It would be untruthful of me to say that I have ever considered myself the “farming type”, so to speak. Oddly enough, everything surrounding my upbringing and very name suggested otherwise.
The story begins a world away from Washington. Nicholas Meitiaki Soikan — or Soikan as he’s known to most — was the sixth of seven children in what is considered a small Maasai family from Kajiado county in Kenya.
As a young boy, his mornings were spent herding livestock, mostly cattle that he had names for and considered his pets. He and his siblings went to primary school in shifts, so that meant Soikan’s turn to study was in the afternoon, often under a large acacia tree.
This year’s International Women’s Day “Women in the Changing World of Work: Planet 50-50 by 2030” places great emphasis on equality and economic empowerment. When countries give women greater opportunities to participate in the economy, the benefits extend far beyond individual girls and women but also to societies and economies as a whole. A recent study shows that raising labor participation of women at par with men can increase GDP in the United States by 5 percent, in the UAE by 12 percent and in Egypt by 34 percent.
There are a multitude of government programs that directly try to help particular firms to grow. Business training is one of the most common forms of such support. A key concern when thinking about the impacts of such programs is whether any gains to participating firms come at the expense of their market competitors. E.g. perhaps you train some businesses to market their products slightly better, causing customers to abandon their competitors and simply reallocate which businesses sell the product. This reallocation can still be economically beneficial if it improves allocative efficiency, but failure to account for the losses to untrained firms would cause you to overestimate the overall program impact. This is a problem for most impact evaluations, which randomize at the individual level which firms get to participate in a program.
In a new working paper, I report on a business training experiment I ran with the ILO in Kenya, which was designed to measure these spillovers. We find over a three-year period that trained firms are able to sell more, without their competitors selling less – by diversifying the set of products they produce and building underdeveloped markets.
Over the past five years, we have seen the emergence of a number of eGovernment applications and platforms in East Africa, leveraging the growth of internet and smartphone penetration to improve the reach and quality of government service delivery. While a number of these technology solutions, particularly in tax administration, trade facilitation and financial management systems, have been sourced from international providers – based in the United States, India and Singapore – African information and computer technology (ICT) firms have also played a major role in this surge in online service delivery to citizens and businesses.
The use of various “managed service” models, such as eGovernment public-private partnerships (PPPs) and cloud hosting, has allowed even governments with limited in-house ICT capacity to deliver services online in a sustainable manner. The World Bank Group (WBG) has also played an important role in developing the ability of local firms to effectively provide services to government clients by sharing good international practices and by funding the development of these locally grown technology solutions.
Kenya e-Citizen improves revenue generation as it cuts compliance costs for citizens and businesses
This digital services and payment platform – https://www.ecitizen.go.ke/ – was initially piloted in 2014 with seed funding from the Kenya Investment Climate Program of the WBG's Trade & Competitiveness (T&C) Global Practice. The technology platform was developed and is now managed through an outsourcing arrangement by government with a local ICT firm. It has grown organically, expanding from eight government-to-citizen (G2C) and government-to-business (G2B) services to more than 100 today, covering such areas as driver’s licenses, passport and visa applications, company and business name registration, work permit administration and civil registration. Citizens are able to register and obtain login credentials online, through a validation process involving the national ID and SIM card registry databases. They can also pay for services using a variety of methods, including bank transfers, credit cards, MPesa (“mobile wallet”) and other mobile money systems.
Photo Credit: Ninara via Flickr Creative Commons
The World Bank Group’s recently-released report, Benchmarking PPP Procurement 2017, assesses the capacity of 82 countries, including Kenya, to prepare, procure and manage public-private partnerships (PPPs) based on the prevailing policy, legal and regulatory framework and evaluates this data against generally accepted good practice.
Despite many advantages including an ambitious program for devolution, the challenges for a smooth urbanization process remain multifaceted for Kenya:
- Access to services remains low;
- Informality of human settlements and jobs predominate; and
- Poorly functioning land markets make investing in housing and infrastructure expensive and inefficient.
In this video, Senior Director Ede Ijjasz-Vasquez weighs in on Kenya’s urbanization challenges, focusing on urban finance, land and planning institutions, and urban governance, as he discusses the main messages of the Kenya Urbanization Review.
Video: Courtesy of Arimus Media
Editor's note: This blog post is part of a series for the 'Bureaucracy Lab', a World Bank initiative to better understand the world's public officials.
“By introducing an automated customer management system we took a noose and put it around our own necks. We are now accountable!”
This reflection from a manager in the Nairobi Public Water and Sewerage utility succinctly captures the impact of MajiVoice, a digital system that logs customer complaints, enables managers to assign the issue to a specific worker, track its resolution, and report back to the customer via an SMS. As a result, complaint resolution rates have doubled, and the time taken to resolve complaints has dropped by 90 percent.
MajiVoice shows that digital technologies can dramatically improve public sector capacity and accountability in otherwise weak governance environments. But is this example replicable? Can the increasingly cheap and ubiquitous digital technologies—there are now 4.7 billion mobile phone users in the world—move the needle on governance and make bureaucrats more accountable?
Over the past decade and a half, Sub-Saharan Africa has experienced rapid economic growth at an average annual rate of 5.5%. But since 2008, the share of manufacturing in GDP across the continent has stagnated at around 10%. This calls into question as to whether African economies have undergone structural transformation – the reallocation of economic activity across broad sectors -- which is considered vital for sustained economic growth in the long-run.