Tuesday, Oct. 13th | 9:00 - 1:00 EST
International Finance Corporation Auditorium, Washington, DC
Tuesday, October 13th
IFC Auditorium | 2121 Pennsylvania Ave. NW, Washington DC
Just three months after the deadly Ebola Virus touched down in Nigeria, the country was pronounced “Ebola free” by the World Health Organization. In a country with a mobile population of more than 173 million, mixed progress in public health outcomes and challenges in government coordination and delivery, this is a remarkable case of delivery despite the odds, with international assistance playing an ‘arm’s length’ role and Nigerians taking the lead.
But it doesn’t always take a crisis to align the interests of politicians, institutions and the public like this. We recently attended the Overseas Development Institute’s ‘Driving change in challenging contexts’ event where participants presented several cases of how governments delivered despite the odds.
In late June, we sent two of our bravest colleagues, Marta and Marcelo, on a daring mission into the Tundra, close to the Arctic Circle. Even though the temperature was in the mid-80s (mid-20s Celsius), you could feel the glacial breezes. Since our unit focuses on Latin America and the Caribbean, you might wonder what brought them so far north.
The team had arrived in Toronto, Ontario with a mission: to learn more about shared corporate services (SCS) and their potential application to save costs and improve government efficiency in other parts of the world.
In the late 90s, reeling from a financial crisis, the provincial government of Ontario was faced with a daunting task: to cut a third of its administrative budget in one year. In other words, they had to do more with less. Over the next decade the government managed to save C$43 million in direct costs and C$227 million through efficiency gains. Their secret was an innovative solution borrowed from the private sector.
This is an important week: it marks both International Right to Know Week and the week of the United Nations’ summit for the adoption of the post-2015 development agenda.
At this meeting, The UN’s Sustainable Development Goals (SDGs) are expected to be adopted. Among these goals is Goal 16, Target 10 – to ensure public access to information and protect fundamental freedoms, in accordance with national legislation and international agreements.
Inclusion of this target recognizes that incredible progress has been made on the right to know--over one hundred countries worldwide already have made significant progress towards achieving this target and other countries are actively discussing the passage of access to information laws--and that there is still more work to be done.
Among the findings in a recent report of the Independent Evaluation Group entitled ‘World Bank Group Engagement in Resource-Rich Developing Countries: The Cases of the Plurinationational State of Bolivia, Kazakhstan, Mongolia and Zambia’ was that: “The World Bank’s programs often lacked attention to the demand side of reforms, including building partnerships and maintaining communications with stakeholders beyond the executive branch of government.”
This finding caught my eye because, given my own experience with a number of particularly assertive governments, I know that the more important issue, and where the real accountability lies, is for governments themselves to pay attention to the demand side, in other words that they listen to their own citizens.
Efficiency. Competitiveness. Innovation. Integrity.
Do these words come to mind when you think of State-Owned Enterprises (SOEs)?
From June 2-3, 2015 in Santiago, Chile, over 100 representatives of governments, SOEs, and academia from 13 countries came together to discuss how to advance these ideals, at the fourth Annual Meeting of the Latin American Network on Corporate Governance of State-Owned Enterprises, co-organized by the World Bank, the Organisation for Economic Co-operation and Development (OECD), and the Latin American Development Bank (CAF).
SOEs are commercial enterprises owned by governments, in full or in part. , national expenditures, employment, and government revenues.
These are exciting times for those of us who believe in the potential of greater budget accountability to help tackle some of the world’s most pressing problems. The upcoming release of the Open Budget Survey promises to shed some light on three pillars of accountable budgets: transparency, participation, and oversight.
The importance of budget transparency is now well established. Recent years, however, have seen growing recognition that, along with access to information, it is critical that the public is provided with formal opportunities to engage in how budgets are managed.