DESIGN AND DELIVERY OF WORLD BANK NEW RISK MANAGEMENT VISION IMPLEMENTATION PROGRAM

1. DESIGN AND DELIVERY OF WORLD BANK NEW RISK MANAGEMENT VISION IMPLEMENTATION PROGRAM LanreRotimi Director General International Society for Poverty Elimination / Economic Alliance Group Nigeria, West Africa.

2. EMPLOYMENT SHOCK NATURAL DISASTER PRICE SHOCK HEALTH SHOCK PERSONAL&PROPERTY CRIME POLITICS SHOCK FAMILY&LEGAL DISPUTE TERRORISIM,CIVIL WAR & INTERSTATE WAR

3. OVERALL GOALS • To help achieve increasing convergence between World Bank New Risk Management, NRM Vision Intention and Reality. • To effectively link implementation and evaluation of NRM with the implementation and evaluation of all existing and future similar WB Initiatives. For example CLEAR, ICR, PSM, PE, Anti Corruption etc. • To effectively link implementation and evaluation of NRM, CLEAR, ICR, PSM, PE, Anti Corruption etc and all remaining existing and future similar WB Initiatives with the implementation and evaluation of all Initiatives within UN Final Push to achieve MDGs’ and create sustainable post 2015 Development Agenda.

4. A BALANCED ROLE FOR GOVERNMENTS, FAMILY, COMMUNITY, BANKS, ENTERPRISES, UNIVERSITIES, INTERNATIONAL INSTITUTIONS AND MEDIA • Work to improve performance of all Stakeholders • Good Citizenship play major role in New Risk Management • Good Corporate Governance play major role in New Risk Management

5. A BALANCED ROLE FOR GOVERNMENTS, FAMILY, COMMUNITY, BANKS, ENTERPRISES, UNIVERSITIES, INTERNATIONAL INSTITUTIONS AND MEDIA CONT’D • Good Service Delivery play major role in Role in New Risk Management • Government has a Positive Role - Innovation - Catalytic - Developmental • WDR 2014 Report has helped clarify Roles

6. THE COMPREHENSIVE APPROACH TO NEW RISK MANAGEMENT • Single Minded Approaches do not work • Need to have clear view of objectives - Beyond just getting business for the Bank - Inclusive (Distribution), Sustainable, Democratic Development - Focused on increasing well-being of all Citizens in all Countries Worldwide • Single Minded Approaches do not work

7. IMPLIES THAT CENTRAL QUESTION OF IMPLEMENTING NEW RISK MANAGEMENT VISION SHOULD BE • How to Create a Learning Society? - Promoting and Protecting: 1. Happy, Healthy, Holy Living 2. Smart People; Smart Community (Neighbourhood to Global)

8. IMPLIES THAT CENTRAL QUESTION OF IMPLEMENTING NEW RISK MANAGEMENT VISION SHOULD BE, CONT’D • How to Build Brighter Future Together? - Promoting and Protecting: 1. Peace, Progress, Security, Safety 2. Unity, faith, Prosperity, Welfare

9. IMPLIES THAT CENTRAL QUESTION OF IMPLEMENTING NEW RISK MANAGEMENT VISION SHOULD BE, CONT’D • In ways that effectively and efficiently tackle real and complex problems of:- 1. Natural Disasters 2. Price Shocks 3. Employment Shocks 4. Health Shocks 5. Personal and Property Crime 6. Family and Legal Disputes 7. Terrorism, Civil Wars, Interstate Wars 8. Politics Shocks

10. IMPLIES THAT CENTRAL QUESTION OF IMPLEMENTING NEW RISK MANAGEMENT VISION SHOULD BE, CONT’D • On the ground from Neighbourhood to National to Regional to Global levels, that is in all Communities in all Countries in all Regions in our World today.

11. CENTRAL CONCLUSIONS • Lessons need to be Learnt from failure to fully implement past WDRs’, particularly WDR 2004 – WDR 2013. • All good ideas and pertinent suggestions harvested from WDR 2014 MOOC should be adopted / adapted in the implementation and evaluation of WDR 2014 and beyond.

12. CENTRAL CONCLUSIONS CONT’D • All who have contributed the good ideas and pertinent suggestions adopted / adapted in the implementation of WDR 2014 Report Ideas, Suggestions, Recommendations and future WDR Report Ideas, Suggestions, Recommendations need to be meaningfully involved in all the Policy, Program, Project Interventions, to the extent they are willing and able to get involved.

13. EXTENSIONS • Trade Policy can affect factor prices, this in turn affect the level of investment and this in turn affect the level of Learning - More than offsetting the social costs of distortion

14. EXTENSIONS CONT’D • We have focused on “Learning” but even more important is “Learning to Learn” - Industrial and Trade Policy can enhance a Community Economy’s Learning Capacities (where Community may be as small as a Neighbourhood to Community to Local Government to State Government to National Government to Sub-Region to Region). - Learning in the new dispensation needs to promote and protect Lifelong Education and Lifelong Entrepreneurship

15. POLITICAL ECONOMY CHALLENGES • Political Economy Challenges in New Risk Management need to be tackled - Political Analysis often more simplistic than Economic Analysis - Political Agenda Asymmetrically Applied can have adverse Welfare Effects • Big Question – Are problems inherent in Political Processes? Can the Political Processes be Improved? How?

16. POLITICAL ECONOMY CHALLENGES CONT’D • Sustainable Success Implementing New Risk Management Vision greatly depends on finding, implementing correct answers to these questions as well as effectively monitoring and evaluating this implementation.

17. GROWTH, LEARNING AND INNOVATION: TO WHAT END? • Much of Innovation in Developed Countries has been directed towards saving labour - But in many Developing Countries, Labour is in surplus; Unemployment, Underemployment and Unemployability is the problem - Labour saving innovations exacerbate this key social problem.

18. GROWTH, LEARNING AND INNOVATION: TO WHAT END? CONT’D - With worsening Unemployment and Underemployment problems in Developed Countries, the time is now to address Growth, Learning and Innovation in ways that meet needs of specific Community Economy from Neighbourhood to Global levels on both Developed and Developing Countries sides. - Growth, Learning and Innovation in New Dispensation should address issues of Terrorism, Aid, Trade, Debts, Environment and Corruption, TATDEC. - TATDEC Reinforced by Top Down and Bottom Up Approach within 3PCM

19. IT IS NATURAL RESOURCES / THE ENVIRONMENT WHICH IS “UNDERPRICED” • And Innovation needs to be directed at saving resources and protecting the Environment • The South cannot afford to continue to just “borrow / adapt” technology from the North • The World needs a New “Model” of Innovation

20. PUTTING IT ALL TOGETHER • Achieving increasing convergence between World Bank New Risk Management Vision greatly depends on Testing ideas and suggestions set out in this Presentation. • This Test is Best carried out in New End Hunger and Poverty, NEHAP Pilot Program. • NEHAP Pilot Program would be in Phases

21. PUTTING IT ALL TOGETHER CONT’D • NEHAP Pilot Program Phase 1 could involve the following Stakeholders 1. Major Developed Countries – UK (Lead) ; US ; France ; Russia 2. Major Developing Countries – Nigeria (Lead) ; Egypt ; Brazil ; India ; China 3. Major International Institutions – WBG (Lead) ; IMF ; UN ; EC 4. Major International Foundations – Howard G Buffett (Lead) ; Rockefeller ; Bill & Melinda Gates ; MacArthur 5. Major Media – State Media in the 9 Countries (BBC Lead) 6. Major Universities – Top 10 Universities in the 9 Countries (Cambridge Lead) 7. List of other Key Stakeholders to be made available.

22. THE NEHAP INITIATIVE IS A SET OF:- • 12 Campaigns – Advocacy for True Development and Development Research; Communication for Development Change, Economic Change, Social Change, Security Change and Cultural Change. • 5 Revolutions – Agriculture / New Green Revolution; Enterprise / Industrial Revolution; Government Revolution; Applied Research Revolution; Attitudinal and Behavioural Change Revolution • 8 Agendas – Social Security, Sustainable Livelihood and Community Development, Financial Inclusion, Food Security and Nutrition Security, National Security, Information Service, Risk Management and Poverty Elimination

23. THE NEHAP INITIATIVE IS A SET OF:- CONT’D • Agendas interlinked, interconnected and interdependent with Segments, Reinventing, Initiatives, Revolutions, Basic Services, Infrastructure Services and Campaigns within NEHAP Initiative and NEHAP Initiative Training as One • 3 Main Partnerships – Neighbourhood to Global Network Partnership of Professional Bodies; Coalition Partnerships of Associations and Consortium Partnerships of Service Providers • 1 Platform – Sub-national, National and Global Collective Action • 1 Approach – 3PCM (Policy, Program, Project Cycle Management) for all Neighbourhood to Global Stakeholders

24. THE NEHAP INITIATIVE IDENTIFY 25 ROOT PROBLEMS OF NEW RISK MANAGEMENT • That is an Integral Part of Sub-national, National and International Development Cooperation Initiatives. • The Correct Technical, Political, Security and Spiritual Solutions to 25 Root Problems (Cross Cutting Themes) as well as the Mechanism for Central Coordination of these Integrated Solutions could be found within:-

25. THE NEHAP INITIATIVE IDENTIFY 25 ROOT PROBLEMS OF NEW RISK MANAGEMENT CONT’D • Correct Consultative Research; Diagnostic Studies; Prescription; Surgery and Recovery Management; CRDPSRM and • Fight and Win War on Poverty, Hunger, Disease and Environmental Degradation (PHDE) and Battle Against Arrogance, Ignorance, Indifference, Incompetence, Indiscipline, Injustice, Intolerance, Inequality, Interference and Impunity (A9IC).

26. THE NEHAP INITIATIVE IDENTIFY 25 ROOT PROBLEMS OF NEW RISK MANAGEMENT, CONT’D • Policy, Program, Project Interventions within CRDPSRM, War on PHDE and Battles Against A9IC will be undertaken within 6 Initiatives:- 1. Spiritual Initiative a) Spiritual Deliverance (Christian; Muslim; Traditional; others as applicable in specific Community) b) Spiritual Development (Christian; Muslim; Traditional; others as applicable in specific Community) c) Family Database (Christian; Muslim; Traditional; others as applicable in specific Community)

27. THE NEHAP INITIATIVE IDENTIFY 25 ROOT PROBLEMS OF NEW RISK MANAGEMENT, CONT’D 2. Anti Conflict Initiative a) Conflict Prevention b) Conflict Resolution 3. Anti Corruption Initiative a) Corruption Prevention b) Corruption Curative 4. Risk Management Initiative a) Risk Management Prevention b) Risk Management Curative 5. Empowerment Initiative a) Economic Empowerment b) Political Empowerment

28. THE NEHAP INITIATIVE IDENTIFY 25 ROOT PROBLEMS OF NEW RISK MANAGEMENT, CONT’D 6. Development Initiative a) Physical Development Master Plan b) Economic Development Master Plan c) Human Resources Development Master Plan d) Strategic Talent Management Database. • The 6 Initiatives are interlinked, interconnected and Interdependent with Segments, Agendas, Reinventing, Revolutions, Basic Services, Basic Infrastructure, Basic Support and Campaigns within NEHAP Initiative

29. CONDITIONS FOR SUSTAINABLE SUCCESS 1 • If the Comprehensive Systemic Solutions are to help achieve above 3 Overall Goals, the WBG needs to demonstrate and be seen to demonstrate support for all relevant Sub-national, National and International NRM and Development Cooperation Stakeholder Groups from Neighbourhood to Global levels to:- 1. Shift focus away from problems and passing blame and shift focus towards solutions and opportunities. 2. Shift focus away from Thinking and Talking and shift focus towards Action and Results.

30. CONDITIONS FOR SUSTAINABLE SUCCESS 1 CONT’D 3. Shift focus away from Academic Research and Abstract Research aimed at advancing the frontiers of knowledge and shift focus towards Development Research and Applied research aimed at improving Quality, Service, Speed, Costs and Revenue (where applicable). 4. Shift focus away from working HARDER and shift focus towards working SMARTer through:- a) Accepting New Thinking, New Ideas and New Ways of Doing Things. b) Building New Partnerships, New Coalitions and New Cooperation. c) Accepting Past Flaws and Failures d) Building Bridge between Lessons Learning and Lessons Forgetting.

31. CONDITIONS FOR SUSTAINABLE SUCCESS 2 • A renewed attempt at full implementation and effective evaluation of NRM from Neighbourhood to Global levels that is • An integral part of renewed attempt at full implementation and effective evaluation of End Hunger and Poverty from Neighbourhood to Global levels. • To achieve this the WB and Partners on Developed Countries, Developing Countries, International Institutions, International Foundations, Academic Community, Media sides need:- 1. Better to Best Evidence 2. Better to Best Policies 3. Better to Best Development Results 4. Better to Best Development Impact 5. Better to Best Measure of Success.

32. CONDITIONS FOR SUSTAINABLE SUCCESS 2 CONT’D • To effectively and efficiently meet these Needs the WB and Partners on Developed Countries, Developing Countries, International Institutions, International Foundations, Academic Community, Media sides should recognize that in their Individual and Joint Fight against PHDE and Battles against A9IC Stakeholders Must:- 1. Yield to Nothing 2. Pursue Service for Victory 3. Always Remember:- a) Victory Come from God Alone (Almighty, All Knowing, All Powerful, All Seeing) b) Victory Come from Teams ( small and big – generalists and specialists) c) Victory Come from Celebrations ( encouraging small and big wins in public and in private) d) Victory Come from Sanctions (against offences big and small without fear or favour)

33. YIELD TO NOTHING

34. CAPACITY BUILDING AND COMPLEXITY • The WB Authorities need to ask why is it the case that PSM, ICR, CLEAR, Anti Corruption etc Initiatives achieved less than Optimum? Why is it the case that only small fraction of good ideas and pertinent suggestions in WDR 2004 has been successful implemented? • The WB Authorities need to remember that a Major Component of NRM is Capacity Building; that Effective Capacity Building should be on 3 levels - Individual: Hard Competencies – Learning and Skills and Soft Competencies – Character, Courage and Mindset;

35. CAPACITY BUILDING AND COMPLEXITY CONT’D - Institution: Inclusive Reforms to create enabling environment for Individuals to acquire and upgrade Hard and Soft Competencies and Facilities to deploy Competencies towards supporting the Institution to achieve significant improvements in Quality, Service, Speed, Costs and where relevant Revenue; - Environment / Society: The Political, Economic, Social, Security, Cultural and Religious Space conducive for the Institution to Thrive. • The implication is that WB Authorities need to always remember that NRM Policies, Program and Projects are Policies, Programs and Projects where Complexity Dominates.

36. VICTORY COME FROM CELEBRATION

37. 3 PCM APPROACH • The Policy, Program, Project Cycle Management, 3PCM Approach to Benefits Focused , National and International Development Cooperation, ensures that Policy, Program, Project Interventions; 3PIs’ are Designed and Delivered as One set of Integrated ACTIONS:- 1. Consultative Research ` 2. Diagnostic Studies 3. Prescription 4. Surgery 5. Recovery Management • That is 3PCM Initiative – Design and Delivery of 3PIs’ using (1) – (5) as One and 3PCM Training – Design and Delivery of 3PIs’ using (1) – (5) as One Training are two sides of the same coin. Neither can stand alone.

38. 3 PCM APPROACH CONT’D • (1) – (5) are interlinked, interconnected and interdependent. Any 3PI where one or more of the 5 Actions are not undertaken at minimum certain levels of Effectiveness and Efficiency cannot achieve set Goals and targets at all not to talk of on time. Documents relating to 3PCM Approach, including Generic MAF and Testing MAF available upon request. • If PCM, Project Cycle Management, had been practiced in the past 27 years in ways that achieve increasing convergence between Original PCM intention and reality, much of the flaws and failures of International Development Cooperation in the 1st 50 years (1960 - 2009) would have been avoided. The same mistake is being made in 2nd 50 years of International Development Cooperation that 3PCM could help correct.

39. NEHAP PARTNERSHIPS • Our view is that the intention of MDG 8 Partnership Agreement (3) is for both General Partnership and Partnership Consortium such as NEHAP Partnership Consortium that is a Neighbourhood to Global Service Providers Partnership. • We perceive that lack of this type of Service Providers Consortium account for many shortcomings, drawbacks and hindrances in the work towards achieving all MDGs’ Goals and Targets by 2015 Target date in many countries. The NEHAP Partnership Consortium for Service Providers are:- 1. NEHAP Partnership Local Government Consortium (774) 2. NEHAP Partnership Kingdom Consortium (over 200) 3. NEHAP Partnership State Consortium (36 plus FCT) 4. NEHAP Partnership Zonal Consortium (6) 5. NEHAP Partnership Country Consortium (e.g. Nigeria) (1) - (5) as applicable in specific countries 6. NEHAP West Africa Partnership Consortium (and equivalent Sub-Regions) 7. NEHAP Africa Partnership Consortium (and equivalent Regions) 8. NEHAP Commonwealth Partnership Consortium 9. NEHAP World Partnership Consortium

40. NEHAP PARTNERSHIPS CONT’D • The NEHAP Partnership Consortium for Service Providers will be complimented by NEHAP Consortium Partnership for Service Users; NEHAP Consortium Partnership for Regulators; NEHAP Coalition Partnership for Stakeholder Associations (9); NEHAP Coalition Partnership for Service Users, Service Providers, Regulators, Senior Civil Servants, Political Leaders and Beneficiaries and NEHAP Network Partnership of Professional Bodies. • These 6 Partnerships will significantly facilitate Integration, Cooperation and Constructive Engagement among all relevant Sub-national, National and International Development Cooperation Stakeholders.

41. VICTORY COME FROM TEAMS

42. NEHAP PQIP / PRIP SUPPORT STRUCTURE • NEHAP Initiative has a Productivity and Quality Improvement Program / Productivity and Revenue Improvement Program, PQIP / PRIP Support Structure. • Each Unit – Ministry, Department, Agency of Government will have National and Global Service Providers Support as appropriate from:- 1. Apex Executing Agency – External 2. Apex Executing Agency – Internal 3. Apex Evaluation Agency – Internal 4. Apex Evaluation Agency – External

43. NEHAP PQIP / PRIP SUPPORT STRUCTURE CONT’D • Each Unit and its Service Providers at National and Global levels will be supervised by Statutory Regulators as appropriate from:- 1. Apex Assessment Agency – Regulator Evaluation 2. Apex Rating Agency – Regulator Evidence. 3. Apex Risk Management for Coping and Opportunities Agency – Regulator Risk Management • The Consortium Partnership Framework will be Designed and Delivered to the work of Service Providers and Service Users in Neighbourhood to Global Executing Agency External; Executing Agency Internal; Evaluation Agency Internal; Evaluation Agency External; Assessment Agency / Regulator Evaluation and Rating Agency / Regulator Evidence; Risk Management for Opportunities and Coping Agency / Regulator Risk Management.

44. NEHAP INITIATIVE OPERATIONAL: • Segments: Development; Diplomacy; Defence and Security; Elections and Democracy; Monitoring, Evaluation and Assessment; Service Delivery; Procurement; Human Rights; Knowledge and Communication • Agendas: Social Security; Sustainable Livelihood and Community Development; Financial Inclusion; Food Security and Nutrition Security; National Security; Information Service; Risk Management; Poverty Elimination • Reinventing: Governance, Government, Office of Citizen, Cities / Urban Areas, Villages / Rural Areas, Enterprises, Banks, Media, International Institutions, Universities / Tertiary Institutions • Initiatives: Spiritual, Anti Conflict, Anti Corruption, Risk Management, Empowerment, Development

45. NEHAP INITIATIVE OPERATIONAL: CONT’D • Revolutions: Agriculture Revolution, Enterprise Revolution, Government Revolution, Applied Research Revolution, Attitudinal and Behavioural Change Revolution • Basic Services: Water; Sanitation; Health; Education; Enterprise; Food/Agriculture; Housing; Sports; Entertainment; Clothing / Personal Care • Infrastructure Services: Electricity; Energy; Telecoms; Transport (Air, Road, Rail, Water); ICT/Internet • Support Services: Justice Administration; Tax Administration; Institutional Reform; Platforms

46. INITIATIVES THEME ANTI CONFLICT DEVELOPMENT RISK MANAGEMENT SPIRITUAL EMPOWERMENT ANTI CORRUPTION EACH AGENDA ITEM IN EACH THEME IS INTERLINKED, INTERCONNECTED AND INTERDEPENDENT

47. NEHAP INITIATIVE OPERATIONAL: CONT’D • Campaigns: Family Farming Campaign, Family Business Campaign, Civil Service and Public Service Campaign, Applied Research Campaign, Attitudinal and Behavioural Change Campaign The 5 Campaigns need to be complimented by the following Complimentary Campaigns:- 1. Presidency Campaign – Campaign for Heads of Government and Cabinets at National and Sub-national levels in Developed and Developing Countries to support NEHAP Initiative. 2. International Institutions Campaign – Campaign for Governing Council, Board and Management of International Institutions: World Bank Group (each Division); International Monetary Fund; United Nations Organization (each Agency); European Commission; Africa Development Bank; Asia Development Bank; Inter America Development Bank etc to support NEHAP Initiative.

48. NEHAP INITIATIVE OPERATIONAL: CONT’D • 3. Tertiary Institutions Campaign – Campaign for Governing Council, Senate and Management of Universities and other Tertiary Institutions in Developed and Developing Countries to support NEHAP Initiative. • 4. Security Agencies Campaign – Campaign for High Command of National and International Security Agencies in Developed and Developing Countries to support NEHAP Initiative.

49. NEHAP INITIATIVE OPERATIONAL: CONT’D 5. National and International Media Campaign – Campaign for Board and Management of National and International Media – Television, Radio, Newspaper in Developed and Developing Countries to support NEHAP Initiative. 6. CSOs’, NGOs’ and Professional Bodies Campaign – Campaign for Governing Council, Board and Management of National and International CSOs’, NGOs’ and Professional Bodies in Developed and Developing Countries to support NEHAP Initiative. 7. New Institutional Order Campaign – Campaign for Laying Foundation and Building Edifice of New International Order – Political, Economic, Social, Security, Cultural and Religious in Nigeria, Africa and World to ensure that 19 Nigeria Immigration Service Interview March 2014 Youth do Not Die in Vain the Chibok Girls abducted April 2014 do Not Suffer / Die in Vain.

50. THEMES SEGMENTS CAMPAIGNS INITIATIVES INFRASTRUCTURE SERVICES AGENDAS REVOLUTIONS SUPPORT SERVICES BASIC SERVICES REINVENTING EACH THEME IS INTERLINKED, INTERCONNECTED AND INTERDEPENDENT