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Learning from your peers: A lesson from Uganda and Senegal

Joseph Oryokot's picture

 Sarah Farhat, World Bank Group
















Despite Africa’s great diversity of cultures and climates, countries on the continent often speak the same language when it comes to tackling common development challenges. Senegal and Uganda recently did just that, teaming up to exchange best practices to boost agricultural productivity and employment on both sides of the continent.

I witnessed this knowledge exchange firsthand as I accompanied a Ugandan delegation led by Hon. Maria Kiwanuka, Uganda’s minister of finance, planning, and economic development, on its visit to Senegal. Their core mission was to seek out innovative ways to boost economic growth and create job opportunities for the country’s burgeoning youth, a challenge faced by Uganda and Senegal alike. As both countries continue to experience an increase in urbanization and population growth, and currently have economies that are predominantly based on agriculture, one common answer to this rising challenge is the enhancement of agricultural productivity and the development of agricultural value chains.

Big vs. small firms: one size does not fit all

Jacques Morisset's picture



Is bigger always better? Economists have long debated what size firms are more likely to drive business expansion and job creation. In industrial countries like the United States, small (young) firms contribute up to two-thirds of all net job creation and account for a predominant share of innovation. (Source: McKinsey, Restarting the US small-business growth engine, November 2012). In developing countries, evidence from Ethiopia, Ghana and Madagascar shows that the vast majority of small operators remain small, and so are unlikely to create many decent jobs over time [Source: World Bank, Youth Employment, 2014]. By contrast, ‘big’ enterprises are seen as the best providers of employment opportunities and new technologies.

The difference in role and performance of small firms in developing and industrial countries reflects to a large extent their owners’ characteristics. In the US, small firm owners are generally more educated and wealthier than the average worker, while the opposite is true in most developing countries. This point was emphasized by E. Duflo and A. Banerjee in their famous book ‘Poor Economics: A Radical Rethinking of the Way to Fight Global Poverty’ (Penguin, 2011). Most business owners in developing countries are considered to be ‘reluctant’ entrepreneurs; essentially unskilled workers that are pushed into entrepreneurship for lack of other feasible options for employment.

This is also very much a reality in Tanzania where small business owners have few skills and limited financial and physical assets. Of the three million non-farm businesses operating in the country, almost 90% of business owners are confined in self-employment. Only 3% of business owners possess post-secondary level education. As a result, their businesses are generally small, informal, unspecialized, young and unproductive. They also tend to be extremely fragile with high exit rates, and operate sporadically during the year. Put simply, most small businesses are not well equipped to expand and become competitive.

Using Knowledge to Fight Poverty in Africa

Kathleen Beegle's picture

Photo Credit: @Gates Foundation. A girl plays with a bicycle tire in the slum of Korogocho, one of the largest slum neighborhoods of Nairobi, Kenya
 
Although sub-Saharan Africa has had sustained economic growth for almost two decades, the incidence of extreme poverty in the region remains staggeringly high. Our best estimate is that in 2010 almost one in every two (49%) Africans lived on less than U$1.25 per day (at 2005 prices).

This is an impressive decrease from 58% in 1999, but at the same time there is a general sense that progress has been too slow. Africa is rising, with GDP growth rates upwards of 6% between 2003 and 2013 (if one excludes richer and less dynamic South Africa) but the poor’s living standards are not rising as fast as GDP.

Putting poverty on the map

Kathleen Beegle's picture

The expansion of household surveys in Africa can now show us the number of poor people in most countries in the region. This data is a powerful tool for understanding the challenges of poverty reduction. Due to the costs and complexity of these surveys, the data usually does not show us estimates of poverty at “local” levels. That is, they provide limited sub-national poverty estimates.
For example, maybe we can measure district or regional poverty in Malawi and Tanzania from the surveys, but what is more challenging is estimating poverty across areas within the districts or regions (known as “traditional authorities” in Malawi and “wards” in Tanzania).
 
To address this shortfall, several years ago a research team from the World Bank developed a technique for combining household surveys with population census data, and poverty maps were born.  Poverty maps can be used to help governments and development partners not only monitor progress, but also plan how resources are allocated. These maps depend on having access to census data that is somewhat close in time to the household survey data.  But what if there is no recent census (they are usually done every 10 years) or the census data cannot be obtained? (I will resist naming and shaming any specific country): we are left with no map.  Can we fill in the knowledge gaps in our maps?

Nollywood star Stella Damasus invites you to join a live discussion on gender based violence

Anne Dronnier's picture


A multi-disciplinary art exhibition on the topic of gender based violence (GBV) is opening today at the World Bank in Washington, DC. The exhibition is entitled “1 in 3,” since an estimated one in three women worldwide will be beaten, coerced into sex or otherwise abused in her lifetime. “1 in 3” includes art from around the world - photographs, paintings, drawings, sculpture; films and videos; posters from advertising campaigns against GBV, and performing art. 

Is Technology Sufficient for Fiscal Transparency & Openness? Lessons from East Asia and North Africa

Tina George Karippacheril's picture

A Warli Tribal Painting by Jivya Soma MasheWe are curating a monthly series on Digital Gov. in developing countries. The series seeks fresh perspectives and insights into the policy, institutional and technical dimensions of technology and public management, in understanding how public services are modernized, organized and delivered to citizens and, in supporting openness and public accountability. In the fourth post of the series, we reflect on Fiscal Transparency and Openness in light of the upcoming Asia-Pacific Regional Open Government Partnership Conference, focusing on developments in major middle income countries in East Asia and North Africa.

How Kerala is using the Internet to localize delivery of public services to citizens

Tina George Karippacheril's picture

I was intrigued by Kerala's Akshaya program. Kerala is uniquely, a most decentralized state, the only one of 17 in India to enact the Right to Public Services and, to open citizen service centers called Akshaya, run under the oversight of panchayats, 3-tier local self-governments, in 14 districts set within a 2 km radius of households. Akshaya was designed in its first phase in 2003 by the Kerala IT Mission to improve e-literacy in underserved areas and, in its second phase to provide a platform for government to citizen services through a public-private partnership. Over 60% of Kerala's 33 million citizens have been served by 2070+ Akshaya centers run by private entrepreneurs who collectively earn 30 million INR a month, creating employment for over 20,000 individuals. (For more details, see Akshaya Overview and UNDP Report on Akshaya).

Building pro-growth coalition for reforms: The Caribbean Growth Forum

Andrea Gallina's picture

Nighttime in St George's, Grenada

What does it take to make reforms work in small island countries?

At the end of June 2013, twelve Caribbean countries presented a roadmap for growth in three areas -logistics and connectivity, investment climate, skills and productivity- to a broad audience of private sector representatives, international development institutions, regional organization, civil society and media. That event culminated a 7-month long phase during which policy-making was not the result of close-doors meetings, but a process of intense negotiation, consultations, and consensus building among all actors of each Caribbean country’s societies. All of which was documented in real time and in a transparent fashion by each government. Yes, business was not “business as usual”.
 
Reforms priorities were agreed and a calendar for implementation brushed on a power point slide in the wonderful framework of five stars Bahamian hotel…After the workshop lights, projects and microphones shut down, many of us went home with a familiar sound in our ears: and now what? Was it another “talkshop”?

Thinking through unorthodox ideas for governance change in difficult contexts

Tina George Karippacheril's picture
 Accountability Lab/Morgana WingardWe are curating a new monthly series on Digital Gov. in developing countries. The series seeks fresh perspectives and insights into the policy, institutional and technical dimensions of technology and public management to understand how to make services work for businesses and citizens. In the second post of the series, we reflect on unorthodox, locally adapted solutions for institutional transformation in fragile states.

Some 1.5 billion people live in fragile states, “a group of countries at the bottom that are falling behind, and often falling apart” (The Bottom Billion, Collier, 2007). These states are marked by repeated cycles of violence, and weak institutional capacity and an inability to deliver basic services to their citizens.

Getting Digital Service Delivery Right

Tina George Karippacheril's picture

We are curating a new monthly series on Digital Gov in developing countries seeking fresh perspectives and insights into the policy, institutional, and technical dimensions of using technology and public management to make services work for businesses and citizens.  
 
Over a cup of tea, on a January afternoon of freezing rain, Emily, who works on Digital for the US Government, and I met to exchange perspectives on what it takes for governments to get digital right. Although our contexts are vastly different, we agreed that there remain similar pain points in the developed and developing world. In the first edition of the Digital Gov. blog, we consider factors common to good digital service delivery.


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