholders in government, civil challenges surrounding PPPs. society, parliament, and the pharmaceutical industry to help them reform the way the URBAN DEVELOPMENT state procures medicines. In Latin America, it This program provides city leaders, municipal convenes judicial and health authorities from staff, and other practitioners with the knowl- seven countries to address the challenges edge and skills to manage their cities effectively. 9 presented by litigation to gain access to public Highlights include Inclusive Cities, a peer health care. WBI is also scaling up the delivery of learning and knowledge platform on slum its courses on Health Systems through networks upgrading and affordable housing; a multi- of academic institutions in Asia and Africa. year series of city-to-city dialogues among seven countries in the Balkans, which combine PUBLIC-PRIVATE PARTNERSHIPS (PPP) knowledge exchange on regional and global WBI is a global connector of PPP practitioners, experiences with substantive leadership providing them with accessible knowledge and training; and Learning from Mega-Disasters, a global best practices to help them design and program to distill the lessons and good prac- implement successful PPPs. Highlights include tices from Japan’s experience with the great PPP Days—a well-established global forum earthquake of March 2011. 10 Partnerships Despite considerable investment by the inter- national community, weak capacity remains a fundamental challenge to achieving sustainable development. In 2010, the international commu- nity spent roughly US$129 billion on Official Development Assistance, of which between a quarter and a third was spent on activities to enhance capacity. WBI, in collaboration with its partners, plays a leading role in helping 11 countries to design and implement effective capacity development programs. We rely on our partners and other agents of change to help us develop and deliver content by identifying and connecting with the best global and local sources of knowledge. Many of WBI’s programs are delivered with partners. us to increase our reach and scale in a trans- To achieve our vision of connecting globally formational manner. This multidonor trust fund and catalyzing change locally, WBI works with will support WBI’s strategy and scaling up in Strategic Partners: Strategic partners enhance key results areas. We will achieve better results WBI’s intellectual resources, content base, knowl- through greater harmonization of activities inter- edge networks, and financial resources. These nally and with our partners and better alignment partners, from the public and private sectors, with country demands, and by delivering capacity help WBI create cost-effective programs, coordi- development outputs that produce measurable nate activities, and harmonize aid. They provide intermediate outcomes that in turn contribute to support in our client countries and help us deliver overall development goals. and scale up our programs. They strengthen In addition to the MFCD, WBI also manages local ownership and commitment, mobilize local the South-South Facility, which facilitates the resources, and apply local knowledge. sharing of development experience and knowl- edge among World Bank client countries. With Partnership Instruments support from this multidonor initiative, over 69 WBI has established a new Multidonor Facility countries have received knowledge from 76 for Capacity Development (MFCD) that will allow countries. These exchanges are influencing the allocation of nearly US$2 billion of World Bank project financing; and the experiences shared are documented and disseminated through a web- based knowledge library Scholarship Programs WBI administers the Joint Japan/World Bank Graduate Scholarship Program, the Robert S. McNamara Fellowships Program, and the Japan 12 Indonesia Presidential Scholarship Program. These programs provide financial support for graduate and postgraduate studies leading to masters and doctoral degrees in development- related fields for mid-career professionals from eligible developing countries. In 2011 the Joint Japan/World Bank Graduate Scholarship Program provided 234 new scholarships for master’s students from 80 countries. In addi- tion, the other two programs supported Ph.D. programs and research for more than 80 scholars and fellows. WBI’s strategic country partners WBI works closely with these country partners to leverage their support and expertise to maximize our capacity development impact: Austria Australia Belgium 13 Canada People’s Republic of China Colombia Denmark Finland France India Ireland Japan Republic of Korea Mexico The Netherlands Norway Russian Federation Spain Sweden Switzerland United Kingdom 14 Photo: Stephanie de Chassy WBI Regional Coordinators Collaboration and coordination with the World Bank’s regional operations is essential to our work. Joint planning with them, and drawing heavily on their experience with regional lending, analytical work and advisory activities, helps ensure the quality and relevance of our learning programs. WBI’s regional coordinators serve as liaisons with World Bank regional operations as well as with partner organizations in client countries. 15 Africa South Asia Ms. Waafas Ofosu-Amaah (based in Washington) Ms. Bhavna Bhatia (based in New Delhi) aofosuamaah@worldbank.org bbhatia@worldbank.org Mr. Joel Kolker (based in Pretoria) Middle East and North Africa jkolker@worldbank.org Ms. Hnin Hnin Pyne (based in Washington) hpyne@worldbank.org East Asia and the Pacific Ms. Joyce Msuya (based in Beijing) jmsuya@worldbank.org WBI partnership contacts Europe and Central Asia Strategic Partnerships Ms. Tatyana Leonova (based in Moscow) Mr. Mark Nelson (based in Washington) tleonova@worldbank.org mnelson1@worldbank.org Latin America and Caribbean Bilateral Partnerships Ms. Hnin Hnin Pyne (based in Washington) Mr. Seth Ayers (based in Washington) hpyne@worldbank.org sayers@worldbank.org 16 For more information, contact José-Manuel Bassat Communications Advisor jbassat@worldbank.org www.worldbank.org/wbi The World Bank Institute 1818 H Street, N.W. Washington, D.C. 20433 USA www.worldbank.org/wbi 4.12