Universal health coverage (UHC) means that all people can obtain the health services they need without suffering financial hardship. A new report produced by the World Bank and the World Health Organization, finds that health expenditures are pushing about 100 million people per year into “extreme poverty,” those who live on $1.90 or less a day; and about 180 million per year into poverty using a $3.10 per day threshold.
Economic growth does not evenly spread within countries: some regions benefit, while other regions lag behind. This is as true in the European Union (EU) as in most other parts of the world, despite significant convergence efforts in the EU. The leading regions in Europe have, on average, 2.3 times the GDP per capita of their poorest counterparts.
There are 5 things you (probably) didn’t know about the phenomenon of “lagging regions” within the EU.
The viral image of the three-year-old Syrian boy, Aylan Kurdi, whose dead body was quietly lying on the beach captivated us. Kurdi’s loss of the chance to flee to a safer life invigorated us to act. We decided to help refugee children adapt to their new lives when arriving in a new country.
And so, our team from the World Bank Youth Innovation Fund (YIF) partnered with Small Projects Istanbul (SPI), a Turkish non-profit organization, to help 20 Syrian children find some happiness and joy in Turkey after fleeing their war-torn country.
YIF provides an opportunity for young employees of the World Bank Group to design, implement and evaluate development projects in client countries focusing on innovation, efficiency and impact on development.
After submitting a proposal to the YIF Proposal Competition, and winning, our journey began. Our project, Turkish Language, Mentorship and Psychological Counseling Program, aimed to support these children to effectively integrate with the local society, develop self-confidence, and have access to education while living in Turkey.
We recently brought a team of technologically savvy students together and worked hard for two days with very little sleep to develop an application to respond to sexual violence. The hard work paid off when our team was awarded first place in a Hackathon at the American University of Central Asia (AUCA).
During an All Saints’ Day mass in Lisbon in that fateful year, an 8.5-magnitude earthquake collapsed cathedrals, triggered a 20-foot tsunami, and sparked devastating fires that destroyed nearly 70% of the city’s 23,000 buildings.
The death toll was estimated between 10,000-50,000, leaving the center of a global empire in ruins, with losses equivalent to 32%-48% of Portugal's GDP at the time.
Never in the European history had a natural disaster received such international attention.
The “Great Lisbon Earthquake” had a resounding impact across Europe: Depictions of the earthquake in art and literature – the equivalent of today’s mass media – were reproduced for centuries and across several countries. Rousseau, influenced by the devastation, argued against large and dense cities in the wake of the disaster, while Immanuel Kant published three separate texts on the disaster, becoming one of the first thinkers to attempt to explain earthquakes by natural, rather than supernatural, causes.
In the years to follow, careful studies of the event would give rise to modern seismology.
Greece has had a very poor track record in reducing the amount of waste going into landfills. One of the main reasons for this, other than the NIMBY (not-in-my-backyard) opposition to creating waste management facilities, was that for decades choosing the right technology was the apple of discord, causing disagreement and delaying advancement towards integrated waste management. In the last few years, however, three Public-Private Partnership (PPP) waste management projects have been initiated in Greece.
This past July, within two years of signing the PPP contract in 2015, the first project was inaugurated in Western Macedonia—without a day’s delay, any contract change, or cost overrun. The system will cut the amount of waste going to landfill, reuse material for commercially-viable products, boost the region’s growth prospects through job creation, and raise public awareness to prevent waste.
With the right kind of reforms, public employment services can do a better job of matching job seekers from poor households. In low and middle-income countries, individuals from poor households find jobs through informal contacts; for example asking friends and family and other members of their limited network. But this type of informal job search tends to channel high concentrations of the poor individuals into informal, low-paid work.
Job seekers especially from poor households need bigger, more formal networks to go beyond the limited opportunities offered by the informal sector in their local communities. This is where public employment services can help, but in developing countries many of these services just simply do not work well: they suffer from limited financing and poor connections to employers, and governments are looking for ways to reform and modernize them to today’s job challenges.
There are lots of cases where developing countries have improved their public employment services and these can serve as models. The lessons from these successful reforms can be distilled and replicated. Based on our recent publication, here are three case-tested strategies that improved the performance, relevance and image of public employment services.
It’s not always easy to convince the private sector to participate in public infrastructure projects—especially in developing countries and emerging economies. Why is this a problem? Because there simply is not enough public money to meet the growing demand for infrastructure, which is a key element of development and poverty alleviation. The need is great, numbering in the trillions of dollars.
But there is good news—the market has both the trillions and the expertise to use it, if the conditions are right. And the World Bank Group has a number of instruments that can help create an environment that meets the needs of the private sector in financially, environmentally, and socially sustainable ways. Guarantees are one of those instruments, a tool that is highly effective in leveraging limited resources for mobilizing commercial financing for critical infrastructure projects.
All schools are different. I’m not referring to the building, the number of students or teaching practices. I’m talking about the school’s spirit. When you walk into a good school, the building is often well-organized and clean. The students look busy and happy. You don’t see strict discipline; ideally, you see organized chaos.
When you see a well-functioning school, most likely, there is a good principal behind it. A leader who sets a vision for the school and sets clear objectives. Someone who creates the space that fosters teachers’ professional and personal development, and encourages students’ personal growth, creativity, and their own journey of discovery.
Running a school efficiently is a very difficult challenge. A principal must be a pedagogical leader to dozens of teachers: observing them in the classroom, evaluating institutional performance, and helping them get the professional development opportunities they need. Principals have to deal with hundreds of students and their personal and academic challenges. They need to respond to parents, each with their own expectations for the school. And principals also need to contend with the administrative and financial burdens imposed by the bureaucracy.