The 2011 World Development Report positioned security as a critical development issue and pointed to the importance of strengthening institutions and governance to provide citizen security, justice, and jobs is crucial to break cycles of violence. Similarly, the World Bank’s flagship report on social inclusion, Inclusion Matters points to the importance of empowering people by transforming institutions to make them more inclusive, responsive, and accountable.
In Cali, Colombia, violence prevention is one of the main aspects of the city’s Resilience Strategy, which recognizes the importance of social inclusion in reducing violence and improving quality of life of the city.
The United Kingdom has been a leading player in the development of Public-Private Partnerships (PPPs) since the inception of the Private Finance Initiative (PFI) in the early 1990s. PFI is a structure that introduced project finance into UK public services for the first time. Under PFI, a private sector consortium builds public assets and services them over a term of 25 to 30 years in exchange for an availability payment. Successive governments have taken full advantage of the policy’s ability to leverage private finance and thus generate additional infrastructure investment, beyond typically constrained capital budgets.
An often under-reported feature of the UK’s PPP policy is the variety of approaches it takes.
When people think about New Zealand’s most famous son, Sir Edmund Hillary, they mostly think about the quiet Auckland bee-keeper who conquered Everest in 1953.
Of course, there’s much more to the man. He raised money for the Sherpa communities in Nepal that built schools, hospitals and much more. His commitment to the people of South Asia was also reflected in his successful term in the 1980s as New Zealand’s High Commissioner to India.
As the most senior New Zealander in the management of the World Bank, I have come to appreciate Sir Edmund’s commitment to the people of South Asia and believe it shows how much New Zealand can offer the world. This will not only make the world a better place but can also help New Zealand too.
The transport sector is changing at breakneck speed.
By 2030, global passenger traffic is set to rise by 50%, and freight volume by 70%. By 2050, we will have twice as many vehicles on the road, with most of the increase coming from emerging markets, where steady economic expansion is creating new lifestyle expectations and mobility aspirations. Mega-projects like China’s One Belt, One Road could connect more than half of the world’s population, and roughly a quarter of the goods that move around the globe by land and sea.
These transformations create a unique opportunity to improve the lives and livelihoods of billions of people by facilitating access to jobs, markets, and essential services such as healthcare or education.
But the growth of the transport sector could also come at the cost of higher fossil fuel use and greenhouse gas emissions, increasing air and noise pollution, a growing number of road fatalities, and worsening inequities in access.
Although these are, of course, global challenges, developing countries are disproportionately affected.
While the case for sustainable mobility is evident, the sector still lacks coherence and clear objectives. There is a way forward, but it requires pro-active cooperation between all stakeholders.
That’s what motivated the creation of Sustainable Mobility for All (SuM4All), a partnership between a wide range of global actors determined to speak with one voice and steer mobility in the right direction.
SuM4All partners include Multilateral Development Banks, United Nations Agencies, bilateral organizations, non-governmental organizations, civil society organizations, and is open to other important entities such as national governments and private companies. Together, these organizations can pool their capacity and experience to orient policymaking, turn ideas into action, and mobilize financing.
In the board game 'Bureaucracy', you must assume the role of the ‘Lifer’, the ‘Over Achiever’, the ‘Empire Builder’, or the ‘Hustler’. Each character must use different tactics associated with their personality to rise up the ranks of the bureaucracy to achieve the position of director. For example, by amassing contacts, the Hustler can attempt a 'power play' on players above her in the hierarchy.
Shortly after the Soviet invasion in 1979, the World Bank suspended its operations in Afghanistan. Work resumed in May 2002 to help meet the immediate needs of the poorest people and assist the government in building strong and accountable institutions to deliver services to its citizens.
As we mark the reopening of the World Bank office in Kabul 15 years ago, here are 15 highlights of our engagement in the country:
In a previous blog we related how South Asia as a whole had improved the performance of its container ports since 2000 but had still struggled to catch up with other developed and developing regions. But within that picture, some ports did better than others.
For example, Colombo in Sri Lanka, the fast-expanding Mundra and Jawaharlal Nehru Port in India and Port Qasim in Pakistan all improved the use of their facilities in the first decade of this century. India’s Mumbai and Tuticorin were among those that fell behind. Colombo also improved its operational performance by almost halving the share of idle time at berth, while Chittagong (Bangladesh) and Kolkata (India) had the longest vessel turnaround times in the region.
Knowing how specific ports perform and the characteristics of ports that perform well and those of ports that perform poorly helps policymakers design interventions to support underperforming ports.
In the report “Competitiveness of South Asia’s Container Ports” we identified three interrelated policies to improve the performance of the container ports, a key element in one of the world’s fast-growing regions: increasing private participation in ports, strengthening governance of port authorities and fostering competition between and within ports:
Most development stakeholders agree on the need to foster more open and transparent Public Private Partnerships (PPPs) to ensure that PPP projects provide quality public goods and services to citizens, and that they effectively contribute to pro-poor development outcomes.
That sounds great in theory, but in practice, it’s not that easy. PPPs involve a trove of data and documents. On top of that, the information made available publicly is generally difficult to interrogate, when it’s not completely lost in lengthy PDF files.
Let’s face it: searching for relevant PPP data and information can oftentimes feel like looking for a needle in a haystack.
The first day of the Digital Youth Summit in Peshawar saw corridors and rooms crowded with entrepreneurs and digital gurus from across the world looking to map out Pakistan’s digital future.
These young and enthusiastic innovators are helping to redefine the province of Khyber Pakhtunkhwa (KP) as an emerging technology hub, and providing substantive skills and resources for Pakistan’s youth to take advantage of digital opportunities. At the summit – sponsored by the World Bank with the Khyber Pakhtunkhwa IT Board and many other partners -- these students, entrepreneurs, enthusiastic young women and men are accessing trainings, announcements, and various forms of support to unlock new possibilities to realizing their potential.
The market for digital entrepreneurship is a multi-billion-dollar industry, growing at a rapid rate and is thirsty for young talent. These opportunities represent a shift in how we think of development—bringing the creativity and passion of tech-savvy young innovators to the forefront of social and economic change. The youth of Pakistani are well placed to be in the driver’s seat of this vibrant future.