Mulling over the whole “solutions for development” concept the other day, I was struck by what Ken Banks, founder of kiwanja.net and creator of FrontlineSMS, said when asked about what made for successful mobile technology development projects: “The single most important thing is starting with the problem and not the technology. It is quite common for people to grab the latest smartphone or iPad or whatever happens to be hot at the moment and try to figure out how it could be used in a development context. I think that the correct sequence should instead be problem-people-technology. By ‘people’ I mean the individuals at the grassroots who usually understand the problem better than anybody else. Pick just about any development project and there will be a local organization or group that is already trying to achieve the same goals. Gaining a full understanding of conditions on the ground – and properly defining the role that technology can and should play – is really important and the projects that do not make the effort to do this have a much harder time in the long run.”
The Great Recession has brought renewed interest to the question of how trade policy responds to economic shocks, especially in the face of trade agreements like the WTO. New research that examines new import restrictions through the lens of a particularly important class of trade policies – the temporary trade barriers (TTBs) of antidumping, safeguards, and countervailing duties - finds that emerging-economy trade policy has become more responsive to economic shocks under the WTO. The integration of emerging economies into the multilateral trading system since the 1980s – resulting in lower applied border tariffs and some binding WTO tariff commitments – has resulted in a heightened responsiveness of these other trade policies to economic shocks. In a number of ways, business cycles and real exchange rate movements, for example, affect application of new import restrictions by emerging economies much like they do for high-income economies.
‘From there to here, from here to there, funny things are everywhere!’
That one blue fish cost a million plus,1 that one blue fish and all the fuss.
In cities here and cities there, you’d think by now we’d be aware.
That we’d take some care for what is rare. But here’s another to make you stare:
Soup can come with a shark’s fin; yes, so strange a fin that’s mixed right in.2
So much money is being spent, just how far can we go, and to what extent?
‘Say! What a lot of fish there are.’ Yet there they go near and far.
Tuna, sharks and even rhinos too; all sold in a city near you.
Save a fish, save a tiger, save an elephant or two. Here’s what a kid could do
Shout ‘Oh Mr. Mayor in that great big chair, is your city doing its fair share?’
People, Spaces, Deliberation bloggers present exceptional campaign art from all over the world. These examples are meant to inspire.
In recent conversations on research, I’ve noticed that we often get confused when discussing the placebo effect. The mere fact of positive change in a control group administered a placebo does not imply a placebo effect – the change could be due to simple regression to the mean.
Let's think together: Every Sunday the World Bank in Tanzania in collaboration with The Citizen wants to stimulate your thinking by sharing data from recent official surveys in Tanzania and ask you a few questions.
HIV/Aids remains one of the deadliest diseases in sub-Saharan Africa, causing misery and suffering to millions of affected people and their families. But there are also signs of hope, as new infections and the number of Aids-related deaths have come down significantly since the mid-2000s. Similar to the broader trend in the region, Tanzania has achieved some success in reducing HIV/Aids:
- HIV prevalence among adults declined from its peak in 1996 (8.4 per cent of those aged 15-49 years) to 5.8 per cent in 2007, though it has stagnated since then.
- The number of people dying from Aids has fallen by about one third, from 130,000 in 2001 to 84,000 in 2011.
After an extensive consultation process and over a year of planning, the Global Partnership on Social Accountability (GPSA) is getting off the ground with the first call for proposals just announced on February 11, 2013. With its transparent policies, inclusive governance structure, and strategic thematic focus on social accountability, the GPSA clearly represents a milestone in Bank – civil society relations. After 30 years of engaging civil society through policy dialogue, consultation, and funding, the establishment of GPSA is a clear signal that the Bank intends to institutionalize and scale-up its support to CSOs.
The idea for the GPSA emerged from a speech former Bank President Zoellick made at the Peterson Institute in April 2011 in the wake of the Arab Spring, in which he spoke of the need for a new social contract between citizens and governments. He indicated that the Bank would explore with its shareholders means to support CSOs working on social accountability. This was followed by an extensive multi-stakeholder consultation process conducted on the design and scope of the proposed fund. From January through March 2012, more than 870 stakeholders from 57 different countries participated in 25 face-to-face meetings and video conferences organized across the world. In addition, nearly 300 persons submitted written comments online directly onto the GPSA website. As a result, several CSO recommendations were incorporated into the design of the GPSA such as the need to support core and longer term funding of CSOs, and ensure that CSOs had adequate representation on its governing body.
As the Carnival in Brazil kicked off last weekend, Brazilians were ready for a party. They have reasons to celebrate. Despite a lackluster GDP performance in the last two years, unemployment rates remain at record low levels.
Picture a global supply chain. The one that puts together the Amazon Kindle, for example: The flex circuit conductors are made in China, the wireless card is made in South Korea, and the tablet is assembled in Taiwan. The system works because each location specializes in something, whether it is relatively cheap labor, a cluster of machinery, or technical skills. But unlike a product made in a single factory, the Kindle’s components must cross borders.
The ease of crossing those borders – including through seaports or airports – is crucial to the production network. And, as it happens, fluidity is more important to trade in components than trade in final products. This makes sense, logically – it is easy to see how a whole holiday season’s worth of Kindles could be held up if the flex circuit conductors or wireless cards don’t get to Taiwan on time.