Good policy starts with good data, which is why the work of Together for Girls (TfG) begins with nationally representative Violence Against Children Surveys (VACS), led by the Center for Disease Control and Prevention (CDC) as part of the TfG partnership. The VACS generate data on prevalence and incidence of physical, sexual, and emotional violence as well as risk and protective factors, consequences of violence, and access to services. VACS have generated data for almost 10% of the world’s youth population (aged 13–24). VACS data catalyzes and informs national action to prevent and respond to violence. With strong data to guide the way, national governments lead the development and implementation of a comprehensive multi-sector policy and programmatic response to violence against children (VAC).
The time needed to acquire a permit to market medicines in Tunisia has been significantly reduced from 2 to 3 years to under 9 months. This was achieved between the years 2014 and 2017, and is especially remarkable considering the difficult political context in Tunisia and in its different industrial sectors. This administrative reform, along with many others, was the result of public-private dialogues (PPD) launched in January 2014 in various sectors. As a sign of the importance placed on the process, it survives despite five recent changes of government in Tunisia.
Start-ups in emerging markets are disadvantaged when it comes to accessing mentors and mentorship programs. The infoDev Climate Technology Program has been working to fix this challenge and recently launched two mentorship pilots in partnership with Climate Innovation Centers in Ghana and the Caribbean.
Successful entrepreneurs from developed technology hubs often engage mentors so that they can learn from experienced industry veterans, solve unfamiliar problems, and navigate blind spots. In emerging economies, great mentors are harder to come by, founders are less familiar with what to expect from a mentor, and support programs and networks are less established.
As behavioral scientists to the World Bank, we at the Mind, Behavior, and Development (eMBeD) Unit tend to see behavioral science everywhere. With the holiday season fast approaching, it’s no surprise that we can apply behavioral science to any number of seasonally appropriate channels, including charitable giving. Reciprocity, it turns out, affects us at every age, and can be a good lesson for charitable giving campaigns.
Photo: kupicoo/ iStock
A key challenge when developing a policy to manage unsolicited proposals (USPs) in infrastructure projects is to strike a balance between receiving submissions and creating competitive tension. In a previous blog, we warned that USPs should be used with caution as an exception to the public procurement method, and argued that a good policy to manage USPs can help ensure transparency and predictability, and protect the public interest.
Surely a government that decides to consider USPs and develops a policy to manage them will look forward to receiving compliant proposals. At the same time, the government should ensure the project represents a fair market price and delivers value for money. Yet what is the incentive for the private sector to submit an unsolicited bid if the government takes it and competitively procures it? How can a government make USPs appealing to the private sector while attracting enough competing bidders?
This is the sixth in this year’s job market series
Labor misallocation is believed to be a key driver of differences in income across countries (Hsieh and Klenow 2010). However, the causes of this misallocation are not always well understood and there is little evidence on what interventions can improve the allocation of workers in the economy. These issues are particularly important in Sub-Saharan Africa, where worker mobility from low to high productivity sectors is often limited (McMillan, Rodrick and Verduzco-Gallo 2014).
My job market paper provides new experimental evidence from Ethiopia showing that subsidizing job applications can reduce inefficiencies in the allocation of workers’ talent.
There are currently 66 million people forcibly displaced across the globe, 26 million fleeing their countries as refugees and 40 million internally displaced - the worst such crisis since World War II. The Middle East is among the most affected regions with over half the Syrian population forcibly displaced...
Community leaders discuss systems of violence prevention in the community of San Juan de Floresta in Loreto, Peru. Photo credit: G Shannon, DB Peru
In the Peruvian Amazon, the Lower Napo River communities that we are working with for the upcoming GBV in the Amazon of Peru (GAP) Project are negotiating a transition to modernity, where increasing access to transport, telecommunication and media has meant that communal life is changing. This has coincided with increasing concerns about gender violence: recent figures from Mazan, a remote township on the Lower Napo River, show that 79% of women between the ages of 18 and 29 report experiencing sexual violence at some point in their life.
With the right kind of reforms, public employment services can do a better job of matching job seekers from poor households. In low and middle-income countries, individuals from poor households find jobs through informal contacts; for example asking friends and family and other members of their limited network. But this type of informal job search tends to channel high concentrations of the poor individuals into informal, low-paid work.
Job seekers especially from poor households need bigger, more formal networks to go beyond the limited opportunities offered by the informal sector in their local communities. This is where public employment services can help, but in developing countries many of these services just simply do not work well: they suffer from limited financing and poor connections to employers, and governments are looking for ways to reform and modernize them to today’s job challenges.
There are lots of cases where developing countries have improved their public employment services and these can serve as models. The lessons from these successful reforms can be distilled and replicated. Based on our recent publication, here are three case-tested strategies that improved the performance, relevance and image of public employment services.