As one of the forerunners of the World Bank’s new Human Capital Project, Tunisia was one of the six countries that presented their vision for human capital development at the World Bank Annual Meetings held October 10 – 11 in Bali, Indonesia.
Why digitize public procurement?
Many countries have an opportunity to digitally transform public procurement systems to achieve enhanced efficiency, accountability, transparency, and participation of small and medium enterprises (SMEs). Digitally transforming public procurement would also accelerate national development objectives, such as enhancing public service delivery, developing human capital and the private sector, and gender empowerment.
When I arrived in Tunis almost a year ago, one of my colleagues at the World Bank office tried to explain to me how the rules in effect had made it impossible to export high-quality olive oil. I found it difficult to understand what she was saying, as it seemed to me that the export of high value-added products should be a major goal for the country. However, to date, the problem persists ...
Watching party activists pass out election leaflets in Bizerte on Labor Day gave me the first tangible feel that local elections were coming, in an otherwise quite understated campaign. While some may feel disappointed about the relatively low-key process, and even more so with voter turnout, sometimes ‘understated’ is also a good thing: the sense that local elections in Tunisia, the first one since 2011, can be a ‘normal’ political occurrence in a context where democracy is evolving.
In 2015, the world committed to Sustainable Development Goal (SDG) 4 to “ensure inclusive and equitable quality education and promote lifelong learning opportunities for all.” More than an inspirational target, SDG4 is integral to the well-being of our societies and economies – to the quality of life of all individuals.
Photo: only_kim / Shutterstock.com
There are many drivers of climate change, but few would disagree that energy infrastructure built according to “business-as-usual” standards is a major one. Meeting the lofty goals set at the 2015 Paris Climate Accords requires powering our homes, businesses, and government agencies with a cleaner mix of energy that includes more renewable sources. It also requires promoting standards that encourage energy efficiency—for example, for appliances or building codes—as a low-cost and high-impact way to reduce greenhouse gas (GHG) emissions.
The Global Infrastructure Facility (GIF) is playing a positive role by preparing bankable, climate-smart projects that help countries build low-carbon energy infrastructure and encourage greater energy-efficiency measures. The GIF both drives and leverages private sector investments in climate-smart projects by promoting good governance and standardization in project preparation and has a sizeable portfolio of climate-smart projects in the pipeline.
Continuing the dialogue and peer-to-peer exchange on the benefits and challenges to fiscal transparency is essential to sustaining the momentum for reform. The time for action is now — the Arab world has a chance to go from lagging to leading on fiscal transparency.
Creating jobs is not cheap —as I discussed in this post— and it can also be a slow process. It takes time for an idea to become a business plan and eventually a new or larger business. At the same time, in many developing countries, macro and regulatory policies often discourage entrepreneurship and investments. Reforming these policies takes time and having results on the ground even longer.
In the meantime, in many countries, there is a sense of urgency to address important labor challenges. It is not only youth unemployment or inactivity but also the fact that many of those who have a job are in very low productivity, very low-quality jobs. Citizens are becoming frustrated and impatient. What can be done in the short-run?
Creating more and better jobs is central to our work at the World Bank and a shared goal for virtually all countries —developed and developing alike. But oftentimes the policy debate turns to the cost and effectiveness of programs and projects in creating jobs.
As an example, I recently found myself in the middle of a discussion regarding a development project aimed at creating employment: one of the reviewers objected given that the cost per job created was too high. “More than $20,000 per job,” he said, comparing it to much lower numbers (between $500 and $3,000 per job) usually associated with active labor market programs such as training, job search assistance, wage subsidies, or public works.
But what is the rationale behind these numbers?
Having spent much of my working life working with and in countries in transition, it remains painful to watch the disillusionment that so often strikes people that had the courage to change a bad political situation, but then are forced to live through economic hardship. It is those that chose change that seem always to suffer most. But one source of hope is that, fortunately, this hasn’t stopped people from trying. This was true for Southern Europe in the late 1970s (though I was still in school at the time), Central and East European countries in the 1990s, several African countries in the 2000s and, as history has a knack for repeating itself, Tunisia today.