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Bill Gates talks about ‘game-changers’ in financing development

Donna Barne's picture

World Bank Group President Jim Yong Kim, Bill & Melinda Gates Foundation Co-Chair Bill Gates, and UK Secretary of State for International Development Justine Greening. © Simone McCourtie/World Bank

What would be a game-changer for achieving some of the world’s most difficult goals — such as ending poverty and hunger and making sure every child gets a quality education?

Billionaire philanthropist Bill Gates came to the World Bank Group Spring Meetings to answer that question in a thought-provoking conversation about how to finance development for greater impact.

Determined to deliver: Private-sector ingenuity boosts public-sector results, through executive 'delivery units'

Christopher Colford's picture

Innovation is the Holy Grail of governance practitioners worldwide – but, when it comes to public-sector management, is there truly a “science of delivery”? Politics is “the art of the possible,” and governing often seems to be more a skilled craft than a predictable science – requiring an ad hoc alchemy of persuasion, pressure, guile and gumption.

Yet beyond its operational finesse or its scientific rigor, strong governance also requires something more practical – and perhaps more painstaking: diligent management. Improving government agencies’ performance is a key priority for policymakers, and private-sector-style thinking – especially about delivering cost-effective results, on time and on budget – can make a constructive contribution to public-sector management.

Public-sector leaders must always design finely tailored solutions that suit ever-shifting political moods, but they can also adapt the most deft techniques – many of them tested in the private sector – that emphasize achieving tangible results. With a blend of the private sector's can-do drive and the public sector's focus on accountability, an imaginative crosscurrent of ideas enlivened a recent “deep dive” conference at the World Bank that explored a relatively new management mechanism: the results-focused executive “delivery unit.”

The World Bank Group’s Governance Global Practice (GGP) teamed up with a global nonprofit foundation, the Centre for Public Impact (CPI), to convene an expert group exploring this recent innovation in public-sector management. The gathering – “The Future of Delivery Units: Accomplishments, Challenges and New Directions for Reforms at the Center of Government” – was co-sponsored by the President’s Delivery Unit within the Bank Group.

The forum heard various perspectives from governance practitioners, political theorists and academic scholars, along with both practicing and former civil servants. Much of the conference-goers’ thinking also seemed to have been influenced by private-sector logic. The conference’s pragmatism was reassuring amid this year’s primal-scream spectacle, in all too many countries, of political dysfunction. For many good-government idealists, it’s been alarming to see the tumult in many once-stable, now-volatile developed economies where an advanced capacity for governing had seemed well-established.



Bob Beschel, the Global Lead of the Center of Government Global Solutions Group – part of the World Bank's Governance Global Practice – convenes the conference's opening session. Photo by Lana Wong.

The use of delivery units should be evaluated “in the context of management innovation,” as the conference chairmen – Bob Beschel, the Global Lead of the GGP’s Center of Government Global Solutions Group, and Adrian Brown, the Executive Director of CPI – told the participants. Indeed, such consulting firms as the Boston Consulting Group (which funds CPI) and McKinsey & Company have long aimed to bring private-sector-minded efficiencies to public-sector institutions. Having labored in those vineyards awhile, some years ago, I came to see how creatively cross-pollinating ideas can transfer knowledge about best practices among the public, private, social and academic sectors.

Reflections from the 2015 South-South Learning Forum – Part 2

Mohamad Al-Arief's picture
Ministers, mayors, senior officials and experts from both the social protection and urban development spheres wrapped-up their intensive discussion at the 2015 South-South Learning Forum in Beijing, China. It was the first global event that looks at the emerging knowledge and practical innovations in the as-yet underexplored area of social protection in cities. Every single day, more than 180,000 people urbanize globally. Much of the world’s future depends on whether cities thrive or sink. Bank Group staff, who helped put together the Forum, share their reflections:

Reflections from the 2015 South-South Learning Forum – Part 1

Mohamad Al-Arief's picture
Ministers, mayors, senior officials and experts from both the social protection and urban development spheres wrapped-up their intensive discussion at the 2015 South-South Learning Forum in Beijing, China. It was the first global event that looks at the emerging knowledge and practical innovations in the as-yet underexplored area of social protection in cities. Every single day, more than 180,000 people urbanize globally. Much of the world’s future depends on whether cities thrive or sink. Representatives of donor countries, who helped support the Forum, share their reflections:

Leveraging Islamic finance promotes growth and prosperity of small businesses

Bertrand Badré's picture
Shop owners get ready for another day of work in Cairo, Egypt. © Dominic Chavez/World Bank


From the smallest rural villages in Bangladesh to the large, bustling metropolitan centers of Cairo or Istanbul, small and medium enterprises (SMEs) are the lifeblood of Islamic communities around the world, keeping local economies humming.

I first became interested in the potential of leveraging Islamic finance to grow SMEs when I led a seminar on the topic in 1997. I’ve come full circle, almost 20 years later, when I had the opportunity to speak last month in Istanbul at a conference on “Leveraging Islamic Finance for SMEs” organized by the World Bank Group, the Turkish Treasury, the Islamic Development Bank and TUMSIAD, the largest association of SMEs in the country with 10,000 members.

The magic of education in Finland

Barbara Bruns's picture
Photo Credit: Barbara Bruns / World Bank

Anyone working in education is familiar with the story of Finland’s remarkable evolution into one of the world’s top-performing education systems. The country ranked fifth in science and sixth in reading on the 2012 PISA assessment, second on the 2012 PIAAC (the new OECD test of adult literacy) , and is routinely in the top five of practically every other international measure of education quality.  To visitors from standards-and-accountability-heavy countries such as the UK and the US, or from low-performing countries in Latin America and the Caribbean (LAC), Finland’s formula can seem like magic.   All teachers have a Master’s degree. There is no student testing. There are no school inspections or rankings. Students have little homework and teachers work few hours. Teachers are trusted professionals with full autonomy in the classroom.               

My study tour to Finland in September 2015 convinced me that this formula is indeed magic.  Why?  Because the popular version of the “Finnish story” neglects elements of the institutional context that are so hard-wired into the system that the locals hardly register them.  Three crucial elements, in particular, create an accountability framework that makes it possible for the “magic” to work. 

How to accelerate the process and reduce costs for public-private partnerships? Recommended PPP contractual provisions

Mark Moseley's picture

All of the parties involved in public-private partnership (PPP) transactions – including both governments and project developers – frequently express concern over the time and expense involved in creating the legal agreements that are at the center of every PPP project. Everyone recognizes the importance of PPP contracts, since they are the documents that set out how the partnership will work – but there are constant calls for making the contractual drafting process quicker and less expensive.

In response, World Bank Group (WBG)’s PPP Group has launched the Recommended PPP Contractual Provisions Initiative, with the aim of developing recommended language on certain key provisions found in virtually every PPP contract. Under this initiative, the WBG’s PPP Group has produced the Report on Recommended PPP Contractual Provisions, 2015 Edition (the 2015 Report).  The 2015 Report was recently submitted to, and endorsed by, the G20 Infrastructure and Investment Working Group – the committee established by the G20 Group of major economies that focuses on the financing of infrastructure projects.

Unleashing private investment in renewable energy

Korina Lopez's picture
Angus McCrone, Jin-Yong Cai, and Rune Bjerke discuss renewable energy. © Franz Mahr/World Bank


More than 700 million people live in extreme poverty around the world. If that number seems daunting, then consider this: 1.1 billion people – more than three times the population of the United States – live without electricity.

So it goes without saying that ending energy poverty is a key step in ending poverty itself. And world leaders agree – a sustainable development goal just for energy was adopted last month. It emphasizes the role of renewable energy in getting us to the finish line of reaching sustainable energy for all by 2030. What will give us a big boost in that race? Private financing.

In India, the great — yet unexplored — potential of inland water transportation

Shivika Singh's picture
Most of us attendees were novices in the area of inland water transportation in India and were curious to know what Arnab Bandyopadhay, Senior Transport Engineer at the World Bank’s India country office would say.

 
Indian waterways
Indian waterways. Photo credit: World Bank


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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.

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