In recent chats with officials from [an un-named country], I learned of the desire of educational policymakers there to leap frog e-learning through m-learning. This made an impression on me -- and not only because it succinctly was able to encapsulate four educational technology buzzwords within a five-word "vision statement". In many ways, this encounter helped confirm my belief that a long-anticipated new era of hype is now upon us, taking firm root in the place where the educational technology and international donor communities meet, with "m-" replacing "e-" at the start of discussions of the use of educational technologies.
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.
Photo: Daniel Kozak, World Bank
The first time I came to Bucharest in 2013 the Bank office offered to arrange a pick up from the airport. Being a seasoned traveler, I declined the offer. I reasoned that I had lived and worked in so many countries I could manage the transfer to the hotel without assistance. I was wrong.
I picked up my luggage to find a local cab outside the airport. A taxi driver offered me a ride. I didn’t negotiate the price upfront seeing that he had a meter in the car.
Twenty minutes later we reached the hotel. The meter read Lei 200 - at the that time about $60. That was over twice the going rate but there was little else I could do. I felt cheated as so many tourists do.
I learned from the experience, accepted offers of help from colleagues and paid more attention to rates going forward.
An electronic kiosk had been installed at the airport. Arriving visitors could now press a button to get an estimated wait time to hail a taxi. I took my ticket. It was a smooth ride.
What made the difference?
The new taxi ordering system is now available on mobile phones mirroring, in many ways, the service provided by Uber. Passengers can rate drivers and increase accountability.
Bucharest has gone from being a difficult place to find an honest cab driver to one of the most convenient.
The change has been driven by incentives and improved technology.
This is the first in this year’s series of posts by PhD students on the job market. Reminder that submissions close this Wednesday at noon.
Good political institutions are thought to be essential for sustained economic development (Acemoglu et al., 2016). But where do inclusive, accountable institutions come from? One prominent explanation centers on taxation (Schumpeter, 1918; Besley and Persson, 2009, 2013). Historically, when states began systematically taxing their populations to pay for wars, citizens protested fiercely, demanding public goods and political rights: “no taxation without representation.” This process triggered the co-evolution of tax compliance, citizen participation in politics, and accountable governance. Today, policymakers often promote taxation in developing countries to jumpstart this same virtuous cycle. “Bringing small businesses into the tax net,” writes the IMF, “can help secure their participation in the political process and improve government accountability” (IMF, 2011).
A few weeks ago, education policy makers and data analysts around the world were glued to their laptops when the Organization for Economic Cooperation and Development (OECD) published the results of PISA 2015. More than half a million students – from 72 countries and economies representing 28 million 15 year-olds – had taken the test. PISA, an international assessment administered every three years, measures the skills of students in applying their knowledge of science, reading, and mathematics to real life problems. PISA is one of the most influential international student assessments, which provides a rich set of information on the systems strengths and weaknesses, supports development of effective policies – and at the same time, benchmarks country's achievements vis a vis other participating countries.
Follow the authors on Twitter: @shomik_raj and @canaless
“It takes over 40 minutes just to get out of the parking lot. There has to be another way!" Listening to Manuel, an executive from Sao Paulo, was the tipping point that convinced us to convert our theoretical analysis on the potential of “corporate mobility” programs into real-life pilot programs in both Sao Paulo and Mexico.
Corporate Mobility Programs are employer-led efforts to reduce the commuting footprint of their employees. Such programs are usually voluntary. The underlying rationale behind them is that improved public transport systems or better walking and cycling facilities are necessary but not sufficient to address urban mobility challenges and move away from car-centric development. Moreover, theory suggests that corporate mobility initiatives may have the potential for a rare “triple bottom line”: they reduce employers’ parking-related costs, improve employees’ morale and reduce congestion, emissions and automobility. In other words, corporate mobility programs are good for profits, good for people and good for the planet.
En el Perú del presidente Ollanta Humala, como en toda América Latina, sacarse buenas notas en la escuela, conseguir un buen trabajo, tener acceso a oportunidades para salir adelante, dependen en gran medida de tan sólo un número: los primeros 1,000 días en la vida de una persona, es decir desde la concepción hasta los dos años de edad.
Water does not respect geopolitical boundaries. Hydrological systems are completely oblivious of international relations. This makes life complicated for the water managers, financiers, diplomats, and most of all – the water users – around the world’s approximately 276 transboundary river basins, 63 of which are in Africa. Sixty percent of the world’s freshwater flows are in transboundary rivers, and 40% of the world’s population lives in their river basins. When water cuts across borders, it poses economic, financial, logistical and political challenges for people trying to manage and develop the resource.
Climate change is increasing uncertainty about where and when water will be available. It is affecting billions of people living in transboundary basins, and as often happens, the poor are the hardest hit. There is a long list of potential problems people will face – supply in water-stressed regions will diminish; some regions are likely to have more water than they can handle; most challenging is the fact that the timing and amounts of future water availability are impossible to predict with certainty. Other risks - the increasing intensity of droughts, floods, typhoons, and monsoons; uncertainties around waterborne disease; glacier melt and decreased storage in snow-pack; glacial-lake outburst floods; sea-level rise and salt-water intrusion - all pose the highest risk to poor communities that are least able to cope.
With the majority of the world’s population now urban, cities are rising in prominence. Growing attention is being paid to cities’ potential to increase incomes and create jobs – whether through financial services and electronics manufacturing in Chennai, regionally integrated manufacturing around Guangzhou, or social and physical transformation in Medellin. Less prominent cities are asking how they can attain better economic performance. Hence economic competitiveness has become a preoccupation for city leaders – by which we mean a city’s ability to spawn, expand and attract businesses that create jobs for its residents, and to enlarge the overall economic pie.
So, how do cities make themselves more competitive? This year, the World Bank is investing in a Competitive Cities Knowledge Base (CCKB) initiative – a joint project between the World Bank Group’s departments working on Private Sector Development and Urban Development. The project includes in-depth case studies of economically successful cities across all continents. According to our current analysis, six of the most interesting cities for this work will be Bucaramanga (Colombia), Patna (India), Bandung (Indonesia), Agadir (Morocco), Kigali (Rwanda) and Izmir (Turkey). We are in the process of confirming these conclusions before beginning each of the case studies.
Swachh Bharat Mission Grameen (SBM (G)) – the rural clean India mission – plans to eliminate open defecation by 2019. SBM (G) is time-bound with a stronger results orientation, targeting the monitoring of both outputs (access to sanitation) and outcomes (usage). There is also a stronger focus on behavior change interventions and states have been accorded greater flexibility to adopt their own delivery mechanisms.
The World Bank has provided India with a US$1.5 billion loan and embarked on a technical assistance program to support the strengthening of SBM-G program delivery institutions at the national level, and in select states in planning, implementing and monitoring of the program.