LEADER 06295oam 22007335 450 001 9910824801003321 005 20240410030706.0 010 $a1-4648-0457-5 024 7 $a10.1596/978-1-4648-0456-4 035 $a(CKB)3710000000431344 035 $a(EBL)2066661 035 $a(SSID)ssj0001541557 035 $a(PQKBManifestationID)12012880 035 $a(PQKBTitleCode)TC0001541557 035 $a(PQKBWorkID)11535169 035 $a(PQKB)11091516 035 $a(MiAaPQ)EBC2066661 035 $a(Au-PeEL)EBL2066661 035 $a(CaPaEBR)ebr11066198 035 $a(CaONFJC)MIL798087 035 $a(OCoLC)911001287 035 $a(The World Bank)210456 035 $a(US-djbf)210456 035 $a(EXLCZ)993710000000431344 100 $a20020129d2015 uf 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aTrust, Voice, and Incentives $eLearning from Local Success Stories in Service Delivery in the Middle East and North Africa /$fBrixi, Hana 205 $a1st ed. 210 1$aWashington, D.C.,$cThe World Bank,$d2015. 215 $a1 online resource (338 pages) 300 $aDescription based upon print version of record. 311 $a1-4648-0456-7 320 $aIncludes bibliographical references. 327 $aCover; Contents; Foreword; Acknowledgments; About the Authors and the Contributors; Abbreviations; Overview; Citizens' expectations; Local successes: Autonomy, accountability, and participation; Figures; O.1 Voiced opinion to public officials in the last month: MENA and other regions, 2013; The cycle of poor performance; O.2 The cycle of performance; O.3 Importance of wasta in obtaining a government job, by municipality: Jordan, 2014; O.4 Percentage of respondents reporting payment of informal fees, education and health care sectors: MENA region and globally, 2013 327 $aO.5 Percentage of students whose principals report that teacher absenteeism is a serious problem in their school: MENA region and globally, 2011 O.6 Adherence to care protocols for diabetes and coronary heart disease in health facilities: Arab Republic of Egypt, 2010; O.7 Availability of aspirin, by province: Morocco, 2011; Bases for improvement; O.8 SABER analysis of World Bank School Autonomy and Accountability Interventions, by region, FY03-13; Reference; Data sources; Introduction; Organization of this report; I.1 The cycle of performance; Note; References 327 $aPART I: Expectations, Reality, and Inspiration in Education and Health Services Delivery Maps; I.1 Human Development Index (HDI) values for MENA, 2013; 1. A Demand for Better Services but Not Formal Accountability; The right to education and health services in the MENA region; Citizens' satisfaction and demands on government; 1.1 Prioritizing values: MENA and other regions, 2010-14; 1.2 Citizens' priorities among services: Various regions, 2014; 1.3 Top two issues in need of the greatest investment: Arab Republic of Egypt, 2011 327 $a1.4 Satisfaction with education services: MENA and other regions, 20131.5 Satisfaction with the availability of quality health care: MENA and other regions, 2013; 1.6 Satisfaction with services across sectors: MENA and other regions, 2013; 1.7 Education and health systems-corrupt or extremely corrupt: Selected MENA economies, 2013; 1.8 Public sector corruption score: Selected MENA economies, 2014; 1.9 Perceptions of government's efforts to fight corruption: MENA and other regions, 2013; 1.10 Satisfaction with efforts to deal with the poor: MENA and other regions, 2013 327 $a1.11 On a continuum of 1 to 10, citizens' expectations of their government: MENA and other regions, 2010-14 Citizens' trust and engagement; 1.12 Perceptions of performance of current government in improving basic health services: Selected MENA economies, 2010-11; 1.13 Citizens' perceptions of service delivery responsibility: Tunisia, 2014; 1.14 Satisfaction with education services and trust in government: MENA and other regions, 2013; 1.15 Satisfaction with health services and trust in government: MENA and other regions, 2013 327 $a1.16 Voiced an opinion to a public official in the last month: MENA and other regions, 2013 330 3 $aThis report examines the role of incentives, trust, and engagement as critical determinants of service delivery performance in MENA countries. Focusing on education and health, the report illustrates how the weak external and internal accountability undermines policy implementation and service delivery performance and how such a cycle of poor performance can be counteracted. Case studies of local success reveal the importance of both formal and informal accountability relationships and the role of local leadership in inspiring and institutionalizing incentives toward better service delivery performance. Enhancing services for MENA citizens requires forging a stronger social contract among public servants, citizens, and service providers while empowering communities and local leaders to find 'best fit' solutions. Learning from the variations within countries, especially the outstanding local successes, can serve as a solid basis for new ideas and inspiration for improving service delivery. Such learning may help the World Bank Group and other donors as well as national and local leaders and civil society, in developing ways to enhance the trust, voice, and incentives for service delivery to meet citizens' needs and expectations. 410 0$aWorld Bank e-Library. 606 $aHuman capital$zMiddle East 606 $aHuman capital$zAfrica, North 607 $aMiddle East$xEconomic conditions$y1979- 607 $aAfrica, North$xEconomic conditions 607 $aAfrica, North$xEconomic policy 607 $aMiddle East$xEconomic policy 615 0$aHuman capital 615 0$aHuman capital 676 $a338.956 700 $aBrixi$b Hana Polackova$0283173 702 $aLust$b Ellen 702 $aWoolcock$b Michael J. V.$f1964- 712 02$aWorld Bank Group, 801 0$bDJBF 801 1$bDJBF 906 $aBOOK 912 $a9910824801003321 996 $aTrust, Voice, and Incentives$94000262 997 $aUNINA