Other
This is a page on other descriptions of informality.
Seed content[edit]
Kyrgyzstan[edit]
Media literacy - capability to apply diverse media channels (social media, press media, informal channels) and to conduct cross-media analysis (analyzing one issue with diverse media/public discourse perspectives).
Source: AccLab Blog
Pacific-Fiji[edit]
[2] Informal Settlement means a cluster, or area, of dwellings occupying state, freehold or customary (iTaukei) land with or without some type of informal consensual arrangement with the landowners and without any legal form of security of tenure. Standard definition of Informal Settlement used by the Fijian Ministry of Housing and Community Development.
Source: AccLab Blog
This excerpt is also potentially relevant to: Informal Settlements
Pakistan[edit]
Order in chaos: Collection, sorting and disposal of waste that we consider informal and hard to cover is actually very organized. There is a constructed chain, rates of buying and selling, designated people and spots. It’s now a matter of how to acknowledge it as an asset that can be part of the formal system.
Source: AccLab Blog
Palestine[edit]
In the State of Palestine, rarely do we experience stable ‘normal’ circumstances. As a matter of fact, we have been conditioned to embrace chaos and survive an unstable environment. Palestinians want decent lives but based on public perception through informal discussions with youth, they have become less concerned with long-term planning given the protracted crisis that rewires the brain to live in survival mode while subconsciously ignoring the big picture. This type of adaptive thinking has emerged as a resiliency mechanism to a highly unstable and complex political situation, and permeates all aspects of our lives, including work plans, daily activities, and strategic planning. While navigating this unstable environment, adapting and maintaining a fluid structure for development in general and for the work of UNDP/PAPP is essential.
Source: AccLab Blog
Philippines[edit]
During the meeting, the need for actionable data-more regular, timely, and granular data-on the poverty situation in Davao was emphasized. Official poverty statistics, which I used as the starting point for the conversation, come in three-year intervals and with at best a year-long delay; and the municipal-level poverty estimates available were four years old. We asked if there are other means to get this data that are sufficiently robust, even if not official, to guide poverty action? Perhaps, informally collected data by local governments and by the CSOs can be leveraged. We were fortunate that Ateneo de Davao University, who hosted the meeting, gave an impromptu presentation of its city-wide survey on self-rated poverty: a demonstration of what could be tried on a larger regional scale.
Source: AccLab Blog
Saudi Arabia[edit]
And as you know from the informal meetings, beginning in 2020, we are now using A.I. - particularly through supervised Machine Learning -- to help interrogate UNDP’s 2018 and 2019 results, to generate better insights, identify trends, share insight, and improve strategic planning and results at all levels in UNDP. This capacity will help us to better understand not only where we are doing well, but where we are not, and, even more importantly, why.
Source: AccLab Blog
Tanzania[edit]
Indeed, UNDP accelerator lab joined the movement to provide technical and financial support in the design, fabrication and testing of appropriate technologies for Tanzania. This includes collaboration on 3D printing capabilities, supply of PPEs and other innovations towards the fight against COVID-19. The DIT design studio at the time had informally joined hands with other labs and makers such as the Science Technology and Innovation Center Lab (STIC), Uhuru labs, Mbeya University of Science and Technology (Government owned), Bits&bytes (Private) and Robotech (Private). This unusual mix of government institutions and private hubs attracted me the most because I firmly believe that solutions are better crafted in a unison.
Source: AccLab Blog
A recent report by the world bank estimates that cities around the world generated as high as 2.01 Bilion tones a year, this was equivalent to 0.74kg kgs per person per day. Due to high rates of solid waste generation, an annual increase of 70% to 3.40bilion tones in 2050 is expected. In sub-Saharan Africa, it is estimated that over 90% of produced waste is often disposed on unregulated dumps or openly burnt. Improper waste management can lead to stern health and environmental hazards. When waste is not properly managed it contributes to global climate change through methane generation, serves a breeding ground for vectors and can even promote urban violence. As elucidated in our recent blog on design thinking, the city of Mwanza ( Where this project is undertaken) produced around 350tonnes of waste a day (almost 70% is organic), there is less investment in circularity and use of technology in the system. To conduct this experiment, we selected Buhongwa ward- a semi urban, peripheral location with high rural-urban migration rate, furthermore, the ward has a rough population of thirty thousand inhabitants and hosts the largest vegetable market in the region. Solid waste management structure in this ward is relatively informal with less or no investment in refuse collection or recycling. The ward also houses the largest sanitary landfill in the region, waste re-use and scavenging activities are evident.
Source: AccLab Blog
Tunisia[edit]
A final point on this, is the retention issue. The UN/DP brand might have been powerful to attract initially good candidates, but it might not be necessarily enough to retain them. The organization and consequently the CO would need to articulate an attractive employment value proposition to retain good candidates and ensure return on investment, which is a high risk. It should include necessarily flexibility and freedom of maneuver.2. EcosystemAcceptance is tricky and particularly when it is perceived as an omen for change. The Accelerator Lab team would need to know well not only its ‘clients’ (UNDP team, national partners and perhaps eventually UN country teams), but also its suppliers and potential competitors (NGOs, innovation workshops, design schools, thinktanks, etc.) to design its value proposition and marketing pitch, mitigate risks (partnerships, service provision, expectations, etc.) and adjust its communication and knowledge management approach(es). The role of the supervisor is essential for supporting political economy assessment, joining the dots with the outer world, and articulating the ‘local’ business case.3. Network learning and collective IntelligenceEnlisting ‘learners’ is not intuitive. How to connect with the rest of the team? How to create a learning environment suitable for all? What rhythm to adopt for the network? It really depends on the country office dynamics, systems, and people- mostly people. As our Administrator often says people change systems. My funky bunch interacted formally and informally to raise interest and curiosity in their work beyond the fancy launching. Empathy was an important ingredient in their interactions. Confinement and remote work did not facilitate the task, but their creativity, collegiality, and our persistence on ‘leaving no one behind’ paid off. The CPD was also a good opportunity to position their creative contributions in ‘hefty’ UNDP business. Hacking the CPD challenged the way we approach development challenges. It also revealed our programming and partnership blind spots.
Source: AccLab Blog
Zimbabwe[edit]
How does one begin to categorize the actors and stakeholders of the second largest informal sector in the world? According to the Zimbabwe 2014 Labour Force Survey, 94.5% of employment in the country is informalized. Our entry point as the Zimbabwe AccLab to understand this colossal sector was to focus on the section of the informal sector that has affected urban cities in Zimbabwe the most: Street Vending. Street vending accounts for 15 to 25% of total informal employment in Africa’s cities. According to the Assessment of the Contribution of Street Vending to the Zimbabwe Economy 2018, 86.6% of street vendors depend entirely on street vending as their source of income.
Source: AccLab Blog
This excerpt is also potentially relevant to: Informal Sectors