Person:
Karippacheril, Tina George
Author Name Variants
Fields of Specialization
Digital governance,
Citizen-centered service delivery,
Public sector management,
Social protection,
Social registry
Degrees
ORCID
External Links
Departments
Social Protection and Jobs Global Practice
Externally Hosted Work
Contact Information
Last updated
January 31, 2023
Biography
Tina George Karippacheril is a Senior Social Protection Specialist in the Africa Region of the World Bank. She leads a regional operation in six countries (the West Africa Unique Identification for Regional Integration and Inclusion Program) that won the World Bank President’s Award for Excellence. Previously she served as Global Co-Lead for the Delivery Systems Group. Her work, over the course of 20 years, spans middle income and low income countries on digital governance, social protection delivery systems, social registries, foundational IDs, social protection payments, and platforms for the poor. Recent publications include Investing in People: Social Protection for Indonesia’s 2045 Vision (2020) and “Social Registries for Social Assistance and Beyond” (2017). She holds a PhD in technology, policy, and management from Technische Universiteit Delft (the Netherlands).
Publication Search Results
1 - 5 of 5
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Publication
Sourcebook on the Foundations of Social Protection Delivery Systems
(Washington, DC: World Bank, 2020-07-30)The Sourcebook synthesizes real-world experiences and lessons learned of social protection delivery systems from around the world, with a particular focus on social and labor benefits and services. It takes a practical approach, seeking to address concrete “how-to” questions, including: How do countries deliver social protection benefits and services? How do they do so effectively and efficiently? How do they ensure dynamic inclusion, especially for the most vulnerable and needy? How do they promote better coordination and integration—not only among social protection programs but also programs in other parts of government? How can they meet the needs of their intended populations and provide a better client experience? The Sourcebook structures itself around eight key principles that can frame the delivery systems mindset: (1) delivery systems evolve over time, do so in a non-linear fashion, and are affected by the starting point(s); (2) additional efforts should be made to “do simple well”, and to do so from the start rather than trying to remedy by after-the-fact adding-on of features or aspects; (3) quality implementation matters, and weaknesses in the design or structure of any core system element will negatively impact delivery; (4) defining the “first mile” for people interface greatly affects the system and overall delivery, and is most improved when that “first mile” is understood as the weakest link in delivery systems); (5) delivery systems do not operate in a vacuum and thus should not be developed in silos; (6) delivery systems can contribute more broadly to government’s ability to intervene in other sectors, such as health insurance subsidies, scholarships, social energy tariffs, housing benefits, and legal services; (7) there is no single blueprint for delivery systems, but there are commonalities and those common elements constitute the core of the delivery systems framework; (8) inclusion and coordination are pervasive and perennial dual challenges, and they contribute to the objectives of effectiveness and efficiency. -
Publication
Public Service Delivery in the Era of Digital Governance: Case Studies from Indonesia
(World Bank, Washington, DC, 2013-05)In an era of digital governance, information technology, internet, mobile devices, and social media have transformed the organization, management, and delivery of public services. Developing country governments around the world are gradually replacing paper-based processing and delivery with next-generation technologies to serve citizens. In Indonesia, a host of citizen-led approaches have emerged ahead of government process transformation efforts. This global expert team (GET) note examines case studies of digital-era governance (DEG), a concept put forward by Dunleavy, further developed by means of examples from Indonesia focusing on demand-side approaches to stimulate improvements in public sector performance. -
Publication
Bringing Government into the 21st Century: The Korean Digital Governance Experience
(Washington, DC: World Bank, 2016-06-21)This volume—a collaborative work between the World Bank’s Global Governance Practice and a team of researchers working with the Korean Development Institute—is dedicated to the proposition that there is much that can be learned from a careful and nuanced assessment of Korea’s experience with e-governance. It seeks to draw lessons both from the large reservoir of experience as to what has worked, as well as the more limited and isolated examples of what has not. In particular, it seeks to achieve two objectives. The first is to accurately understand, capture and distill the key dimensions of Korea’s e-governance experience so that it can be properly understood and appreciated. Towards this end, some of the world’s leading experts on Korea’s e-governance experience have been engaged in its preparation, and their conclusions have been carefully vetted and reviewed by other leading scholars of the role of IT systems within government. The goal is to avoid flip generalizations or characterizations, such as “political will is important” or “it is important to embed e-governance within a broader strategy to develop a domestic IT industry,” but to truly understand the complex interplay between differing political, economic and bureaucratic interests and how they shaped decisions about developing the technological and human infrastructure that would support Korea’s successful thrust to be the world’s leading nation in this area. The second is to ponder the lessons learned and what did and did not work from Korea’s experience for other developing countries seeking to strengthen the role of information technology within their public sectors. -
Publication
Social Registries for Social Assistance and Beyond: A Guidance Note and Assessment Tool
(World Bank, Washington, DC, 2017-07)This paper makes several contributions. First, it presents a ‘guidance note’ on the framework for Social Registries, anchoring the definition of these systems in their functions along the Delivery Chain and their social policy role as inclusion systems, while clarifying terminology in a manner that is consistent with IT standards in the discussion of their architecture as information systems. Second, it illustrates the diverse typologies and trajectories of country experiences with Social Registries with respect to their (a) institutional arrangements (central and local); (b) use as inclusion systems (coverage, single or multi-program use, static or dynamic intake and registration); and (c) structure as information systems (structure of data management; degree and us of interoperability with other systems). These patterns primarily derive from a review of Social Registries in a sample of 20 countries), (Azerbaijan, Brazil, Chile, China, Colombia, the Dominican Republic, Djibouti, Georgia, Indonesia, Macedonia, Mali, Mauritius, Mexico, Montenegro, Pakistan, the Philippines, Senegal, Sierra Leone, Turkey, and Yemen). The paper also draws on experience in other countries (Kenya, Rwanda, Nigeria, Egypt, Jordan, Vietnam, India, Estonia, Belgium, the US, Canada, Australia, and others) to illustrate specific points. Third, this paper develops a basic ‘Assessment Tool’ covering the core building blocks of Social Registries using a ‘checklist’ style of questions. Given the wide diversity of Social Registries in both their role in social policy and in their architecture, the approach is not prescriptive: it does not advocate for any specific model or blueprint for Social Registries. Any diagnostics or recommendations that emerge from use of this Guidance Note and Assessment Tool will be country specific. Some key take-away messages include: (a) the importance of recognizing both the role of the ‘front lines’ for outreach, intake and registration (Social Registries as inclusion systems) and the ‘back office’ functions of Social Registries as information systems; (b) the potential power of Social Registries as integrated and dynamic gateways for inclusion; (c) the recognition that Social Registries are generally part of end-to-end systems for specific programs, integrated social protection information systems, and/or even ‘whole-of-government’ approaches; and (d) there is significant diversity in the typology and trajectories of Social Registries across countries and over time. -
Publication
Investing in People: Social Protection for Indonesia's 2045 Vision
(World Bank, Jakarta, 2020-04-30)The Government of Indonesia's Vision for 2045 sets an ambitious path that will require significant investments in human capital and social protection Indonesia continues to set ambitious goals for its growth and development. The Government of Indonesia's (GoI) vision for 2045—when the country celebrates 100 years of independence—is to achieve high income status and reduce poverty to nearly zero. In addition to sustained growth and income opportunities for all, an inclusive and efficient social protection (SP) system will be essential to meet these ambitious goals. In most countries today, effective risk-sharing and SP policies play important roles in building equity, resilience and opportunity, and in strengthening human capital. Indonesia is no different. Risk sharing interventions can reduce and prevent poverty, and make growth more equitable by safeguarding households' human and physical capital. Over the past two decades, Indonesia's SP system has been fundamentally transformed. In particular, it has moved from the dominance of regressive consumer subsidies and ad-hoc crisis response to targeted and household based social assistance programs, with a massive coverage expansion. In terms of social insurance, recent years have seen an ongoing building and integration of its policies and institutions. This has all been made possible through better spending allocations and a build-up of the needed platforms to deliver programs effectively and efficiently.