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In January 2016, the World Bank released World Development Report 2016: Digital Dividends.
The 330 page paper is an insightful read with brilliant analysis of how ' '.
Part of the report is about efficacy of digital technologies to improve public service delivery in developing countries.
World Development Report 2016 (WDR 2016) team analyzes 530 e-government projects in over 100 countries to determine where the digital technology projects funded by the World Bank are more successful.
Walk into your local Apple Store, and you can leave with a Parrot. A Parrot drone that is. The range of drones on the market is proliferating, so you can pick up a number of species: prefer fixed-wing or copter?
Media coverage conjures up daily images of drone use in warfare or spying: more predator than parrot. But
The real value of drone images for development will likely come in how they are applied in specific sectoral and institutional contexts. We highlight examples of how drones, operated by communities directly or by government authorities, are used to promote accountability and performance in a variety of applications.
Companion blogs will feature drone use for transparency and accountability in local roads investment and natural disaster relief in the Philippines. as featured in the Air and Space Series organized by the Governance and Energy-Extractives Global Practices.
In large, developing countries the government spends much of its budget on social safety net programs and building infrastructure, which involves procuring goods and services. But the ways in which these goods and services are purchased – the procurement process – can sometimes be inefficient and opaque to citizens. The procurement data is not easy to find or easy to understand; the policies are not always clear. In short,
In India, with help from the World Bank, there’s a promising initiative that is trying to address this problem, which is fundamentally one of transparency and accountability in government. But it is entering a critical new phase, in which it will need to become more self-sufficient and wean itself off of the initial World Bank seed funding.
Government works best when citizens are directly engaged in policymaking & public service delivery. This month we’ve been highlighting the importance of government responsiveness for fostering an active citizenry.
Think you know about citizen engagement? Take our quiz based on some of our most recent blogs and find out! And let us know how you did by sharing your score on twitter @wbg_gov!
Want to know more? Enroll for free in World Bank course on Citizen Engagement which starts on February 1 to learn how you could help improve public services.
The invitation for new SAFE Trust Fund applications is now open until 7 March 2016
What is SAFE?
2016. A new year and a new emphasis on data-driven performance for local government. Cities are accelerating at a fast pace to put data to use. Not just to understand what’s happening on the street level, also to improve service delivery systems.
Until recently, Boston’s Department of public works kept track of jobs on paper. And there was no efficient system to track what jobs were done and what needed to be done.
But that has changed.
If you want a passport in Pakistan, you wait in line – possibly for hours. You might get to the passport office at the crack of dawn to avoid the queue. The process might be unclear, and there might be people – “agents” – waiting outside the office, offering to help: “For a few hundred rupees, I can fast-track your application.”
The government of Pakistan is trying to fix these problems, including the requests for bribes, rude treatment, and inefficient processing. Their approach is simple and creative and made possible because there are an estimated 123 million mobile phone users in the South Asian nation – about 64 percent of the population, according to the Pakistan Telecommunication Authority.
Beginning this fall, staff at each of the passport office’s 95 locations began collecting the cell phone numbers of all passport applicants. Shortly after each visit, the central headquarters sends the applicant a text message: “Did you face any problem or did someone ask you for money?”
Visiting a technical institution (one that is focused on science and engineering) in India can be a mixed experience. I have been to campuses that have state-of-the-art lab equipment with dedicated staff, and I have also been to others that barely have enough textbooks in their libraries and lab equipment from the 1960s.
Regardless of the type of institution, one thing is certain – even if the buildings are brand new and WiFi abundant, without good governance practices technical institutions in India would be less able to provide good higher education services to students.
To provide some more practical advice on how to embody good governance in the higher education sector, I visited seven institutions in two different states (Maharashtra and Karnataka) to explore best practices, which are summarized below:
A neighborhood road a minute walk away from my house in the southern plains of Nepal used to be paved. When I was a kid, it was usable during all seasons. Not anymore.
A few years ago, I’m told, residents worked with the municipal officials to get drinking water to their houses. Officials broke the road so they can connect drinking water pipes from the nearby main highway to neighborhood homes.
That road has yet to be repaired. When I asked my parents and neighbors why it has taken so long for the road to be repaired, they responded by saying the municipality officials have ignored it.
The town’s municipal officials said locals haven’t contacted them yet about that road and there are other projects the municipality is working on. The broken road in my neighborhood isn’t one of those projects. To put it gently, public services in my hometown remain in dire condition.
Would things have been different if residents of my hometown engaged more with their local government? Maybe.
A recent World Bank report “The Small Entrepreneur in Fragile and Conflict-Affected Situations” looked into the motives and challenges of small entrepreneurs in FCS countries and made a number of interesting discoveries. They found that compared to entrepreneurs elsewhere, entrepreneurs in FCS have different characteristics and face significantly different challenges. FCS enterprises tend to be small, informal and to be engaged in sectors that are trade and service oriented.
Three other things they found are illustrated in the charts below. These findings came as quite a surprise to us.