Consider that as much as $1 trillion vanishes from the developing world’s economies every year, according to an estimate by the non-profit group Global Financial Integrity. Now consider that, according to OECD figures, in 2012-2013 Net Overseas Development Aid was $134 billion. These figures underscore why the fight against corruption and ending impunity are critical to the goals of ending poverty and achieving shared prosperity.
In December of 2014 the World Bank hosted the 3rd Biennial International Corruption Hunters’ Alliance meeting focused on fighting corruption - and the vast illicit outflows generated by corruption - to share know-how and experiences in the use of both traditional and alternative corruption fighting approaches.
Though there were many examples of the successful use of technology to fight corruption presented at the meeting, a report (pdf) published from one of the sessions raises questions about whether technology always supports anti-corruption efforts.
Dr. Anne Thurston of the International Records Management Trust spoke about problems that are arising as governments become more reliant on the use of ICTs: digital media deteriorate, software changes, and hardware becomes obsolete. The risk is that if digital records are not managed professionally, their integrity and value as legal evidence can become compromised.
The SAFE Trust Fund application (Word document) is now open until 27 February 2015.
What is SAFE?
SAFE means Strengthening Accountability and the Fiduciary Environment. It is a Trust Fund group administered by the World Bank and established by the Swiss State Secretariat for Economic Affairs (SECO) and the European Commission with the aim of improving public financial management in the Europe and Central Asia region. This Trust Fund group provides support for activities to assess public financial management (PFM) performance, identify and implement actions to achieve improvements and share knowledge and good practices across countries in the region.
- public finance management
- public finance
- world bank
- Public Sector and Governance
- Private Sector Development
- Financial Sector
- Europe and Central Asia
- Macedonia, former Yugoslav Republic of
- Kyrgyz Republic
- Bosnia and Herzegovina
In 2010-14, we were facing a challenging task: develop a new approach to increase institutional and leadership capacity in Tajikistan’s public sector, including internal capability to initiate reforms.
in a way that would fit with the country context?
If you are familiar with the Western part of the former Soviet Union and have never been to Tajikistan, you are in for a surprise. The differences with countries such as Ukraine or Georgia are staggering. To put things in the global perspective, The country suffered a civil war that lasted five years (1992-1997), resulted in massive internal displacement and decimated civil service. Despite establishing formal governing institutions after the war, institutional capacity remains weak.
Scientists declared this past year as the warmest year on Earth since record-keeping began in 1880, and a series of scientific reports found glaciers melting and extreme weather events intensifying. There can be no doubt that this year world leaders must commit to transforming their economies to combat climate change.
As the Financial Times pointed out recently, oil companies such as Exxon Mobil and Shell would, under measures considered for the global climate pact to be sealed in Paris next year, cease to exist in their current forms in 35 years. The proposal of phasing out global carbon dioxide emissions as early as 2050 was not resolved in the UN climate talks in Lima last December.
However, the adoption of even a watered-down version in Paris or in later rounds of climate negotiations would mean that the amount of oil and gas produced by these companies, and the quantity of coal mined by enterprises such as Rio Tinto, would need to be greatly reduced by mid-century. Such long-term concerns might over the next years trump current worries about an oil price slump that could be on the wane as soon as marginal projects and producers are shaken out from the bottom of the market.
data fueling 'smart cities,' citizen engagement in planning and budgeting, public transparency and accountability, entrepreneurship (even without open data), and more.
These show the promise of open data, which doesn’t come easy in stable governments. But how does open data play out in the context of fragile states and conflict situations?
Last year, we asked ourselves these questions and reached out to the aid community.
If you live in a country where electricity never or rarely goes out, you are lucky. In my country, Nepal, we are pleased when we get uninterrupted electricity for even eight hours a day.
Like Nepal, many countries around the world struggle to deliver basic services to their citizens. But things are slowly improving.
1. Participatory budgeting
In the Democratic Republic of Congo, citizens of South Kivu Province are using “mSurvey” to obtain information about budget meetings. Using just their mobile phones, they can actively monitor, discover what was decided at meetings, and evaluate those decisions via online voting. by actively reminding local authorities of their commitments while ensuring that citizens are getting services they deserve.
In my last blog post, I showed that while governments are increasingly using the technology to demonstrate that services are improving, their efforts risk being undermined by “gaming” – in other words, fiddling the performance statistics to make things look better than they really are.
We focused on the problem in the UK. In this blog, I look at what the UK has and hasn’t done to address the problem, and what we can learn from that.
Governments are under pressure to show their ever more educated and informed citizens that schools, hospitals and other public services are getting better. Traditionally, they have done that by spending money and building things: look, a brand new hospital! Of course, everybody knows that there is more to service quality than dollars, bricks and mortar. But at least we can see and touch bricks and mortar. How can we put a finger on service quality?
Though the Indian government has steadily increased funding for its health sector, per capita allocation is still low; reform is thus critical to effectively utilize the available budget.
The underlying question is: Given a set of resources, how do you procure goods in a way that achieves value for money and maximum efficiency?
Drugs and medical supplies are not procured and distributed in time, and this interruption in the delivery of services in health facilities affect the general population’s health outcomes.