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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 $a9910797118703321 996 $aTrust, Voice, and Incentives$93781578 997 $aUNINA