Ghana was the first country in Sub-Saharan Africa to meet the Millennium Development Goal (MDG1) target of halving extreme poverty by 2015. A share of the population living in poverty decreased from 52% in 1991 to 24% in 2012. Ghana is eager to lead the way in Africa again, but this time to graduate extreme poor households, out of poverty. The current policy debates are around graduating in about three to four years some 8.4 % of households living in extreme poverty. But to what occupations?
“Peatlands are sexy!” They aren’t words you would normally associate with peatlands, but judging from the large audience that participated in the lively discussion on financing peatland restoration in Indonesia at the “Global Landscapes Forum: Peatlands Matter” conference, held May 18 in Jakarta, it seems to be true. The observation was made by Erwin Widodo, one of the speakers in the World Bank-hosted panel discussion at the event.
For me, it was a great honor to moderate a panel comprised of several of the leading voices in the space: Kindy Syahrir (Deputy Director for Climate Finance and International Policy, Finance Ministry), Agus Purnomo (Managing Director for Sustainability and Strategic Stakeholder Engagement, Golden Agri-Resources), Erwin Widodo (Regional Coordinator, Tropical Forest Alliance 2020), Christoffer Gronstad (Climate Change Counsellor, Royal Norwegian Embassy), and Ernest Bethe (Principal Operations Officer, IFC).
It was the right mix of expertise to address the formidable challenges in securing resources to finance sustainable peatland restoration in Indonesia. These include finding solutions to plug the financing gap, and identifying instruments and the regulatory framework necessary to strengthen the business case for peatland restoration. A significant amount of finance has been pledged. But one of the key issues the panel needed to address was how to redirect available finance towards more efficient and effective outcomes to reach sustainable restoration targets.
In my previous blogs I have argued that to realize the potential of Public-Private Partnerships (PPPs), the public sector needs to develop Public to Public Partnerships (P2P Partnerships). The more the public sector can work as P2P Partnerships, the more it can change the economic and social value achievable by PPPs above what the public sector can achieve alone.
As P2P Partnerships develop to create an increased scale and scope of PPP opportunities, so too will the need for the private sector to evolve to enable it to respond to those opportunities. This may be in the form of diversified organizations or consortia of private sector organizations through Private to Private Partnerships (Pr2Pr Partnerships).
A key test of organizations seeking to achieve “joint working” (working collaboratively or in partnership together) whether for PPPs, P2P Partnerships, or Pr2Pr Partnerships, is whether they have PALS. PALS is an acronym for the key activities in joint working that stand for Prioritize, Aggregate, Learn and Share.
A few years ago, West Africa was gripped by the Ebola outbreak. The onset of the virus devastated communities and weakened the economies of Guinea, Liberia, and Sierra Leone.
Ebola moved quickly and an immediate response by development partners was badly needed. The governments of the three affected countries requested assistance from UN agencies and the World Bank to lead a coordinated effort to curb the epidemic. The Bank responded by restructuring ongoing health projects to free up resources for the governments to quickly contract UN agencies.
In Egypt, the social enterprise movement has gained momentum in the years since the January 25, 2011 revolution. This moment in history gave Egyptian youth a sense of belonging and control over thier future they had not previously felt; manifesting itself in a proliferation of young social entrepreneurs who are determined to translate their long held dreams into tangible outcomes that help their communities.
Young Egyptian social entrepreneurs join youth across the developing world in pioneering new ways to provide basic services to their local communities. The power of these emerging non-state providers (NSPs) is especially successful in post conflict fragile states like Egypt. While the state rebuilds itself and its capacity to deliver services, NSPs are able to satisfy the urgent need for basic services, stimulate economic activity, create jobs, and reduce poverty through their sustainable market-based, socio-economic solutions.
As can be expected, this last step on the civil society engagement continuum has been the most difficult for the World Bank to achieve over the years. This is because institutional partnerships necessarily involve common goals, shared decision making, and even long term relations. While there are a number of examples of Bank – CSO partnerships in the areas of education, health, and environment, many of these are still ad hoc and pilot in nature. Nonetheless, as the latest edition of the World Bank–Civil Society Engagement Review of Fiscal Years 2010–12 shows, this period represented a watershed in terms of promoting institutional partnerships by providing CSOs with a seat at the decision making table in several funding mechanisms.
During the past three years, the Bank did enter into new partnerships with CSOs on number of fronts. In the area of access to information and open data, for instance, the Bank held joint training workshops on geo-mapping and collaborated on data collection on several programs such as Open Aid Partnership (see photo). In the environmental area, the Bank launched the Global Partnership for Oceans (GPO) in 2012 which includes more than 100 governments, CSOs, and business partners. To date, some 27 CSOs are supporting the initiative, including Conservation International, the Environmental Defense Fund, and World Wildlife Fund. The Bank also established partnerships with Foundations in a number of areas such as health and education, support to fragile states, and gender mainstreaming.
The opening panel at the Alcantara dialogues with speakers from the worlds of fashion, architecture, production, government and international development. Photograph: Connect4Climate/Leigh Vogel
Climate change is a pressing issue. Everyone knows that, certainly the development community and they don't need to be reminded of it. What they do need reminding of is that no one group can possibly solve this problem.
Strategic collaborations around climate change issues and action are essential. As World Bank president Jim Yong Kim said recently: "To deliver bold solutions on climate change, we need to listen to and engage broader and more diverse audiences." This is what the Connect4Climate (C4C) team has set out to do since the program began in 2011.
C4C is a global partnership program dedicated to climate change and supported by the World Bank, Italy's environment ministry and the Global Environment Facility (GEF). We operate as a coalition of more than 150 knowledge partners ranging from major UN agencies to academic institutions to media organizations and NGOs.
Our aim is to convene different organizations, groups and individuals who wouldn't normally speak to one another, around the table to talk about climate change. The first audience we had to convince of the merits of building relationships and networks outside of those which seem immediately relevant, was our own within the World Bank.
For 21 years, Fundación Tzedaká, who won an award at the 2010 Latin America Development Marketplace, has been developing social programs and actions to improve the living conditions of citizens who live in poverty in Argentina. Based on a model that works in partnerships, and with a comprehensive and multidisciplinary approach, they develop programs in areas such as health, education, housing, job training, food, seniors and children, taking family as the focal point of intervention. Transparency, efficient management of resources and consistent accountability are the organization’s pillars.
Some of their programs have been recognized for their contribution to society, as is the case of "Refuot", the largest Community Medicine Bank in the country and “Accion Joven”; a training program that helps young adults improve their development and employment performance and the program which won the LAC DM award. Over 750 young adults have been trained for different positions with a high opportunity rate in the job scenarios.