This week in Addis Ababa, Ethiopia, during the Third International Financing for Development Conference, the United Nations, along with the World Bank Group, and the governments of Canada, Norway and the United States, joined country and global health leaders to launch the Global Financing Facility (GFF) in support of Every Woman Every Child. Partners announced that $12 billion in domestic and international, private and public funding had already been aligned to country-led five-year investment plans for women’s, children’s and adolescents’ health in the four GFF front-runner countries: Democratic Republic of the Congo, Ethiopia, Kenya and Tanzania.
Editor's note: this essay was the Overall Winner in the 2015 PPIAF Short Story Competition.
India needs large investments in infrastructure for accelerating inclusive growth aimed at poverty alleviation and improvement in quality of life. Given the fiscal constraints that leave little room for expanding public investment at the scale required, Public-Private Partnership (PPP) has emerged as the principal vehicle for attracting private investment in infrastructure.
However, much of the private capital required for PPP projects has to be raised from domestic financial institutions that do not have the capacity or instruments to provide long-tenure debt for projects having a long payback period. While financial sector reform is a long-drawn process, this essay demonstrates how a well-designed intervention can help in bypassing the extant constraints without compromising on the integrity and prudence associated with debt financing.
By setting up a government-owned financial institution with a mandate to provide about 30 percent of the project debt, a large volume of long-term debt was mobilised while leaving the remaining 70 percent to be financed by the normal banking system. This was perhaps, a first-of-its-kind financial institution which not only lent long-term funds, but also gave a strong signal to the banking system to participate proactively in the financing of infrastructure projects.
As a result, private investments aggregating about US$114 billion have been facilitated without any dilution in the prudential norms of banking. This essay explains the evolution and success of this initiative.
A couple of months ago, I visited Chandra Shekhar Azad College in Sehore, about an hour’s drive from Bhopal, the capital of the state of Madhya Pradesh, India. It was a short visit, but long enough to see that college students the world over have similar dreams and see higher education as a way to realize them.
Are assessments and standardized tests critical to measuring the effectiveness of educational systems? How can communities demand accountability from local schools? Suvojit Chattopadhyay argues that assesments can serve as a lever to improving education.
Inadequate sanitation costs India $54 billion a year. To that, add the challenge of juggling our nationalistic aspirations of superpowerdom with the ignominy of housing the largest share of human population that defecates in the open. In light of this, here are six steps to a success sanitation campaign.
. And that’s just a start.
The use of data and technology in procurement make it possible for governments to make informed decisions to maximize development impact. At the World Bank, the Public Integrity and Openness Practice is developing a set of Transformational Engagements, one of which focuses on Data Analytics, to catalyze better outcomes from procurement processes.
The engagement will use data analytics to solve pressing developmental problems. The plan is to combine work on addressing common data problems (how to digitize paper records, how to link different data records, how to present data findings in ways that are accessible and influential) with efforts at the country level. Powered by advanced data analysis, countries can undertake empirical-based examinations of when best value is achieved via procurement, or in which cases and sectors government contracting is promoting the development of competitive and dynamic private sectors.
Work undertaken within the Bank will be informed by the concurrent efforts of others who are exploring different approaches and different techniques to using data and data analytics to drive improved performance. The World Bank seeks to play a constructive role within a community of initiatives to harness the power of information to change how governments function, the relationship between government and non-governmental actors, and the lives of people. Committed to an inclusive process of learning-by-doing, the World Bank is dedicated to building partnerships with researchers, government officials, the private sector, and civil society.
- The World Region
- Public Sector and Governance
- Private Sector Development
- Information and Communication Technologies
- Open Governance; Open Data; Public Finance Management; Public Procurement; Information and Communication Technology; Public Integrity and Openness Practice; Transformational Engagements; Data Analytics; Private Sector Development; Citizen Participation
A new phase of openness began five years ago on July 1, 2010, when the World Bank launched its Policy on Access to Information, which provides access to any information in the Bank’s possession that is not on a list of exceptions. The policy has served as a catalyst and has created an ecosystem of transparency initiatives to make World Bank information and data available to the public. In the years since 2010, the Bank has applied the principles underpinning Access to Information to accompanying initiatives such as Open Data, the Open Knowledge Repository, Open Finances, and Open Contracting, among others. The spectrum of transparency and innovation even extends beyond these initiatives to include the World Bank’s vision on Open Government.
Open approaches are paramount to development. But while access to information and technology are important to the development process, they are only part of the equation in finding solutions. A crucial part of the process lies with global citizens who can – and do – utilize the information and data to engage with and better their communities.
There is a perfect start, there is a less than perfect start and there is an imperfect start. As a social entrepreneur, the thing I have learned is that it pays to START- even if it’s less than perfect or imperfect.
So, there I was, I had left my job, had no savings, but kept people like Bonti in my mind. But, I had no idea how, or even where to start.
Eye Research Center (ERC) Eye Care was officially founded in the summer of 2011. With the generous help of my mother, we were just one clinic – in her kitchen – in the heart of the city. Although we had a strong mission, we quickly realized that to the outside world, there was nothing to differentiate us from other ophthalmic clinics spread across the city. But what exactly was ERC Eye Care? We had initially set it up as a sole proprietorship, as it was the cheapest and easiest registration process, but we weren’t strictly a for-profit business. Were we a NGO? Or were we something else entirely?
Juancito is from a small town in rural Peru. He wakes up every day at 5 a.m. to walk two hours to get to school. One day, he fell and twisted his ankle, but because the nearest health clinic is three hours away, his teacher had to fill in as a health care provider.
Juancito’s story provided the inspiration for the third-place winning team of the first Ideas for Action Competition, sponsored by the World Bank Group and the Wharton Business School. The team noted that the local government — which receives royalties from a mining company — didn’t lack the funds needed for development, but community needs were being overlooked.