Share II People, Perspectives, Skills, Knowledge, Learning 1 TO FIGHT POVERn with passion and professionalism for lasting results. TO HELP PEOPLE help themselves and their environment by providing resources, sharing knowledge, building capacity, and forging partnerships in the public and private sectors. TO BE AN EXCELLENT I N S m O N that is able to attract, excite, and nurture diverse and committed staff with exceptional skills who know how to listen and learn. T en years ago, the World Bank declared that governance and anti-corruption strategies were vital to its core mission of fighting poverty and creating opportunities for the poor. Also ten years ago, the Debt Initiative for Heavily Indebted Poor Countries (HIPCInitiative) was created by the International Monetary Fund and the World Bank Group's International Development Association. The goal was to provide a fresh start for the world's poorest countries by offering debt relief from all multilateral, bilateral, and commercial creditors. To date, thirty countries have benefited from this important initiative - twenty-one of these having reached the completion point - with nine more receiving partial relief and a further ten working on eligibility. For successful implementation of efforts such as the HIPC Initiative, our partner countries must ensure that public goods and services reach the poor. When weak governance and corruption persist, efforts to fight poverty falter. There is no quick fix or "one-size fits all" solution. Only when we work together in a sustained fashion will our efforts yield significant long-term dividends. Corruption is more than a moral issue - it hinders development and creates poverty. That is why the World Bank continues to take a leadership role in the fight against fraud and corruption, investigating and closing more than 400 cases involving Bank-financed projects over the past two fiscal years and sanctioning over 100 entities for engaging in wrongdoing in projects. But good governance is much more than just the absence of corruption. Over the past year, the World Bank held fifty- one sets of multi-stakeholder consultations throughout the world on the topics of good governance and anti-corruption. Stakeholders from Latin America to Africa and Asia agreed that the international community must stay involved, even in poorly governed settings, and to partner not just with governments, but also with the private sector, civil society and media to improve public services and combat entrenched corruption. Sound governance and harmonization can only result from strong partnerships among stakeholders. The Partnership Programs embody the principle of collaborative effort. They also strive to contribute to the achievement of the Bank's diversity targets, as well as capacity-building efforts in partner countries. As the participants in these Programs strengthen fundamental strategic alliances by sharing knowledge and expertise with a wide array of partners, they represent the human faces of the World Bank's quest for harmonization and governance. We support and salute their invaluable work. Aulikki H. Kuusela Acting Vice President Human Resources Services SEP GLOBAL PARTNERS ABB Deutsche Gesellschaft fiir Institute (IFPRI) Plan International ACE Bermuda Technische Zusammenarbeit International Fund for Agricultural PricewaterhouseCoopers (PwC) Acea SpA GmbH (GTZ) Development (IFAD) Rabobank Nederland ActionAid Deutsche Post World Net International Institute for Rio Tinto PIC ' ~ f i i c a n ~ e v e l o ~ mBank Group e n t Deutscher Entwicklungsdienst Management Development (IMD) Royal Mail (AfDB) (DED) International Labour Organization Samsung Corporation Afr~canTrade Insurance Agency Development Bank of Japan (DBJ) lIT.0) Sanwa Bank Limited \---, Aga Khan Fund for Economic Development Bank of Southern International Monetary Fund (IMF) SAP AG Development (AKFED) Africa (DBSA) International N G O Training and Saudi Arabian Monetary Agency Agence ~ r a n ~ a idee s Dexia Research Centre (INTRAC) ' ( S f y A ) DCveloppement (AFD) Dow AgroSciences LLC International Women's Health Saud~Aramco Alstom Dresdner Bank AG Coalition (IWHC) Schlumberger Cambridge Research A 0 0 Consulting (Nigeria) EastWest Institute (EWI) International Youth Foundation (SCR) APM Terminals International B.V. Economics Education and Research (NF) Scottish Enterprise Arab Urban Development Institute Consortium (EERC) Islam~cDevelopment Bank Group Severn Trent Water International (AUDI) Eksport Kredit Fonden (EKF) IUCN-World Conservation Union Shell International Asian Development Bank (ADB) Electricit6 de France (EDF) Japan-Cabinet Office Shinsei Bank Australian Agency for International Emirates Bank International Japan-Economic Planning Agency S~emens Development (AusAlD) Euro ean Bank for Reconstruction Japan-Ministry of Finance Socitti Genttale Australian National University a n c f ~ e v e l o ~ m e(EBRD) n t Japan Bank for International Solena Group (ANU) European Commission (EC). Cooperation (JBIC) Spain-Ministry of Economy Ausu~a:Government of Austria European Investment Bank (EIB) Japan External Trade Stanford University Autostrade SpA European Training Foundation Organization-Institute of State Environmental Protection Aventis lETFl Developing Economies (JETRO- Administration, China (SEPA) Bahrain Stock Exchange (BSE) he ~ ; ~ o r t - I m ~ oBank of China r t IDE) Suez Baker & ~VicKenzie(Solicitors and Export-Import Bank of Korea Japan International Cooperation Sumitomo Corporation Attorneys) (KEXIM) Agenc (JICA) Sweden - Ministry of Foreign Banca lntesa ExxonMobil J o ~ nAJica Institute (JAI) t Affairs (MOFA) Bank For International Settlements Fannie Mae JP Morgan Chase 5( Co Swedish International Development PIS) Fauna & Flora International (FFI) Kansai Electric Power Company Cooperation Agency (SIDA) Bank of England Federal Emergency Management (KEPCO) Syngenta Bank of Israel Agency (FEMA) KfW Bankengruppe Talal Abu-Ghazaleh & Co. Bank of Korea Financial Reoortine. Council (FRC) Komatsu Ltd. (Komatsu) Internat~onal(TAGI) Bank of Tokyo-Mitsubishi (BTM) Financial SuDervis&v ~ o m m k s i o n ; Korea-Ministry of Education & Thames Water PIC Banque de France Korea (FsC) Human Resources Development The Mersey Partnership (TMP) Bavarian Ministry for Economic Financial Supervisory Service, Korea-Ministry of Environment The Nature Conservancy (TNC) Affairs, Infrastructure, Transport Korea (FSS) Korea-Ministry of Finance and TNO & Technolo y Food and Agriculture Organization Economy (MOFE) Tokvo Electr~cPower Comoanv- . Bill & Melinck Gates Foundation of the United Nat~ons(FAO) Korea-Ministry of Information (TEPCO) Boston University Fountain Publishers, Uganda and Communication (MIC) TOTAL S.A. BP France-Ministry of Economy, Korea-Ministry of Planning and Tractebel Group Brisbane City Council 1 Brisbane Finance and Industry Budget (MPB) Treasury Board of Canada City Enterprises GFA Terra Systems GmbH, Korea Development Institute Secretariat BUPA Germany KRIVET TSO-Travaux du Sud Ouest Caisse des D6p8ts et Consignations GKW Consult GmbH Kuwait Fund for Arab Economic Uniao de Bancos Brasileiros S.A. (Unibanco) (CDC) Global Development Network Development (KFAED) Canadian International (GDN) Lister Hill Center for Health Policy Unired Bank for Africa, plc Development Agency (CIDA) Glocal Forum (GF) (University of Alabama at United Nations (UN) Carnegie Endowment for ~idroelectrica~ u i r d Vieja S.A. ~ a Birmingham) United Nations Centre for Regional International Peace (HGV) Masterfoods USA Development (UNCRD) Central Bank of West African HTSPE Ltd. MBC International Bank Limited United Natlons Children's Fund States (BCEAO) Human Resources Development MeadWestvaco (UNICEF) Center for Global Development Canada (HRDC) Merck & Company Un~tedNat~onsDevelopment C H 2 M HILL Canada Ltd. (CH2M IDA Ireland Middlesex University Programme (UNDP) HILL) Idemitsu Kosan Co., Ltd. Millennium Institute United Nations Economic China-Government of Ningxia Ingenieur-Gesellschaft fiir Mitsubishi Corporation Commission for Africa (UNECA) United Nations Financing for Hui Autonomous Region Internationale Planungsaufgaben ~Mitsui& Company, Ltd. China Financial & Economic (IGIP) Mizuho Corporate Bank Development Secretariat Publishing House (CFEPH) Inner & Eastern Health Care Moldova-Government of the United Nations Office for Project Citibank N.A. Network (IEHCN) Republic of Services United States Postal Service (USPS) COMESA Clearing House Institute of Public Administration M u n ~ c hRe Group University of Arizona ConocoPhillips Insticuto Interamericano de NAL Merchant Bank PIC Un~versityof Glasgow Consulting and Audit Canada Cooperaci6n para la Agricultura National Agency for Mineral Resources, Romania Veolia Group (CAC) (IICA) Corporaci6n Antioquia Presence Inter-American Development Bank Natsource Japan Co., Ltd. Volta River Authority (VRA) Corporaci6n interRed (IADB) Nippon Keidanren (Japan Business World Business Council for Credit Agricole S.A. Inter-American Institute for Federation) Sustainable Development CSIR, South Africa Cooperation in Agriculture (LICA) Nippon Life Insurance Company (WBCSD) CSIRO Land & Water, Australia lntercont~nentalConsultants and Nippon Steel Corporation World Economic Forum DaimlerChrysler Technocrats Pvt. Ltd., India (ICT) Novartis World Links De Nederlandsche Bank (Central International Enterprise Singapore Organisation for Economic World Tourism Organization Bank of the Netherlands) (IE Singapore) Co-operation & Development World Trade Organization (WTO) Department for International International Federation of Red (OECD) WWF lnternat~onal(WWF) Development (DFID) Cross and Red Crescent Societies Philipp Holzmann International Deutsche Bank International Food Policy Research Khalifa GmbH Share People, Perspectives.Skills. Knowledge, Learning Issue 11 1 Spring 2007 Table of Contents An Invitation to Share 1 ur seven Partnership Staffing Programs continue to thrive and evolve, with close to 300 individuals participating through one of these SEP Global Parmers 2 programs in the past year. We have refined and augmented the scope of Welcome 3 the programs to better respond to the Bank's and our partners' growing demand for capacity building and staffing options, and to leverage participating About the World Bank Group 4 institutions' knowledge and experience for development. In 2006, we added five Abnut the Parmership Programs 4 new SEP partner organizations, including the International Federation of Red 5 Cross and Red Crescent Societies, and strengthened our partnerships with Saudi A Word of Thanks Arabia and Kuwait. Our newest program is the Externally Funded Staffing Moving In, Moving On 6 Program (EFSP),which will fund mid-career professionals for up to four years. Glabal Development at the Rill & 14 Still in its startup phase, we know the EFSP will become a significant staffing Melinda Gates Foundation and capacity-building tool for the Bank and its donor community. Learnin from Market Leaders 16 The success of our programs relies on channeling the wealth of knowledge and throug Staff Exchange perspectives of our participants into our shared development activities. To From the World Bank to the World 18 encourage their active collaboration, we have found it beneficial to provide our Food Pm amme: Investigating a participants with insight into their own and others' cultural values and ~ i f f e r e n t a n ~ a t i v r communication styles which, if not recognized, can lead to misunderstandings Governance and Harmonization: 20 or lost opportunities for learning and sharing. This has led us to develop a series What I Learned from DFID and of workshops for participants on managing cultural diversity, "Developing a Learned to Apprcciate about the Bank Multicultural Perspective," the first of which took place in January 2007. The Skills to Counter Impoverishment 22 premise of the workshop was: "Just because you speak the language doesn't hplemrnting the UN Convention 24 mean you think the culture." The key is to acknowledge, value, and make the Against Corruption:The Role of most of diversity in pursuit of our shared goals. Technical Assistance This issue's theme, "Partnership for Governance and Harmonization: An Building Partnerships with Voluntary 26 Opportunity for Poverty Reduction," highlights the importance of working Health Insurers: Outcomes of a Staff Exchangc Program Assignment together toward thls common goal. What Do You Know About Hunger? 28 It is fascinating to see through the articles how the scope of our global partnerships has evolved over the years: from more trust-based partnerships to Saviq Money: Debt Relief and 30 the shifting on how disaster assistance or disaster relief is being globally PubLc Expenditures implemented, to the roles of cooperatives or local economic development in Career Synergy: On Assignment 32 poverty reduction, and how reforms, better coordination, better governance and with the Private Sector harmonization are now replacing redundancies with synergies. Turning Rad Deeds into Good Advice 34 Looking forward, through our programs we will continue to foster alliances to Science and Technology for Social C d 36 share knowledge and perspectives within our Share communities, as well as with Partnerships SuppomngHannonizatian 38 World Bank staff as a whole. We will persevere in our efforts to encourage and support staffing assignments and partnerships which advance our collective Parmering for Sustainable bclupment 40 development priorities. Ripenin Reform in International 42 Let's continue our work together. ~~rirufjuralResearch Cmpratives: Fighting Poverty Together 44 Local F~onomicRecovery and 46 Employment in Post-CrisisSituations Harmonizin Capacity Support for 48 Benedicte M. Boullet Poverty ~c$urion.inNigeria Program Manager, Human Resources Partnership Programs About the Wodd Bank Group Our goal at the World Bank Group is to 0 reduce poverty and improve living standards ver the World Bank's 63-year history, the institution has become a global by promoting sustainable growth and partnership of 185 member countriesjoined together for a common purpose: to investments in emerging economies. We improve the qualityof life for people throughout the world and meet the challenges provide loans, policy advice, technical of sustainable development. assistance and knowledge sharing services The Partnership Programs Unit provides opportunities to create and enhance strategic to help our developing country members achieve this objective. Our group of alliances and partnerships with the private sector, the public sector, and from all levels of institutions includes: civil society. This is achieved by generating opportunities which enable calculated impacts on the acquisition and increase of new and existing skills; developmentof new activities, *,, developmentof a diverse and tested pipeline, supporting strategicstaffing options, and s-b++ar The lnternationalBankfor .' -*- . 'r Reconstructionand leveraging financial resources. The essence of the Partnership Programs is simple: it 'N"L?*N!!. Development supports the development agenda through capacity-building,knowledge and skills sharing : .-.. . !2Foundedin1944,thissingle and leveraging diversity to promote inclusion through global partnerships. largest provider of 'I,, ' - . *A,, ,,,, -<:,, v-+ developmentloansto Below is a description of our programs. For more detailed information, incl~~ding on how middle-income developing to join us, please visit our webs~teat www.worldbank.orglhrpartnershippiograrns countries is also a major catalyst of similarfinancing from other sources.The IBRD funds itself primarily by Staff Exchange Program (SEP) borrowing on international The first of the Partnership Programs, the Staff Exchange Program was capital markets. launched in 1995 as a way to leverage the skills of World Bank staff and foster . I * ~ ~ , ~ * I , The International ,._ cultural exchanges with our partners in the development field. The objectives , ? DevelopmentAssociation < - , ' Z- IDA_ . bounded in 1960,IDA assists of SEP are to: increase strategic alliances with global partners; focus on long- . _.> term capacity building for developing countries; enhance skills and knowledge 4 the poorest countries by +, - providing interest-free of program participants and foster cultural diversity and awareness for the creditswith 35-40 year maturities.IDA is funded Bank and its development partners. Since its inception, 393 participants, primarily by government representing over thirty fields of expertise, have shared their skills and gained contributions. knowledge through the Staff Exchange Program. The InternationalFinance Corporation Seeondrnent Pro! ram 1 "Ihe IFC supports private . enterprisesin the The Secondment Program was established to provide an opportunity for officials . m t 5.*, . i.7.C - - developing world through of a member country, regional agency, development bank, international ltp4.c8 loan and equityfinancing organization or private enterprise to contribute to the Bank's work program. It is and a range of advisory services. often used as a pre-recruitment step and provides a pipeline of tested and diverse candidates. It is a flexible alternative to the Staff Exchange Program (for instance, . .. , TheMultilaterallnvment = -- GuaranteeAgency - ' - ' -..i---.--- the duration of the assignment can be shorter). Since 1999,209 participants have , :MlGAoffersinvestors i- joined the program. ; n,lG.kp / ,.,-._---- . . Insurance against ... ,\\ , . , .,I: noncommercial risk and Junior Professional Officers Program (JPO) . . . J helps governments in .,Is r . developing countries attract Established in 1997, the JPO Program offers young professionals from seven foreign investment. participating donor countries an opportunity to gain exposure and experience in ..-., *, The InternationalCenterfor -.**.- \--- ' the development field. It was created to provide a pipeline of diverse candidates ...- - . i ,-%, the Settlementof Investment # , ; 1'' - for future employment, and to diversify the "traditional" sources of recruitment. ,. . . D~sputes , 2 i6 '.- " JPOs can apply for a more permanent appointment through the Bank's regular !'; lCSlD encouragesthe flow ' - 6, .:' of foreign investment to '',,.;,-==,*'a' recruitment process at anytime during their assignment. Since 1997, 87 developing countries through arbitration and participants have joined the program. conciliationfacilities. Voice Secondment Program (VSP) Following the ~MonterreyConsensus, the Bank's Board of Directors initiated the Voice Secondment Program in 2004 to increase the "voice" of the Developing and Transition Countries in the decision-making process through capacity building in our member governments. The selected government officials join the Bank on a special assignment for six months and work in different units with a robust work program, along with an intensive learning program. The VSP is a very structured program, with participants starting and ending the assignments as a cohort. The third cohort of twenty-five is currently on board. Externally Funded Staffing Program (EFSP) The existing Donor National Staff Programs are being consolidated under a single program, the Externally Funded Staffing Program. EFSP provides a standardized, harmonized and transparent governance structure applicable to all donors aligned with World Bank Trust Fund reform and World Bank policies. EFSP will strategically leverage the agenda of both the donors and the Bank through the enhancement of diversity targets and by contributing to capacity-building efforts in client countries. EFSP is centrally managed under the Human Resources Partnership Programs Unit (HRSPP) to ensure a strategic approach and consistency in providing advice to donors. would like to offer my sincere thanks to Share's editorial committee. Their insightful comments and knowledgeable guidance helped shape the publication into an interesting, timely and relevant resource. The committee members include: Mr. Franck Bessette from the Ministry of Foreign Affairs, France, Secondment Program participant assigned to the World Bank's Public Sector Governance Department; Ms. Lynn Brown from the World Bank, SEP alumni formerly assigned to the World Food Programme in Italy; Mr. Jorge Dallmann from the Ministry of Industry and Commerce, Paraguay, 2nd cohort Voice Secondment Program alumni assigned to the Latin America and the Caribbean Region, Public Sector Unit; Ms. Gabriela Gonzalez from the World Bank, SEP participant assigned to the Inter-American Institute for Cooperation in Agriculture in Brazil; Mr. Jurgen Lohmeyer from Deutsche Post World Net, Germany, SEP alumni formerly assigned to the Infrastructure Vice Presidency; Mr. Christian Holde Severin from the World Bank, Junior Professional Officer with the Global Environment Facility Secretariat; and Mr. Mikko Ollikainen from the World Bank, Junior Professional Officer with the Indonesia Country Management Unit. Thank you for your commitment, time and valuable input. Benedicte M. Boullet The articles in this magazine representthe personal views of the authors and do not necessarily reflect the opinion afthe World Bank's PartnershipProgramsUnit. Skills and Expertim STAFF EXCHANGE PROGRAM Information Solutions Group, e-Government Practice Joon Soo Lee (Korean) Y- Financial Supervisory Service (FSS), Ahn (Korean) Republic of Korea: Senior Financial Samsung Corporation, Republic Sector Specialist, Finance and Private of Korea: Underwriter, Multilateral Sector Development, Financial Systems Investment Guarantee Agency (MIGA), Operations Group Susanna Lundstrom (Swede) Swedish International Development Margaret Arnold (American) Cooperation Agency (SIDA), Sweden: Senior Program Officer, FEU: Head, Senior Economist, Poverty Reduction Provention Consortium, International & Economic Management Network, Federation of Red Cross and Red Poverty Reduction Group Crescent Societies, Switzerland StcfamW* Chang-Kang Seo! (Korean) W l a d (Swede) Samsung Corporation, Republic of Ministry of Foreign Affairs, Sweden: Korea: Senior Information Officer, Adviser, Office of VP, Concessional Information Solutions Group, Finance and Global Partnerships e-Government Practice I Sung-Soo Fim (Korean) Kyung Woo Shim (Korean) Ministry of Finance and Economy, Ministry of Labor, Republic of Korea: Republic of Korea: Senior Economist, Senior Social Protection Specialist, East Asia & Pacific Sector Units, Human Development Network, Poverty and Economic Management Social Protection Team Sector Department Jaeyong Song (Korean) K a d Fthmtmi (Japanese) Ministry of Environment, Republic Japan Bank for International of Korea: Senior Environmental Cooperation, Japan: Operations Officer, Specialist, East Asia & Pacific Regional Resource Mobilization Department Office, Environment Sector Unit Fred& Giden(Belgian) ShintaroTakahashi (Japanese) Lead Financial Management Bank of Tokyo-Mitsubishi, Japan: Specialist, Europe & Central Asia Investment Officer, IFC: Global Sector Units, Operations Policy and Financial Markets Department, Services: Project Manager, Financial Portfolio and Client Relations Reporting Council, UK Siria Taurelli (Italian) J o n a hHooper (British) European Training Foundation (ETF), Financial Reporting Council (FRC),UK: Italy: Senior Education Specialist, lMiddle Senior Financial Management Specialist, East & North Africa Region Sector Europe & Central Asia Sector Units, Groups, Human Development Group Operations Policy and Services Adrien Veron (American) Dong-HyungLee (Korean) Ministry of Economics, France: Ministry of Information and Transport Specialist, Latin America Communication (MIC), Republic & Caribbean Region Sector Units, of Korea: Senior Information Officer, Philippe Huc (French) JacquesChristien (French) Veolia Water, France: Senior Water & Sanitation Ministry of Economy, Finance and Industry, France: Specialist, South Asia Sector Units, Energy & Financial Management Specialist, Africa Technical Infrastructure Unit Families, Financial Management BongGun Chung (Korean) Moving On u s t r y of Education and Human Resources Development, Republic of Korea: Senior Education Specialist, World Bank Institute, Human Development Division PetrosAklilu (Ethiopian) Senior Policy Advisor, Middle East & North Africa, F d o Cubik (Chilean) Rural Development, Water & Environment Group: Hidroelectrica Guardia Vieja S.A. (HGV), Chile: Senior Policy Advisor, World Food Programme, Italy Senior Technical Specialist, Environment Department, Carbon Finance Herve Allais (French) Ministry of Economy, Finance and Industry, France: JonathanDarboux (Beninese) Senior Financial Management Specialist, East Asia & BCEAO, Benin: Financial Sector Specialist, Africa Pacific Regional Office, Central Operational Services Unit Technical Families, Financial Sector Walid Almashed (Saudi Arabian) ~ina- aria Deringer (American) Saudi Arabia Monetary Agency, Saudi Arabia: Institutional Integrity Officer, Department of Investment Officer, IFC: Middle East & North Africa Institutional Integrity: Inspection and Investigations Department, Financial Management Officer, World Food Programme, Italy GyeongSoo Bae (Korean) Muhamet Fall (SenegaleseIGambian) FSS, Korea: Financial Sector Specialist, Financial ICIEC, Saudi Arabia: Investment Promotion Officer, Sector Operations & Policy Department Multilateral Investment Guarantee Agency (IMIGA), Operations Group Eric Bd (Mauritian) Lead Economist, South Asia Sector Units, Poverty StephaoGarnier (French) Reduction and Economic Management Unit: Adviser, Electricite de France (EDF),France: Power Engineer, AusAID, Papua New Guinea Africa Technical Families, Energy Unit Roman Binder (Austrian) Alison G i l k (Australian) SAP, Austria: Senior Management Consultant, AusAID, Australia: Adviser, Operations Policy & Information Solutions Group, Enterprise Business Country Services, Office of the Vice President Systems Solutions Joerg-WernerHaas (German) Hans-Martin Boehmer (German) GTZ, Germany: Senior Urban Specialist,Transport and Manager, Corporate Strategy and Integrated Risk Urban Development Department, Cities Alliance Program Management: Head, DFID, UK Yoshitaka Hagiwara (Japanese) Lynri Brown (British) TEPCO, Japan: Senior Engineer, Environment Communications Specialist, Agricultural and Rural Department, Carbon Finance Development Department: Development Policy Officer, World Food Programme, Italy Andre Heinz (German) Siemens AG, Germany: Recruitment Officer, Human Jong-KuChoi (Korean) Resources Vice Presidency, Executive Search Ministry of Finance and Economy, Republic of Korea: Senior Economist, East Asia & Pacific Sector Units, Poverty Reduction and Economic Management MasktoHiratake (Japanese) Antoine Simonpietri (French) Mitsubishi Corporation, Japan: Senior Operations Senior Statistician, Africa Technical Families, Officer, Environment Department, Carbon Finance Knowledge & Learning: Manager of the Paris 21 Secretariat, OECD, France TatsutoIshida (Japanese) Bank of Tokyo-Mitsubishi, Japan: Investment Officer, Byungdoo Sohn (Korean) Joint BankAFC Units, IFC: Chemicals Division Ministry of Finance and Economy, Republic of Korea: Senior Economist, Vice President Development Ralph Karhammm (Australian) Economics & Chief Economist, Office of the Senior Sida, Sweden: Senior Energy Specialist, Africa Technical Vice President Families, Energy Unit Yuehua Tang (Chinese) Dong Yeon Kim (Korean) Investment Officer, IFC: Special Operations Ministry of Planning and Budget, Republic of Korea: Department, Office of the Director: Vice President, Senior Public Sector Specialist, World Bank Institute, Mizuho Corporate Bank, Ltd., USA Poverty Reduction & Economic Management Division Paz Valiente (Spaniard) Yun-Rwa KO (Korean) Ministry of Economy and Finance, Spain: Ministry of Environment, Korea: Senior Environmental Environmental Specialist, Global Environment Facilty Specialist, East Asia & Pacific Sector Units, Environment and Social Development Sector Department JulieVihria-Williams (Filipino) Senior Institutional Development Specialist, South Asia Yoq-HwanLee (Korean) Sector Units, Agriculture & Rural Development: Senior Ministry of Information and Communication, Adviser, ILO, Switzerland Republic of Korea: Senior Information Officer, Information Solutions Group, Informatics Program LimbW~ng(Chinese) DFID, UK: Economist, Poverty Reduction & Economic MohamedEt MaiAi(French) Management Network, Poverty Reduction Group Ministry of Economy, Finance and Industry, France: Institutional Integrity Officer, Qng Wmg (Chinese) Department of Institutional Integrity SEPA, China: Environmental Specialist, East Asia & Pacific Sector Units, Environment and Social Yangd Nam (Korean) Development Sector Department. Samsung Corporation, Republic of Korea: Business Development Officer, IFC: East Asia & Pacific Richard Wong (Singaporean) Department, Regional mission in Hong Kong Senior Financial Officer, Europe & Central Asia Sector Units, Environmentally and Socially Sustainable Pablo Rosm&al-Brendel (German) Development: Siemens, Germany GTZ, Germany: Senior Energy Economist, Energy and Water Department, Office of the Director Hyun Sik *L.ambert* Yang (Korean) Samsung Corporation, Republic of Korea: Underwriter, Geoq Schmidt (German) Multilateral Investment Guarantee Agency (MIGA), Bavarian Ministry of Economic Affairs, Transport & Operations Group Technology, Germany: Communications Advisor, IFC: Executive Vice President, Corporate Relations Unit L h g Y q (Chinese) China State Environmental Protection Administration, Norie Sehoto (Japanese) China: Senior Environmental Specialist, East Asia & Asian Development Bank, Philippines: Senior Pacific Sector Units, Environment Sector Unit Recruitment OfficerISenior Human Resources Officer, Human Resources Vice Presidency, Corporate Team 2 Operations Officer, Transport & Urban Development S E ~ DN~ E N TMoving In Department, Transport Unit Ncil Ahlsten (American) Deepika Jain (Indian) Department of State, United States: Financial Office of Controller General of Accounts (CGA), Economist, Africa Technical Families, Financial Sector India: Auditor, Internal Auditing Department, Office of the Director JoseAlberto h n j o (Brazilian) Companhia do Rio Doce (CVRD), Brazil: Counsel, Namh MobanJha (Indian) Legal, Environmentally & Socially Sustainable Office of Controller General of Accounts (CGA), Environment & International Law Division India: Auditor, Internal Auditing Department, Office of the Director Taoufiq Bennouna (French) Ministry of Foreign Affairs, France: Senior David Moreno G&Msco (Spaniard) Environmental Specialist, Africa Technical Families, Instituto Espanol de Comercio Exterior (ICEX), Spain: Environmentally & Socially Sustainable Development 4 Knowledge Management Analyst, Latin America & Caribbean Region Sector Units, Knowledge FiandcBesene (French) LManagement Unit Ministry of Foreign Affairs, France: Public Sector Specialist, Poverty Reduction & Economic Management Francois Onimus (French) Network, Public Sector Governance Department Ministry of Foreign Affairs, France: Senior Irrigation Specialist, Africa Technical Families, Environmentally Yvan Decreux (French) & Socially Sustainable Development 4 Centre d'Etudes Prospectives et d'Informations Internationales (CEPII),France: Senior Economist, Vice Harry Palmier (French) President Development Economics & Chief Economist, Institut de Recherche pour le Developpement (IRD), Development Prospects Group France: Senior Liaison Officer, Consultative Group for International Agricultural Research -Executive Secretariat Renu Chhabn M p d e (Indian) Office of Controller General of Accounts (CGA), Andrea Rics PAanabhan (Swiss) India: Auditor, Internal Auditing Department, Office Swiss Development Cooperation, Switzerland: Social of the Director Development Specialist, Social Development Department Nadine Dulac (French) Nita Rudra (American) Ministry of Foreign Affairs, France: Environmental University of Pittsburgh, United States: Social Specialist, World Bank Institute, Environmentally Development Specialist, Social Development Department. & ~ocialSustainable Development Division l ~ Farouk Tebbal (Algerian) Michael Maurice Engetgau (American) UN HABITAT, Kenya: Senior Urban Specialist, Centers for Disease Control & Prevention (CDC), Transport and Urban development Department, United States: Senior Public Health Specialist, South Cities Alliance Program Asia Sector Units, Human Development Sector Wrhd Terlau (German) Katine m o t Memison (French) The University of Applied Sciences, BondRhein-Sieg, Ministry of Equipment, Transport, Tourism and Maritime Germany: Water & Sanitation Specialist, Africa and Ministry of Foreign Affairs, France: Transport Technical Families, Water & Urban 2 Specialist, Africa Technical Families, Transport Unlt Fr& Tmm8tra (Dutch) Jean-JacquesHelluin (French) Ministry of Foreign Affairs, The Netherlands: Senior Ministry of Equipment, Transport, Tourism and Operations Officer, Operations Policy & Country Maritime and lMinistry of Foreign Affairs, France: Services, Harmonization Unit Xavier Vincent (French) MarcGodbout(Canadian) Ministry of Foreign Affairs, France: Fisheries Specialist, Ministry of Finances of Quebec, Canada: Senior Africa Technical Families, Environmentally & Socially Housing Specialist, Latin America & Caribbean Region Sustainable Development 3 Sector Units, Water & Sanitation Cluster JoseGomez-1banez (American) Moving On Graduate School of Design, Harvard University, United States: Senior Adviser, Infrastructure Network, Office Gilles Auriault (FrenchBeninese) of the Vice President European Central Bank, Germany: Senior Auditor, Hilde Cronblad-Ericson (Swede) Internal Auditing Department, Office of the Director, Swedish International Development Cooperation Agency Internal Auditing (SIDA),Sweden: Program Analyst, Europe & Central Flavia Bustreo (Italian) Asia Country Units, South Caucasus Country Unit W O , Switzerland: Senior Public Health Specialist, Harvey Himberg (American) Human Development Network, Health, Nutrition & Population Team United States Overseas Private Investment Corporation, United States: Senior Environmental Specialist, W W Cobbett (British) Operations Policy & Country Services, Quality UNCHS (Habitat),Kenya: Senior Urban Specialist, Assurance & Compliance Transport and Urban development Department, Jacquelineh h g (American) Cities Alliance Program IMF, United States: Senior Economist, Vice President Gerald Collange (French) Development Economics & Chief Economist, L'Agence Francaise de Developpement (AFD),Morocco: Development Prospects Group Senior Economist, Middle East & North Africa Region, Gaspard Kabongo Mulcise (Congolese) Social & Economic Development Group & Social Bureau Central de Coordination (BCECO),DR Congo: Development Group Operations Officer, Africa Country Director Groups, Fmk YenChong (Singaporean) CD09: BurundiAIem. Rep. of the CongoIRwandal Int'I Organizations Business Associations (INTOBA), Republic of Congo Singapore: Education Specialist, Africa Technical ThomasLwin (German) Families, Regional Human Development GTZ, Germany: Water & Sanitation Specialist, Boubou Cisse (Malian) Africa Technical Families, Water & Urban 2 UNDP, Denmark: Economist (Health),World Bank JeromeLeyviie (French) Institute, Human Development Division Ministry of Equipment, Transport, Tourism and Isabelleh aDan4 (American) Maritime and Ministry of Foreign Affairs, France: Centers for Disease Control (CDC),United States: Transport Specialist, Middle East & North Africa Senior Public Health Specialist, Latin America & Region, FFPSI Group Caribbean Region Sector Units, Health Sector1South William Lorie (American) Asia Sector Units, Human Development Sector Educational Testing Service, United States: Senior CbrisdaneEinfeldt (German) Education Specialist, Human Development Network, GTZ,Germany: Research Analyst, Transport and Urban Education Team Development Department, Cities Alliance Program KareneMdloul (French) Reina Forster (German) Ministry of Foreign Affairs, France: Social Development GTZ, Germany: Senior Social Development Specialist, Specialist: Social Development Department Social Development Department Irena Omelaniuk (Australian) Yong Zhong (Chinese) International Organization for Migration (IOM), Ministry of Water Resources, China: Water Resources Australia: Adviser, Vice President Development Economics Specialist, East Asia & Pacific Sector Units, Rural & Chief Economist, Development Prospects Group Development and Natural Resources Sector Department Axel Raholn (French) Ministry of Social Affairs, France: Economist (Health), JUNIOR PROFESSIONAL OFFICERS PROGRAM Human Development Network, Health, Nutrition & Population Team January 2006 to April 2007 Pelayo Roees (Spaniard) Linda Maria Katarina Arvestrom (Swede) Instituto Espanol de Comercio Exterior (ICEX),Spain: Sustainable Development Network, Energy, Transport Knowledge Management Officer, Operations Support & Water Department, Water & Sanitation Program - Unit, Knowledge Management Unit 1Latin America & Africa /Sustainable Development, Senegal Caribbean Region Sector Units, Knowledge Management Barbara Be& (Dane) MasayoshiSite (Japanese) Operations Policy & Country Services, Procurement Japan International Research Center for Agricultural Policy & Services Group / Operations Services Sciences (JIRCAS),Japan: Liaison Officer, Consultative Procurement Policy, United States Group for International Agricultural Research - Executive Secretariat Anne Christensen (Dane) Sustainable Development Network, Energy, Transport ElisabezhSandor (French) & Water Department, Water & Sanitation Program - Ministry of Social Affairs, France: Health Specialist, Africa /Sustainable Development, Kenya Human Development Network, Health, Nutrition & Population Team Lars Chistiansen (Dane) GEFI Global Environment Facility, United States Eric Andre Tkint de R&&We (French) Ministry of Foreign Affairs, Ministry of Health, France: LaurentOlivier Corthay (Swiss) Senior Health Specialist, World Bank Institute, Human Joint BankAFC Units Investment Climate, Office of the Development Division / Africa Technical Families, DirectorIFinl & PSD VPAFC Chief E, United States Human Development 2 Adtien Arnoux Dozol (French) C h tTukebab s a Kipuni (Congolese) Human Development Network, Health, Nutrition & Bureau Central de Coordination (BCECO),DR Congo: Population TearnIHuman Development, United States Operations Officer, Africa Country Director Groups, CD09: BurundiIDem. Rep. of the Congo/Rwanda/ Abne LouiseCrinsted (Dane) Republic of Congo Africa Region World Bank Offices, Maputo Country Office - Southern AFR 2 /Africa, Mozambique Yonghum Wang (Chinese) People's Bank of China, China: Financial Sector Asa Mvgveta G. HoglwdGiertz (Swede) Specialist, Financial Sector Vice Presidency, Financial Europe & Central Asia Country Units, Chisinau Market Integrity Unit Country Office /Europe and Central Asia, Moldova Zhujun Wang (Chinese) Julien Gourdon (French) Ministry of Water Resources, China: Water Resources Vice President Development Economics & Specialist, South Asia Sector Units, Agriculture & Chief Economist, Office of the Senior Vice Rural Development President~DevelopmentEconomics, United States Niels B. Holm-Nielsen (Dane) EmmaSorensson (Swede) Middle East & North Africa Region, Sustainable Human Development I, WB Office Nairobi Development GrouptMiddle East and North Africa, United States Andre Manfred Ufer (German) Joint BanknFC Units, Oil Gas, Mining & Chemicals Antti &u&d J.d&en (Finn) Department, Policy Division IBRD Oil, Gas and Sustainable Development Network, Energy, Transport MiningISustainable Development, United States & Water Department, Water & Sanitation Program - Africa /Sustainable Development, Kenya Carl-Fredrik von Essen (Swede) Europe & Central Asia SectorUnits, Sustainable FrancmicaLunama (Swiss) DevelopmentSector Unit Europe and Central Asia, Albania Monitoring, Analysis & Policy - Financial & Private Sector Development - EnterpriseAnalysis Unit, United States VOICE SECONDMENT PROGRAM Pierre ~ a c ~ uLorillou (French) e s Africa Technical Families, Water & Urban 2 /Africa, Waqar Abbasi United States Section Officer, Ministry of Economic Affairs, Pakistan: Charlotte Lundgren (Swede) South Asia Regional Office, Financial Management Unit Africa Technical Families, Poverty Reduction & Saad Abdulah Economic Management 2 / Africa, Uganda Deputy Director General, Ministry of Planning & Mikko Antti Ollikainen (Finn) Development Cooperation: Middle East & North Africa East Asia & Pacific Country Units, Jakarta Country Region, Rural Development,Water & Environment Group Office /East Asia and Pacific, Indonesia Mirza Abdullayev Dittc:Mafic B'&ksen'&rbtsen(Dane) Deputy Direct06 Project Coordination & Project Social Development Departmentlsustainable Management Units, National Bank of Azerbaijan: Development, United States Europe & Central Asia Sector Units, Poverty Reduction & Economic Management Sector Unit Bjom Philipp (German) Europe & Central Asia Sector Units, Sustainable CaroleAbi Khdi Development Sector UnitEurope and Central Asia, Senior Tax Auditor, Ministry of Finance, Research and United States Analysis Unit, Lebanon: East Asia & Pacific Sector Units, Financial & Private Sector Anke Reichhuber (German) Africa Technical Families, Environmentally and Aliyu Ahmed Sustainable Development ItAfrica, United States Chief Finance Officer, Ministry of Finance, Nigeria: Field Office Sub Saharan Africa Region, Private JDUenneA. M,Roux (French) Enterprise Partnership Unit, Johannesburg, South Sustainable Development Network, Energy, Transport Africa, IFC Country Office & Water Department, Water UnitISustainable Development, United States Moez Ben Hassine Deputy Head of Department, Central Bank of Tunisia: Sebastian Martin Scholz (German) Middle East & North Africa Region, Social & Economic Latin America & Caribbean Region Sector Units, Development Group & Social Development Group Environment Familykatin America & Caribbean, United States Christine Christopher Compliance Officer, Ministry of Finance, St. Vincent: Latin America & Caribbean Region Sector Units, Ahmad Farid Nabi Financial Management Unit Fiscal Policy Analyst, Ministry of Finance, Afghanistan: Europe & Central Asia Country Units, South East Lucretia Ciurea Europe Country Unit Adviser to the First Deputy Prime Minister, Government of the Republic of Moldova: Europe & Central Asia ChriftPaddia Sector Units, Poverty Reduction & Economic Principal Analyst, Ministry of Finance, Mauritius: Management Sector Unit Operations Policy & Country Services, Country Services Division J- Clevy Chief of Monetary Programming Department, Central Zouhro Qourbonova Bank of Nicaragua: Latin America & Caribbean Senior Economist, Ministry of Finance, Tajikistan: Region Sector Units, Poverty Reduction & Economic Latin America & Caribbean Region Sector Units, Management Unit Poverty Reduction & Economic Management Unit Sergio Duran ChampikaRanasingha Public Sector Specialist, Ministry of Economy, Ecuador: Assistant Director, World Bank Desk, Ministry Latin America & Caribbean Region Sector Units, of Finance, Sri Lanka: South Asia Sector Units, Human Development Agriculture & Rural Development MacDonald Goanue Mbayani h n i Economist, Central Bank of Liberia: Africa Technical Economist, Ministry of Planning, Economy and Families, Public Sector Reform & Capacity Empowerment, Tanzania: Africa Technical Families, Operational Quality and Knowledge, Results & Learning ChadaWaheedh a i l Economist, ministry of Investment, Egypt: Middle East Peggy-e & North Africa Region, Social & Economic Principal Economist, Ministry of Finance, Botswana: Development Group & Social Development Group East Asia & Pacific Sector Units, Poverty Reduction & Economic Management Sector Department TdKaiekieki Chief Economist & Deputy Director, Ministry of Mokhir Shagazatov Finance, Kiribati: East Asia & Pacific Sector Units, First Deputy Head of Foreign Exchange Department, Infrastructure Sector Department Ministry of Finance, Uzbekistan: Europe & Central Asia Regional Office, Office of the Regional Vice President Fisseha Kidane Head, Multilateral Cooperation Department, Ministry Marica Strickland of Finance, Ethiopia: World Bank Institute, Sustainable Administrative Officer, Ministry of Finance, Development Division Barbados: World Bank Institute Evaluation Group & Multilateral Investment Guarantee Agency Ana Lemani Independent Evaluation Group Principal Accountant, Ministry of Finance, Tonga: East Asia & Pacific Regional Office, Central Tshering Tenzin Operational Services Unit Program Officer, Department of Aid and Debt Management, Ministry of Finance, Bhutan: Financial Nations Msowoya management & Disbursements Group 1 (Europe & Principal Debt & Aid Management Officer, Ministry Central AsiaJlMiddle East & North Africa & West Africa) of Finance, Malawi: Sustainable Development Network, Energy, Transport & Water Department, Transport Unit, & South Asia Sector Units, Energy & Infrastructure Unit Through his SEP assigmentwith the Bill & Melinda Gates Foundation, Louis Boorstin is leading an initiative that is exploring whether the Foundation should establish a long term initiative in the water, sanitation and hygiene sectm This article describes the Foundation and shares some observations from outside the World Bank Group on pursuing development. F ounded in 2000, the Bill & Melinda Gates to improve the entire agricultural value chain, from Foundation is guided by a core value of the Gates better seeds and other inputs to market linkages. For family: all lives have equal value. This drives the example, the Foundation has committed $13 million Foundation's goal that every person has the opportunity to International Development Enterprises to develop to live a healthy, productive life. and promote irrigation technologies that are critical to the success of small-plot farming. The Foundation puts this goal into action by supporting activities in two international areas, Global Health and Finnncial Sewices for the Po07 aims to substantially Global Development, as well as a work program in the increase access to microfinance, which currently only United States. Despite the broad names, each program reaches ten percent of the world's poor, as well as to focuses on a limited set of problems where the expand the range of other financial services- Foundation has the potential to make a real difference in insurance, savings, etc. - available to the poor. people's lives. In addressing the selected problems, the We work with partners to support scalable products, technologies, and business models and to advance Foundation seeks out innovative solutions, creates research in the field. As an example, the Foundation partnerships across all relevant sectors (public, private, has made a grant of $5 million to the Aga Khan non-profit) and then shares the results of its work and Foundation, USA to provide microinsurance in adjusts its strategy based on that learning. Pakistan and Tanzania that protects poor families from Global Health accounts for about fifty percent of the financial shocks such as the death of a breadwinner or Foundation's activities and is the best known in the loss of CrODS. international community. Global Health concentrates on GIQbalLibraries seeks to bridge the "digital divide" diseases that primarily affect the poor in the developing that prevents five billion people, almost ninety world, including: HIVIAIDS, malaria, tuberculosis, percent of the world's population, from using the diarrheal diseases, and other infectious diseases. The Internet. Building on the success of a similar Foundation supports a range of interventions from program undertaken by the Foundation in the longer-term research of new vaccines to efforts to United States, Global Libraries partners with accelerate the distribution of existing vaccines. It also governments, business, community groups and provides funding in areas such as maternal, newborn others to provide free access to computers connected and child health, nutrition, and reproductive health. to the Internet through public libraries. Global Development is the newest program area. It was Global Development also pursues a small number of established in May 2006 and it represents about twenty- special initiatives that allow the Foundation to explore five percent of the Foundation's work. It has three opportunities falling outside the established areas of long-term areas of grant making: giving or to respond to emergency situations. While Agricultural Development works to help smallholder most of these are one-time situations, I have been farmers overcome hunger and poverty by increasing leading a multi-year initiative to identify whether there their productivity and boosting their incomes. To do is a long-term role for the Foundation in the water, this, the Foundation collaborates with many partners sanitation and hygiene sector. - m s (public,.pE;~a%tq :,nfi-p&) a ddKn.shamzhc maim of ie ;tadodjwn.itsmaqgy . .- on tfrnt law.9, The work program in the United States accounts for The Foundation is open-minded in that it looks at the remaining twenty-five percent of the Foundation's each problem without any preconceived ideas or activities and includes three main areas: Education, restrictions on what should be done or who should do Pacific Northwest (which focuses on at-risk children it. Unlike most development institutions, which are and families), and U.S. Libraries. The largest of these, mandated to work with particular sectors or to use Education, has taken on the challenge of improving U.S. specific financial instruments, the Foundation can public high schools. design interventions and work with the parties best In 2006, the Foundation made about $1.5 billion in able to solve a problem. grants through these three program areas from an Related to the previous point, the Foundation actively endowment of approximately $32 billion. A team of reaches out and listens to a wide range of partners, over 300 people, most of whom are based in Seattle, valuing the perspectives, experience and candor that Washington, implements the Foundation's activities. others bring. The World Bank Group is one of those Grant making is expected to grow to about $3 to 3.5 organizations, and the Foundation has not only billion in 2009 as a result of an extraordinary learned from the Bank Group but also supported commitment last year from U.S. investor Warren Buffett, more than a dozen projects being executed by the which will effectively double the resources available to Bank Group and affiliates, such as the Water and the Foundation. Sanitation Program. In order to operate at this scale with a relatively small The Foundation will take risks that others will not staff, the Foundation primarily acts as a "shaper" and accept. Of course, these should be well considered funder of activities, not as an implementer. risks - but if the potential reward is high enough, Foundation staff members choose the areas where the the risk will not scare the Foundation away. Foundation is expected to have the largest impact, identify potential partners, and work with those The Foundation is relentlessly results-driven. organizations to develop proposals. In some cases Yes, almost all institutions make this claim, but grantees act as intermediaries, managing projects that the Foundation does its best to deliver solutions that in turn use other organizations as implementers, and clearly meet three criteria: effectiveness (having an in some cases the Foundation has helped to establish actual impact on the lives of the poor, not just new entities (e.g., ACRA, the Alliance for a Green delivering outputs); sustainability (so that activities Revolution in Africa, was recently created by the continue in the long run); and scalablity (to reach Foundation and the Rockefeller Foundation). many millions of people). Bearing those basics in mind, I would like to highlight Louis Boorstin is a Staff Exchange Program parricipnnt several points about how the Foundation operates based currently assigned to the Global Development Program on my own experience: of the Bill & ~MelindaGates Foundaticln. THROUGH STAFFEXCHANGE The World Bank's Eugene Gurenko shares his experience - gained through the Staff Exchange Program -with Munich Re, the world's largest global reinsurance company. He also calls on the Bank to provide more knowledge-sharing programs with private sector leaders to ensure staff technical skills remain current and competitive. Catastrophe insurance in the context of Bank operations extensive technical consultations with Munich Re, the Financial & Private Sector Development Vice Presidency Lending for reconstruction in the aftermath of large (FPD)and SEP management, I made a decision to go on natural and man-made disasters has always been a a one-and-a-half year staff exchange assignment with significant part of the World Bank country assistance Munich Re to learn as much as I could about the programs. However; only recently has the focus of the business of catastrophe reinsurance. The objectives of Bank's disaster assistance started shifting from ex-post the program were to: upgrade the insurance skills base lending to ex-ante disaster risk management and risk and overall technical expertise of the Bank's insurance financing programs. This change in the overall practice; raise the quality of insurance advisory services institutional perspective on funding natural disaster FPD provides the Bank's regional lending departments assistance gave rise to the increased demand among to a new level; and conceptualize potential ways of Bank clients, and internally among the Bank's regional leveraging the Bank's lending for natural disasters with operational departments, for catastrophe insurance and risk capital of global reinsurance markets. The other innovative risk financing instruments. As opposed assignment also sought to provide important to ex-post emergency lending, which takes a long time contributions to the ongoing work of developing new to disburse and requires no action on the part of the World Bank lending instruments for natural disasters. receiving government prior to a disaster, such new risk funding instruments not only provide countries with My experience with Munich Re stronger incentives for proactive risk management but After completing the necessary formalities in rather also enables them to access funds immediately after a record time (for which I want to thank the Partnership disaster. In addition, by enabling countries to access Programs Unit), I relocated to Munich to start my additional risk funding from the global reinsurance program with the company. My first posting at Munich and capital markets, the Bank plays a pivotal role in Re was with the Integrated Risk Management reducing their physical and fiscal vulnerability to future Department (IRM)whose main function in simple natural disasters. terms was to ensure adequate risk management of company assets and liabilities. After completing several Rationale for my staff exchange assignment interesting small projects, I was asked by the company's Catastrophe insurance is a highly specialized and Board to manage Munich Re's Working Group on technical area of insurance. Traditionally it has been the Terrorism Risk Management which comprised major domain of large global reinsurers that for more than a lines of business and company reinsurance operations century have been providing reinsurance protection to worldwide, including the United States. This challenging thousands of insurance companies worldwide, including project gave me a truly unique opportunity to examine those located in developing countries. Knowing where the heart of key business processes of the organization - the expertise on the subject lies, I felt compelled to learn varying from risk underwriting to risk modeling, capital more about the catastrophe reinsurance business from allocation, accumulation control, and portfolio the source. The Bank's Staff Exchange Program (SEP) management. I was also very lucky to get an provided a unique learning opportunity with Munich opportunity to work with key technical staff of the Re, the largest global reinsurance company. After organization and interact almost monthly with the ''As lrhe 8;snk tuillsmore and mom intoahawledge mmmgmrrtinstitution*OW aMkyam r n l ~ keep up ~ b WN ttrC h&~ny btltmh to pmvidtz i n # i I ~ ~ ~ kz&m&ip a ~ aof't~hnicrtl ,, s gape* b s ~ goitid. m ~ company's Board and senior management, for which addressed by a combination of risk management I am very grateful to Munich Re. In the end, the project solutions and products. The importance of developing enabled me to develop an in-depth perspective on the customized catastrophe risk management solutions for core aspects of Munich Re's business operations in the Bank client countries has also been recognized in the area of catastrophe risk management. To solidify my latest World Bank Middle-Income Countries Strategy, understanding of the way the company manages its as endorsed by all Bank shareholders during the last catastrophe risk, I spent the last three months of my annual meetings. stay with the Natural Hazards Division, responsible for developing and maintaining the company's catastrophe Conclusion and a word of thanks risk models and providing recommendations on risk All-in-all, my SEP experience has been very positive, as it pricing and accumulation control. enabled me to enhance my technical skills and bring back Applying what I learned to the World Bank to the Bank the latest expertise in the area of catastrophe insurance. As the Bank turns more and more into a After completing my assignment, I returned to the knowledge management institution, our ability not only insurance practice of the Bank where I was promoted to keep up with the industry but also to provide to Lead Financial Sector Specialist. The timing of my intellectual leadership in certain areas of technical return was quite opportune as the Bank was in the expertise becomes critical. In light of my own experience process of initiating several important catastrophe at Munich Re, I would like to suggest that the insurance projects both at the country level and globally. Partnership Programs Unit facilitate more staff exchanges These initiatives, some of which are quite advanced by between private sector leaders and the Bank to ensure now, include: the Caribbean Catastrophe Insurance that the quality of our staff members' technical skills Facility; the Global Catastrophe Insurance Facility; the --main competitive. Romanian Catastrophe Insurance Pool; the opening of i Eugene Gurenko, Leacl Financial a technical dialogue with China on the creation of a - national catastrophe insurance pool; and the preparation Sector Specialist at the Financial & of the new World Bank lending instrument, entitled "the Private Sector Development Vice Presidency, Financial Markets for Natural Disasters Deferred Drawdown Option." Social Satety Net (FPL3SN). I believe that the skills acquired during my SEP assignment have given me an integrated perspective on how a country's risk management needs can best be SEP alumnus Dina-Maria Deringer, an investigator in the World Bank's Department of Institutional Integrity, shares her experience of being seconded to a similar department within the World Food Programme (WFP).The assignment took her to Italy, the Gambia, Ghana and Azerbaijan, and she returned to Washington with a fresh perspective, new contacts, and expanded . . . .careq skills. hen the opportunity arose to join the World conduct their investigations, but also, I hoped, to be Food Programme's Office of Inspections able to contribute something to WFP's mission from and Investigations (OSDI) in Rome as an my years of experience at the World Bank. Inspections and Investigations Officer through the At the World Bank I worked solely on external Staff Exchange Program in 2004, how could I say no? investigations involving fraud and corruption affecting I had been working at the World Bank's Department Bank-financed projects. Allegations involving possible of Institutional Integrity (INT)in its many misconduct by Bank staff were conducted by INT's incarnations since 1998. INT is responsible for internal unit. In contrast, WFP's investigative unit was investigating allegations of fraud and corruption in much smaller, and investigators were expected to Bank Group operations, as well as allegations of conduct both internal (involving WFP staff) and possible staff misconduct. INT also assists in external (involvingcommodities) investigations. This preventive measures, to protect Bank funds from meant that I would now be looking into allegations such misuse and to deter fraud and corruption. It had been as harassment, staff misconduct and abuse of power exciting to be a part of an integral component of the (and, of course, those pesky missing bags of rice), and Bank's growing anti-corruption agenda launched in I had to be brought up to speed quickly on the the late 1990's under former Bank President Jim sensitivities of resolving cases involving staff members. Wolfensohn. After six years with INT, however, I felt that I needed to stick my neck out and experience how In addition, part of OSDI's mandate, as evidenced by other agencies handled their investigations. its title, was conducting inspections. This consisted of visiting country offices and sub-offices, such as the one The world of international investigators is not very in Imishli, Azerbaijan, to ensure compliance. I was large, and many of us know each other - investigators introduced to the joys of inspecting warehouses full of and forensic auditors from various agencies such as the commodities such as sugar, corn, wheat and vegetable oil, UN, World Bank, Inter-American Development Bank and my colleagues and I spent considerable time carefully (WDB),the African and Asian Development Banks and recording images of the occasional hole-pocked bag of the EU frequently liaise on cases or discuss policies rice and noting precariously overloaded sacks of corn. which may affect their respective organizations. An annual Conference of International Investigators was We also visited schools in the Gambia and Ghana launched in 2000 to discuss the challenges, processes where kids took part in the School Feeding Program, and procedures for fighting fraud and corruption, one of WFP's most successful ventures whereby culminating in a set of standardized principles captured children receive a free meal while attending school. in the Uniform Guidelines for Investigations in 2003. It There we inspected school kitchens and wells for was in this spirit of cooperation that I gladly accepted health and safety and discussed food collection the challenge of working with WFP's OSDI, not only to schedules with school administrators. learn more about how other international organizations It was an exciting time to join OSDI, as the unit's goal was to ramp up its existing investigative policies and procedures. Besides drawing upon my own experiences at the World Bank, my colleagues at WT were of invaluable assistance in providing me with examples of policies for OSDI to review for its own use. I also really enjoyed working in a smaller and more intimate environment where I felt I had considerable influence. However, the best and most memorable aspect of my experience, in addition to the endless cappuccinos and gelatos, was all the new people I met and friends I made -both atWFP headquarters and in the field. I still continue to have contact with many of them. Finally, what I brought back with me from Rome - besides a newborn daughter (or "pupa" in the Roman vernacular), and the unleashing of my creative driving talents - was a new skill set in conducting internal investigations, which I put to immediate use by joining INT's internal unit on my return to the World Bank. D i ~ ~ ~ M mei ar ' i r is am Imtituriowi Incegriry D Officerwith the Wwld Bnak%Departmnrof Int.tih#id htegeipy. J APPRECIATE I LEARNEDFROMDFlD AND LEARNEDTO ABOUT THE BANK Staff Exchange Program alumnus Hans-Martin Boehmer shares insights from his two years with the UK's Department for International Development, from expectations to lessons learned. I recently reentered the Bank after completing a two- of State may provide any person or body with year program assignment at the UK's Department development assistance if he is satisfied that the for International Development (DFID). Being provision of the assistance is likely to contribute to a German, I was prepared to defend German development reduction in poverty." From here, DFID has built much assistance and policies. As it turned out, being German of its intellectual work around the question of aid was a non-issue - coming from the World Bank was the effectiveness - with very few self-imposed constraints. far more important characteristic. And as Head of This is significantly different from the way the Bank has Human Development, I had to contend with perhaps historically operated. one of the most visible areas of DFID's work, at least in One person 1did not envy was the DFID's Permanent the eyes of Parliament, NGOs, and other domestic Secretary. While the Secretary of State is accountable constituencies. to the Prime Minister and the public, it is the During my last months at DFID, the UK was preparing Permanent Secretary who has to appear regularly its new White Paper, eventually titled "Making before the Public Accounts Committee of the House Governance Work for the Poor." One of the most of Commons to testify. There, he has to make a surprising aspects to me was the time it took to agree on compelling case that the way the Department spends a title for the paper. Coming just on the heels of the G8 its resources is efficient and effective in fulfilling the Summit at Gleneagles in 2005, a number of much more Jaw's mandate - to contribute to a reduction in inspirational titles were considered. But through much poverty. No wonder development effectiveness discussion, there emerged a consensus within DFID that becomes the driver and not the after-thought. it was important to focus on the essential long-term Long before Gleneagles, with the initial proposals challenge: governance. This is particularly true in a for the International Finance Facility (IFF),the UK world where attention to development is growing, along started to take a very long-term perspective on with aid volumes and the multiplicity of new development. The UK entered into ten-year development partners. partnership agreements with countries, and later How the LK decided to respond to the challenge of backed ten-year education programs. The Advance governance was driven principally by a convergence lMarket Commitments and the IFF for Immunization of three factors: development effectiveness, long-term are based on such a long-term view. commitments to countries, and UK aid dynamics. Beyond DFID's long-term commitment to Unlike most other bilateral aid agencies, DFID receives development, this approach was equally grounded in its funding "in bulk," rather than through line-items in development effectiveness. Short-term fluctuations in the annual government budget. By law, the Secretary aid, often for reasons more related to domestic fiscal of State for International Development is given great and political developments in donor countries than to discretion in the way development assistance is country performance, is one of the constraints in provided. In fact, the 2002 International Development scaling-up aid and making it effective. And speaking Act begins with the defining statement: "The Secretary of scaling-up aid, given the broad political support for ''TheBankhasa unique capacity to improve development, but the value to shareholders is only . - fully realized if the Bank's efforts support the international development system as a whole. 39 raising the UK's level of official development DFID's near obsession with issues of aid architecture, assistance to 0.7% of gross national income by 2013, and the role of the Bank in the international system. the projected rise in DFID's aid resources was The Bank has a unique capacity to improve staggering and virtually certain. This is another development, but the value to shareholders is only fully obvious difference between the institutions. realized if the Bank's efforts support the international development system as a whole. The way out for DFID is to embrace the connection between governance and harmonization - out of I learned quite a bit while at DFID and believe there are conviction and out of necessity. Out of conviction, some strong institutional lessons for us to share. I also because over a ten-year or longer horizon, very few came to appreciate a few things about the Bank, development results are sustainable if they are not especially its truly global outlook. What makes perfect accompanied by governments making better choices for sense for aid-dependent low-income countries may not their populations, and being more accountable to their be the right approach elsewhere. people. And to achieve this goal, the sooner national Hans Martin Boehmer is Manager systems and decision-making processes mature, the for Corporate Strategy and Integrated better. Thus, anytime the trajectory is pointing in the Risk Management Group of the right direction, DFID moves to align its support behind World Bank. national programs and national systems. Operational need is a reinforcing factor. Finding aid channels that better leverage scarce capacity has become par for the course. This perhaps explains A fter two decades with a narrow focus on basic literacy and numeracy as the prime weapons in Our experience with skills development for growth and the fight against poverty, skills and skills social inclusion must be put in the context of transition development are enjoying renewed popularity among countries with high poverty levels. These countries are international donors. The recently published 2006 not traditional developing countries. edition of the European Training Foundation (ETF) Yearbook analyzes this trend and its consequences for First, they are impoverished rather than simply poor. skills development and poverty reduction in That is to say, individuals, families, communities and impoverished transition countries. institutions have become poor. There is a memory of times when things were better. But poverty may become During the 1990s, worldwide donor interest in human a structural problem if current impoverishment is not resources development declined at the expense of large properly addressed. scale structural adjustment policies. The recently agreed upon EU Development Aid policy - already being Second, these countries have traditionally strong dubbed the European Consensus - marks a turning vocational education and training systems which have point, better defining the skills needed in our globalized become impoverished too. They need to be modernized and interconnected world and firmly placing them at the through systemic reform so they can respond to new heart of development agendas. market-based conditions. There is no need to build up systems from scratch. But neither does it make any sense to further destroy existing systems. This renewed attention for skills development Aevitelizing VET systems reverberates in EU external aid. Supporting education and training is now viewed in a more holistic way again, A review of experiences within vocational education and recognizing that universal literacy alone does not bring training (VET)reforms shows that many impoverished sustainable development. We want to help people work countries have not been able to revitalize their VET their way out of poverty, and to do that thky need more systems. They remain centralized and under-funded. They than just basic literacy skills. lack the human and financial capacity for change and innovation. In many countries, vocational schools have Vocational education and training in some of the become the only option for children from poor families regions neighboring the EU - such as in the Western and for this reason have lost status. Those who can Balkans and Eastern Europe -is deteriorating at an afford to, pay for their children to enter the general and alarming rate. As a result, today we can see a growing higher education tracks. As a result, vocational schools skills mismatch in their reemerging labor markets. The become institutions for the poor and the risk is that they skills and competencies that fledgling private industries offer mere social protection rather than proper training. crave are unavailable, while unemployment and poverty They no longer provide the kind of skills development spread among the educated. that can help poor families to escape poverty. But if skills development is important to fight poverty In many of these countries, local development projects in developing countries, then surely it should also be offer various forms of non-formal skills development. given priority in fighting poverty in impoverished These projects are generally donor-driven, short-term, transition countries. 66 Supporting education and training is now viewed in a more holistic way again, recognizing that universal literacy alone does not bring sustahal?ledevelopment. We want to help people work their way out of povew, and to do that they need more than just basic literacy skills. 39 and of limited scope and duration. They remain - often Lifelmgllrmiag deliberately - isolated from public forms of skills Another key message concerns the whole concept of development despite the fact that there are vocational skills development. That concept does not match well schools in practically every community. with current discussions in EU countries about But these projects also use innovative learning contents vocational education and training reforms in a lifelong and methods. They respond to the real learning needs of learning perspective which promotes vocational training people. Better integration of such local projects with as much more than a transfer of relatively simple local vocational education should be supported. Schools manual abilities for lower qualified people. The renewed need more autonomy. Schools need real opportunities to attention for skills development in the context of increase their relevance and attractiveness by poverty reduction should therefore not simply mean a cooperating with other skills development initiatives in return to old approaches. Instead, it should be firmly their environment. This will require relative autonomy based on modern concepts of vocational education and vis-2-vis the budgeting, organizational and pedagogical training. EU member states have agreed to base the strategies and local planning of VET courses adapted to European Qualification Framework on a combination the needs of learners. In almost all transition countries, of knowledge, skills and personal competencies. This schools still have very limited scope for their own should also guide policy learning for VET reforms in initiatives and must comply with requirements set by the impoverished transition countries. state in rule-based systems not only regarding "what" to Dt &&j U a r is the Director d teach but also "how" to teach. The inclusiveness of the Europrai~"Tiaining Foundation. education implies a change in focus from the centralized For mure information, please visir curriculum and the teacher towards the learner, and this www.etf.europa.cu is where vocational schools could learn a lot from training projects offered by NGOs. Flexibility and creativity require more freedom of action for schools. IMPLEMENTING UN CONVENTION THE AGAINSTCORRUPTION:THEROLEOF With a focus on technical assistance, the German Agency for Technical Cooperation (GTZ) helps countries implement the UN Convention Against Corruption- a critical tool in the fight against corruption. T he UN Convention against Corruption In contrast with the situation in South Africa, Ghana (UNCAC) is the first globally negotiated treaty and Indonesia, the majority of staff in the Latin universally applicable for fighting corruption. American projects surveyed are not familiar with the One hundred and forty states have now signed the UNCAC. They are unaware that the measures being Convention and another ninety-one have ratified it, carried out by their projects contribute to the prevention thus making it possible to actively include this of corruption and also to compliance with the instrument in political dialogue with partner countries. Convention. Thus, although corruption prevention is The GTZ's UNCAC project supports developing and already embedded in many projects, there is still much transition countries in implementing this Convention. catching up to be done in the area of know-how, The objective is to strengthen capacity, analyze particularly with regard to how anti-corruption could corruption-conducive scenarios, and develop strategies be incorporated into national and regional reform to prevent and combat corruption as well as to processes and how appropriate links could be created at effectively track it down. GTZ works for the German the international level. federal government and other clients. Overall it was clear that the projects' main focus was In 2006 the UNCAC project carried out a survey of on strengthening citizen participation in the decision- twelve technical assistance (TA)projects in the area making process of the administration and in getting of good governance, focusing on administrative involved in monitoring the performance of delivery reform, public finance management, decentralization of services through dialogue, information management and municipal development, fiscal transparency, and and empowerment. In Guatemala, for example, the rule of law. The projects were located in Ghana, German TA is strengthening the participation of civil South Africa, Indonesia, Guatemala, Costa Rica, society by contributing to reforming the system of Nicaragua, Colombia, Dominican Republic and Development Councils. Development Councils can Paraguay. The aim was to establish how far individual submit project proposals, which are then passed by TA projects contribute to the implementation of the the local council. NGOs can also take part as UNCAC and to identify links between the measures Development Councils. The public administration of the individual projects and the provisions of the reform project in South Africa, together with the Convention. UNCAC project, supports the National Anti- corruption Forum's production of a booklet aimed Contribution to UNCAC compliance at educating civil society and public officials on anti- corruption measures. The opening of dialogue between The results show that all the TA projects have a direct state and civil society makes it possible to address or at least an indirect focus on anti-corruption. The four transparency and accountability standards directly, projects in South Africa, Ghana, Indonesia and which include codes of conduct for public officials, Colombia explicitly contribute to the prevention and to public accountability and public service regulations. the criminalization of corruption as part of their remit. They also contribute directly to compliance with the Aside from TA projects in South Africa and Indonesia, UNCAC. However, most projects do not address the the private sector is largely excluded. 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Appeal aq ue3 pue lis~lodaxanlju! osle ue3 snafo~d v~ley1 ~ o q s salnseaw uo!1dnl~os-!~ue'pa8pal~ouyseale lonuos esp3v qmos pue e!sauopuI 'euaq3 u! snafo~dayj- uopdnr~os1njssas3ns jo snajja alq!ssod ay1 uaqfi -1njssa33nsaq 01 s! uo!~dn~~or,uo .hapos Xq ~ u P o ~ ! u o ~ ~8u!Semowa - J ~ ~ s umopdurep ah!suaqarduro~e j! an8ole1paql u! ~aulxed Xq se llaM se uo!leas!u!urpe aql pue hapos 1!~!3 e aq 01 3033as a l e ~ ! ~aqld 103 le!luassa st JI .mauraAloAu! uaamaq uope2!unurwo3 Supouro~dXq pauoddns aq ue3 q q n d osle pua h!l!qe1uno33e 8upouro~dsnq1 pue s w a ~ 2 o ~uo!ldn~los-!lug [euo!leN .sa!poq 8upelnZa~ d ~ u a ~ e d s usea~~l n p a ~ Ou!yeur liq uo!ldn~~os%u!luahard o ~ d Former SEP participant Mark Bassett reviews what his assignment achieved in terms of knowledge production and partnership building - across institutional, disciplinary, sectoral and national boundaries - in the field of voluntary health insurance. t has been almost two years since I completed a 27- In the case of our principal book, specifically on month SEP assignment to the Health, Nutrition and voluntary health insurance, we built a community of Population Team (HNP)at the World Bank. interest that penetrated a number of natural boundaries. The purpose was to help organize and guide the From the academic world we drew authors from as far development of a Bank-led knowledge product that afield as Berkeley, Wharton, Zurich, York, Ljubljana, examined the potential role of voluntary health Sau Paulo, Cape Town, Bangkok, Fudan and Seoul. insurance (VHI)in low and middle income countries. Institutionally we drew contributions from the I came to the Bank with seven years experience in International Finance Corporation (IFC),WHO and the commercial health insurance and previous experience as Organisation for Economic Co-operation and a civil servant and public health services manager. My Development (OECD), as well as the Bank. Involvement only prior experience of working with the Bank was in of the International Federation of Health Plans (iFHP) Russia in 1993 and 1994. enabled the Bank to access commercial experience from the U.S., UK, Ireland, New Zealand, Australia, India, In terms of knowledge production, the secondment South Africa, Botswana and Zimbabwe. Better still, a would appear to have been successful. Last Decembel; conference at Wharton Business School in March 2005 the Bank published Private Voluntary Health Insurance drew most if not all of these actors together into in Development: Friend or Foe (eds. A. Preker, R. dialogue. Operational and teaching missions, together Scheffler, and M. Bassett) a multi-author book which with video conferences to Ghana, Nigeria, Singapore, examines the theoretical case for, and practical Iran and Saudi Arabia provided additional insights. experience to date of, attempts to develop VHI in low and middle-income settings. Are there things we might have done better? Of course. With the benefit of hindsight, we probably should have Perhaps more importantly, the presence of this work given greater attention to post-publication dissemination strand in HNP helped to ensure that voluntary health of the work. Had this been a commercially led activity, insurance was included within the scope of Health greater attention would undoubtedly have been given to Financing Revisited (ed. P. Gottret and G. Schieber), this phase of the project. a review of all health financing modalities prepared for the World Bank/World Health Organisation (WHO) Looking back over the past four years, many of the High-Level Forum in Paris in December 2005. partnerships and friendships established during the course of the project and secondment have endured. Books provide tangible, distilled and widely accessible Over the past six months, colleagues at Berkeley, access to knowledge. However, a book is just a "brick Harvard, WHO and OECD have all been in contact as of wood pulp" until it is read and used. Therefore, the have colleagues in Singapore, China, Tunis (African processes used to engage with people face-to-face during Development Bank) and New Zealand. Sometimes it is the production and editing of a book, and its about building on our voluntary health insurance subsequent dissemination, are probably as important work. Often it is about exploring collaboration in as the written words, in terms of their impact on related spheres of health policy. subsequent development actions. Last month I visited Beijing for the first time. My Sometimes it is company (BUPA The British United Provident CC - Association) has just opened a representative office about building on our there and our strategy will undoubtedly be formed by some of the things I learned at the Bank. This month I have met friends from the IFC and Berkeley and helped them extend their networks in London. Next month, I voluntary health am looking forward to the opportunity to contribute to a panel discussion on voluntary health insurance in development at Harvard University's Kennedy School insurance work. Often of Government. it is about exploring Was the SEP assignment a good experience? Would I recommend such an opportunity to others? Undoubtedly -I may be a little older, but I am equally collaboration in a little wiser, and a lot humbler. With the friends I made at the Bank it could not be otherwise! Mark Bassett is a former SEP participant assigned to the Health, Nutrition and Population Team as a Senior related spheres of Health Specialist. For more information on the health policy. 99 publications mentioned in this article, please visit (http://publications.worldbank.org/ecommercelca~~lo~pr oduct?item_id=S84153) for Private Vohntary Health Instlrance in Development: Friend or Foe and (http:llsiteresources.worldbank.org/INTHSD/Resources/t opics/Health-Financing/HFRFull.pdf)for Health Financing Revisited. Former Staff Exchange Program participant Lynn Brown exposes the truth about hunger in today's world from its devastating effect on children to the dire situation in Darfur - - and how the World Food Programme is leading the fight against hunger. ow many people are hungry in today's world? The bulk of its work is concentrated in emergency How serious is the problem? Who is doing situations or in the rehabilitation period following something about it? In this article the goal is to emergencies. Helping people get back on their feet after move you a little more to activism on the hunger front. years in a refugee camp, or war such as in Afghanistan, I make no apology for this....I regard myself as someone or the devastating effects of an earthquake such as in who tries to push the development agenda on hunger Pakistan, can take years. In 2005 WFP provided 4.2 and was recently assigned to the World Food million tons of food assistance for 97 million people, Programme (WFP).This is the United Nations agency including 58 million children, in 82 countries at a cost working sometimes literally in the trenches, tackling of US$3.1 billion. hunger on the ground, feeding people in the war zones, In an emergency situation, WFP sends in an assessment the conflict zones, the tsunami devastated areas, the team to decide how much food is needed, who needs it storm or drought ravaged areas, and those who are just most, where it is needed, and for how long it will be too poor to buy enough to eat each day. needed. Next comes the plan of operations, including So what is the size of the problem? Today more than identification of who will receive food aid, what they 850 million people go to bed at night not sure if they will receive, how much it will cost, and how it will be will have enough to eat tomorrow. A quiz on the BBC delivered. Then comes the stage many people are website to commemorate last year's World Food Day, familiar with: the financial appeal. The success of this October 16, puts the number of hungry people can often depend on whether it becomes a CNN or equivalent to the combined population of the United BBC moment. Following media coverage, the Niger States of America, Canada and the European Union. appeal was far more successful than it had been to that Hunger devastates children. More than twelve children point in time. WFP is unlike most other UN agencies - a minute die of causes related to hunger and those who it is in essence a charity. It has no core funding, all of survive to adulthood will fail to live up to the potential its resources have to be raised from voluntary with which they were born. Hunger will have contributions, largely on a project by project basis. compromised their health, making them sick more Contributions can be in cash or in kind including food often; it will have limited their cognitive development, and other services, such as transportation, advertising, caused them to enroll in school later and miss more or management consulting services. WFP funds its staff days of school, to gain less from their time in the of more than 10,000, with 92% located in the field, classroom; to grow up shorter in height than they with an overhead rate of just 7%. WFP is given a good should have been. All this will mean they will earn deal of its assistance in the form of food by donors in lower wages as adults, often destined to repeat the developed countries. However, where it has cash poverty cycle all over again, unable to provide enough resources and it makes economic and logistical sense, food for their own children. it sources food commodities locally or in neighboring countries, therefore helping agricultural development in The World Food Programme works at the frontline of those countries. the fight against hunger, delivering food to those who need it most. One important program is school feeding, Implementation of many WFP operations is done jointly which encourages parents to enroll their children in with partners. In many countries crop assessment school, and helps children learn better in the classroom. missions are undertaken jointly by the UN Food and Agriculture Organization (FAO)and WFP to assess whether food assistance will be required. Delivery of CCToday more than food to beneficiaries often involves local NGOs and sub offices of international NGOs, such as World Vision, CARE, or Catholic Relief Services (CRS),who may 850 million people provide additional project inputs such as training programs or materials. go to bed at night not Maybe no article would be complete on WFP without a focus on one of its operations, perhaps the most well- sure if they will have known crisis in the world today: Darfur, Sudan. This is WFP's largest operation, where it fed an average of 2.5 million people per month in 2006, largely in camps for enough to eat internally displaced people (IDP),costing approximately half a billion U.S. dollars, and involving the moving of some 387,000 metric tons of food. It takes an average tomorrow. 39 of four months to transport food from abroad, from securing funds to delivering food to people in the camps. Most often food comes in by ocean freight and is trucked across Sudan to Darfur in the west. The largest IDP camp is at Gereida, once a small town and now home to 122,000 people. For the people of Gereida, life is about dependence - they cannot grow their own food or establish normal livelihoods. Those who leave the camp to find firewood may even incur the risk of rape. Life for the residents of Gereida depends on organizations like WFP who supply almost everything they eat. But even that isn't easy in the precarious security situation that prevails. In Darfur, security has worsened in recent months - with conflict and banditry an almost daily occurrence. In the second half of 2006, twelve humanitarian workers lost their lives. People have a right to food and humanitarian personnel have a right to safely access those in need. However, in conflict situations, rights are not always respected. Encourage your government to support organizations like WFP and to protect those who undertake such work. Former Voice Secondee Isidore Ondoki says more realistic advice from the inrernationaI community during the budgeting process would help developing countries build trust and confidence,.as well as infrastructure. ear after year, the international community obtained debt relief without any economic reforms in comes to the conclusion that public expenditure place. These countries need the assistance of the is still very low in most developing countries. It international community, which is not always, or seems that one of the ways to increase the amount and necessarily, financial. improve the quality of public expenditures must be to For the Republic of Congo, following the end of the create and provide mechanisms to ensure trust between civil war that ravaged the country between June and the international community and its clients in the October 1997, reconstruction was very difficult. It had programming of social sector budgets. not been receiving bilateral aid from industrialized For clients in Poverty Reduction and Growth Facility nations, as was the case for other African countries that (PRGF)programs, the situation should be easier because went through similar hardships. On the other hand, the national budgets are established in partnership with the World Bank, one of the most important partners of the World Bank, International Monetary Fund (IMF)and, Congo, has been very active post-war and has provided for African countries, the African Development Bank. much assistance. In particular, the Republic of Congo These international organizations advise their clients has benefited from the PRGF program after it reached during the budgeting process. the Highly Indebted Poor Countries (IHIPC)Initiative Decision Point on March 2006. As a result, countries However, while social conditions collapse in the such as France, Norway, Russia, Brazil, Spain, the Republic of Congo, Chad, and elsewhere in Africa, the United States and others have relieved their debt which populations of these countries do not appreciate the has enabled the country to save money. In addition, oil international community advising their governments to producing nations like the Congo received an income save money, or to not use the funds because of low windfall during 2005 and 2006. absorption capacity, high corruption, lack of management, and so on. As we all know, many African For many possible reasons - poor public management, countries are oil producers, while several of these have corruption and so on - the Congolese Government must poor public management. But, if it was possible to rank have authorization from the IMF and the World Bank societal needs prior to using the money. These international - in terms of addressing social needs, fighting corruption or improving public management - organizations believe it is better to save this money for we would most likely agree to put social needs first. future generations. If this would help the country improve its management, I believe the international We may therefore be erring on the side of caution, and community would be right in enforcing this condition. exaggeratedly so, when the actual client - the poor -is In reality, the Congo is afraid of its relationship with the neglected for political or other considerations. From an Bretton Woods Institutions and will not use available outside perspective, it seems that international financial money at a time when the population is as anxious as organizations do not treat all countries equally. The ever because basic social and infrastructure needs are international community asks more of some countries, not being met. Anyone who has visited the Congo such as the Republic of Congo, than others who have should understand the difficulties of life in Brazzaville. For example, there is limited electricity, safe water, schools, teachers, and roads. After raining it is not possible to join different districts in Brazzaville or Pointe-Noire. maybe the international community in general, and the World Bank in particular, needs to change some rules and perceptions to develop better partnerships . with and have more confidence in developing countries, and to be more realistic with their advice. We need social development while combating poor governance and corruption. Isidore Oadoki, former Voice Secondmeot Program participant in the Legal Department Africa Practice Group (LEGAF] 2006, is currently Administrative and ladore Ondokl in Paris Legal Advisor to the Minister of Finance, Brazzaville, Republic ofCongo. C L We may therefore be erring on the side of caution, and exaggeratedly so, when the actual client: the poor - is neglected for political or - other considerations. 33 . . - - A . WITH THE PRIVATESECTOR Asia (India),the Middle East (Qatar),East Asia (Indonesia)and Europe and Central Asia (Georgia, I wanted to gain a fresh perspective on project Albania and Azerbaijan). development and management, especially from the private sector angle. In addition, having previously Three key aspects stand out for me: worked in Asia and the United States, I thought it * "Four Eyes" principle. Normally, a technical colleague would be beneficial to get an international perspective would oversee project management in addition to with placement in Europe. Siemens, the world's largest being responsible for all technical aspects; additionally electrical engineering and electronics company, was a another colleague, such as myself, would manage perfect fit. It is a global behemoth with operations in commercial issues. These commercial issues were 190 countries and 475,000 employees, and provides a already quite familiar to me as I had worked in vast range of products, including power turbines, light commercial banking before; even then it was good to bulbs, machinery controls, water filtration systems, and see it from a supplier's perspective. As the commercial hearing aids. Erlangen is the headquarters for two of project manager, I had to be familiar with Siemens' Siemens' key divisions: Power Generation (PG)and general terms and conditions of services and supplies, Power Transmission & Distribution (PTD). clauses on export proviso, liquidated damages, limitation of liability, force majeure, trade financing incoterms, payment terms, insurance, and price In addition to settling my family (looking for house and adjustment. I also had to know the entire sequence of schools),I received two weeks of intensive German activities relating to completion of facilities, language instruction, followed by four-month stints each commissioning, operational acceptance, taking over with the divisions of Siemens Financial Services, Power and their required type of tests (factory acceptance Generation, and Power Transmission & Distribution. test, pre-commissioning and commissioning tests, field This included knowledge sharing through presentations acceptance test and functional guarantees) and and "Stammtisch" (German conversational groups) on corresponding certificates for each type of test. Project various operational aspects of the World Bank and management, especially for the types of goods and Siemens, such as: objectives, roles, funding, shareholding services that are being considered, can be complex. TO and management structure, procurement guidelines, excel, project management requires combining portfolio and return requirements, project cycle and technical and commercial expertise into a competent approval processes. The initial period was very helpful team so as to successfully bid, efficiently manage, and in broadening my understanding of Siemens and in timely deliver the solution to the customer. expanding my contacts with new colleagues. Technical forte. Siemens is a key player in the Tlra project maaagernsnt periad infrastructure arena with much technical expertise. I took this unique opportunity to learn from my It was an exhilarating time as I gained hands-on obliging colleagues as much as I could on the experience in project management, from sales and technical aspects of power generation, transmission marketing to bidding to order processing. There was a and distribution: shunt and series compensation, lot to learn! I was involved in energy projects in South HVDC, communication networks, components of a CcI wanted to gain a fresh perspective on project development and management, especially from the private sector angle. 39 circuit breaker bay in a GIs or AIS substation, water and other everyday necessitieswhileguaranteeing power flow and fault analysis, system planning and mobility, security, healthcare, industrial pcaductionand power quality, industry networks, energy enviromeqtalprotectionwiIl bea majorchallenlge, management and information systems, and of course Siemens-with its cross-sectorportfolio,technoIogica1 on the latest development of boilers, turbines and leadership and worldwidepresence-is better-positioned generators. Indeed, I gained a tremendous amount of than any other company to provide the solutionsneeded current knowledge from my excellent technical romeet the requirmenrs of tomorrow's wrld.* colleagues at Siemens. Strategy. During my period at Siemens, I witnessed the transition of a new Chairman of the Management My family and I greatly enjoyed our stay in Erlangen, Board (almost like a CEO) for the first time in twelve Germany. My participation in SEP was very fruitful and years. It was very intriguing to see how a company is helping me in my current assignment at the like Siemens went about a changing of the guards to Sustainable Development Sector (ECSSD).Although we begin reinventing its future. A key strategy with which were sad to leave, I am happy to be back at the World I am highly impressed and have read many times over Bank and would like to share, contribute and apply my is its Megatrends article on how urbanization and knowledge gained. To my Siemens colleagues: Vielen demographic change will shape the future and how Dank fur die Ausbildung, noch im guter Erinnerung! Siemens can offer solutions for the resulting Wie man so schon sagt: ,,man geht niemals ganz" und challenges. I advise you to read the summary (below) so hoffe ich und wiirde mich freuen, den einen oder and fully at www.siemens.com: anderen unten am Bier wieder zu sehen. 1 "By 2025, the earth will be home to nearly eight billior~ k h a d Wong,SL Financial Officer, petlple - two billion more than today - and most of Envimnmmat@and W l y them will be living in cities. In addition, life expectancy SuaainabhDevelopmentScctor Unit, is continuously increasing in both the developing and E w p e and G n d Asia RMon. industrial nations. As a result, the world of tomorrow will be shaped in large measure by the megatrends urbanization and demographic change. Under these circumstances, ensuring adequate supplies of energy, TURNINGBADDEEDSINTO GOODADVICE KJIT Stcl cns highlight\ both thc rc;lctl\ c> c ~ ~l?l-o,lcti\c ilicL~\urcL~ ~ r l hcing t,tkun bv tl-ic 13anl;'\ T he fight against corruption is a tough but individuals unrelated to the Bank. Investigative findings necessary task for the Bank in order to make are also referred to the authorities of relevant member sure that taxpayer money is used for its countries for criminal investigation or other action. intended purposes. Firms or individuals that have been debarred or reprimanded are publicly disclosed. More than 330 The World Bank's global research, knowledge sharing firms and individuals have been sanctioned, with their and capacity building efforts in the area of anti- names listed on the World Bank's website for having corruption are well known. The Bank has launched engaged in fraud and corruption. hundreds of anti-corruption programs in nearly 100 developing countries, ranging from introducing public The stakes are getting higher. Just as it took years for the spending reforms to training judges and teaching environmental movement to arrive at a point where no investigative techniques to journalists. profit-oriented company can afford to be anti-green, the anti-corruption agenda is now very much on the radar Perhaps less known is the work of INT, which screen of company boards, business and political leaders, investigates allegations of fraud and corruption in Bank- and the development community. financed projects as well as possible misconduct by Bank staff and consultants. It has been a privilege for me to In iMarch 2007, the European Bank for Reconstruction work with such talented colleagues and Development (EBRD),a UK-based international - the most dedicated professionals I have ever worked with in my career. financial institution, publicly debarred a German engineering company. Cross-debarment is one of the INT conducts administrative investigations of topics that international financial institutions have been allegations of fraud and corruption. It has no subpoena discussing in a special high level task force that is or other investigative powers typical for national or looking at ways to harmonize activities and procedures international criminal investigative powers. of their integrity departments. Most allegations involving external individuals and INT has recently been working to achieve a more firms involve procurement fraud, collusion, kickbacks effective balance of reactive and proactive approaches. and bribes, the misuse of project assets, and For example, the department has been doing pioneering misrepresentation of qualifications in bid submissions. work with its Voluntary Disclosure Program (VDP)and Cases of staff misconduct have ranged from fraud in Detailed Implementation Reviews (DIR), both of which project operations to workplace misconduct such as are promising tools to identify patterns and schemes of harassment or discrimination, as well as non-compliance fraud and corruption on a much larger scale than with legal obligations. individual investigations allow. Once an investigation is completed in external cases, a Under the VDP, companies that cease misconduct and report of the findings is sent to the Bank's Evaluation voluntarily disclose all information about their and Suspension Officer who may decide to declare firms involvement in fraud and corruption in Bank activities and individuals ineligible for bidding on Bank-related can receive assurances of confidentiality and avoid contracts for a specific period of time, subject to appeal public debarment for past misconduct. to a Sanctions Board composed of senior Bank staff and ...the anti-corruptionagenda is now very much on the radar screen of company boards, business and political leaders, and the development community. ,, A DIR could be described as an X-ray of a particular countries, with staff in operations and procurement, project portfolio in a country. The use of sophisticated and with sister multilateral development banks. The data mining and forensic investigative techniques allows ultimate goal is to achieve greater development us to identify indicators of fraud and corruption in the effectiveness and ensure that funds are used fully for contract, financial management, and implementation of the benefit of the poor. Bank-financed projects. The reviews assess the level of In February 2007, INT published the Annual Integrity risk of fraud and corruption in the procurement and Report, Fiscal Years 2005-2006, which provides a disbursement process affecting projects, sectors and quantitative breakdown of its investigations, their geographical regions in a country. outcomes, and related activities. According to the Both diagnostic instruments allow investigators to report, the number of serious allegations of fraud, provide more "upstream" risk-mitigation advice, corruption and other misconduct involving Bank staff guidance, and recommendations concerning future represents less than one percent of the institution's total lending operations to Bank staff, and are a part of the workforce. The vast majority of staff and consultants in Bank's ongoing dialogue with the countries. the Bank Group are people of high integrity who are dedicated to achieving the Bank's mission. Sharing lessons learned has become an important part of INT's work. Its role is not to punish individuals or Bart Stevens is a Sr. Communications Officer in the companies, but to share its findings with client Department of Institutional Integrity. 7 SCIENCEANDTECHNOLOGYSOCIALGOOD FOR A s a leader in research, technological innovation, In order for technology to have the desired social and industrial and scientific development, CSIR impact, it needs to be affordable, accessible and strives to become a catalyst for change for the appropriate. Executed through partnership programs advancement of South Africa and subsequently to the with the private sector and the three tiers of South people of the continent. In line with its mandate, the African government, the CSIR typically operates as a CSIR contributes to the national program of socio- technology and implementation agent for projects economic advancement by: strengthening the science such as: and technology (S&T) base; building and transforming A hydroponics project in Beaufort West in the arid human capital; performing relevant knowledge- Northern Cape. (Hydroponics is the science of generating research and transferring technology and growing crops without soil and under controlled skilled human capital. conditions of light, temperature, water and nutrients.) Since its official launch in 2003, the company has Science and technology b m built a credible reputation and positioned itself as a The CSIR's core research and development (R&D) strong contender in the local fresh,producemarket, domains include biosciences; the built environment; playing a vital role in upgrading the province's defense, peace, safety and security; materials science and infrastructure. It is currently the second largest manufacturing; and natural resources and the employer in the town. This project recently received environment. The CSIR houses specialist facilities of an award for its role in alleviating poverty and strategic importance for African science, including enhancing the quality of life of a poor community. information and communications technologies; laser The CSIR and the Department of Science and technology; and space-related technology. Technology (DST)are involved in developing an essential oils and medicinal plants market sector, and R&0outcomes for social good more than twenty sustainable community-based In 2006, the CSIR expanded its R&D outcomes with a enterprises are being established across the country. structured approach to implement research initiatives The focus is on growing, extracting and processing for social good. This approach is designed to take a herbs such as buchu, lemon grass, African ginger and product or business idea through various activities so milk thistle. Most of these projects are based on CSIR- that a sustainable enterprise is eventually created. It also developed technologies. assists marginalized beneficiaries to move closer or even A successful mosquito repellent essential oils project graduate to an advanced economic status. Its purpose is is the result of collaboration between the CSIR and to capture the opportunities that science and technology traditional healers that led to the extraction and (S&T) will create to tackle poverty and especially characterization of the active chemical of the stimulate economic growth in areas where substantial indigenous plant used to repel mosquitoes. The oil is investment is required in infrastructure, amenities and used as an ingredient for mosquito repellent candles services. In essence, the R&D outcomes portfolio serves produced by a community-based business incubated as a bridge between science and its application. by the CSIR and the DST. M ~ ~ ~ urepellentcandles are i r o manufacturedst a factory in SouthAfrica's timpopo Province by the local cofmuuW. "In order for technology to have the desired social impact, it needs to be affordable, accessible . 4 and appropriate. 39 The majority of these projects are located in rural manage CSIR interactions in Africa within the context and peri-urban areas with high unemployment levels. of NEPAD. Some key partners include the European Union, targeted multinational corporations, WAITRO The CSIR also works in close partnership with the (World Association of Industrial and Technological SERA group (Southern Education and Research Research Organizations) and ST-EAP (Science and Alliance) that includes tertiary education institutions, Technology-Europe Africa Project). private corporations and government. In the regional arena, the CSIR is actively involved Post-canflirt rseonstructie~and develapnant in selected NEPAD (New Partnership for Africa's The concept of developmental peace missions, Development) flagship programs. These entail developed by the CSIR in collaboration with the South biodiversity, post-harvest food technologies, African Ministry of Defense, called for military-led indigenous knowledge and technologies, and peacekeeping operations to be more closely interlinked manufacturing programs. with civilian-led peace-building operations. The CSIR The CSIR has also been instrumental in ensuring success subsequently assisted in drafting the African Union's in implementation of the NEPAD S&T focus areas. (AU)post-conflict reconstruction and development Among others, the CSIR hosts SANBio, one of four policy (PCRD) framework and currently works on African regional biosciences hubs. requirements and technologies to implement PCRD on the African continent. The CSIR is also developing a Partnerships module for the AU's Continental Early Warning System. Some forty percent of the CSIR's annual revenue comes As a leader in innovation, the CSIR continuously strives from a parliamentary grant from the South African to deliver on its commitment to assist with the government, while the rest is derived from contract advancement of the peoples of Africa. R&D. As a key provider of technology solutions, the CSlR Comn~unication.For Innre information, please organization's focus is on regional linkages through contact Berenice Lue, CSIR Group Manager, Strategic networks and alliances, internationally-financed projects Contract Research ~ n Develqment, at t~lu_e@c'".~o:za, d and regional business development. A strategic or visit www.csicco.za framework has been formulated to integrate and The German Development Service works in close partnership with the World Bank and other entities to better meet the development needs of its clients. Sabine Ludwig explains how collaboration, accountability and ownership guide the technical and financial assistance provided by this organization. s a result of the 2005 Paris Declaration, the of AFTRL, the Results and Learning Unit within the activities of the German Development Service Africa Region. (DED) have been increasingly streamlined with Experience has demonstrated that the combination of the international donor community's efforts to enhance various instruments can be a decisive factor for success. the effectiveness of development cooperation. DED The bundling of resident long-term technical advice with strives to coordinate its activities and cooperates with financial resources has proven to be a promising other organizations with the objective to reduce or approach for sustainable project implementation. replace redundancies with synergies. Mutual Therefore, apart from organizational recruiting, DED accountability and strong ownership of local partners has also entered into co-financing agreements with the plays a key role in project design and implementation to World Bank on two projects: the Health Sector Support assure sustainability. Project in Chad in 1999, and the Information and German development policy cooperates in close Communication Technology assisted Development coordination with other donors through a division of Project in Ethiopia in 2003. In both projects, capacity labor. For DED, cooperation with partner countries is a building played a key role supported by DED's long- partnership at eye level, based on mutual accountability term resident technical advisors. and ownership, in the interest of supporting the policies pursued by all involved. AIDS workplace programs in Southern Africa (AWiSA) Above all, DED contributes to the achievement of the As a demonstration of this ownership, the recruitment Millennium Development Goals (MDG),supported by of DED's technical assistants is always subject to the the German government, to reduce poverty and advance request of governmental or non-governmental development through 2015. The combating of organizations in the partner countries. All technical HIVIAIDS is one of these goals. DED's co-financing assistants are professionals working in programs that arrangements include other non-Bank projects as well. support self-determined sustainable development, the In Southern Africa, DED and InWEnt-Capacity Building conservation of natural resources, the promotion of International of Germany formed an alliance, called good governance and civil conflict resolution. AWiSA, in order to cope with the pandemic. AWiSA Capacity building plays a key role developed the following types of interventions: Within the context of cooperation, DED and the World Promotion of workplace HIVIAIDS programs during Bank plan to recruit five technical assistants at the training courses of the target groups. Bank's country offices in Zambia, Uganda, Rwanda, A step by step approach that incorporates Mali and Burkina Faso. "The DED technical assistants conceptualization, capacity building, implementation, will support activities in the field of results management monitoring and evaluation of workplace programs in which will include the identification and utilization of organizations. appropriate methods for data collection, analyses and reporting as well as M&E implementation plans," Establishment of networks amongst all stakeholders points out Michael Broemmel, Head of Desk for within the working environment to reduce the International Cooperation with the DED. The technical negative impact of HNIAIDS at the workplace. assistants will be part of the mainstream business plan 1. Doctor Arthur Daire from the public hospital in Blantyre, Malawi explains how the antiretrov~raldrugs work. (Photo: Norbert RoeschIDED) 2. Simple games and paintirigs can lead to lively discussions (Photo: Andrea PfeifferlDED) 3 & 4. Wall paintings and posters have the aim of creating more awareness towards the deadly disease (Photo: DED) 5. More and more research is done in the field of infectious diseases in Sub-Saharan Africa. (Photo: DED) '(DEDstrives to coordinate its activities and cooperates with other organizations with the objective to reduce or replace redundancies with synergies. 37 Mainstreaming of HIVIAIDS subject matters within all Another achievement is that advisors and trainers from DED and InWEnt partnerships in Southern Africa. DED, as well as multipliers from local NGOs and institutions, are ready to support businesses and AWiSA is to create HIVIAIDS awareness in Southern organizations by implementing the courses. "In order to Africa's workplaces, develop strategies to overcome the achieve impact, AWiSA trains and enables focal persons identified problems, and implement workplace programs to use a variety of intervention tools: interactive learning with full monitoring support. A variety of instruments exercises, drama groups, guest talks and quizzes," have been developed to reach these ambitious goals. mentions Norbert Roesch, AWiSA Regional Training courses were developed during the pilot Coordinator, based in Malawi. "Particular emphasis is program, managing the risks of HIVIAIDS in the on creating awareness and behavioral change, Southern African Development Community (SADC)on promotion of prevention (condom use), and the two levels: microlsmall enterprises and medium-sized development of a workplace policy. AWiSA offers enterprises. The modular structure allows easy follow-up support to focal persons through regularly adaptation to different target groups and needs. monitoring the progress of workplace program Nevertheless, professional implementation is secured in implementation, the provision of upgrading courses each of the participating countries by DED technical and quarterly held round table meetings." assistants who can draw from a network of local partners. Special events such as theater plays have been Sabine Ludwig, based in Bonn, Germany, is Editor in set up to raise awareness. the Department of Comrn~~nicationsand Public Relations for the DED. -PARTNERINGFOR SUSTAINABLE Deutsche Post World Net is leading by example through its commitment to social and environmentalresponsibilitiesaroundthe world. Dr. MonikaTlluE-Mathiestells us how private companies can, and should, contribute to improving the communities in which they operate. D eutsche Post World Net is leading by example Envirenment through its commitment to accepting its social Environmental management is a central aspect of our and environmental responsibilities. With over sustainability-based approach. Our goal is to minimize 500,000 employees around the globe, we are one of the our environmental impact. This is why we are world's top ten private employers. constantly improving the efficiency of our transport People today expect large multinational companies to networks - our way of achieving both our business and take their social and environmental responsibilities our environmental goals. seriously- and rightly so. Yes, we profit from The use of alternative fuels and new technologies in globalization and open markets. But this obliges us to our road vehicles and aircraft help limit our think beyond our own profits. Our license to operate is environmental impact and our contribution to global not only based on our economic efficiency but just as warming. We also offer our customers much on our contribution to the development and environmentally-friendly products and services. prosperity of the societies in which we work and live. Our GOGREEN products and services are especially The more national governments struggle to cope with innovative. One example is our climate-friendly parcel the consequences of globalization, the higher the for retail customers in Germany. All transport-related expectations are that multinational companies emissions of carbon dioxide are calculated and then voluntarily adhere to high ethical standards and foster offset through climate protection initiatives which good governance in order to reduce the widening gap include both internal and external projects such as our between rich and poor. use of renewable fuels or solar energy generation. That's why Kofi Annan launched the UN Global Compact in July 2000 as an initiative to engage the Social responsibility private sector in combating hunger, poverty and climate Our social responsibility program has two main focus change and promoting public private partnerships to areas: our local community investment initiatives and help achieve the Millennium Development Goals. our global partnerships. We support many local initiatives every year in communities around the world. And that's why more and more companies -including They are the foundation of our social responsibility ours - have put in place ethical standards and codes program. Our efforts are focused on three main areas: of conduct that are binding for all their employees. Disaster Management, Future Generations and They help to uphold human rights, labor standards, Supporting Entrepreneurs. Many of these initiatives environmental protection and the fight against have employee engagement measures such as employee corruption. volunteering and employee fundraising at their center. As a signatory to the Global Compact, Deutsche Post In 1999, Deutsche Post World Net entered into a World Net is committed to accepting its social and partnership with the World Bank. The goal of the environmental responsibilities. One way we do this is partnership is to support the development of postal through our comprehensive environmental services in developing countries. As one part of our management and social responsibility programs. World Bank partnership, a trust fund was established in Where possible, we seek to support initiatives where 2000 to promote postal reform in developing countries we can contribute our core competencies as well as and to provide internal training seminars to improve the skills and talents of our employees. Brasil, a food bankwhich feeds over 180,000 people every day. 2. The goal of the DHL Disaster Response Teams isto reducebottlenecks at airports receiving emergency relief suppiies. 3. DHL's range of GOGREEN products and services are carbon neutral.thereby Ihelping its customers tackle the cause of climate change. CC The more national governments struggle to cope with the consequences of globalization, the higher the expectations that multinational companies voluntarily adhere to high ethical standards and foster good governance in order to reduce the widening gap between rich and poor. 39 Word Bank employees' knowledge of the postal sector. logistics bottlenecks at airports close to disaster-affected The trust fund supported projects from 2000 to 2005. areas thereby making it possible for emergency relief For example, the fund supported a project in India to supplies to reach people in need quickly. We are also introduce technology to improve the delivery of mail working with L J D P to improve disaster preparedness. throughout the country as well as the provision of In 2006, we expanded our commitment to the UN by banking services at post offices. entering into a humanitarian partnership with UNICEF. The other part of our partnership is an employee As part of our partnership, we supported one of the secondment program. Deutsche Post experts support largest health campaigns ever undertaken in East Africa postal operators in postal reform efforts or the sharing of -the 2006 Integrated Measles Follow-Up Campaign in best practices, for example, with the goal of improving Kenya. The campaign helped tackle the leading causes the quality of postal services in countries such as Algeria, of child mortality. DHL distributed 3.5 million Bosnia and Herzegovina, Egypt and India. insecticide-treated bed nets to help protect children under five from malaria. Even after the formal closure of the trust fund, the close relationship between the World Bank and While we certainly do not think that private companies Deutsche Post World Net continues. It is a trust-based have all the answers, we do believe that companies can partnership which has a solid foundation in our -and should - be part of a coalition of governments, participation in the World Bank's Staff Exchange international institutions, NGOs and individuals which Program. The established relationships continue to together promote sustainable development. provide a platform for regular communication, and 5 Dr. Monika Wulf-Mathies is Executive the exchange of information and experience. Vice President, Corporate Public In December 2005, Deutsche Post World Net entered Policy and Sustainability, Deutsche into a strategic humanitarian partnership with the UN Post World Net. For more to improve disaster management worldwide. Together information, please visit with OCHA, the UN Office for the Coordination of ww~.dpwn.com/sustainability Humanitarian Affairs, we are building a global network of DHL Disaster Response Teams. The goal is to reduce kcondment Program participant Harry Palmierexaminesfroma French perspectivehowthe Consultative Group on International Agricultural Research (CGIAR) is enhancing the effectivenessand eEciencyofeffortstoovercome hunger, reduce poverty andprotect natural resources in developing countries through a World Bank-supported program of reform. The CGIAR: An evolving network US$147 million through increased crop productivity and reduced production costs. The CGIAR is an evolving network of donors and partners engaged with fifteen autonomous international Far-reaching reform research centers, which apply science for agricultural development in collaboration with hundreds of After taking up new responsibilities and adjusting to government and civil society organizations as well as new circumstances throughout the 1990s, the CGIAR private businesses around the world. The World Bank was ripe for reform at the start of the 21st century. The helped found the CGIAR in 1971 and continues to be task at hand was to better prepare international one of its mainstays, figuring as a co-sponsor among the agricultural research to confront the huge challenges sixty-four members supporting the Group. The French that lay ahead. The list was daunting: protecting government is also a founding member, biodiversity, increasing the productivity of water in agriculture, combating disease epidemics and adapting CGIAR support initially focused on efforts begun by to the effects of global climate change. the Ford and Rockefeller Foundations in the 1960s to combat hunger through improvement of major food The CGIAR and World Bank are addressing those and crops in developing countries. The continuous stream other challenges jointly through a strong and dynamic of improved varieties resulting from those efforts, partnership. Nowhere is the innovative character of together with changes in crop management, have made their collaboration more evident than in the CGIAR possible a steady rise in agricultural productivity over reform process. The Bank, in its significant support for the past forty years, commonly referred to as the rural development, is a major user of the improved "Green Revolution." Without this work, according to seeds, knowledge and tools generated by international a recent study, developing countries would be agricultural research. So, it appreciates the importance producing seven to eight percent less food today, and of increasing the effectiveness of this work and has world food and feed grain prices would be eighteen to strongly supported measures to achieve this aim. twenty-one percent higher. In a first round of reforms, the CGIAR sharpened the By the 1980s, it was evident that rapid growth in focus of its science agenda, streamlined its operations, agricultural productivity, while needed to meet the simplified its business practices and broadened its growing demand for food, was being achieved at the research partnerships. Among the key building blocks of cost of damage to natural resources. In response, the the reform process are so-called Challenge Programs, CGIAR made major investments in research aimed at which bring world class research to bear on improving the management of natural resources, and development challenges of global importance through this work is now yielding important gains. In South broad-based partnerships. French scientists are actively Asia, for example, close to a half million farmers are involved in these Programs, and they receive significant applying a resource-conserving technology called "no- support from the French government. Emphasizing till" on more than 3.2 million hectares. The transparency and accountability, the Challenge technology has generated benefits worth an estimated Programs are a close fit with the partnership model c1 France and the CGIAR book launch at the French Ministry of Agriculture and Fisheries, October 2006 ''Allofthese partners have much to learn from one another 1 about bringing reform to fruition 1 through strong collaboration that contributes to more effective research for development. 79 L2 promoted by the 2005 Paris Declaration of the Photo Credit CGId ... Organization for Economic Co-operation and Development (OECD). institutions in the CGIAR Challenge Programs, the Another key dimension of the reform process involves secondment of two French scientists to the CGIAR alignment between CGIAR centers, with the aim of Secretariat and the presence or collaboration of dozens enhancing efficiency. Alignment is receiving special of French researchers with CGIAR centers. The fruits of emphasis in sub-Saharan Africa, since the CGIAR this longstanding relationship are evident in the October devotes more than forty percent of its resources to this 2006 publication entitled France and the CGIAR: continent and all fifteen of the centers it supports Delivering Scientific Results for Agricultural operate in Eastern and Southern Africa. Through the Development. (The publication is available in English development of subregional plans for research in Africa, and French at wv.cgiar.org) the centers are bringing about closer alignment on the programmatic front - not only among themselves, but To open the way for even more intensive collaboration, also with their regional and national partners as well as France's Center for International Cooperation in with other key players, including the French system of Agricultural Research for Development (CIRAD); international agricultural research. Institute of Research for Development (IRD); National Institute of Agricultural Research (INRA); and National France and the CGIAR: A shared commitment to reform Agricultural Machinery Center for Rural Engineering, The French research system, like the CGIAR, is evolving. Water and Forests (Cemagref)have recently signed a It has undergone considerable programmatic alignment new memorandum of understanding with the CGIAR. in recent years and has devoted much energy to the All of these partners have much to learn from one construction of innovative partnerships. Its experience is another about bringing reform to fruition through thus highly relevant to the CGIAR's reform program. strong collaboration that contributes to more effective French scientists are sharing that experience and their research for development. research expertise with the CGIAR by various means. Harry Palmier is a SecondmentP w a m partidpant from These include the active participation of French France's Institute ofResearchforDevelopment (IRD). The Cooperative Branch of the International Labour Organization and the International Cooperative Alliance have joined in partnership to tap the potential of cooperatives for poverty reduction. he International Cooperative Alliance (ICA), the Americas (twelve countries), Africa (fifteen with more than 800 million members, and the countries) and Asia (eight countries), reaching out to International Labour Organization (ILO) about 80,000 participants initiated the Global Cooperative Campaign Against One effective initiative is the SYNDICOOP approach Poverty (COOP) as a call for action to the world that organizes workers to formalize their employment cooperative movement. The Campaign was a direct and ensure their rights. This unique ILO program is a output of a February 2004 Memorandum of joint initiative designed and implemented in Understanding and a "Common Cooperative Agenda" partnership with the International Confederation of between the ICA and ILO. It highlights the role and Free Trade Unions (ICFTU) and the ICA. contribution of cooperatives in poverty reduction by creating awareness as well as drawing attention to An example of one such successful cooperative comes successful initiatives on the ground. from Tanzania, Chama cha Kuondoa Umasikin (CHAKU),or the Association of Poverty Eradication. It Since the 2005 launch of COOP, the following has has grown to over 1,000 members from its humble already been achieved: beginning of four youths who formed a group to information and dissemination of COOP campaigns contract with a municipality for waste collection in the to all regions including meetings and seminars Sisi kwa Sisi neighborhood in the Manzene area of Dar attended by more than 50,000 participants es Salaam. Loans from the cooperative have helped including those involved in the tsunami several women's groups set up cafes for users of the reconstruction; UNIILOIICA meeting on market. According to one member of the informal cooperatives and employment in Shanghai; economy group, "Most of the members don't have jobs, participation in the World Economic Forum and UN they have to start a small business like selling vegetables. Forum on Eradication of Poverty The reason for setting up a store was to create employment such as selling charcoal or vegetables." active partnerships including secondment of ICA staff to ILO, contacts with the Youth Employment How to partieipate in the COOP Poverty Campaign Network, and joint project activities in a number of Participating organizations should help promote the countries development of sustainable cooperative business facilitation in Department for International enterprises and create awareness of the significant Development (DFID)funded research in Africa to contribution of cooperatives to poverty reduction. assess the contribution of potential cooperatives to Further advancement and success can be achieved by: create decent employment, economic activities, basic promoting and implementing cooperative social protection, and voice and representation development activities a joint World Bank InstitutenLO publication on the promoting and initiating movement to movement project's findings linkages (sharing of knowledge and experience, generation of economic alternatives to indigenous promoting trade links between cooperatives, etc.) women and advocacy and cooperative development in rr A A\ICDTV A Wesenterprisesand createawarrnw oftbc producing, collecting and disseminating knowledge of successful initiatives and good practice to target communities, cooperative members, and decision makers within governments, etc. using the campaign logo to draw attention and educate those with whom you correspond (website links, letters, e-mail, publications) & Q ~ I S C ~ W & ~ MILE) Director + f~ Tawania, hy& andSomalia;andJuBeWIor;ia-WiIIiirqs,, U@&s Indtmi~nal&Local Developmentiprdvkr f ~dmt Lacid r EcunodcDevaOpment(,LED) Pr~amrnq,COOP hn+, Werp@se-EmpbpmemIFepmmmk Ms,Vil~riq-William,SLW o r dRNaopmmt Spaabet, A@iricdweandBwal DweIaa>wnr,South Asia Re&* Fur morei n f ~ t i mvisit t ~ ~ . 8 ~ f p . ~ ~ The International ~abourOrganization, in partnershipwith UN Habitat, is helping those devastated by the 2004 tsunami to transition from local economic recovery efforts to long-term sustainable development in Meuraxa, Indonesia. M euraxa is a community in Banda Aceh, Three productive space prototypes were made available Indonesia that suffered severe damage from to beneficiaries depending on the design of the house, the December 2004 Indian Ocean tsunami. shape of the land, and business needs. The ILO mobile Of the 40,000 people living in this area before the construction trainers coached and guided workers and tsunami, only 10,000 survived, thus it was selected as a community contractors on how to build UN Habitat site for the United Nations Joint Programming Initiative. shelters and these productive spaces. The mobile Within this framework, the International Labour construction trainers, staff of UN Habitat, and officials Organization's (ILO) tsunami response program, in of the local Manpower Office were also trained on collaboration with UN Habitat, introduced an occupational safety and health in construction sites. integrated Local Economic Recovery (LER) followed by The recipients of the productive space were required to a Local Economic Development (LED) strategy to attend a ten-day "Start Your Business" training course, revitalize the community's economy by improving during which they would develop a business plan and economic infrastructure and facilities, developing new agree to finance their businesses with loans received enterprises and generating employment for community from a local microfinance institution. The ILO members. The LER approach in Meuraxa was focused provided extensive capacity-building support to the on producing immediate and visible results through bank. One of its feature services was microleasing, a short to medium-term interventions (three to eighteen financial product that reduces credit risks while months), as well as quick impact projects that generate decreasing the need for collateral. The Meuraxa branch opportunities to promote immediate access to allowed local entrepreneurs to lease the necessary employment and thus income for the communities. equipment for their start-up businesses while making other financial services, such as savings and loans, Tha firrt step: LER and recrnsbvction strabyy available to community members. A rapid participatory socioeconomic needs and Achievemsltr sf LBI as fsnsdatioa for employment opportunities survey revealed two critical gaps in the reconstruction investment process in Meuraxa: first, the focused LED weakness of housing construction workers' skills; and By bringing together the local community from refugee second, the realization that the economic needs of camps and barracks to lMeuraxa villages for specific tsunami widows were not being efficiently addressed. social gatherings organized by the ILO (national Furthermore, the survey indicated that before the commemorations and sports events), the ILO assisted in tsunami, 13% of households were running home-based the engagement of community dialogue. Moreover, these businesses. As a result, the ILO developed a LER activities helped in the healing process and in bringing strategy linking UN Habitat's permanent shelter together many families who were psychologically construction project with an ILO integrated livelihood affected and economically ruined by the tsunami. The project aimed at supporting the recovery of micro- candidates for the program underwent a thorough enterprises, traditionally located in or near the houses. assessment conducted by the local bank to determine The ILO Home Based Business Module Program who qualified for loans or leases to restart their (HBBlMP)provided a comprehensive LER assistance businesses. The efforts made in reviving local economies package consisting of physical productive space to be and rebuilding livelihoods in Meuraxa had many annexed to UN Habitat shelters and integrated business positive impacts, namely: start-up support (vocational training, access to construction of 42 housing modules microfinance, business management training, and enterprise development activities). Rebuildina" his business.. ..even beuer ..I , Darwis, 27 yearsold, lives in the village of Oeah Glumpang, Meuraxa bistn'ct, Banda Aceh. He owned a small shop selling assorted goodswhich was going quitewell before the tsunami struck his village end destroyedthe shop. As people began to resettle,.there was a rising demand for small shops, yet he had not reopened rr new one since he faced difficultiesin accessing capitalto staltover, Howevsr,afterparticipating inan 110businessmanagementtraining course. *StartYour Business* lSY3),Danrvisrealized that ittook morethan capitalto run a successful business. He discoveredthat good planning was needed beforestarting a business. Through the SYBtraining, I learned a lotaboutcash flow, administration and accounting.Now Iknow howto rec0~dhow much money comes nto the businessand how much money goes out of it,so I cauid countmy real profit," said Darwis. Now Darwisisnotonly selling assorted goods, but alsofishingequipmentin response to rising local market demand. reestablishment of 42 home-based businesses which informed and relevant resource allocation decisions; generated 92 direct jobs mixed participation of governmental authorities and the private sector; and the introduction of participative generation of an average stable monthly income of and inclusive modalities of community consultation - US$110 for each household business will converge into a solid foundation and evolve into noticeable increase in the number of successful the LED process. applicants to the local bank for financing after receiving "Start Your Business" training, particularly lessons leariled for women entrepreneurs In a post-crisis context, the LER process demonstrates contribution of microfinance activities to the granting the value of providing for basic survival, as well as of 118 loans and the creation of 177new jobs quick and immediate results-oriented programs to reestablish primary livelihood provisions. Employment- engagement of over 240 individuals including forum intensive infrastructure building, decent jobs, and members, local workers, and related parties in the UN income generation are several of the general economic Habitat and housing construction process, while restoration activities under LER. To ensure effectiveness improving their construction and supervision skills and sustainability of LER interventions as they move involvement of widows and widowers in toward LED, ILO emphasizes the importance of local entrepreneurship activities (33% of beneficiaries) community participation in the recovery process. Active engagement in determining one's own relief and increased compliance of contractors with occupational recovery priorities and activities is encouraged. safety and health standards Another lesson retained is the importance of effective creation of a local forum to identify further economic partnerships with other agencies working in the same activities to develop area, such as UN Habitat, providing for complementary What's next?Tha tranrition ta LED and fundamental community recovery needs in Meuraxa. This joint effort involved sharing resources The LER interventions were able to help recover the and developing a common strategy in providing foundation of basic livelihood for members of the integrated response to the affected communities. In this affected communities. They became independent in partnership, the ILO offers consolidated technical meeting their own basic needs as they had jobs and components that address the different gaps, needs and obtained a stable income. Since their living conditions opportunities that fall between the interventions of the have improved, the ILO's delivery on livelihood various donor agencies. interventions continues toward higher goals of sustainability. The local forum accepted several LED Finally, by targeting micro-entrepreneurs, this program initiatives in order to strengthen the long-term local upgraded the work conditions of low-income workers economic conditions. First, the local bank was able to and reduced the Decent Work deficit in the informal offer a higher total portfolio of loans as incentives for sector. By giving workers new skills, access to finance, their member entrepreneurs to expand their businesses. safety at work training and a physical working space, Second, a rural market - a key economic infrastructure beneficiaries - especially widows and widowers - got able to stimulate economic activities and provide local the opportunity to earn an income at home, allowing jobs -was organized, designed, and built. Furthermore, them to raise their children in a safe environment and to the community forum identified and designed a fish resolve some gender concerns in the community. pond infrastructure with an important export potential for its products. The long-term benefits of the initial recovery efforts - such as the introduction of platforms and mechanisms for dialogue; focus on context in order to make more Nigeria's Center for Management Development and the Department for International Development's State and Local Government Program have joined in partnership to support state level poverty reduction strategies. It is a mutually beneficial union, explains SEP participant Obi Ugochuku, with organizational and financial support from within Nigeria and throughout the donor community. S tate Economic Empowerment and Development reforms at the state and federal level. SLGP has offices in Strategies (SEEDS) are the state level equivalent of five states plus the FCT. Part of its mandate is to support Nigeria's home grown poverty reduction strategy, institutionalization of capacity building essential to NEEDS. All 36 states plus the Federal Capital Territory ensuring reforms are a success. Partnering with CMD is (FCT)have SEEDS at various levels of development. seen as a vehicle to achieve this, not just for SLGP states A benchmarking exercise was completed in 2005 to but for all states interested in implementation of SEEDS. assess capacity at state level to implement SEEDS (See Share, Issue 9, Page 30). Results indicate overall Pilot weakness in the ability of states to deliver the promises In March of 2006 SLGP and CMD decided to partner in these documents. Common flaws are weak and on the development of a module on budget uncorroborated targets. In some cases too many targets management. This was a direct response to the results mean resources may not be sufficient to achieve of the SEEDS benchmarking exercise which had been expected results. To address this, Nigeria's National released in late February and showed this to be one area Planning Commission (NPC) indicated a need to where states are weakest. The plan was to test a provide training that is available to the states in the working relationship and use that to guide future areas in which benchmarking showed them to be weak. collaboration. A CMD facilitator worked with three As a result, the Center for Management Development SLGP consultants on this. The module was completed (CMD)and the Department for International and delivered in four SLGP states plus the FCT between Development's (DFID)State and Local Government April and lMay of 2006. Program (SLGP)decided to partner. Memorandum of Understanding Center for Management Development With the successful completion of the budget The CMD was established in 1976 as the resource management module, the Director General of CMD institution of Nigeria's NPC and the operating arm of agreed to an expansion of the working relationship to the Nigeria Council for Management Development include more CMD facilitators and more modules that (NCMD).It is responsible for developing and delivering address capacity gaps. Discussions began in August of training programs for both the public and private 2006. Five areas were identified: SEEDS Framework, sectors. CMD has wide coverage of Nigeria and can Setting and Deciding Strategies, Costing and Funding deliver programs either at its facilities in Lagos or Strategies, Budget Management, and Public Participatory designated centers requested by clients. Techniques. In the course of discussion it was discovered that CMD and SLGP had similar modules in some of the State and Local Government Program areas, namely SEEDS Framework and Budget SLGP is a DFID funded program established in 2001 Management. The team agreed to harmonize in those with the primary objective to support governance areas. Where CMD and SLGP had no modules, new Dr. Osita Ogbu,Former Economic Adviser, and Mrs. Nenadi Umsn, FormerMinisterof Finance,launch the SEEDS Manualin May2098. l;s1 r- &- I t - Or. J. Y. Maiyaki (DG CMD), Neil Orchardson (Program Joordinator, SLGP) and Obi Ugochuku (SEEDSAdviser, SLGP, and SEP participant) at the MOU signing ceremony ,;in November 2006. ones would be worked on collectively. A lMemorandum federal agencies. Eighteen of the participants were state of Understanding spelling out the terms of the working officials of deputy director and above, which included relationship was drafted and agreed upon. CMD and four permanent secretaries and one head of service.. SLGP signed this at a well publicized ceremony in Abuja, Continuing the reforms beyond May will need readily Nigeria on November 29,2006. available support to new administrations to assist their understanding of the process. Donor interest in the Benefits exercise has been positive. SRIP-EU, an EU funded governance program, is keen to support officials in its The relationship expects to increase CMD's profile in partner states to attend the courses once available. the NEEDSISEEDS process. Between January and April UNDP has indicated interest in doing the same with the of 2007 the five modules were developed and offered to Costing and Setting Targets Modules. The World Bank the general public. It served as response to state is also providing technical support to the SEEDS agitation for better guidance on how SEEDS can be Framework and Budget Management Modules. Other implemented. It also gave CMD opportunity to improve agencies are interested in supporting the printing of its delivery style, with more focus on group interaction, course materials and attendance by officials in their presentations and case studies that draw from best partner states. practice in Nigeria over the last three years. This is particularly important as 2007 is an election year. Obi Ugochuku is on a Staff Exchange Program During CMD's first session, held in May 2007, thirty- assignment with HTSPE UK Ltd., the managing six participants attended from eight states and two agent for SLGP. lore on SEEDS Nigeria's performancewill affectthe achievement of the MDGs in Africa more than any o?her single country, Bythe Nigerian ~onstinrtion,the thiny-six federal statesrecelve half of all governmentVAT and oil exportrevenues. Nigeria's performancetherefore fepends on effective leadershipfrom the states. Atthe prompting of PresidentObasanjo's EconomicTeam, allthirty-six states have levelopedtheir own povertyreduction strategies inthe form of State Economic Empowermentand DevelopmentStrategies(SEEDS). The NationalPlanningCommission(NPC)encouragedthe statesto producea detailedSEEDSdocument,andcarried out a SEEDS ~enchmarkingprocesswhich requestedthe sates to assess and improvetheir capacity to delivertheir strategies. Lastly, itprepareda SEEDS Manual and training packageto make international best practice accessibleto, and usew fog politicians, civil sociay and public servants inthestates, The Manualwas launchedin May2006. Qverthe l a gthree years, DFID's State and LocalGovernment Programhasbeen assistingthe NPCwith the benchmarkingandthe drafting ofthe SEEDSManual. Thishighpmfileprogrambegan n November2000 and aimsto supponState and LocalGovernmentefforts to improvethedelivery 6f sewices and standardsof lovemment these alms a n consistentwiththe NEEDS/SEEDS process. The programhas also worked closelyw$hWte governmerits )f eight Nigerianstates, developinga good understanding of what makes statestick. LEADERS IN INTERNATIONAL DEVELOPMENT HTSPEis a leading providerof development services in: Governance Institutionalreformand organisationat change Livelihoods and reducingpoverty Environmentalmanagement Economicdevelopment As UK Manager of the DFlDfunded State and Lo~al Government Programmein Nigeria, HTSPE is happy to support the STAFF EXCHANGEPROGRAMME HTSPEworks for all the major funding agencies - European Commission, World Bank, Asian Development Bank and UK Government agencies. 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