When we talk about the future of work, it is important to include perspectives, ideas and solutions from young people as they are the driving force that can shape the future. As we saw at the recent Youth Summit 2017, the younger, digitally-savvy generations —whether they are called Millennials, Gen Y, or Gen Z— shared solutions that helped tackle global challenges. The two-day event welcomed young people to discuss how to leverage technology and innovation for development impact. In this post, we interviewed —under a job-creation perspective—finalists of the summit's global competition.
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India’s leading urban thinkers and practitioners gathered earlier this month, on November 1, 2017, in New Delhi to discuss “Challenges and Opportunities of Urbanization in India,” at a Roundtable Discussion organized by the World Bank Group. The event was chaired by Ede Ijjasz-Vasquez, Senior Director, Global Practice for Urban, Social, Rural and Resilience, World Bank.
“India's urban trajectory will be globally important,” said Vasquez in opening remarks, underscoring the strong link between the country’s economic trajectory and how it urbanizes, particularly over the next two decades. “It’s progress on poverty elimination, efficiency and growth of the economy, health of urban residents, climate emissions will all have a very important bearing, not just for India, but globally.”
Robert Allen’s recent AER paper on “Absolute Poverty: When Necessity Displaces Desire” is a fascinating read, on many levels. The paper uses linear programming (LP) to compute (four variants of) least-cost diets for twenty countries, using prices from the International Comparisons Project (ICP) microdata. To the resulting least-cost food budgets, estimates of non-food costs covering housing, fuel, lighting, clothing and soap are added, generating “basic need poverty lines” (BNPL) for each country.
A slew of programs announced in recent years have fostered a more favorable business environment for financial technology – or fintech – models to emerge in the MSME lending space – in India.
Earth’s landscape has been subjected to both natural and anthropogenic fires for millions of years.
Natural, lightning-caused fires are known to have occurred in geological time continuously at least since the late Silurian epoch, 400 million years ago, and have shaped the evolution of plant communities.
Hominids have used controlled fire as a tool to transform the landscape since about 700,000 years ago. These hominids were Homo erectus, ancestors of modern humans. Paleofire scientists, biogeographers and anthropologists all agree that hominid use of fire for various purposes has extensively transformed the vegetation of Earth over this period.
The nature of Earth’s modern-day biomes would be substantially different if there had been no fires at all. William Bond and colleagues (2005) used a Dynamic Global Vegetation Model to simulate the area under closed forest with and without fire. They estimated that in the absence of fire, the area of closed forest would double from the present 27% to 56% of present vegetated area, with corresponding increase in biomass and carbon stocks. This would be at the expense of C4 grasslands and certain types of shrub-land in cooler climates.
What would bring together the China trade shock, road blocks in the West Bank, and the Belt and Road initiative? The 6th Annual IMF-World Bank-WTO Trade Research Conference, at which staff of the three institutions presented the results of twelve research projects.
The Conference is over, but the website lives on, and here you can find preliminary versions of papers. To whet your appetite, here are three examples of research that use creative methodologies and raise provocative questions.
That international borders limit migration is obvious. But why should provincial or state borders prevent people from moving within a country? After all, most countries do not impose restrictions on mobility like the “hukou” system in China. Yet, in an article forthcoming in the Journal of Economic Geography, we find evidence of “invisible walls” between Indian states (Kone, Zovanga Louis; Mattoo, Aaditya; Ozden, Caglar; Sharma, Siddharth. 2017). Indians, particularly men seeking education and jobs, display a puzzling reluctance to cross state borders.
On November 1-3, India’s Ministry of Environment, Forest and Climate Change (MoEFCC) and the World Bank organized a workshop in Delhi to discuss forest fire prevention and management. The workshop brought together fire experts and practitioners from eight countries along with Indian government officials from the ministry and the state forest departments, as well as representatives from academia and civil society. One of the participating countries, Mexico, has recently transformed its national policy on forest fires. Alfredo Nolasco Morales, Wildland Fire Protection Manager at Mexico’s National Forestry Commission (CONAFOR) shared his insights on what this transformation has meant for Mexico, how it was achieved, and how it may serve as an inspiration for India as the Indian government prepares a new national action plan for forest fires.
Mexico’s forest fire program has operated for more than 70 years. On average, 7,500 fires occur each year, affecting 300,000 hectares of pasture, scrubland, forest, and regrowth. Recently, however, the country has experienced some especially bad years, including in 2017, when fires burned 715,714 hectares and killed 12 people. Extreme climatic conditions and the accumulation of fuels such as dry leaves, twigs, grasses, dead trees, and fallen timber have contributed to especially severe fire seasons.
Until 2012, Mexico’s national forest fire program focused on the complete suppression of fires by contracting helicopters to douse the flames. State forest fire programs were weak and there was little institutional coordination.
All schools are different. I’m not referring to the building, the number of students or teaching practices. I’m talking about the school’s spirit. When you walk into a good school, the building is often well-organized and clean. The students look busy and happy. You don’t see strict discipline; ideally, you see organized chaos.
When you see a well-functioning school, most likely, there is a good principal behind it. A leader who sets a vision for the school and sets clear objectives. Someone who creates the space that fosters teachers’ professional and personal development, and encourages students’ personal growth, creativity, and their own journey of discovery.
Running a school efficiently is a very difficult challenge. A principal must be a pedagogical leader to dozens of teachers: observing them in the classroom, evaluating institutional performance, and helping them get the professional development opportunities they need. Principals have to deal with hundreds of students and their personal and academic challenges. They need to respond to parents, each with their own expectations for the school. And principals also need to contend with the administrative and financial burdens imposed by the bureaucracy.