LaMP aims to be the first organization that actively works to increase rights-respecting labor mobility, ensuring that workers can access employment opportunities abroad. The long-term goal is to plug labor market gaps in OECD countries while unlocking billions in income gains for people who fill needed jobs.
Most governments around the world have temporarily closed schools in an attempt to contain the spread of the COVID-19 pandemic. As they start to plan for reopening, we have compiled a series of short and accessible briefs that provide the best available rigorous evidence on five critical dimensions of school reopening and recovery.
This report considers the potential of ID, mobiles, and payments to improve the capacity of governments to deliver more effective, inclusive, and accountable programs.
The market-driven, value-based advance commitment (MVAC) builds on the advance market commitment (AMC) mechanism previously used in global health with several important innovations and improvements. Most crucially, the MVAC is driven by MIC demand rather than donor contributions; is informed by countries’ ability to pay rather than a single, “cost-plus” price; and allows pharmaceutical companies to reap higher revenues from a more effective product. In this report, we apply our new model—the MVAC—to a target product profile (TPP), published by the World Health Organization (WHO) in 2016 and endorsed by BMGF, for a pan-TB regimen.
Designing a Medium-Term Response to the Rohingya Refugee Crisis: Ideas for Bangladesh, the International Community, and the Private Sector
While Bangladesh and Myanmar have recently attempted small-scale repatriation, these efforts have failed as refugees refused to go back, fearing for their safety. Conditions in Myanmar’s Rakhine State continue to deteriorate, and UN agencies have been denied full access to areas of return. Despite this, planning so far has been short-term and focused on aid rather than medium-term economic, environmental, and human development approaches.
Nigeria has a vibrant and growing tech sector. In a survey of tech firms conducted in 2018, we find that most firms start small but grow quickly, more than doubling their size in the few years since the start of operations. Many are addressing inefficiencies in distribution of goods and services. But firms are still hampered by the business environment, notably unreliable electricity and lack of access to credit. Most suffer significant power outages, forcing them to purchase generators. Few firms have access to financial institutions or venture capitalists, relying instead on family and professional networks. Finally, tech firms employ very few women. While the Nigerian government has made the tech sector a priority, it needs to do more to improve the basics of the business environment. The government and the private sector must also take steps to increase the participation of women in the tech sector.
Global development is increasingly intertwined with state fragility. It's time for donors to rethink how their engagement can better help countries address the underlying causes of fragility.
The arrival of a new leadership team in Brussels provides an opportunity for Europe to reinvigorate its role as a global development power and to build a true partnership with its continental neighbour, Africa. These tasks have never been more urgent.
Gavi’s mission—saving children’s lives and protecting people’s health by increasing equitable use of vaccines—remains highly relevant. Gavi 5.0 needs a new model to deliver on its laudable mission. This overview note lays out five challenges and summarizes some of our ideas to address them; backing up each is a standalone note that provides greater detail and options for action.
In many low- and middle-income countries, lifesaving health products are either unavailable or beyond the reach of the people who need them most.
Understanding the Opportunity Cost, Seizing the Opportunity: Report of the Working Group on Incorporating Economics and Modelling in Global Health Goals and Guidelines
Internationally set goals and guidelines directly influence the setting of health care priorities at the national level, affecting how limited resources are generated and allocated across health care needs. The Working Group on Incorporating Economics and Modelling in Global Health Goals and Guidelines has brought together disease specialists, policymakers, economists, and modelers from national governments, international organizations, and academic institutions across the globe to address these issues, to take stock of current approaches, and make recommendations for better practice.
The next global pandemic is a matter of when, not if. Preparing for this inevitability requires that policymakers understand not just the science of limiting disease transmission or engineering a drug, but also the practical challenges of expanding a response strategy to a regional or global level. Achieving success at such scales is largely an issue of operational, strategic, and policy choices—areas of pandemic preparedness that remain underexplored.
The report considers three different channels through which Basel III can affect financial stability and development in EMDEs: (1) effects on the volume, composition, and stability of capital flows arising from the implementation of Basel III in advanced economies; (2) effects on financial stability and a level playing field from the adoption of the Basel framework by the home countries of affiliates of foreign banks operating in EMDEs; and (3) effects on financial stability, broad access to financial services, and deepening of local financial systems from the implementation of Basel III by EMDEs themselves.
Every year, governments worldwide sign contracts worth trillions of dollars. They buy textbooks and fighter planes, hire consultants, commission firms to run railways and build bridges, take out loans and give guarantees, grant mining concessions, and issue licenses to use the public airwaves. Each time, legal documents specify who will pay how much to whom for what.
The SDGs face a key dilemma. Although major multilateral institutions like the World Bank and the other core MDBs have played a leadership role in shaping the SDG financing framework, there is a significant misalignment between the structure of these institutions and SDG financing needs. The International Development Finance Club is uniquely positioned to play a leadership role on the SDGs.
In November 2015, CGD published the report Unintended Consequences of Anti–Money Laundering Policies for Poor Countries, which warned that efforts to curb illicit finance were producing significant adverse side effects. This new report takes stock of what has been accomplished as well as what remains to be done.
Even while policy solutions to address de-risking are being implemented, new technologies have emerged to address de-risking by increasing the efficiency and effectiveness of AML/CFT compliance by financial institutions.
In 1995, India’s Self-Employed Women’s Association (SEWA) organized women waste pickers in Ahmedabad into a cooperative to improve their working conditions and livelihoods. Over time, this informal arrangement evolved into Gitanjali—a women-owned and -run social enterprise. With support from key partners, Gitanjali has generated social value, providing its members with safe and dignified work while increasing their earnings. While Gitanjali faces challenges in becoming a fully self-sufficient social enterprise, its experience offers insights for other initiatives seeking to provide opportunities for women to transition from informal to formal work.