Recently, Ethiopia’s parliament unanimously approved one of Africa’s strongest anti-tobacco laws. Ethiopia’s new tobacco control law is comprehensive as it requires 100 percent smoke-free public and work places, bans tobacco advertising and promotions, restricts the sale of flavored tobacco products and mandates pictorial warning labels covering 70 percent of the front and back of all tobacco products. The law also bans the sale of heated tobacco products, e-cigarettes and shisha, and prohibits tobacco sales to anyone under the age of 21.
Over the last twenty years, impact evaluations have dramatically expanded the body of evidence about which types of development programs work, when, and why, but their application has been heavily concentrated in a few sectors. 83% of the trials in 3ie’s worldwide repository are focused on health, nutrition, and population programs.
As highlighted in the UN-World Bank report Pathways for Peace: Inclusive Approaches to Preventing Violent Conflict, the number of violent conflicts has increased since 2010, thus raising the question of how violence and its escalation can be prevented. Conflict prevention mechanisms exist. Let’s take a look at Early Warning and Response Systems (EWRS), but first, what is early warning and early response?
- This is the best thing I’ve read all week, particularly because it contrasts so much what my usual workflow looks like with what I would like more of it to look like – Cal Newport (of Deep Work fame) asks in the Chronicle Review “is email is making professors stupid?”. He notes that in the modern environment professors/researchers act more like middle managers than monks and suggests reforms to significantly restructure work culture to provide professors more uninterrupted time for thinking and teaching, and require less time on email and administrative duties. He gives the example of Donald Knuth, who does not have email and has an executive assistant who “intercepts all incoming communication, makes sense of it, brings to Knuth only what he needs to see, and does so only at ideal times for him to see it. His assistant also directly handles the administrative chores — things like scheduling meetings and filing expenses — that might otherwise add up to a major time sink for Knuth. It’s hard to overstate the benefits of this setup. Knuth is free to think hard about the most important and specialized aspects of his work, for hours at a time, disconnected from the background pull of inboxes”. It does make me think back to this old post I wrote on O-ring and Knowledge Hierarchy production functions for impact evaluations though, and the continued ability of O-ring issues to stymie my projects.
Now that I’ve noted that, here’s plenty of things to distract you from working deeper:
- development impact links
It is a foggy afternoon in Sarajevo and the sound of the bell signals the end of classes for the day. The engineering school students rush out of the building, and while most scatter in different directions, some of them head to a kiosk nearby.
With a population exceeding 3 million, only 10% of Addis residents are connected to the sewerage system and an estimated 10% continue to practice open defecation. As a result, in 2007 the Addis Ababa Water Supply and Sewerage Authority (AAWSA) began a pilot to build approximately 200 shared sanitation facilities. After the pilot’s success, AAWSA took the next bold step of aiming to build 3,000 shared sanitation facilities, more than 600 of which have been successfully completed since 2016. These shared sanitation facilities include public facilities serving high-traffic urban areas and communal latrines shared between clusters of households in low-income communities.
Although the utility AAWSA has over a decade of experience in designing and implementing public and communal latrines, the learning continues as they maintain an adaptive learning mindset and as they integrate innovation in this aspect of their work. Below we present some key learnings from their decade’s journey of providing improved sanitation services for the population of Addis.
Legenda | Shutterstock
This is one in a series of blogs by Jeff Delmon using the metaphor of marriage (or divorce) to explore the dynamics of public-private partnerships (PPPs) as relationships created between two parties.
As I wondered which of the many fascinating ideas from the World Bank’s inaugural annual Data Day to recap in a blog, it occurred to me that there was likely selection bias in those who chose to attend. Presumably, some skeptics of big data chose to skip the day entirely. So this blog is aimed first and foremost at the skeptical.
When we first started activities in Jalalabad city, the capital of the eastern province of Nangarhar, people were not familiar with community driven programs in urban areas; and there was no tradition of cooperation among different members of the community to jointly solve issues. Their relations with local government, especially the municipality, were weak since it could not address many of their basic needs, like access to clean drinking water.
As the Citizens’ Charter Communication and Outreach Officer in Jalalabad, I initially felt that community members were not feeling empowered and, therefore, didn’t see the value of working together to increase the prosperity of their community.
Before the project started in 2017, there were no organized councils that people could turn to, to address their shared problems. Shir Mohammad, a resident from Jalalabad’s District 5, told me: “It was so hard to gather people to discuss an issue in the area.