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Tajikistan

Why do we need to talk more about risk reduction in Central Asia

Joaquin Toro's picture



Imagine yourself in the last century, walking down one of the streets of a large Central Asian city. You are surrounded by architecture dominated by the Soviet style, with common building types stretching across the blocks. As you walk the streets, suddenly, the ground under your feet starts wobbling and everything around you starts shaking. Buildings, trees, and cars start to shake and you cannot walk any more. Instantly, many structures start to collapse and there is dust and screams everywhere. There is chaos and desperation. An earthquake of magnitude 7+ has hit the city.  This story, a true story, has happened several times in each of the Central Asian countries in the last century.

Part of the #Youthbiz movement? Share your story!

Valerie Lorena's picture

Also available in: Français | العربية
 



A boat trip from Port Elizabeth to Kingstown, in the Caribbean country of Saint Vincent and the Grenadines, is a one-hour trip that locals take several times a day. It was during one of these journeys that the boat of Kamara Jerome, a young Vincentian fisherman, ran out of gas six miles from Bequia City in what is termed locally as the "Bequia Channel." While waiting for help with strong wind gusts and the sun on his head, the idea of developing a boat that would run with wind and solar energy was born. Soon after, the idea became a prototype; a boat using green technology was on the water making 20-year-old Jerome a winner of international innovation competitions and a role model to other Caribbean youth. 
 
In Mexico, young engineer Daniel Gomez runs a multimillion bio-diesel company originally conceived as a research project for his high school chemistry class. Gomez and his partners - Guillermo Colunga, Antonio Lopez, and Mauricio Pareja - founded SOLBEN (Solutions in bio-energy in Spanish) in their early twenties. 
 
Although Daniel and Kamara have different educational backgrounds, they do share one important skill, the ability to identify a problem, develop an innovative solution, and take it to the market. In other words, being an entrepreneur, an alternative to be economically active, that seems to work and not only for a few.

MOOCs and e-learning for higher education in developing countries: the case of Tajikistan

Saori Imaizumi's picture
There has been a lot of talk and research on massive open online courses (MOOCs) and their potential impact, but is it really applicable to developing countries? How can universities take advantage of online content? And what kind of regulations and quality assurance mechanisms do we need? 

Last year, as a part of the “Tajikistan: Higher Education Sector Study,” I led a team to conduct pilot activities to assess the feasibility of using MOOCs and other e-learning content in higher education institutions (HEIs) in Tajikistan.

Recently the Government of Tajikistan has decided to discontinue existing correspondence-based programs for part-time students and shift to a “distance learning” system using computers and Internet technology. Thus, this study was conducted to assess the possibility of using information and communication technologies (ICT) to improve access, quality and relevance of higher education in Tajikistan. In addition, the study supported a mini-project to pilot a number of ICT-based solution models to tackle challenges identified in the country’s National Education Development Strategy.

Recently, we interviewed pilot participants about their experience participating in MOOCs, e-learning and distance education, and then produced a series of short video clips. These videos showcase the impact of potential use of online learning and distance education for improving access, quality and relevance of education as well as reduction of the gender gap. One of the female students in the video mentioned that distance education allows her to continue studying after having kids.

Here is the overview video that we produced:
 
ICT for Higher Education? The Case of Tajikistan

Social Accountability, the ‘New Normal’ in achieving development

Mario Marcel's picture

Global Partnership for Social Accountability Award goes to Ibrahim-Tanko Amidu

Program Manager of STAR-Ghana, Ibrahim-Tanko Amidu presented with "Global Partnership
for Social Accountability Award” for the Africa Region by Sanjay Pradhan of the World Bank.


I recently had the honor of opening the Global Partnership for Social Accountability’s (GPSA) second annual Global Partners Forum in Washington, D.C.

This was the first year I participated in this event in my role as senior director for the Governance Global Practice, and what immediately struck me was the strength and vibrancy of the GPSA network.  In the room that day we listened and engaged with over 200 GPSA partners including key stakeholders from government, academia, business and civil society. Together they represented 75 countries all coming together to discuss a passion for one issue: social accountability.

Social accountability may seem to be just a buzzword, but it is truly the “new normal” in development. Let me explain why.

Structured dialogue, value chain and competitiveness: A journey through implementation, from Copenhagen to Kabul

Steve Utterwulghe's picture



Afghanistan. Photo by Steve Utterwulghe.

This latest blog post should start with a mea culpa. Indeed, my 2015 work plan for public-private dialogue (PPD) did start in Dushanbe, Tajikistan, not Copenhagen. However, who can swear that he never tweaked a title a tiny bit to make it catchier?
 
While Dushanbe hosted the very productive First Regional PPD Forum in the “stans,” the 8th Global PPD Workshop took place in March in the Danish capital. There, “more than 300 representatives from governments, private enterprises, PPD coordination units, investors’ councils, competitiveness partnerships, civil society, business organizations, and various development partners participated in the event. They represented 54 countries and a total of 40 PPD initiatives who joined the event to share their experiences and discuss lessons learned.”
 
High-powered individuals kick-started the Copenhagen event, including HRH Crown Princess Mary of Denmark, who reiterated that, to make a difference in the world, “it will take partnerships across countries, governments, and between public and private sectors.”
 
Once the keynote speeches had been delivered, the real work began among the delegates and with the PPD experts. I jumped from impromptu coffee break to coffee break and strategized with the Côte d’Ivoire delegation on how to prepare for the National Day of Partnership/Dialogue in Abidjan; discussed ways to better involve the private sector in Morocco; debriefed with the Guinea Minister of Industry, SMEs and Private Sector Promotion on how the PPD structure that we helped put in place is strengthening the local value chain for extractive industries (see below); and moderated an engaging session on public-private dialogue in fragile states and conflict-affected countries (FCS), which provided great insights as I prepared to fly out on PPD missions to Somalia and Afghanistan.
 
Aside from the buzz of international gatherings, what really matters for the delegates, from both governments and the private sector, is to get inspired and bring back home ideas that can be adapted locally and successfully implemented. Public-private dialogue is an art defined by some fundamental core principles that can be adjusted according to specific needs and environments.
 
As a reminder, PPD refers to the structured interaction between the public and private sectors to promote the right conditions for private sector development. Its ultimate function is to contribute to a prosperous economy by expanding market opportunities and enabling private initiative. This is also very much the mission of the new World Bank Group Global Practice on Trade & Competitiveness (T&C). Its Senior Director, Anabel Gonzales, wrote in one of her blog posts on Trade and Development in Africa that fostering competitiveness and strengthening supply chains is a key to development and an integral part of T&C’s offering.
 
As I reflected on the links between structured multi-stakeholder dialogue, competitiveness and supply chains, I remembered a Harvard Business Review article written by Michael Porter and Mark Kramer, entitled Strategy and Society: The Link between Competitive Advantage and Corporate Social Responsibility.
 
What particularly caught my attention at the time was the theory on interdependence between companies and society that the Harvard professors put forward. They argued that this interdependence takes two forms: the social impact that a company’s activities has on society, or “inside-out linkages,” and the social influences on the company’s competitiveness, or “outside-in linkages.”
 

Delivering at scale, empowering transformation

Mafalda Duarte's picture

Solar power in Morocco. Dana Smillie/World Bank

In 2014, Tajikistan applied climate analysis to maximize investments in an aging hydropower system upon which half a million people depend. Morocco continued the phased development of a 500 MW concentrated solar power complex — the first of its kind in Morocco and one of the largest in the world, promising to bring electricity to 1.1 million Moroccans. Indigenous peoples’ groups in Brazil presented and received approval for a $6.5 million plan to advance their participation in sustainable forest management.

These are just a few of the many progressive steps that 63 developing and middle income countries are taking to shift to low carbon, climate-resilient economies with support from the Climate Investment Funds (CIF).

With more than $8 billion in resources expected to attract at least an additional $57 billion from other sources, the CIF is accelerating, scaling up, and influencing the design of a wide range of climate-related investments in participating countries. While this may be only a small portion of the resources needed annually to curb global warming, the CIF is showing that even a limited amount of public funding, if well placed, can deliver investments at scale to empower transformation.

Transforming Primary Health Care in Tajikistan through Performance-Based Financing

Sarvinoz Barfieva's picture

In Tajikistan, primary health care (PHC) accounts for just 27 percent of public health spending and yet PHC accounts for over 70 percent of all referrals and health visits across the country.

Given this imbalance, in April 2014 the country launched the pre-pilot of a new PHC financing mechanism, using a Performance-Based Financing (PBF) approach, which should significantly improve the quality and coverage of PHC services. The pre-pilot phase focuses primarily on the prevention and early detection of maternal and child health (MCH) related diseases and non-communicable diseases.

Tajik women and a child

 

Transforming Primary Health Care in Tajikistan through Performance-Based Financing

Sarvinoz Barfieva's picture

In Tajikistan, primary health care (PHC) accounts for just 27 percent of public health spending and yet PHC accounts for over 70 percent of all referrals and health visits across the country.

Given this imbalance, in April 2014 the country launched the pre-pilot of a new PHC financing mechanism, using a Performance-Based Financing (PBF) approach, which should significantly improve the quality and coverage of PHC services. The pre-pilot phase focuses primarily on the prevention and early detection of maternal and child health (MCH) related diseases and non-communicable diseases.

Tajik women and a child

Apply for SAFE Trust Fund grants

Soukeyna Kane's picture



The SAFE Trust Fund application (Word document) is now open until 27 February 2015.
 
What is SAFE?
 
SAFE means Strengthening Accountability and the Fiduciary Environment. It is a Trust Fund group administered by the World Bank and established by the Swiss State Secretariat for Economic Affairs (SECO) and the European Commission with the aim of improving public financial management in the Europe and Central Asia region. This Trust Fund group provides support for activities to assess public financial management (PFM) performance, identify and implement actions to achieve improvements and share knowledge and good practices across countries in the region.

Engaging governments to increase their capacity: lessons from Tajikistan

Oleksii Balabushko's picture
Pomegranate farm. Tajikistan. Photo: Gennadiy Ratushenko / World Bank

 In 2010-14, we were facing a challenging task: develop a new approach to increase institutional and leadership capacity in Tajikistan’s public sector, including internal capability to initiate reforms. 

How do you build government capacity in a low income fragile state  in a way that would fit with the country context?

If you are familiar with the Western part of the former Soviet Union and have never been to Tajikistan, you are in for a surprise. The differences with countries such as Ukraine or Georgia are staggering.  To put things in the global perspective, Tajikistan has a GDP per capita lower than Cameroon, Djibouti and Papua New Guinea. The country suffered a civil war that lasted five years (1992-1997), resulted in massive internal displacement and decimated civil service. Despite establishing formal governing institutions after the war, institutional capacity remains weak.


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