Governance and Development

Governance and Development

Executive Course inCommunication and Governance ReformJuly 18, 2011Washington, DC

Ed CamposPractice ManagerLeadership and Governance

Conceptual / Intellectual paradigm shifts

RESULTSAGENDA

2010…

The Evolving Governance Agenda

STATE –LED DEVELOPMENT

1960s-70s

MARKET ORIENTATION

1980s

INSTITUTIONS & GOVERNANCE

1990s

MDGs/Millennium

Phase 2000s

mid-1970s

from Public Administration to Public Management

1990s

from Public Management to the New Public Management

early 2000s

from the New Public Management to Governance

Present . . .

From Governance to the Demand for Good Governance

The ‘Prohibition’ Era

1990 1995 1996 1997 1998 1999 2000 2001 2002 2003

JDW “Cancer of Corruption” Speech (10/96)

State in a Changing World (97)

• Diagnostic/Data/ Monitoring Tools

• Public Financial Management and Procurement

• Administrative & Civil Service Reform

• Civil Society Voice, Transparency, & CDD

• State Capture• Legal & Judicial

Reform

Broadening & Mainstreaming

The World Bank has come a long way . . .

TI CPI (5/95)

Anti-corruption Strategy (97)

Governance Strategy (00)

1st set of firms Debarred from WB (99)

Formalization of INT (01)

Strategic Compact (97)

O.P. Mainstreaming AC in CAS (99)Governance

Pillar - CDF (98)

Internal AC unit created in WB (98)

Gov/A-C Diagnostics start (98)

20042005

Board endorses Integrity Strategy (04)

PSG Implementation Update (02)

PW Bank President (05)

2006 2007…

GAC

“We need to do development differently.”Robert B Zoellick, President, The World Bank Group

New Direction: Democratizing Development“There is a new opportunity, and certainly a pressing need, for dynamism in development economics. Software has brought new tools; the Internet has brought new communications; rising economies have brought new experiences…We need to listen and democratize development economics.”Georgetown University o

New Direction: A New Social ContractThey want voice, and accountability ….They want information and the right to know, and to participate….They want a new social contract”Peterson Institute

Governance and Development: Lessons of Global Experience

• An effective state is crucial for growth and poverty reduction (WDR ’97)

• For an effective state, good governance is a cross-cutting priority for:

– Building a sound investment climate for growth (macroeconomic stability, rule of law, regulatory system, physical & financial infrastructure)

– Empowering people to make growth inclusive through effective delivery of basic services (education, health, social protection)

Good Governance matters for investment and growth

10%

15%

20%

High Medium Low

% Investment share in GDP

High Medium Low

-1.5%

0%

1%

2%

1.5%

-0.5%

-1.0%

0.5%

Income per capita Growth Rate

Governance QualityGovernance Quality measured by perception of 4000 firms in 67 countries on: (i) protection of property rights; (ii) judicial reliability; (iii) predictability of rules; (iv) control of corruption. World Development Report Survey 1997

Good governance is pro-poor

Source: Knack, 2002

12

18

24

0 10 20 30

increaseby 10points

increaseby 15points

increaseby 20points

Reduction in the percentage of population living on less than

$2/day due to the increase in the quality of governance (ICRG

composite index)

0.33

0.21

0.21

0.22

0.16

0 0.1 0.2 0.3 0.4

1(poorest)

2

3

4

5 (richest)

inco

me

quin

tiles

Additional annual income growth due to an increase in the quality of governance (ICRG composite index) by 1 point

Govern

ance

&

Growth

Governance and Corruption Not the same thing!

The manner in which the Stateacquires and exercises itsauthority to provide public goods and services

Using public office for private gain

Governance

Corruption

• Corruption is an outcome – a consequence of weak or bad governance

• Poor delivery of services and weak investment climate are other outcomes of bad governance

Poor Governance

Lack ofTransparency

Weak Voice &Accountability

Monopoly Power

Wide Discretion Inefficiency

Corruption

Corruption

Administrative Corruption:Private payments and other benefits to public officials in connection with the implementation of government policy and regulations

State Capture:Influence of powerful economic interests in the public and private sectors in the formation of laws, regulations, policies through illegal provision of private benefits for public officials

Nepotism & Patronage:Favoritism shown to narrowly targeted interests by those in power such as granting favors, giving contracts or making appointments to office in return for political support

Effective Public Sector Management• Public financial

management• Civil service meritocracy

& adequate pay• Service delivery and

regulatory agencies in sectors

• Decentralization/local public management

• Ethics & leadership

Political Accountability• Political competition, broad-based political parties• Transparency & regulation of party financing• Disclosure of Parliamentary votes• Declaration/publication of assets, liabilities, income

Formal Oversight Institutions

• Independent, effective judiciary

• Legislative oversight (PACs, PECs)

• Independent oversight institutions (SAI)

• Global initiatives: UN, OECD Convention, anti-money laundering

Citizens/Firm

s

Citizens/Firms

Citi

zens

/Firm

s

Citizens/Firms

Governance has many dimensions

Outcomes: Services,

Regulations

Civil Society & Media• Freedom of press, FOI• Civil society watchdogs• Report cards, client survey• Beneficiary participation in

projects

Private Sector Interface

• Streamlined regulation• Public-private dialogue• Extractive Industry

Transparency• Corporate governance• Collective business

associations

Effective Public Sector Management• Public financial

management • Civil service

meritocracy & adequate pay

• Service delivery and regulatory agencies in sectors









Citizens/Firm

s

Citizens/Firms

Citi

zens

/Firm

s

Citizens/Firms

Governance has many dimensions

Outcomes: Services,

Regulations


projects




associations

State Capture

Administrative

Corruption

Effective Public Sector Management• Public finance

management & procurement

• Civil service meritocracy & adequate pay

• Service delivery and regulatory agencies in sectors









Citizens/Firm

s

Citizens/Firms

Citi

zens

/Firm

s

Citizens/Firms

When Governance Breaks Down . . .

Outcomes: Services,

Regulations


projects




associations

Patronage &

Nepotism

Diagnostics: Drilling Down the Governance Landscape

• Diagnosing Governance as a whole (Country Level)• Assessing the incidence of particular forms of

corruption (within country): which areas are most affected?

• Evaluating corruption at the sector level, e.g. education • Evaluating corruption in across sectors, e.g.

procurement

Governance: Country Level

• Rule of law• Political stability• Voice and accountability• Government effectiveness• Regulatory quality• Control of corruption

“Measuring” Quality of Governance and Corruption at the Country Level

(Kaufmann-Kraay indices:)

http://info.worldbank.org/governance/wgi/index.asp

Control of Corruption: Cross country Comparisons

Governance Indicators: Bangladesh

http://www.globalintegrity.org/

Governance: Across Categories of Corruption

State captureAdministrative CorruptionNepotism & Patronage

5

10

15

20

25

30

Proportion of firms affected by capture of …

Hungary Estonia Russia Ukraine

Parliamentary VotesPresidential Admin. Decrees

Civil Court Decrees

Forms of Corruption: Assessing State Capture

Service Delivery: Composition of Total Bribes Paid by Households in Cambodia

Forms of Corruption: Administrative Corruption

The “Bribe Fee” List: Unofficial Payments by Firms in UkraineEnterprises

Type of License/Service/”Favor” Average fee required admitting need to pay (1996) “unofficially”

Enterprise registration $176 66%Each visit by fire/health inspector $42 81%Tax inspector (each regular visit) $87 51%Telephone line installation $894 78%Lease in state space (square ft. per month) $7 66%Export license/registration $123 61%Import license/registration $278 71%Border crossing (lump sum) $211 100%Border crossing (percent of value) 3% 57%Domestic currency loan from bank on 4% 81% preferential terms (percent of value)Hard currency loan on preferential 4% 85% terms (percent of value)

Forms of Corruption: Administrative Corruption

Albania

GeorgiaLatvia

0 20 40 60 80

Customs inspectors

Tax inspectors

Natural resource licensers

Judges

Ordinary police

Investigators/ prosecutors

Local officials

Ministers

Public Officials Surveys: Purchasing Public Positions

Percent of public officials believed to have purchased their positions

Based on 1998 World Bank surveys of public officials in these countries: 218 public officials in Latvia (with Latvia Facts); 350 public officials in Georgia (with GORBI); and 97 public officials in Albania (with ACER).

4860

41

5241

25

4333

3927

3216

25

10

4023

518

24

3332

14

21

19

Forms of Corruption: Patronage & the Market for Public Office

Business Environment and Enterprise Performance Survey

http://data.worldbank.org/data-catalog/BEEPS


Within Country – Across Sectors

Stages of the Procurement

Process

Contract Implementation

Procurement Planning

Preparation

Pre-qualification

Bid Evaluation

Award of Contract

Advertisement

Public Procurement: Process Flow &Corruption Risk Mapping

Comprehensive Fiscal oversight:

Are the aggregate fiscal position and risks are

monitored and managed?

Information:Is adequate fiscal, revenue and expenditure information produced and disseminated to meet decision-making and management

purposes?

Comprehensive, Policy-based, budget:

Does the budget capture all relevant

fiscal transactions, and is the process, giving regard to government

policy?

Budget Realism:Is the budget realistic, and implemented as

intended in a predictable manner?

Control:Is effective control and stewardship exercised

in the use of public funds?

Accountability and Transparency:

Are effective external financial accountability

and transparency arrangements in place?

PEFA’s Performance Measurement Framework

Six PFM System Aspects

http://web.worldbank.org/WBSITE/EXTERNAL/PEFA/0,,menuPK:7313471~pagePK:7313134~piPK:7313172~theSitePK:7327438,00.html


Within Country – Within Sector

Sector Level: The Value Chain & Corruption Risk Mapping

Service Delivery

Registro Adquisici ón Registration Procurement Distribution Selection

• Efficacy• Labeling• Marketing• Use • Warnings• Full registration• Reevaluation

of older drugs

• Determine budget• Assess morbidity

profile• Determine drug

needs to fit morbidity profile

• Cost/benefit analysis of drugs

• Consistency with WHO criteria

• Determine model of supply/

• distribution• Reconcile needs

and resources• Develop criteria

for tender• Issue tender• Evaluate bids• Award supplier• Determine

contract terms• Monitor order• Make payment• Quality assurance

• Receive and check drugs with order

• Ensure appropriate transportation and delivery to health facilities

• Appropriate storage

• Good inventory control of drugs

• Demand monitoring

• Consultation with health professional

• In-patient care• Dispensing of

pharmaceuticals• Adverse drug

reaction monitoring

• Patient compliance with prescription

ServiceDeliveryDistributionSelection ProcurementRegistration

Health Sector -- Delivery of Essential Drugs

Health Sector: Delivery of Essential Drugs

Manufacturing

Registration

Selection

Procurement

Distribution

Prescription & Disbursement

Random inspections

Monitoring based on

transparent & uniform

standards

Tracking systems

User surveys

Media coverage of drug

selection committee meetings

Competition & Transparency

Tackling decision points vulnerable to corruption

How can we improve governance and reduce

corruption?

Improving Governance Systems:Supply and Demand

Supply-side Strengthen capacities and organizational arrangements – leadership, skills, human resource & financial management systems – embodied in state institutions to deliver public goods and services

Demand-side Strengthen accountability arrangements that enable citizens and firms to hold state institutions and officials responsible for decisions and outcomes:State institutions --elections, political parties, parliaments, judiciariesNon-state institutions -- free press/media, civil society organizations

Enhancing Transparency

fosters dialogue on expenditure flows &

efficiency

Links spending data to service delivery

outcomes for all levels of government

MORE OPENGOVERNMENTS

20 countries and growing,

with Moldova live on website

Mapping for Resultsincreases transparency of resources


Strengthen transparency and oversight of aid by country stakeholders

Improve Project Planning and Targeting based on needs

The Power of Transparency and Monitoring: PETS & Primary Education in Uganda

Source: Reinikka and Svensson (2001), Reinikka and Svensson (2003a)

Enhancing Accountability

The Accountability “Triangle”

Voters/Citizens

Politicians/Policymakers

Bureaucracy

Political accountability

Managerial/internalaccountability

Social accountability

What is Social Accountability?

• that relies on civic engagement,• where ordinary citizens and/or their

organizations participate directly or indirectly in exacting accountability

• It is ‘demand-driven’ or “bottom-up”• and complements non-effective,

formal accountability systems

. . . an approach towards building accountability

The Report Card: Improving Public Services in Bangalore

5 6 49

25

1

14

4147

42

67

34 34

16

32 32

73

94

73

92

7378

8596

77

n/a n/a0

102030405060708090

100

Agencies

% s

atis

fied

1994 1999 2003

Source : PAC

Access to Information creates an enabling environment for open government

• Building the capacity of governments in Africa, South Asia, and Latin America to adopt & implement ATI and respond to citizens requests

• Increasing public awareness and civil society capacity to use ATI for government accountability

BangladeshShamima Aktar uses ATI to fight

for beneficiary rights for poor women


Huduma, Kenya: Amplifying Citizen Voices Via ICTs • Geo-Reference with

categories (Health, Water etc having different dots)

• Timeline indicating response times

• Bubble with location names getting bigger depending on veracity of problems reported

• Flagging: of actions with delayed response (red) & (green) for efficiency.

• Budget Layer: tagging project, concerns with budget information

ANSA Network “Check My School” project

Where are my teachers today?

Elementary School in the PhilippinesWhat is the schools budget?

AFR

SAR

LAC Legislative

Transparency Network

ANSA Arab

World

EAP

Strengthening Social Accountabilityby supporting networks of non-governmental stakeholders

• CSOs, Media, Youth, Responsible Businesses, Parliamentarians

• Global CSO Fund

• ICT innovations that empower citizens to provide feedback (Co-Lab, Innovation Days)

ANSA Vision: Promoting Responsive Government & Building Active

Citizenship

MORE ENGAGEDCITIZENRY

Increasing Competition & Reducing Discretion

Public Procurement

All supplier companies register, indicating areas of business (e.g., IT, construction, furniture)

Public agencies submit tenders through internet

Automatic e-mail to all companies in selected area

Online information on name, position of official in-charge

Online information on results: who participated, proposals made, scores received, who won bid, historical record of agency’s purchases and contracts

Engaging CSOs: Philippines

¨ Legal foundation a mess with over 100 laws and regulations

¨ New omnibus law needed for clarity and predictability in the process

¨ New law in 2003 with determined efforts of reform minded public officials allied with strong and unified advocacy efforts of CSOs to offset entrenched vested interests

¨ For credible enforcement: requirement that all bids and awards committees must have at least one observer from a certified CSO

¨ Extensive training of CSOs now under way

Using ICT: Chile

Government

Civil societyPrivate Sector

Monitoring Coalition

Observation of planning and awarding processes

Advocacy for reforms (e.g. Procurement Acts, Access to Information)

Monitoring of contract implementation

Contract Transparency and Monitoring

9 countries in Africa

The $64M Question ???

“HOW?”

Bad Governance

Good Governance

Coalition building

The Challenge of Reform

Strategic Communications

Thank You

Governance and Development

Definitions

Diagnostics

Reform Solutions

History

the “HOW”Framework

Extra Slides

Improved Access to Public Expenditure Data

Enabling Environment through Right to

Information Legislation

Budget Data Visualizations

Open Budgets

Mapping for ResultsBungoma County Schools, Kenya

In East Africa in May 20, 2011

(Kenya, Uganda,

Tanzania)

Citizen Feedback though Use of ICTs

Reputational Risk

That Bank lending in countries with corrupt leaders will tarnish the

Bank’s reputation

Fiduciary Risk

That Bank resources will be misappropriated

and in some cases loans may not be

repaid

Development Effectiveness Risk

That corruption will undermine the impact of development efforts in general and in Bank-supported projects

Corruption poses three risks

Desired Impact

Corruption

Dev

elop

men

t Out

com

es

X

X

What might happen with over zealous ring fencing?

Corruption

Dev

elop

men

t Out

com

es X

X*

Improved Budget Transparency & Accountability

Open Access to Public Expenditure Data

at national/ local level

Open Data Free, open and easy access to Census and

Socio-Economic Indicator Data

ICT for Social Accountability Enabling Citizen Feedback on

government programs

Kenya: Open Data / Open Government Initiative

Mapping Public Expenditure/Poverty

EXAMPLES (1)

Governance and Development

Documents

additional information