It takes a lot to do a first Public-Private Partnership (PPP) well. In the past 12 months, we witnessed the successful financial close of two landmark PPPs: the Tibar Bay Port PPP—a first for Timor-Leste, one of the youngest countries in the world—and the Kigali Bulk Water project in Rwanda, considered the first water build-operate-transfer project in Sub-Saharan Africa.
To make these projects happen, deal teams, sponsors, and financiers did outstanding work in difficult environments. The Public-Private Infrastructure Advisory Facility (PPIAF) also earned some bragging rights and a share of the battle scars along with these actors.
Machine learning algorithms are excellent at answering “yes” or “no” questions. For example, they can scan huge datasets and correctly tell us: Does this credit card transaction look fraudulent? Is there a cat in this photo?
But it’s not only the simple questions – they can also tackle nuanced and complex questions.
Today, machine learning algorithms can detect over 100 types of cancerous tumors more reliably than a trained human eye. Given this impressive accuracy, we started to wonder: what could machine learning tell us about where people live? In cities that are expanding at breathtaking rates and are at risk from natural disasters, could it warn us that a family’s wall might collapse during an earthquake or rooftop blow away during a hurricane?
By 2050, more than a billion people will be living in African cities and towns. As more and more of the continent’s population – 60 percent of whom live in the countryside – move to urban areas, pressures on land can only intensify. How should we make room for this massive urban expansion? How will city structures have to change to accommodate Africa’s urban billion? And could well-directed policy help spring African cities out of the low-development trap? These questions were at the core of discussions at the World Bank’s 5th Urbanisation and Poverty Reduction research conference on September 6th 2018.
Within a century, Japan would become the world’s second largest economy. Its growth has been fueled by cities such as Tokyo, Yokohama, Osaka, and Kobe. Japanese cities can offer a myriad of lessons to their counterparts in developing countries.
Japanese cities are also at the forefront of dealing with some of the world’s most pressing challenges. For example, cities like Osaka and Toyama have developed a number of tools to address the social issues caused by rapid aging. Most developed and developing cities in the world will face similar challenges in the years to come. Providing a platform where these cities can learn from the experience of Japanese cities may lead to significant development impact.
Supported by a partnership between the World Bank and Japan, the Tokyo Development Learning Center (TDLC) does just that.
[Also available in Japanese]
Globally, up to 1.4 million people are moving into urban areas per week, and estimates show that nearly 1 billion new dwelling units will be built by 2050 to support this growing population.
Cities are where most people live and most economic activity takes place.
When people cannot find a decent and safe place to live, or are discriminated against because of their race, religion or where they live, or lack the skills, education and transportation needed to find a job to support themselves, something needs to change.
To make cities safer, more inclusive, and more resilient to a range of shocks and stresses, mayors, planners, and other city leaders should support integrated approaches promoting social, economic, and spatial inclusion. City leaders need to carry out this work in close partnership with the communities themselves.
From April 23–27, 2018, representatives from 16 cities in 13 countries visited Japan for a Technical Deep Dive on Safe, Inclusive, and Resilient Cities to learn from one another about improving urban safety, inclusion and resilience. In this video, Jefferson Koije (Mayor of Monrovia, Liberia), Ellen Hamilton (World Bank Lead Urban Specialist), and Phil Karp (World Bank Lead Knowledge Management Officer) discuss how cities can address these crucial aspects of urban resilience. Watch the video to learn more.
Imagine you were working in development and poverty reduction in the early 1990s (I was!). Only one website existed in all the world in August 1991 (today there are over 1.5 billion). Mobile phones were expensive, rare, and clunky. Very few would anticipate a situation in which India would have more mobile phones than toilets.
To paraphrase Bill Gates: we tend to overestimate the changes that will happen in the short term and underestimate those in the long term.
The informal sector is a large part of employment in African cities. The International Labour Organization estimates that more than 66% of total employment in Sub-Saharan African is in the informal sector. With a pervasive informal sector, city governments have been struggling with how best to respond. On the one hand, a large informal sector often adds to city congestion, through informal vending and transport services, and does not contribute to city revenue. Furthermore, informal enterprises are typically characterized by low productivity, low wages and non-exportable goods and services. On the other hand, the informal sector provides crucial livelihoods to the most vulnerable of the urban poor.
Cities need jobs and opportunities for their citizens and the means to generate tax revenues to fund projects that meet their populations’ growing demand for basic services. The WBG flagship report on Competitive Cities outlines how
In November, 2017, we spent a week with approximately 30 city and national government officials and policymakers from several countries, including Argentina, Chile, Croatia, Egypt, Ethiopia, Malaysia, Philippines, Romania, South Africa, Tunisia and Uganda. These leaders represented diverse cities across the world, all with a common objective – how to make their cities and regions more competitive?
Many were dealing with a fragmented institutional landscape, often with overlapping jurisdictions – necessitating clarity of institutional circuits and processes. Some struggled to coordinate economic development strategies with private sector. Lack of adequate sub-national socio-economic data to drive evidence-based policy making compounded issues.
We spent the week as part of a Technical Deep Dive, studying and living the experience of two exceptional Japanese cities - Yokohama and Kobe. These cities have dealt with:
- population influx,
- industrialized at a rapid pace,
- responded to environmental challenges,
- reached the technological frontier,
- undergone a housing bubble,
- and even went through a major disaster (the Kobe earthquake) and recovered from it.
As we approach the 9th World Urban Forum in Kuala Lumpur next week, one of the essential challenges in implementing the New Urban Agenda that governments are struggling with is the provision at scale of high quality affordable housing, a key part of the Sustainable Development Goal (SDG) 11 of building sustainable cities and communities.
When I worked on affordable housing in Latin America, one consistent piece of advice we would give our clients was that it is not a good idea for governments to build and provide housing themselves. Instead, in the words of the famous (and sadly late) World Bank economist Steve Mayo, we should enable housing markets to work. Our clients would always respond by saying, “But what about Singapore?” And we would say the Singapore case is too sui generis and non-replicable.
[Learn more about the World Bank's participation in the World Urban Forum]
Now, having lived in the beautiful red-dot city state for two and half years, and
Singapore’s governing philosophy has famously been described as “think ahead, think again and think across.” Nowhere is this more apparent than how the founding fathers designed the national housing program, and how it has adapted and evolved over the years, responding to changed circumstances and needs.
It is hard to believe today but in 1947 the British Housing Committee reported that 72% of a total population of 938,000 of Singapore was living within the 80 square kilometers that made up the central city area. When Singapore attained self-government in 1959, only 9% of Singaporeans resided in public housing. Today, 80% of Singaporeans live a government built apartment. There are about one million Housing and Development Board (HDB) apartments, largely clustered in 23 self-contained new towns that extend around the city’s coastal core.
At the risk of over-simplification, there seem to be four essential ingredients to this astonishing success story: