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					Presentation – July 16, 2009




    WBI
     Capacity Development in Fragile States
          Questions for Consultation
                               July 16, 2009
        WBI’s Mandate & Focus
 Client learning – to strengthen the capacity of
   policymakers & other stakeholders to formulate &
   implement policies & monitor progress
 Focus is on client capacity building – as opposed to
   donor-driven/external technical assistance, purchasing
   capacity, or external intervention (e.g., peace keeping)
WBI Strategy / Key shifts

   Focus on core strategic priorities
   Move from “retail” to “wholesale”
   Practitioner exchange & South-South
    learning
   Global platform for scanning, sharing &
    incubating innovations
   Leadership capacity & multistakeholder
    coalition building for results
       Seven key priorities

 Fragile & post-conflict states
 Governance (EITI++, procurement,
  anticorruption, leadership & multistakeholder)
 Growth and Crisis
 Climate Change
 Public-Private Partnerships
 Urban
 Health Systems
              Four business lines

structured   Flagship courses for state & non-state actors,
learning     developed with world class partners,
             wholesaled through regional/country partners

knowledge    Just-in-time practitioner-practitioner
exchange     exchange, peer learning & benchmarking



innovation   Development marketplace, innovation fairs,
sharing      innovation radar, incubating & scaling up
             innovations


leadership
             Intensive capacity building for leadership
capacity
             teams & multistakeholder coalitions
building
WBI’s Emerging Results-Focused Program

         Content & partnership development
 Flagship curriculum with framework, cases, modules
        Network of global & regional partners
           Results framework & indicators


         Peer-to-peer exchange & benchmarking
          Global/regional peer learning forums
                GDLN, web, S-S exchange
                  Practitioner networks



                  Innovation Platform
                  DM, Innovation fairs
                    Innovation radar
                      Incubation &
                       Scaling up
                      Leadership
                      & Coalition
                       building
                         for

                  Tangible results
Key capacity building challenges in Fragile States

 1   Everything is a priority, existing capacity is very weak and there is
     only a limited window to show results !
      Rapid Results & action planning workshops to prioritize and
     achieve tangible results (e.g., PPP for service delivery)


2    Very limited leadership capacity among state and non-state actors
     to drive against vested interests.
       Leadership development program to empower & inspire agents
     of change (cabinets, key line ministries, local government, CSOs,
     women and youth leaders) to achieve results

3    Breakdown of governance institutions – lack of legitimacy of
     centralized, top-down governance
      Capacity building for local governments & CSOs for accountable
     service delivery at the local level
Key capacity building challenges in Fragile States


 4   Endemic corruption & patronage in resource use (extractive
     industries, procurement)
       Multistakeholder capacity building around resource use



5    Weak social cohesion – conflict & distrust based on narrow,
     fragmented identification with clan, ethnicity, religion
       Integrating cohesion & coalition building around common cause
     in capacity building programs

     Lack of basic skills & professional capacity all around
6     Wholesaling basic skill building in priority areas through
     partners & building professionalization tracks
 A Branded Product Line for Fragile States?

Leadership & Consensus Building Program
   Rapid results & action planning
   Human capital: leadership develop at individual level
   Social capital: multistakeholder coalition building
    (govt, CSOs, parliamentarians)
   Initial focus on leadership teams & multistakeholder
    coalitions in: resource use (extractive industries,
    procurement), local governance, MOF
           WBI’s emerging approach to address capacity needs
                  of Fragile States at the country level

            Burundi, DRC, Liberia, Afghanistan, Haiti, Cambodia and Yemen
                     * Possibility of additional countries based on consultations
    Offer a menu of services including:
    Rapid Results & action planning workshops
    Leadership development program for agents of change
    Multistakeholder coalition building around resource use (extractive industries,
     procurement)
    Capacity building programs for Ministries of Finance and Planning, focused on
     budget management, procurement, and M&E
    Capacity building for accountable local governance
    PPPs for service delivery
    Organize structured learning and South-South knowledge          exchange to
     benefit fragile states, using GDLN

                                  Or:
Offer a branded product line on “Leadership & Consensus Building
   program focused initially on resource use, local governance, MOF”
          WBI’s emerging approach to address capacity
           needs of Fragile States at the global level

 Team up with world class partners to design program
 Develop network of regional/country partner institutions
  to scale up capacity development
 Deliver a high-level discussion on capacity development
  in fragile states in Africa at the Annual Meetings 2009 in
  Istanbul, in collaboration with the Africa Region.
 Develop network of GDLN centers in fragile states for
  South-South exchange & wholesaling capacity building
 Deliver a global learning event, possibly in late spring of
  2010, to convene leaders from post-conflict and fragile
  states, leading experts and other stakeholders to share
  experiences in capacity development and chart next
  steps forward
                Key Questions

   What are key challenges in capacity development in
    Fragile States?
   What entry points and approaches to capacity
    development show promise in fragile states?
   How can WBI contribute to addressing the capacity
    development challenge in fragile states? How should
    the approach vary for different types of fragile states?
Discussion
                Overview




   WBI Renewal Strategy -Key Shifts
   How Fragile States fit in WBI?
   Capacity Building in Fragile States
WBI’s Emerging Results Focused Program

   Strategy, content & partnership                     Flagship learning
                                                       programs developed with
            development                                global & regional partners




      Global multi-stakeholder event            Innovation sharing &
                                                benchmarking




          Peer to peer knowledge
                 exchange              Ongoing peer learning through GDLN
                                       and South –South exchanges



                                          Intensive support to country
                Leadership                leadership teams – coalition
               development                building & change management
                 program

                                          Feedback to global stakeholders, to
                                          inspire others
            tangible results
      What are the entry points in
            Fragile States?


In view of limited capacities, it is important to
    strategically select a few feasible entry points;
    which include:
   governance of resources use, including
    extractive industries, budget management,
    procurement
   delivery of basic services
   leadership
What are the key considerations in designing
capacity development programs?



     Focus leadership capacity building to achieve rapid
      results;
     Choose strategic entry points and forging multi
      stakeholder coalition building around these;
     Rebuild professional associations;
     Build local institutions for sustainable capacity
      building; and
     Integrate crucial aspects of cohesion and inclusion
      in leadership capacity and coalition building at
      different levels of different groups
What Role can WBI play in Fragile States?


   Be a catalyst in innovation
   Work with and build local institutions
   Play a connector role by brining various
    players
   Skills building at the whole sale level through
    partnership institutions
   Empower agents of change e.g. youth, women
   Coalition building around shared interest
    areas (e.g. EITI ++, procurement)


                        WBI as a Connector
       WBI’s emerging approach to address capacity needs
              of Fragile States at the country level

        Burundi, DRC, Liberia, Afghanistan, Haiti, Cambodia and Yemen
               * Possibility of additional countries based on consultations

 Offer a menu of services including:
 Rapid Results & action planning workshops
 Leadership development program for agents of change (Cabinets, key
  line ministries, local governments, CSOs, women & youth leaders)
 Multistakeholder coalition building around resource use (extractive
  industries, procurement)
 Capacity building programs for Ministries of Finance and Planning,
  focused on budget management, procurement, and M&E
 Capacity building for accountable local governance
 PPPs for service delivery
 Organize structured learning and South-South knowledge
  exchange to benefit fragile states, using GDLN

				
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posted:10/10/2010
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