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?
Informed decision-making is crucial to the success of policies and reforms that foster growth and prosperity. So, how can we help decision makers make better decisions?
- anti-corruption; politics; open government; accountability; transparency; collaborative governance; collaboration; inclusive development; open contractring; open contracting data standard; open data;
- Public Sector and Governance
- Latin America & Caribbean
- Europe and Central Asia
- The World Region
- United Kingdom
- Costa Rica
In my first mission as senior director, I am participating in an event in London this week hosted by the Governance Partnership Facility (GPF). This multi donor trust fund includes the World Bank Group, along with donors that include the UK, Netherlands, Norway and Australia. This year’s program includes perspectives from civil society and academic institutions which will further enrich our understanding of what’s important to our client countries.
Despite relatively modest resources over the past five years the GPF has played a major role in helping to build the Bank’s Governance and Anti-Corruption strategy. The model of the trust fund is structured around four different “windows” in which competitive grant proposals are submitted by World Bank task team leaders across the different Practice Groups; these are then carefully vetted and submitted to a Steering Committee for approval.