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institutional reform

Efficient public transport starts with strong institutions

Sofía Guerrero Gámez's picture
Also available in: Español
Photo: Max Souffriau/Flickr
Over 10 million people now live in the Lima Metropolitan Area, equivalent to about 1/3 of Peru’s total population. As the number of residents and private vehicles continues to rise, getting around this sprawling metropolis is proving increasingly difficult.
 
In fact, Lima’s commuters waste an average 20 days a year due to congestion. Traffic also takes a serious toll on quality of life and the environment. Most importantly, the yearly rate of road fatalities has reached 14 per 100,000 people across Peru, with most instances concentrated in urban areas.
 
The city’s transport woes have been exacerbated by the lack of efficient public transport, which drastically undermines access to jobs and essential services like health or education—especially for the poor—and eats away more than 1.5% of the local GDP.
 
So how can we tackle this and keep Lima moving? As mentioned in one of our previous articles, cities that are striving to build adequate and reliable public transport systems must consider multiple factors simultaneously.  
 
Today, let’s take a closer look at the role of institutions—perhaps one of the most critical pieces of the urban transport puzzle.

Our infrastructure projects can help build many things—including stronger institutions

Pratap Tvgssshrk's picture
Photo: Frederick Noronha/Flickr
Working to finance major infrastructure projects, World Bank teams have seen time and again that the sustainability of investments depends ultimately on the efficiency and capacity of the agencies that manage them. 
 
For that reason, our interventions often have a dual goal: supporting high quality infrastructure, and, at the same time, supporting institutions’ efforts to modernize and become more efficient. That institutional development sometimes comes in the form of stand-alone project components that focus on modernizing processes, governance, and skills. But in other cases, infrastructure investment projects can also provide opportunities to initiate important institutional changes.
 
This is often the case with civil works contracts, and the Tamil Nadu State Road Sector project in India is illustrative of how contracting strategies implemented with Bank support helped a highway agency enhance its implementation capacity, the efficiency of its expenditure, quality of infrastructure, and system sustainability through significantly improved asset management.

Doing Problem Driven Work, great new guide for governance reformers and activists

Duncan Green's picture

One of the criticisms of the big picture discussion on governance that’s been going on in networks such as Doing Development Differently and Thinking and Working Politically is that it’s all very helicopter-ish. ‘What do I do differently on Monday morning?’, comes the frustrated cry of the practitioner. Now some really useful answers are starting to come onstream, and I’ll review a few of them.

First up is ‘Doing Problem Driven Work’, a paper by Matt Andrews, Lant Pritchett and Michael Woolcock. It turns previous work on PDIA – ‘problem-driven iterative adaptation’ – into a toolkit, aimed primarily at those involved in reforming governance from the inside, whether government reformers, or big bilateral and World Bank donors with access to the corridors of power. However, there are clear parallels with and lessons for the work of more ‘outsider’ NGOs and campaigners.

It starts by noting that while many reform projects have failed in the past, those that succeeded often involved a ‘problem focus’. Problems ‘force policymakers and would-be reformers to ask questions about the incumbent ways of doing things’ and ‘provide a rallying point for coordinating distributed agents who might otherwise clash in the change process’. ‘Good’ problems are urgent and can be easily addressed by those in the room. They often spring from crises or other ‘critical junctures’.

Supporting land rights helps us build stronger, more prosperous communities

Ede Ijjasz-Vasquez's picture
Land is an incredibly valuable asset that represents many different things. Land is, first and foremost, a place to call home. For many, it also serves as a critical means of production that they depend on for their livelihoods. Finally, land is inextricably linked to a community's history and culture.
 
Yet, as important as land ownership may be, 70% of the world's population still lacks access to proper land titling or demarcation. This carries a host of negative consequences: when people have to live with the constant threat of potential eviction, they are more likely to remain or become poor, and cannot invest in their land with confidence.
 
Conversely, stronger land rights can be a powerful tool for economic development and poverty reduction. That is why the World Bank is working with client countries to build legal and institutional frameworks that effectively protect land tenure - including for vulnerable groups such as women and indigenous peoples.
 
In this video, World Bank Practice Manager Jorge Muñoz describes in greater depth how the institution is bolstering land tenure around the world as part of its mission to eliminate poverty and boost shared prosperity.

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Can land registration institutions be reformed in deeply entrenched bureaucracies?

Wael Zakout's picture
Turkey has radically transformed its land title registration system, and decreased the turnaround time for recording property transactions to just two hours.
Turkey has radically transformed its land title registration system, and decreased the turnaround time for recording property transactions to just two hours.
I just returned from Turkey where I visited the Turkish Tabu Cadastre Agency (Land Registration Agency of Turkey). The agency had changed so much that I did not recognize it.
 
I remember my first visit to the agency in 2007. The agency is heavily staffed (15,000), has more than 100 branches and its main headquarters had once almost fallen apart. In my first visit, the head of the agency gave me a nice surprise: he showed me a land book that dated back to the 18th century, and included a record of my great-great-grandfather’s land title in Palestine.
 
The head of the agency had great plans to transform the agency by improving land records, introducing computerization and integrating the system into the overall e-government program, and setting a time limit of one day to register land transactions. Based on that an ambitious reform agenda, we worked together over a few months’ ‘time to prepare the cadastre modernization project. The Bank partly financed this reform through a $100 million loan, while the Turkish government funded the rest of the program. The project started in 2007, and I moved on to other positions later that year.
 
This time I had a second surprise. The institution is completely transformed. The main office has been completely and beautifully renovated. It now resembles any other government office in the US or Europe. The agency presented its achievements. It was amazing to see what had been accomplished in 8 years. The government is about to complete the renovation of the cadastre and the computerization of all land records, including historical records from Ottoman times. Service delivery has improved dramatically, with property transactions now being registered within 2 hours. They also integrated cadastre registration into the overall e-government program, which allows any Turkish citizen to access the record of their land/property online. Above all, customer satisfaction has reached 97% — something unheard of for land agencies, often known to be among the most corrupt agencies in many countries.

Developing democracies can thrive — messily

Brian Levy's picture

In a recent blog post, I introduced some data on patterns of governance change in developing democracies. The data confirm a central theme of Working with the Grain that most developing democracies are messy, and are likely to remain that way for the foreseeable future. For the overwhelming majority of developing democracies, transformational fantasies are just that – fantasies. In these messy settings, our conventional frameworks of good governance and technocratic policymaking are of little use. Those of us who are committed to democratic pathways need new understandings of the way forward.

This post provides the empirical detail which I promised in the earlier post – and highlights also what the reality of democratic ‘messiness’ implies for action. As I laid out in the earlier post – and as the attached file on MAJOR GOVERNANCE IMPROVERS 1998 to 2013 details, — 65 countries are on a democratic pathway and have populations in excess of 1 million and per capita incomes which (as of 2000) were below $10,000.  The group divides more-or-less evenly between 35 countries for which the recent period has been one of continuing (albeit often uneven) economic progress, and 30 countries that have experienced limited, if any, gains on either the institutional or economic front.  The 35 countries in turn divide into three predominant patterns.

Transformational fantasies, cumulative possibilities

Brian Levy's picture

Reality Check Ahead signDreams die hard. I was on the road for much of last fall, talking about my new book – which promotes (as I put it in a recent piece in foreignpolicy.com), the virtues of modesty in our approach to democratic development. While my message is a sober one, my aim is not to foster pessimism but rather to highlight pragmatic ways forward.

Yet, repeatedly, I come up against critics who bewail my seeming lack of ambition. “Why”, they ask, “do you sell short the possibilities of transformation? Isn’t what we need bold, decisive, ethical leadership which cuts through the messiness of present predicaments?  Where governance is weak, bold leaders can and should make it strong – rapidly and systematically!”.

By now, there is plenty of scholarship that makes the case that changes in governance cannot be willed into being – but rather that ‘good governance’ is the cumulative consequence of a long, slow incremental process. Nobel-prize-winner Douglass North and colleagues have clarified conceptually how personalized bargains between contending elites can provide platforms for both stability and (perhaps) the slow evolution of formal rules of the game. Francis Fukuyama masterfully documents, over two volumes, the deep historical roots of the rule of law, and of the difficult challenges posed by democratization in settings where state capabilities remain weak.

For many, though, conceptual and historical perspectives remain unpersuasive. “We need change”, they insist. “Therefore good leaders should provide it.”

Doing Development Differently: Report Back from Two Mind-Blowing Days at Harvard

Duncan Green's picture

SDDD logospent an intense two days at Harvard last week, taking part in a ‘Doing Development Differently’ (DDD) seminar, hosted by Matt Andrews, who runs Harvard’s 'Building State Capability' programme and ODI. About 40 participants, a mixture of multilaterals and donors (big World Bank contingent), consultants and project design and implementation people, and a couple of (more or less) tame NGO people like me (here’s the participants list).

The purpose was to learn from success, based on 15 short (7m) filmed presentations, which are all online, and ensuing discussions. The premise of the meeting was that there is something like an incipient movement around DDD. As you would expect at such an early stage, it is fragmented and messy (people using the same words to mean different things, lack of clarity on what is/is not included, overlap with other initiatives like the Thinking and Working Politically crew etc), and clearer on what it is against (linear thinking, tyranny of the logframe etc) than what it is for. So this meeting aimed to try and clarify terms and ways of thinking, and build something like a community of practice and consensus among adherents.

Deep Structure: Tensions in the Emerging Governance Agenda?

Hamish Nixon's picture
New Directions in Governance
With Mario Marcel, Senior Director Governance Global Practice, World Bank, and Jonathan Hargreaves, Head of Governance, Open Societies and Anti-Corruption Department, UK Department for International Development (DFID)
Photo Credit: ODI

From September 17-19 the World Bank’s Governance Partnership Facility (GPF) and the Overseas Development Institute (ODI) hosted donors, researchers and consultants in London to look back at the GPF’s experience, and forward at ‘new directions’ in governance. The ‘governance crowd’ broadly agrees that their work, to be valuable and valued, must be connected to politically informed programmes, better services, and ultimately development outcomes. This consensus now even extends to the bastion of public financial management.

In practice, this connexion involves understanding political factors that drive institutional change and development, and using these understandings to improve development assistance: ‘thinking and working politically’. There are now many tools for political economy analysis, and there is a growing literature on what politically informed development programming can achieve, including a recent World Bank volume, and case studies from ODI, the Asia Foundation, and the Developmental Leadership Programme.

#6 from 2013: The Limits of Institutional Reform in Development - Changing Rules for Realistic Solutions: Getting Stuff Done

Sina Odugbemi's picture

Our Top Ten Blog Posts by readership in 2013
This post was originally published on February 21, 2013


There is a silent struggle going regarding how you do governance reforms in development. It is between the prevailing tendency and a small but growing band of practitioners saying things need to be done differently. The prevailing tendency is the packaging of experts-devised best practice packages that we take from country to country…model anti-corruption laws, model designs for the civil service, procurement systems, and financial management systems and so on. Our highly trained experts are invested in their solutions, and the modern global system has a growing array of policy networks on every issue under the sun, and they amass and disseminate norms of ideal practice. So, donors and their experts move from one country to another, offering money, loans, and these packages.  So, how are things working out? Not very well is the answer. To use an Americanism; we are not getting stuff done that much when it comes to governance reforms, whatever the sector. Isn’t it high time we changed our ways?


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