Social Development at the World Bank: The Journey and the Destination

Social Development DepartmentThe World Bank

Social Development at the World Bank:

The Journey and the Destination

Social Development DaysFebruary 23-25, 2009

Cyprian F. FisiyDirector

Social Development Department

Social Development at the World Bank:The Journey and the Destination

“People are the ends and means of development, and the impact of development on people and their societies is the measure of its success”.

Task Force on Social Development (1995)



Outline Part 1: Social Development Journey at the World Bank Part 2: Coming of Age – The SD Strategy Part 3: Global Context and Emerging Business Platforms Part 4: The Way Forward



Part 1: The Social Development Journey at the World Bank


Founding Principles and their Evolution Social Analysis: to illuminate the project context and make our

operations more effective and people-centered. Participation – started as early consultation and stakeholder

participation and evolved into citizen empowerment. Diversity, Vulnerability and Inclusion – From a concern with

marginal and disadvantaged groups to a broader concern with vulnerability and social inclusion.

Institutions – focus on local level institutions, patterns of social capital to an analysis of the interaction between the state, markets, and society.



Critical Milestones of the SD Journey A: Milestones:

1970’s – 1980’s: Main focus is to improve project effectiveness by mitigating social risks.

Mid-1980 – mid-1990’s: Main focus is to develop methods and tools to incorporate the views of poor in project design.

1995 – Social Development Summit in Copenhagen. 1997 – Social Development Task Group Report and the Creation

of the Social Development Network in the Bank. B: Key Challenge - Moving from Analysis and Advocacy to Action. C: Action required – Reaching the Poor directly and Putting

People First.



Organizing Framework for Social Development – Initiated in Boston (1998)

Mainstreaming Social Analysis and Participatory Approaches (Social Analysis Source Book – 2002).

Enriching and Advancing the Poverty Agenda (Voices of the Poor & 2001 WDR).

Laying the Social Foundations for Sustainable Development – Focusing on the role of culture and values, informal and local level institutions.

Participation and Civic Engagement – Introducing the language of social accountability.

Creation of Thematic Groups (Resettlement, Indigenous Peoples, Participation, Social Assessments).



Part 2: Coming of Age – The SD Strategy

Transforming Institutions to Empower People (2004)




Social Development Strategic Framework – Core Pillars Social Inclusion Social Accountability and Good Governance Social Cohesion



Pillar 1: Social Inclusion A: Vision

Fostering equity of opportunity through the promotion of institutions that ensure equal access of opportunity, by enabling people to contribute to social and economic progress, and to share in its rewards.

B: Goals Identifying and addressing the pervasiveness of group-based

inequalities creating inequality traps for weak and vulnerable groups, especially among indigenous peoples and ethnic minorities.

Facilitating better access to markets and services for the poor. Addressing the challenges of the growing disparities between leading

and lagging regions. Assisting client countries address systemic issues of gender

disparities and inequalities. Addressing the political and social alienation of youth by creating

employment opportunities and access to the job market.



Pillar 2: Good Governance and Social Accountability A: Vision

Enhancing the voice of the poor in policies and decisions that affect their livelihoods and life chances and ensuring that institutions are transparent and responsive to the public interest.

B: Goals Empowering communities and citizens to demand public services and

hold the service providers accountable for the quality of such services. Strengthening the collective action potential and capabilities of citizens

through the disclosure, demystification, and dissemination of information.

Creating avenues for dialogue between state and non-state actors through. consultations and systematic client feedback loops.

Strengthening the formal and informal dispute resolution mechanisms required to enhance cohesive communities.



Pillar 3: Social Cohesion and State Fragility A: Vision

Enabling people to work together to address common needs, overcome constraints, consider diverse interests, and resolve differences in a non-confrontational way, promoting peace and security.

B: Goals Supporting post-conflict and disaster-related reconstruction &

development. (Re)building the local state and state institutions in weak and fragile

situations and states (social capital investments). Dealing with crime and violence as core developmental issues

contributing to the lack of social cohesion. Addressing the social and political alienation of youth and other

vulnerable groups in fragile states. Strengthening the rule of Law and Justice for the poor to address

cultures of impunity. Given the linkages between breakdowns in economy and stability,

investing in employment generation to enhance security.



Part 3: Global Context and Emerging Business Platforms



Major Global Trends Growing inequality in the distribution of wealth and

opportunities between and within Countries. Cumulative impact of food, fuel, and financial crises on the poor

and the vulnerable. Considerable environmental damage and the emergence of

significant global public goods externalities. Changing governance dynamic exacerbated by natural and

man-made crises and disasters. Persistence of conflict and state fragility at the regional,

national and sub-national levels.


Social Development Strategic Objectives and Core Programs

Objectives

Advancing Equity and Inclusive Development

Fostering Social Cohesion & Stability

Strengthening Governance

Promoting Sound Development Projects

Core Programs

Community Driven Development

(CDD)

Development in Conflict-

Affected Areas

Gender, Youth & Ethnic Minorities

Social Accountability &

Civic Engagement

Social Safeguards

Policies

Objectives

Advancing Equity and Inclusive Development

Fostering Social Cohesion & Stability

Strengthening Governance

Promoting Sound Development Projects

Core Programs

Community Driven Development

(CDD)

Development in Conflict-

Affected Areas

Gender, Youth & Ethnic Minorities

Social Accountability &

Civic Engagement

Social Safeguards

Policies



1: Consolidating the CDD Portfolio Goal: Scale up the governance aspects of CDD initiatives and

align these with local governance initiatives. Framework:

Work on the demand side through citizen empowerment and engagement with local governments.

Work with grassroots groups to strengthen their decision-making processes, transparency and accountability in public goods management

Provisioning of basic social services and small infrastructure at the community level.

Identify cross-sectoral and cross-cutting AAA establishing the link between CDD and CCT.

Implement the WDR 2004 recommendation on public service reform on a CDD platform.



2: Supporting Development in Fragile Situations and in Conflict-Affected Areas

Goal: Use Bank Lending and Policy Advice to avert violent conflict, break the cycle of violence in conflict-affected areas, and support the transition to development.

Framework: Promoting state building in fragile situations and re-building

local communities in post-conflict situations. Incorporating upstream conflict analysis into policy documents

(e.g. CAS). Ensuring that Bank-supported investments do not increase or

exacerbate inequities or social exclusion. Enhancing donor coordination and creating synergies to

enhance the peace building impact of development assistance.



3: Dealing with Conflict, Crime, and Violence Goal: Address the conflict, crime and violence theme as a core

development issue that undermines social cohesion and significantly raises the cost of doing business in fragile situations.

Framework: Use community perspectives and initiatives to reduce and

prevent urban violence. Develop an operational framework, with action steps, for

adapting crime prevention measures in infrastructure investments.

Develop a framework to address crime and violence in the management of natural resources.

Work with Justice for the Poor Group to articulate an operational framework for dealing with issues of Social Justice.



4: Demand for Good Governance and Civic Engagement Goal: Help articulate the voice of citizens and civil society in policy

matters and enhance social accountability through: Broadening and institutionalizing the work on participation in

CAS and PRSP/PRSC/DPLs. Investing in the Demand for Good Governance by getting state

and non-state actors to engage on a common platform. Expanding the innovative work on Social Accountability and

Budget Analysis. Supporting demand side programs to improve voice and

accountability in fragile and post-conflict situation. Articulating country specific action plan to institutionalize

demand side approaches.



5: Social Dimensions of Climate Change Approach: Climate change as an issue of equity and social

justice. Reaching political consensus will be difficult unless the post-2012 framework is deemed to be fair, urgent and ambitious enough to protect the most vulnerable.

Goal: Social Dimensions of Climate Change (SDCC) work program aims to promote socially inclusive, climate-resilient policies and operations in client countries through the production of high quality analysis, knowledge products and tools.

The Focus is on (a) promoting pro-poor adaptation and (b) enhancing benefit-sharing and avoiding adverse social consequences from mitigation efforts.

Action: Ongoing action to engage with Forest peoples and to deal with the social and institutional aspects of Natural Resources Management.


6: Social Safeguards - Core Social Safeguards Issues Land Acquisition as a Livelihood Issue Social Inclusion of Ethnic Minorities Voice and Accountability – Systems and Processes



6.1: Land Acquisition and Involuntary Resettlement Land as livelihood: Conceptual basis of the resettlement policy. Landlessness and destitution: Moving beyond the alienable

property aspects to safety nets. Land conversions: Addressing economic growth imperatives of

globalization. Squatters and the poverty dimensions of the resettlement

policy Tools and techniques for dealing with land acquisition.



6.2: Social Inclusion of Indigenous Peoples and Ethnic Minorities – Celebrating Cultural Diversity

Shifting the frame of reference - viewing ethnic minorities with a development/poverty-cum-citizenship lens.

Understanding and addressing systemic and institutional barriers, which create cultural/poverty traps for ethnic minorities.

Recognizing ancestral domain claims and enhancing benefit sharing.

[Group attachment to land seems to be a key determinant underpinning policy application].



6.3: Voice and Accountability – Robustness and Adequacy of the Consultation Process

Promoting transparency in decision making processes with safeguards implications.

Enhancing the representation of all stakeholders in safeguards processes.

Tools and techniques for achieving voice and accountability – Is the use of a social assessment adequate?

[Inspection Panel findings emphasized the independence and integrity of the consultation process].



6.4: New Value Proposition for Social Safeguards – Unbundling the Business Model

Public Sector Project Financing Framework - Bedrock of Eminent Domain Principles.

Shift to Government as Enabler & Regulator - Blurring the lines of Public & Private interests (e.g. Development of Industrial Parks to stimulate growth).

Hybrid Arrangements (e.g. PPPs) - An Extension of Public Purpose Doctrine to Private Investments to achieve wealth creation, job creation, and social stability.

Operational imperatives of sub-national investments – Working with Local Governments.

Addressing social safeguards in the broader context of project risks – Philosophy of the New Investment Lending Reform.

Dealing with Safeguards in the context of “stimulus package” and fast track initiatives.




Part 4: The Way Forward


Consultations with Regional SD Directors Review the Impact of the Albania Inspection Panel Case on the

Application of OP 4.12 in Land Use Planning cases (footnote 8). Link the CDD agenda with the Governance and Decentralization

Programs in the Bank. Address Issues of crime and violence as central to the work on

urban renewal. SDV Anchor should serve as a knowledge broker, facilitating the

introduction of new knowledge sources into the Bank’s policy and lending programs.

SDV anchor should serve as a reserve for rare skills the regions do not possess.



Alliances and Partnerships A: Operational Partnerships

Working closely with the emerging global and regional practice groups.

Working with other ministries and service providers. Establishing partnerships with other donors and sharing good

practice examples. Partnering with other development institutions, especially

regional development Banks and specialized international agencies.

B: Knowledge Partnerships Developing operational networks with universities and research

institutions in the region. Outsourcing some aspects of the social research agenda.

C: Trust Fund Mobilization and Strategic Fit



Corporate Responses to the Financial Crisis – Emerging Aid Architecture

A: Vulnerability Financing Facility Global Food Response Program (GFRP) IDA Fast Track Energy for the Poor Initiative Rapid Social Response

B: Other Vulnerability Funds Infrastructure Recovery Assets Platform IFC Private Sector Platform

C: Implications for Social Development Focus on safety nets and social protection. Need to establish the operational linkages between CDD, stimulus

package, and vulnerability. Tension between Fast track initiatives and the Bank’s Safeguards

Policies (OP 8.00 Procedures Applicable?).



Not covered by this Presentation Strategic Staffing of the Anchor and the Regions. Review of the Strategic Priorities of the Family in light of the

changing Global Context. Role of Non-State Actors (NGOs) in setting Global Priorities and

holding the Bank Accountable. Assessing the social content of Global Public Goods (GPGs) and

other New Instruments. Review of Investment Lending Reform and other Policy

Instruments.



“People are the ends and means of development, and the impact of development on people and their societies is the measure of its success”.

Task Force on Social Development (1995)


Documents

Social Development at the World Bank: The Journey and the Destination