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Information Alone is Not Enough: It’s All About Who Uses It, and Why

Leni Wild's picture

It is 10 years since the World Bank launched its landmark World Development Report (WDR), Making Services Work For Poor People. A decade later, what have we learnt about the science and politics of service delivery – and what are the emerging issues that will shape future priorities? The recent anniversary Conference in Washington D.C., co-hosted by ODI and the World Bank, with support from the UK Department for International Development, discussed new developments, data and trends in public service delivery since 2004 across a range of service delivery sectors.

In the conference report, ODI experts share their reflections on the conference and on future directions in five key areas for service delivery: information and incentives, behavioral economics and social norms, financing service delivery, fragile states and the politics of delivery. This article by Leni Wild talks about information and incentives.

There is still a gap to be filled between having more information and figuring out whether and how services improve. However, February’s joint ODI and World Bank Conference marking ten years since the World Development Report (WDR) on Making Services Work for Poor People flagged up where progress has been made, and what we are learning about the role information can – and cannot – play here.

What have We Learned on Getting Public Services to Poor People? What’s Next?

Duncan Green's picture

Ten years after the World Development Report 2004, the ODI’s Marta Foresti reflects on the past decade and implications for the futureMarta Foresti

Why do so many countries still fail to deliver adequate services to their citizens? And why does this problem persist even in countries with rapid economic growth and relatively robust institutions or policies?

This was the problem addressed by the World Bank’s ground-breaking 2004 World Development Report (WDR) Making Services Work for Poor People. At its core was the recognition that politics and accountability are vital to improve services and that aid donors ignore this at their peril. Ten years on, these issues are still at the heart of the development agenda, as discussed at the anniversary conference organised jointly by ODI and the World Bank in late February.

As much as this was a moment to celebrate the influence of the WDR 2004 on a decade of development thinking and practice, it also highlighted just how far we have to go before every citizen around the world has access to good quality basic services such as education, health, water and electricity.

Weekly Wire: the Global Forum

Kalliope Kokolis's picture

These are some of the views and reports relevant to our readers that caught our attention this week.

Stockholm International Water Institute
Policy Brief: Preventing Corruption in the Water Sector

“The WGF policy brief, Preventing Corruption in the Water Sector, provides policy makers with concise analysis on how to identify corruption risks in the water sector and offers key recommendations to that can secure political commitments to promote water integrity, transparency and good governance.”  READ MORE

Turning Failures into Teachable Moments

Darshana Patel's picture

Everyone likes a happy ending and this applies in development work too.  Quite often, we have the tendency to showcase our successes through best practices that are upheld as evidence that a particular approach works. But what about those instances when we may have made some mistakes along the way or failed outright? Humans have a tendency to focus on successes rather than failures.

"This [handling of failure] is difficult for us to do well because we have strong human bias to value successes more than we value failures. In most organizations failure is stigmatized and nobody wants to be associated with it…..Unfortunately this produces some dangerous side-effects. Since improbable failures have high information content, it is important to communicate information about failure quickly and widely throughout the organization. To the extent that we hinder the flow of this information, we will force people to reinvent failures that we have already experienced, and that generates no useful new information."