1. Demand for Good Governance: Update for GAC Council Meeting June 23, 2008
I’m Rob Chase, from the Social Development Department, and I’m the Bank’s focal point for the Demand for Good Governance.
As Laszlo said and you’ll see from this presentation, demand-side work is a theme cutting across Bank-operations. [We worked closely with PREM, EXT and LEG on this presentation and received more than 100 examples from VPUs, included in your binders].
Just as, when we’re thinking about what’s happening to food or oil prices, we need to think about the interaction of supply and demand, we need to consider both the supply and demand for effective government services. And across operations, people are already supporting the demand-side of good governance. But they may not be thinking about it explicitly.

2. Demand-Side Work Delivers Results: Evidence from Uganda
Community-based monitoring of primary health care
Posters & community discussion about health indicators
Rigorous impact evaluation
Randomized field experiment
Differences-in-differences empirical estimates
Transparent information, civil society engagement, and social accountability improved health results
16 percent increase in visits to health posts
1.7 percentage point (33 percent) decrease in infant mortality
Let me give you an example from Uganda of what we’re talking about.
We supported a field experiment of how citizen monitoring affected primary health care. In random communities we put up posters about how indicators for their health post compared to district and national averages. We then organized community discussions about what those posters said and what should be done about them.
Using “gold-standard” evaluation techniques, we found that clear information, matched to standards, and community engagement about that information, made a big difference in health outcomes. There were significant differences in lots of indicators. Most pointedly, there was a 33 percent decrease in infant mortality.
Now, while all these Uganda examples are nice, we need many more.

3. Overview Main messages Roadmap
Transparency, civic engagement and social accountability deliver development results
Demand-side efforts require multidisciplinary perspectives
Many small, fragmented examples across organizations, regions and sectors
Skills mix, fragmentation and incentives inhibit scaling-up and mainstreaming
Roadmap
Context & Typology
Scaling up & Mainstreaming
Challenges and Next Steps
To give you a sense for the main messages and structure of this presentation, we know from lots of experience inside and outside the Bank that transparency, civic engagement and social accountability, that supporting the demand for good governance, delivers results.
But working on these issues requires collaboration between several disciplines, summarized in the call from country directors for “multi-level governance” skills.
The World Bank Group is already involved in a fair amount of this work, but these examples are spread out across the organization, are supported as pilots paid for by trust funds, and often happen not because of the Bank’s incentives and procedures, but despite them.
While through the GAC strategy, the organization has committed to mainstream and scale-up this work, skills, fragmentation and incentive make it hard to do this.
The presentation is in three parts:
How do we frame what we’re trying to do, in terms of our mandate and what we’re already doing on the demand for good governance?
What actions have LEGAL, EXT and SDN already taken to meet our commitments under the implementation plan?
What steps does the GAC Council need to take to address constraints to meeting those commitments?

4. Multi-stakeholder Engagement
Engaging systematically with a broad range of government, business and civil society stakeholders is key to GAC reform and development outcomes – so, consistent with its mandate, the WBG will scale up existing good practice in engaging with multiple stakeholders in its operational work, including by strengthening transparency, participation and third-party monitoring in its own operations.
GAC Strategy Guiding Principle #5
Just to remind, the GAC strategy adopts as a guiding principle that we need to scale up existing good practice on the demand-side

5. GAC Implementation Commitments
Objective: Scale up and mainstream support for transparency, civic engagement and social accountability
GAC Implementation Plan Action Area: Promoting country team engagement on the demand-side of governance
“Countries are supported to enable them to have a strengthened focus on demand-side drivers of accountability”
“Building on past experience, ensure resources are available on terms suitable to support demand-side activities”
“Provide guidance to staff on demand-side good practice and mandate issues vis-à-vis civil society engagement”
Further, the GAC Implementation Plan commits the Bank to specific actions to scale up and mainstream demand-side work.
Three broad areas:
The CGACS will focus on demand-side accountability
Resources will be made available to support innovations
EXT, LEG, and SDN will develop guidance to staff for how to work on transparency, civic engagement and social accountability

6. Framework for Accountability Relationships
Users
Providers
Policymakers
Demand Side Approaches
Supply Side Approaches
Voice
Service Compact
Intellectual framework for this work is well established, most notably in the WDR (2004) on service delivery
Demand Side Approaches complement Supply Side Approaches
Client Power

7. Types of Demand-side Interventions
Information & Transparency
Promote and create two-way-communication between government and citizens through access, disclosure, and dissemination of information and transparency norms
Participation & Consultation
Encourage and mediate opportunities to build multi-stakeholder coalitions that combine public and political will for policies, public spending and project planning
Monitoring & Oversight
Empower and encourage citizens, civil society and the media to enact their rights to supervise and oversee policies, programs, projects, and services
Capacity Building
Educate and enable civil society, authorities, and the media to effectively participate in a multi-stakeholder debate of policies, programs, projects, and services
Levels
Community & Local Government
Sector
National
Entry points
National dialog
AAA
DPLs
Investment Lending
Operational policies
Learning Networks
While there’s a great deal of work being done to support the demand-side, it’s useful to organize that work.
Four types of activities or “functional areas”:
Information needs to be available and understandable to stakeholders
There need to be opportunities for citizens to interact with authorities, particularly as they are designing policies, programs and projects
Stakeholders need to be able to hold authorities to account for delivering what they promise
All of this requires stronger capacity of all stakeholders, including civil society and officials
The Bank gets involved in these functional areas at several levels:
Community and local government level
Sectoral level
National level
Further, there are several different entry-points for this work, corresponding to the work we do.

8. Summary of Demand-Side Activities
Stocktaking highlighted numerous interventions
155 total interventions
45% Lending operations
20% DPLs
13% AAA
22% Training & Other
But these interventions are usually:
Pilot components of larger operations
Financed by trust funds
Innovations outside the mainstream
Function
Level
Local
Sector
National
Information &
Transparency
Participation & Consultation
Monitoring &
Oversight
Capacity Building
Based on these functional areas, useful to organize into a matrix.
Taken stock of a sample of activities working on these categories of activities
Not meant to be comprehensive of all that’s being done

9. Participation & Consultation
Selected Examples
Africa Affiliated Network for Social Accountability (WBI)
Uganda Poverty Reduction Support Credit (AFR)
Serbia Implementation of Free Access to Information (ECA)
West Bank- Gaza Integrated Community Development (MNA)
Orissa Rural Livelihoods (SEA)
Peru Rural Roads Project (LAC)
Cambodia DFGG (EAP)
NB. Summary of submissions from GAC Council members in binder
Function
Level
Local
Sector
National
Information &
Transparency
Participation & Consultation
Monitoring &
Oversight
Capacity Building
Binders include examples of work already being done for 155 interventions.
Here are some notable examples.
ANSA Work supports capacity across bottom row.
West-Bank Gaza: Local participation and consultation + monitoring and oversight
Cambodia DFGG: All of these functional areas at national level

10. What Actions Have Been Taken to Scale-up and Mainstream?
Clarifying Legal Considerations (LEG)
Communications as demand-side tool (EXT)
DFGG Coordination and Learning (SDN)
Moving to second section of the presentation:
What actions have been taken in 6 months since implementation began?
LEG
EXT (presented by Edie Wilson)
Coordination and Learning (SDN)

11. Legal Considerations
Overall framework - paragraph 34 of the GAC Strategy:
[i]n keeping with existing practice, as part of the overall framework of cooperation with its members, in undertaking multi-stakeholder engagement, the WBG will, in consultation with government, make sure to work within the country’s constitutional and legislative framework, seek the approval of government where it is required by its operational policies and procedures, and avoid engagements that are not consistent with the Articles framework.
SDN, EXT & LEG developing guidance for staff on civil society engagement, including demand-side approaches
Legal note outlining the considerations for “multi-stakeholder engagement”, focusing on the Articles framework.
Paragraph 34: Controversial paragraph
Need to be sure to work within the Articles framework and work in consultation with partners
Developing guidance for staff on civil society engagement:
what experience we have and how do we build on these operational examples
what resources and skills can be called upon,
what legal considerations do staff need to consider
Legal note on “multi-stakeholder engagement”

12. Draft Legal Note on “Multi-stakeholder Engagement”
Adopt a risk management approach to minimize potential political interference:
Ensure country ownership, ideally through support from a broad coalition including government, civil society and the private sector.
Assess political interference risks in light of country context, actors and activities; develop mitigation measures.
Avoid inherently political activities such as support for electoral process.
Application to particular activities:
Low risk activities: civil society participation in design, implementation and supervision of projects, programs and strategies
‘Grey’ areas: Capacity building for media and NGOs, support for parliament. How to strengthen accountability mechanisms without political interference?
High risk activities: elections, support for political parties
NB: Guidance note will include operational guidance for these ‘grey’ areas.

13. Support to CGACs & Operations
Burkina Faso
Cambodia
Ukraine
Honduras
Yemen
Bangladesh
Kenya
Tanzania
Mozambique
Vietnam
Uganda 
Liberia
Sierra Leone
Guinea
Mauritania
Lesotho
Cote d’Ivoire
Ghana
Malawi
Nigeria
Moldova
Tajikistan
Colombia
Bahrain
Egypt
Kuwait
Implementation of communication support of GAC strategy including research and advocacy
CommGAP support to institutions of accountability, reform projects, post-conflict & fragile states
Support to Bank-financed operations

14. Communication & Governance: Learning, Research and Advocacy Programs
Strategic Analysis and Communication Skills
Securing political will and building coalitions for change
Winning public support for reforms
Building citizen demand for good governance and accountability
CommGAP Governance and Knowledge and Learning Programs (EXTCD)
People, Politics and Change (government officials and donors)
Building Coalitions for Governance Reform (Bank operational staff)
Communication and GAC Implementation (Bank communication specialists)
CommGAP multi-disciplinary knowledge events and products
Governance Reform Under Real World Conditions: Citizens, Stakeholders, and Voice (book)
“Governance Reform Under Real World Conditions” (expert dialogue)
“Generating Genuine Demand with Social Accountability Tools” (expert dialogue)
“The Role of the News Media in the Governance Reform Agenda” (with Harvard)
Accountability; the role of media systems & organizations (publications)

15. DFGG Coordination and Learning
Funding Mechanism: DFID Partnership signed
Peer Learning Network
440 participants: 75% inside & 25% outside Bank
How do we share experiences to scale up and mainstream these interventions?
Stocktaking & Framework
WBG activities supporting transparency, citizen engagement & social accountability
Identify promising examples, principles and entry-points
Learning Series and Summit
DFGG Peer Learning Summit, June 2-3, 165 participants
Regional and Sectoral workshops, presentations
Web-site and Blog-space
1. One of the GAC Implementation Plan Commitments: provide resources for Demand-side innovation
2. Peer learning network: Lots of interest from varied practitioners: across regions and sectors within World Bank and civil society organizations
3. Stocktaking of what’s being done
4. Learning resources and events

16. Challenge #1: Mainstreaming Participation & Consultation
Objective:
Increase opportunities for civil society participation and consultation throughout project cycle
Examples:
PRS processes not living up to potential
Participation in sectoral reforms and investments need greater support
Challenges:
Multi-stakeholder engagement the exception rather than the rule
Insufficient “multi-sector governance” skills and resources to incorporate throughout operations at all levels
Function
Level
Local
Sector
National
Information &
Transparency
Participation & Consultation
Monitoring &
Oversight
Capacity Building
Third section of the discussion:
what constraints exist to the Bank to scale up and mainstream this work?, and
what can the GAC Council do about it?
First challenge, how do we mainstream participation in Bank operations?
Not central to how the Bank works…
Incentives not supportive of encouraging our partners to invite systematic involvement
While participation delivers better stakeholder buy-in and, ultimately, higher quality operations, it can be costly and can delay project processing
Need specific skills to organize, which requires local knowledge about who should be involved and how to facilitate productive input

17. Challenge #2: Non-executive accountability institutions
Objective:
Work with partners to support the enabling environment for greater independent oversight
Examples:
Support for Right to Information activities
Media capacity and support
Parliamentary oversight
Judicial reform
Challenges:
Many pilot activities in a sporadic, uncoordinated manner
Lack of clear institutional mandate
Unclear entry points to operations
Function
Level
Local
Sector
National
Information &
Transparency
Participation & Consultation
Monitoring &
Oversight
Capacity Building
National level environment for independent oversight
Pilot activities in different parts of the Bank, but always sporadic
Legal issues highlight why this is difficult area
Unclear operational entry points

18. Challenge #3: Link supply & demand of local governance
Objective:
Develop coherent support that builds local authorities’ capacity and opportunities for citizens to hold those authorities accountable
“Because responsibility for decentralization/ related support to operational units is split among PREM, SDV and Urban, the support is often fragmented in a field where a highly collaborative and co-ordinated approach is essential for effectiveness. As a result, support to client countries has not capitalized on the Bank’s significant depth and breadth of expertise” (IEG)
Challenges:
Coordination of diverse WBG approaches to local development: CDD, PREM, Urban, CBNRM, SP
Aimed to improve development effectiveness
Exploring multi-disciplinary approaches
Driven at the country program level
Function
Level
Local
Sector
National
Information &
Transparency
Participation & Consultation
Monitoring &
Oversight
Capacity Building
Lots of activity supporting local development space
Bottom-up through CDD approaches
Support for supply through decentralization
Need effective interaction between supply and demand in local development
IEG report on decentralization highlights problems
Need to find better way to work on local level

19. Questions for Discussion
How can we assure that TTLs more systematically incorporate consultation & participation into design and implementation of operations – and AAA work?
How can we more systematically leverage EXT’s communications and outreach skills in the Bank’s operational products?
How, if at all, should we systematize support for non-executive accountability institutions?
How can we overcome our existing stovepipes and fragmentation and address local governance in an integrated way?

20. THANK YOU!

21. Communication & Governance
Functional Elements
Communication Support
Information & Transparency
Support to CGACs & Operations
Participation & Consultation
Civil Society
Monitoring & Oversight
Research & Advocacy
Capacity Building
Training & Capacity Building

22. Civil Society in Demand Side
Demand side requires more CSO participation of World Bank staff
Pilot and scale-up Bank-CSO collaboration and joint-learning
Improved coordination, synergies and joint-learning within WBG on CSO engagement, including GAC
Structure and process for issue- and results-oriented global dialogues with CSOs, e.g. on GAC

23. Communication & Governance Research & Advocacy
Objective:
Gather knowledge, evidence, and lessons learned around the world to develop tools to support governance reform programs
CommGAP multi-disciplinary knowledge events:
Expert Dialogue on “Governance Reform Under Real World Conditions”
Expert Dialogue “Generating Genuine Demand with Social Accountability Tools”
Harvard – World Bank Workshop “The Role of the News Media in the Governance Reform Agenda”
Knowledge products:
Governance Reform Under Real World Conditions: Citizens, Stakeholders, and Voice
Publications on issues of accountability; the role of media systems & organizations (in progress)
Practioner’s guide on accountability mechanisms and tools (in progress)