64455 The World Bank Institute Connecting globally, catalyzing change locally The capacity for change Our vision 1 Capacity is the ability of individuals, organiza- Our vision is to be a catalyst for action that leads tions, state institutions, coalitions, and society to change, and to serve as a global connector itself to catalyze change to achieve their devel- of knowledge, learning, and innovation. WBI opment objectives. Capacity development is connects globally to catalyze locally. therefore a country-led and country-owned process of change, requiring collective solutions Our approach from all segments of society–public, private, Effective capacity development must be trans- and civil. The overarching objective is to create formational. It must reach beyond training and capable and accountable states, a competitive technical assistance to inspire, empower, equip, and responsible private sector, and an engaged and connect leaders and coalitions of state and and empowered citizenry. nonstate actors. Collective solutions require new forms of As a broker of global knowledge, WBI collaboration, whether through public-private works with donors, learning institutions, partnerships for the provision of infrastructure, and centers of excellence that can shape, health, or education; citizen report cards to customize, and deliver content locally. We improve public service delivery; or mayors link global sources of knowledge through working together for climate change mitigation our platforms for South-South exchange and in urban centers. Developing the capacity for innovation. We connect, through World Bank collective action means developing the capacity operations, to the best sources of knowledge of entire leadership teams or ministries. It also and finance and to partners who provide funds means building multistakeholder coalitions, and expertise. sometimes even among conflicting social groups, Successful capacity development activities to forge a consensus for change. should lead to measurable changes in Connecting globally, catalyzing change locally knowledge, practices, products, and services that improve the institutional environment in which development progress can be achieved. WBI supports capacity development strategies and programs that are locally-owned. Extensive partnerships with governments, civil society organizations, professional networks, and private sector associations, coupled with the use of technologies such 2 as e-learning and the Global Development Learning Network (GDLN), also enable us to adopt a wholesale approach and take our programs to scale. The World Bank Institute Our business lines WBI offers several business lines that support debate, experimentation, and sharing of inno- vative ideas. These can be used alone or in combination depending on country needs. Practitioner exchanges WBI promotes a catalytic approach to capacity development which galvanizes practitioners to action. We provide products and services to 3 support South-South knowledge exchanges and learning—inspiring policymakers and develop- Innovation platforms ment professionals by putting them in touch with In addition to exchanging practitioner experi- successful development solutions from other ences we also scan for, incubate, and scale up parts of the world. transformative innovations. • South-South Experience Exchanges: In • WBI provides online platforms as well Africa, countries seeking to develop a skilled as innovation fairs and clinics to support workforce that can compete in providing and share innovative practical solutions information technology services have been to development challenges. Examples learning from India. A 54-member delegation include using mobile Information and from eight African countries visited India for Communication Technology for social a first-hand look at information technology- accountability, youth initiatives for conflict enabling policy models and the corporate prevention, and geomapping to promote workings of Infosys, Microsoft, and other transparency. We work with local and industry leaders. international partners and networks to • The Global and Regional Development solicit and screen promising ideas, and Debate Series brings together eminent with organizations such as Ashoka and academics, finance ministers, and central Santa Clara University to expand the pool bank governors to discuss new approaches of innovative projects. to development and economic strategies • Development Marketplace (DM) is a that enable countries to compete in the global and regional competition for early global economy. stage innovations with strong potential for Connecting globally, catalyzing change locally • WBI helps advance good governance in the extractive industries by building multistakeholder coalitions among government, civil society, and the private sector at different points in the value chain, beginning with awarding of licenses. • We mobilize alliances to help mayors and city officials manage expanding cities in a sustainable and green manner. We 4 development impact and replication. More deliver knowledge exchange services to than a thousand social entrepreneurs have over 3,000 cities to help city managers received seed money from Development deliver public services through innovative Marketplace over the past decade to financing mechanisms and public private scale up innovative startup projects that partnership structures, while also sharing help the poorest. The DM supports local best practices in climate change mitigation intermediaries to provide pre-investment and adaptation. technical assistance to social enterprises • We support networks of institutions that and to connect them to a growing pool of can hold the state to account, such as external investors parliamentary public accounts committees to oversee public finance management; Leadership and coalition building and a network of Supreme Court justices Leadership is not only an individual ability, but for peer exchanges on issues of judiciary a process of mobilizing resources, people, and transparency and accountability. groups to achieve a desired end. WBI and its • Social accountability networks can make a partners offer seminars and advisory services on lasting contribution to better governance. leadership development and coalition building We help build networks of civil society for policymakers, and skills-building activities in organizations by partnering with the several sectors and thematic areas. We also offer Affiliated Networks of Social Accountability programs to build the capacity of civil society (ANSA) in Africa, East Asia, and South Asia. organizations, and to engage business and youth in taking collective action for public sector accountability and combating corruption. The World Bank Institute Structured learning Structured learning programs help develop skills and address capacity constraints in priority sectors or disciplines through courses, work- shops, and conferences. Flagship courses are offered by country and regional institutes and through the use of e-learning. For example: • Our Flagship Program on Health Sector Reform and Sustainable Financing, first 5 developed over a decade ago with Harvard University, has been delivered across several regions. WBI’s state-of-the-art curriculum on health systems management has been adapted and offered through regional health networks such as the Asia Network for Capacity Building in Health Systems Strengthening. • WBI started the first Urban Management Certification Program, initially in partnership with the Administrative Staff College of India, a national training institute based in Hyderabad, and subsequently with other state-level training institutes. WBI has supported content development, peer review, and pedagogical approaches for the use of case studies, new learning techniques, and learning technologies. Connecting globally, catalyzing change locally Strategic priorities and thematic areas leadership, governance of extractive industries, WBI’s programs advance the frontiers of devel- procurement, access to information, business- opment thinking and practice. They do this in led collective action against corruption; judicial collaboration with other units in the World Bank transparency and accountability; stolen asset Group and with worldwide networks of leaders, recovery (StAR); parliamentary oversight, and thinkers, and practitioners. mobilizing stakeholders for reform. Cross-cutting Priorities Thematic Areas 6 Fragile and Conflict-Affected States Climate Change WBI enhances the capacity of the state at all Leaders across the world are struggling with the levels, as well as civil society, media and the realities of climate change and how to prepare private sector, to form and sustain coalitions for for, adapt to, and mitigate its effects. WBI helps state-building, institutional reform, and greater countries move toward low-carbon develop- accountability. This enables them to contribute ment and climate resiliency. Programs cover to successful transitions, sustained peace, and leadership and coalition building for climate enhanced citizen-state relations. The program change; cities and climate change; mitigation includes skills-building for revenue collection, and innovation in carbon finance; and climate budget management, procurement, service adaptation in water, agriculture, and natural delivery, and associated monitoring and evalua- resources management. tion. It also offers a program on leadership and coalition building customized to the needs of Growth and Competitiveness fragile states. WBI facilitates exchanges of knowledge and experience among policymakers, practitio- Governance ners, and experts to help them design policies Corruption and poor governance are the greatest and strengthen institutions that enhance their obstacles to poverty alleviation. WBI helps build prospects for sustainable, inclusive growth and the capacity of state institutions in client coun- poverty reduction. This program delivers global tries to manage the challenging processes of policy dialogues on macroeconomic and fiscal reform. We strengthen leadership and build policy, trade, skills development, and innovation coalitions through just-in-time practitioner policy, as well as courses on labor market polices, exchanges, South-South learning, peer networks, and capital flows. and innovation platforms. We have programs on The World Bank Institute Health Systems climate change agenda. In this complex setting, WBI’s Health Systems practice delivers courses, WBI’s Urban program helps improve the quality seminars, and other forms of knowledge exchange of professional service in key management posts on key aspects of health systems strengthening. in cities throughout the world, focusing on urban These include financing and payment; health planning and land management, municipal service delivery; institutional organization, regula- finance and governance, urban service delivery, tion and governance; and health outcomes and and ensuring safe and resilient cities. strategic planning to achieve them. Audiences include government officials, parliamentarians, health managers, nongovernmental organizations, 7 academia, the private sector, aid donors, and training institutions. Public-Private Partnerships Public-Private Partnerships (PPPs) mobilize private sector resources—technical, manage- rial, and financial—to deliver essential public goods. WBI delivers courses, conferences, and other knowledge-exchange activities on the analysis and evaluation of PPP design and struc- tures; PPPs for climate change mitigation and adaptation; PPPs as innovative financial tools for infrastructure investments; PPPs to access risk-transfer markets; and partnerships to deliver basic health and education services. Urban Development With three million people moving into cities in developing countries every week, and with the roughly one billion already living in slums, cities must rapidly enhance their capacity to finance and deliver more services to households, busi- nesses, and industry while also addressing the Connecting globally, catalyzing change locally 8 Partnerships Strategic Partners enhance WBI’s intellectual Capacity development remains a fundamental resources, content base, knowledge networks, challenge to achieving sustainable develop- and financial resources. These partners, from the ment despite considerable efforts from the public and private sectors, provide roughly half international community. In 2009, the interna- of WBI’s resources spent directly on programs, tional community spent roughly US$120 billion which helps create cost-effective programs, on Official Development Assistance, of which coordinate activities, and harmonize aid. between a quarter and a third was spent on Global, Regional, and Local Partners provide activities designed to enhance capacity. WBI, in support in WBI’s client countries and help us deliver collaboration with its partners, is at the forefront and scale up our programs and activities. They of helping countries to design and implement strengthen local ownership and commitment, effective capacity-development programs. As a mobilize local resources, and apply local knowledge. connector to the best global and local sources These partners include nongovernmental of knowledge, we rely on our partners and organizations (NGOs), foundations, universities, think agents of change to help us develop and deliver tanks, and training institutions. content. A majority of our programs are deliv- ered with partners. Scholarship programs To achieve our vision of connecting globally As part of its mission to build capacity in and catalyzing change locally, WBI works with two developing countries, WBI administers the broad categories of partners: Strategic Partners Joint Japan/World Bank Graduate Scholarship and Global, Regional, and Local Partners. Program, the Robert S. McNamara Fellowships The World Bank Institute Program, and the Japan Indonesia Presidential across multiple countries and regions with Scholarship Program. These programs provide increased impact through customizing financial support for graduate and postgrad- program content to regional and country uate studies leading to master’s and doctoral needs; degrees in development-related fields for mid- • Leveraging strategic partnerships with career professionals from eligible developing institutions, such as universities and think countries. For more information, see: www. tanks as well as with the private sector, to worldbank.org/scholarships. help WBI broaden its reach and impact; • Strengthening key capacity development Partnership Instruments instruments by further integrating 9 To maximize the impact of these resources, WBI knowledge exchange, innovation, uses two instruments which complement its leadership, and structured learning to thematic-based partnerships: improve results. • The Multi-Donor Financing Facility (MDFF), As a global development institution that offers supporting innovative approaches to financing, knowledge and convening services capacity development, and across 120 countries, the World Bank is well • The South-South Experience Exchange positioned to help countries implement effective Facility (South-South Facility), enabling knowledge exchanges by helping to match the developing countries to build their own supply and demand for knowledge. To harness capacity by sharing their development this opportunity, the South-South Facility was experiences and knowledge and by learning launched by World Bank Group President Robert from one another. Zoellick at the Bank’s Annual Meetings in 2008. With partners, the South-South Facility helps The MDFF is designed to enable like-minded developing countries share their own experience partners to improve the effectiveness and impact and identify the experiences of others that are of the assistance they devote to strengthening relevant to their challenges. Over 50 low-income the capacity of countries to manage their countries have received knowledge from nearly development effectively. Through the MDFF, 70 countries. These exchanges are influencing the partners support: design and direction of nearly US$2 billion of World Bank project financing, and the experiences shared • Scaling up and wholesaling the delivery are documented and disseminated through a web- of capacity-development programs based experience exchange library. Connecting globally, catalyzing change locally WBI’s strategic country partners WBI works closely with these country partners to leverage their support and expertise to maximize our capacity development impact: Austria Australia Belgium 10 Canada People’s Republic of China Colombia Denmark Finland France India Ireland Japan Republic of Korea Mexico The Netherlands Norway Russian Federation Spain Sweden Switzerland United Kingdom The World Bank Institute WBI in the field Collaboration and coordination with the World Bank’s regional operations is essential to our work. Planning jointly with the regions and drawing heavily on regional experience with lending, analytical work, and advisory activities helps ensure the quality and relevance of our learning programs. WBI’s regional coordinators also serve as liaisons with partner organizations in client countries. 11 Africa South Asia Ms. Waafas Ofosu-Amaah (based in Washington) Ms. Bhavna Bhatia (based in New Delhi) aofosuamaah@worldbank.org bbhatia@worldbank.org Mr. Joel Kolker (based in Pretoria) Middle East and North Africa jkolker@worldbank.org Ms. Hnin Hnin Pyne (based in Washington) hpyne@worldbank.org East Asia and the Pacific Ms. Joyce Msuya (based in Beijing) Ms. Anuja Utz (based in Marseilles) jmsuya@worldbank.org autz@worldbank.org Europe and Central Asia WBI partnership contacts Ms. Tatyana Leonova (based in Moscow) tleonova@worldbank.org Strategic Partnerships Mr. Mark Nelson (based in Washington) Latin America and Caribbean mnelson1@worldbank.org Ms. Hnin Hnin Pyne (based in Washington) hpyne@worldbank.org Bilateral Partnerships Mr. Seth Ayers (based in Washington) sayers@worldbank.org Connecting globally, catalyzing change locally 12 For more information, contact wbinews@worldbank.org www.worldbank.org/wbi The World Bank Institute Cover photo: Sven Torfinn/Panos Pictures