Photo: European Commission
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.
Europe and Central Asia
What happens if you have a legal problem but you can’t afford a lawyer?
In Serbia, we are one step closer to answering that very question. We’ve developed a guide to help ordinary citizens and businesses navigate the court system in Serbia.
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.
It’s now 2010 and I’m still in Honduras, now amid the reform implementation when reality kicks in. Three new municipal utilities have been established, with catchy logos and new staff and management. Operating costs, salaries in particular, have been slashed, and there’s a sense of opportunity – but also challenges. Those elected mayors are thinking about the next election and not very keen on adjusting tariffs to where they need to be. Installing water meters, a cornerstone of the modernization strategy, is facing a huge backlash from those very customers who are making direct use of the shorter accountability route to make their concerns heard. And services aren’t really getting better as fast as we would want…
Forward to 2014 – I’m now in Croatia. I’m sitting in a non-descript conference hall in Zagreb, Croatia, trying to inform a diverse set of local and central government stakeholders about the pros and cons of merging municipal water utilities into regional operators, as everyone else seems to be doing in the region. In fact, since my transition to Europe & Central Asia the year before, I observe what appears to be a serious case of reformitis: consultants and policy advisors are dutifully preaching the regionalization of just recently decentralized service providers to help implement the European Union’s stringent and costly environmental regulations.
In Bulgaria, where just 15 percent of Roma children complete secondary school, Eugenia Volen, 42, knows only too well how hard her job is.
To celebrate the Visitor Center’s opening and to commemorate the 70th anniversary of the World Bank’s first loan – Loan 0001 to France for reconstruction following World War II – . Correspondence and memoranda on the negotiation, administration, and repayment of the 1947 loan to France are now accessible on the World Bank’s Projects & Operations website along with other relevant resources and information.
Ukraine is not a newcomer to the world of science and technology. One positive legacy from the country’s Soviet history is a talented and technically qualified workforce that persists even today. Eighty percent of 19-25 year-old Ukrainians are enrolled in universities, the country has one of the largest pools of IT developers and programmers in the world – 90,000 strong – and its high-skilled diaspora has spread through Europe and North America. As a result, the country has a booming ICT sector, estimated at $2.5 billion in exports in 2015, and is home to globally competitive startups such as Looksery, which was bought by Snapchat for $150 million in 2015, PetCube, and others. On the surface, the country has the ingredients and the potential to be an innovation-driven economy.
Van Gogh’s famous painting of Potato Eaters depicts a family of poor peasants seated around a dinner table eating their staple fare. The artist confessed that this work is deeply reflective of the hard work that Dutch peasants have to do to earn a bare meal. Van Gogh frequently painted the harvest and often compared the season to his own art, and how he would someday reap all that he had put into it.
Since those difficult times in the late 1800s, the tiny country of the Netherlands (pop: 17 mill; about the size of Haryana state in India) has come a long way. Matching sheer ingenuity with technological prowess, the Netherlands today is one of the world’s most agriculturally productive countries, feeding people across the globe from its meager land area. Indeed, this small nation is now the world’s second-largest exporter of agri-food products including vegetables, fruits, potatoes, meat, milk and eggs; some 6% of world trade in fruits and 16% in vegetables comes from the Netherlands.
But how exactly did they do this? In October 2017, we went to find out. Our team - of World Bank and Indian government officials working on agribusiness, rural transformation and watershed development projects – sought to learn from Dutch experience and identify opportunities for future collaboration. We met farmer cooperatives, private companies, growers’ associations, academia, social enterprises, and government agencies, and gained fascinating insights.
Primarily, we found that a convenient location, a conducive climate, investments in high-quality infrastructure, high-caliber human capital, an enabling business environment and professionally-run private companies have provided the Netherlands with that unmistakable competitive edge:
Maximizing agricultural output with minimum land and labor
Located conveniently as a gateway to Europe, the Netherlands acts as a transit hub for agricultural produce, importing Euro 4.6 billion worth of produce from 107 countries, adding value to these products through collection, re(packaging) and processing, and exporting almost double that value - Euro 7.9 billion - to more than 150 nations. In 2014, Dutch growers had a turn-over of euro 2.9 billion in fruit and vegetables, produced with a minimum of land and labor - only 55,000 hectares and just 40,000 people - indicating a heavy reliance on automation.