“Cuando la empresa no nos cumplió, le pusimos una multa. Tenemos que ser firmes con las empresas y con los proveedores, porque de lo contrario no cumplen. Así es como se saca adelante el proyecto”. Este testimonio me impresionó mucho cuando lo escuché de una mujer indígena en Bolivia, una mujer orgullosa de ser parte del comité directivo y de defender los intereses de la comunidad en el proyecto.
Bolivia tiene una historia de éxito fantástica que contar sobre cómo se alienta a las mujeres rurales a asumir el liderazgo en sus comunidades y organizaciones y cómo ellas y sus familias superan la pobreza.
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Photo: Hubert Figuière | Flickr Creative Commons
Canada has quietly become a leading player in the global PPP space. The unique Canadian version of the procurement model has evolved from an innovative idea promoted through the wisdom and passion of a few early believers and visionaries into a widely applied approach, embraced by all three levels of government and in every region of the country.
What might seem an “overnight success” has, in fact, taken 25 years of listening and learning to develop a smart, innovative, modern approach to infrastructure and service delivery using Public-Private Partnerships. It’s an approach that ensures real value for tax dollars and the efficient use of precious public resources.
Introduction: decompression in the development discourse
The US Securities and Exchange Commission is consulting on a proposal to require public companies to report the ratio of top executive compensation to the median compensation of their employees. ‘The gap in pay between chief executives and rank-and-file employees has been growing steadily, and now regulators want companies to tell investors just how wide it is,’ said the New York Times in its recent report.
Yet the essence of the SEC proposal is at odds with the way we have approached public sector pay reform in developing countries over the last twenty years or so. During that time, Bank and Fund reports have routinely focused on the ‘compression ratio’ – that is, the differential between the highest and lowest paid employees – and habitually recommended decompression. See, for instance, this IMF Technical Note which includes the compression ratio among the indicators to be used for evaluating government employment and compensation. Altering the ratio in favour of the highest earners would boost performance incentives for all, it was thought. A World Bank report for Timor Leste from 2011 is a typical example:
As countries prepare to meet at the G20 summit in Turkey next week, global growth and infrastructure needs will be at the top of decision makers’ concerns. And rightly so: Infrastructure – roads, bridges, ports, power plants, water supply – drive economic growth in many countries by facilitating manufacturing, services and trade. But it’s not just a matter of building more. To achieve good development on a planet stressed by climate change and diminishing natural resources, infrastructure needs to be sustainable.
Sitting on the train heading back from New York to Washington D.C., gazing out of the window at stressed watersheds, I had some time to reflect on a very special Climate Week. What does it all add up to? Where does it leave us as a global community needing speed and scale in our climate action?
Much is being written. Let me add a perspective. Here are three thoughts amid my swirl of memories, moments and impressions.
Climate osmosis – the street reaches the hallowed halls
It was difficult to stand in the canyon that is 6th Avenue, with a sea of people stretching in both directions – environmental activists, nurses, pensioners, business people, every possible faith community, moms, a sprinkling of celebrity and a dash of statesmen – and not be moved. On the Sunday before the Summit, more than half a million people took to the streets in People’s Climate Marches in New York and more than 160 countries across the globe. The marchers demanded climate action from their leaders, suggesting that the politics of climate action, once considered too hard to handle, might no longer be as difficult as leaders think.
The reverberations continued for 48 hours and became a point of reference in almost every speech at the UN Secretary-General’s Climate Leadership Summit. More than 120 heads of state and government came to hint and in some cases pledge action on climate change. New coalitions of governments, businesses, investors, multilateral development banks and civil society groups announced plans to mobilize over $200 billion for low-carbon, climate-resilient development. Forests and cities were big winners, landing pledges of around $450 million for forests and bringing together more than 2,000 cities in a new Compact of Mayors to help improve accounting of urban greenhouse gas emissions and the actions cities are taking to reduce them.
In a video shown at the UN Climate Leadership Summit on Sept. 23, 2014, German Chancellor Angela Merkel talks about her country's support for carbon pricing and how it can drive low-carbon growth.
Taking politics seriously
The idea political incentives play a powerful role in development—creating opportunities for change in some contexts, frustrating efforts in others—is not a new one. For many years now, academics and aid agencies have acknowledged that the uptake and impact of best practice reforms depends, in part, on the incentives of leaders and citizens, on formal and informal institutional arrangements, on historical legacies and structural drivers. And as a result, many aid agencies have made efforts to “take politics seriously.”
Miles de jóvenes emprendedores de 43 países de todo el mundo participaron en una serie de diálogos online y presenciales como parte de las actividades de Rumbo a Lima. Y la inclusión de los jóvenes en un proceso tan importante fue posible gracias al Grupo del Banco Mundial y el Young Americas Business Trust (YABT).
Thousands of young entrepreneurs from 43 countries across the world took part in a series of online and onsite dialogues as part of the Road to Lima 2015 activities. The inclusion of youth in such an important process was possible thanks to the World Bank Group and the Young Americas Business Trust (YABT).