When looking to improve road safety for children around the world, it is clear that the experience of South Korea has valuable lessons to offer.
To start, the numbers speak for themselves. In 1992, 1,566 kids (14 years old and under) were killed in road crashes in South Korea. By 2014, children deaths dramatically decreased to only 53, the equivalent of an almost 97 percent reduction over that period of time. No other country that we know of has experienced such a remarkable reduction in only 22 years.
What made this achievement possible?
Although there isn't a single answer, the evidence shows that comprehensive policies played a crucial role in reducing children deaths due to road and traffic injuries.
Whenever aid and development money is involved, one question consistently emerges: How do you make sure it does not fall on the wrong hands, and be victims of fraud and corruption? This is a question that the World Bank country team in Vietnam and elsewhere has been grappling with. How do we ensure that financing for World Bank projects actually goes to its intended purposes and supports the ultimate goals of eliminating extreme poverty and boosting shared prosperity?
World Bank country staff in Vietnam realized that previous responses to fraud and corruption have focused too narrowly on individual projects. What are the factors that cause and perpetuate fraud and corruption in the first place? They needed to sufficiently address the root causes of the problem, and not just the symptoms. Despite greater awareness and more open debate about corruption in Vietnamese society, there's no evidence that allegations of fraud and corruption have decreased in the last several years.
To nip the canker in the bud, the Vietnam country team is developing a Strategic Action Plan to Address Fraud and Corruption Risks. The plan identifies broad areas of fraud and corruption concerns, categorizes them, and proposes measures and activities for mitigation. Teams across different World Bank units called “Global Practices” have come together to mainstream and implement the plan into core operations.