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EXTENDING SOCIAL PROTECTION COVERAGE
LESSONS FROM RSR
Hideki MoriManager, RSR Program
World Bankhttp://www.worldbank.org/rsr
What is RSR?• Created in 2009 as a 4yr program to
support LICs respond to the FFF crisis– Urgent social needs stemming from the crisis– Build up capacity and institutions to respond
better to future crisis
• Trust fund resources provided by:– Phase 1 ($61.5m): The Russian Federation,
Norway, the UK– Phase 2 ($48.8m): Australia, Sweden, Norway,
the UK so far
• So far 80 projects in 40 IDA countries (the entire list in Progress Report 2013)
• Small funding for catalytic impact
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Russian Federation, 50.0
Norway, 20.3
The United
Kingdom, 26.0
Australia, 3.0
Sweden, 10.4
RSR Supports• SP system building/strengthening in IDA‐eligible countries– Non‐IDA countries may be included in South‐South learning, CoPs and toolkits
– In emergency, may channel funds for benefits
Social Protection and Labor’s Share in New Lending Commitments
2.17%
1.55% 1.77%
3.16%
4.37%
9.09%9.65%
7.30%
10.37%
5.53%
4.83%
11.61%
5.72%
7.71%
5.47%
3.27%
2.32%
10.62%
6.55%
13.22%
0.93%
2.76%2.30% 2.33%
5.87%
2.70%
3.76%
6.24%5.64%
7.71%
2.41%
7.17%
3.99%4.25%
4.61%
5.47%
2.56%
3.96%
7.01%
5.15%
FY92 FY93 FY94 FY95 FY96 FY97 FY98 FY99 FY00 FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11
IBRD IDA
Asian Crisis
LAC Crisis
FFF Crisis
Social Protection and Labor’s Share in Annual Disbursements
0.77% 0.92%
1.73% 1.77%
3.16%
5.80%
9.87%9.54%
11.00%
3.46%
4.72%
7.98%7.74%
8.96%
7.96%
6.91%
3.11%
8.13%
13.08%
6.16%
1.23%
2.41%
1.01%
2.86%2.38%
2.96%3.46%
3.16%3.75%
4.58% 4.45%
5.94%
4.90%5.21% 5.30%
6.30%
4.08%3.58%
5.63%
6.62%
FY92 FY93 FY94 FY95 FY96 FY97 FY98 FY99 FY00 FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 FY11
IBRD IDA
LAC Crisis
Asian Crisis
FFF Crisis
Strategic Operations Model
Theme 1: New or improved Social Protection & Labor (SPL) system components, platforms and architecture for a specific country or countries
A. Systems diagnostics, analysis and stock taking1) Diagnostic studies, stock taking notes and mapping of SPL programs, beneficiaries, or data collection
practices2) Identification or development of effective options by comparing the existing programs, their performance,
cost‐efficiency with programs in similar circumstances in other countries
B. Specific elements of system components, platforms and architecture, including:1) Building systems for robust identification of beneficiaries and development of registries2) Improving processes for determination of eligibility3) Developing effective appeals and grievances procedures4) Streamlining payment systems to minimize the risk for error fraud and corruption and increase efficiency5) Setting up appropriate evaluation arrangements6) Establishing practices for communication and outreach7) Building information systems for better service management8) Improving administrative processes and clarifying rules
C. Inter‐ministerial program harmonization of policies, programs and administrative arrangements1) Coordination of legal and policy level frameworks2) Integration of individual programs into coordinated, national systems through harmonization and use of
common components, platforms or architecture [from the list B. 1) –8) above]
Theme 2: Increased cross‐national learning and knowledge‐sharing for SPL service delivery
A. South‐South & Peer‐to‐Peer learningB. Communities of practiceC. Analytical and operational toolkit
Theme 3: Protection of access to basic services in times of crisis for a specific country or countries
A. Providing nutrition benefits ‐ particularly for young children and pregnant/lactating mothers
B. Providing other forms of social assistance benefits ‐ cash transfers (conditional and unconditional), in‐kind transfers, public works, waivers for school fees and health costs, protection of particularly vulnerable groups (e.g. protection from gender‐based violence) and required administrative support
Example: Cameroon Social Safety Nets• March 2010: 550k RSR funding approved for a TA project
• June 2012: SSN Study completed (Step 2)• March 2013: $50m IDA for “Cameroon Safety Nets” project
– Benefits 420,000 vulnerable people through cash transfers and public works programs
– Operates in the 5 poorest regions—Adamaua, the East, the North, the North‐West, and Far‐North
Step 1. Build an inventory of existing social safety net programs in Cameroon and review their effectiveness
Step 2. Appraise all potentially viable social safety net programs in Cameroon and elsewhere and prepare feasibility plans
Step 3. Design, implement, and evaluate pilot projects to help fine tune best candidates (from Step 2)
Step 4. Evaluate the results from the background studies (Steps 1 and 2) and pilot projects (Step 3) and present findings to Government staff and other stakeholders
Step 5. Design a comprehensive, flexible and suitable social safety net system to reach the poorest and most vulnerable households
More examples• Bangladesh: Safety Net Systems for the Poorest
– Sept 2010: RSR $4m for a pilot CCT project– June 2013: IDA $500m (400,000 beneficiaries)
• Mozambique: Social Protection– Sept. 2010: RSR $2.15m for a pilot public works project– March 2013: IDA $50m for a public works project (100,000 temporary workers/500,000 beneficiaries)
• Rwanda: Safety Nets– March 2010: RSR $2.2m TA project– March 2013: IDA $50m for 2nd SP system project (115,000 HH; 575,000 people covered)
Lessons learned (1)• Taking risks pays off• Relatively small amount can catalyze transformation– Estimated # of beneficiaries: a little over 2 million (50.5% women)
– Indirect impact: South‐South Forums, CoPs, Toolkits
– Led to other form of financing: Zimbabwe (DfID), Timor Leste (self)
– Cancelled (Yemen, Nicaragua, DRC)
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Lessons learned (2)• Building a system capable of responding rapidly is a long, slow
process! (To change or not to change the name… that is the question).– The quality of relationship affects the degree of ownership– The degree of ownership affects the quality and the pace of implementation
• Basics matter ‐ Quality control pays off– The best get funded first (absolutely merit‐based) through competitive
selection
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