2. Definitions of public investment vary widely
across countries
• Gross public fixed capital formation of general government
sector, excluding public corporations (IMF, World Economic
Outlook)
• Other definitions frequently used in countries:
– Expenditure classification
• Capital expenditure vs. recurrent expenditure
– Time horizon
• Projects of more than one year
– Output
• "Social" Infrastructure: education and health facilities and housing
• "Economic" Infrastructure: transport, communications, energy,
irrigation systems, water and sanitation
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3. There is renewed attention on public
investment across the globe
• Post-crisis environment: ensure efficiency of
spending
• Fiscal stimulus plans: reliance on public
investment
• Natural resource boom: spend resources
wisely
• Uncertain growth prospects: multi-year
commitments need a strong rationale
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4. Spending often does not translate into
productive assets
Value for Money? Project delays
Government Investment and Infrastructure Quality in the World
7
6
5
4
3
2
0 10 20 30 40
Average Government Investment (% GDP) 2005-2010
Source: IMF WEF (2010) and IMF WEO(2011)
Source: CoST (2011), IMED for Bangladesh
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5. Why is public investment management so
complex?
• Localized and visible benefits: politicization?
• Lumpy investments: transparency?
• Cross-cutting nature: champions?
• Multi-year nature: ownership?
• Multi-sector: technical capacities?
• Public and private sectors: regulatory capacity?
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6. Modalities of public investment
General
Mainly fiscal
Fiscal Government
financing
Sector (Central
State, Local) Public
Investment
Management
Some fiscal Public
& some
corporate
Corporations
financing (Nonfinancial)
PPPs
Business
Other
sources of
Private Sector Environment
financing
Private Mainly regulatory
Investment
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7. Attention is needed across the eight critical
steps of the project cycle….
Project Detailed project
development design
1 2 3 4 5 6 7 8
-
Guidance Formal Appraisal Project Implemen Project Service Project
& Project Review Selection t ation Changes Delivery Evaluation
Screening Appraisal &
Budgeting
Basic completion
review
Pre-feasibility
Evaluation
Feasibility
CE
CBA
Regulatory
requirements
Source: Rajaram, Anand, et al. (2010), 'Framework for Reviewing
Public Investment Efficiency', (Washington, DC: World Bank Policy Public Sector & Governance Page 7
Working Paper, No. 5397 (August), 17.
8. … but there are trade-offs:
strengthen appraisal or implementation first?
Strengthening appraisal first may take considerable time for benefits to accrue…
… while improved implementation may also include poorly designed projects
Well Poorly
executed executed
Good projects A C
Poor projects B D
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9. Overall strategy of reform
•Sound understanding of context
• Tailored to fit individual country trajectories,
PIMI
circumstances and practices
•PIM Drill Down
Rely on “good-enough practice”
• Carefully designed and sequenced
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10. The World Bank’s “Investing to Invest” Agenda
Analytics and Tools Policy Dialogue Operational
Diagnostics Assistance
Diagnostic Framework PIMI Identifying needs, Diagnostic operations
Framework for assessing Cross-country PIM index validation, peer to peer
PIMI
PIM “should-have” learning
features
Regional Studies PEFA-PIM Drill-down Conferences Technical assistance
Country-specific Seoul, Hanoi, Brazil, operations
PIM Drill Down
Global Synthesis indicator assessment Washington D.C.
Thematic analysis and
country cases
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Notes de l'éditeur
Infrastructure bottlenecks: often a significant constraint to growth, social development, and competitiveness in many countries (HICs, MICs, LICs)Public investments can justify fiscal space, but only if: Good decisions on investment choices are made. Assets are efficiently created, operated and maintained.Infrastructure gaps: e.g. The Asian and Pacific region can expect a huge gap of about 180 billion USD annually between demand for infrastructure investment and supply from public and private sources. However, the annual average total funding received by developing countries in the period 2000–2003 for infrastructure investment from ADB, World Bank, and JBIC was only about 7 billion USD (UN ESCAP 2006), which represented less than 5% of the gap. Africa’s infrastructure needs would cost around $93 billion a year (about 15 percent of the region’s GDP). Some two-thirds of this total relates to capital expenditure, and the remaining one-third to operation and maintenance requirementsInsufficient resources for public investment but still significant share of public spending.
Infrastructure bottlenecks: often a significant constraint to growth, social development, and competitiveness in many countries (HICs, MICs, LICs)Public investments can justify fiscal space, but only if: Good decisions on investment choices are made. Assets are efficiently created, operated and maintained.Infrastructure gaps: e.g. The Asian and Pacific region can expect a huge gap of about 180 billion USD annually between demand for infrastructure investment and supply from public and private sources. However, the annual average total funding received by developing countries in the period 2000–2003 for infrastructure investment from ADB, World Bank, and JBIC was only about 7 billion USD (UN ESCAP 2006), which represented less than 5% of the gap. Africa’s infrastructure needs would cost around $93 billion a year (about 15 percent of the region’s GDP). Some two-thirds of this total relates to capital expenditure, and the remaining one-third to operation and maintenance requirementsInsufficient resources for public investment but still significant share of public spending.
Infrastructure bottlenecks: often a significant constraint to growth, social development, and competitiveness in many countries (HICs, MICs, LICs)Public investments can justify fiscal space, but only if: Good decisions on investment choices are made. Assets are efficiently created, operated and maintained.Infrastructure gaps: e.g. The Asian and Pacific region can expect a huge gap of about 180 billion USD annually between demand for infrastructure investment and supply from public and private sources. However, the annual average total funding received by developing countries in the period 2000–2003 for infrastructure investment from ADB, World Bank, and JBIC was only about 7 billion USD (UN ESCAP 2006), which represented less than 5% of the gap. Africa’s infrastructure needs would cost around $93 billion a year (about 15 percent of the region’s GDP). Some two-thirds of this total relates to capital expenditure, and the remaining one-third to operation and maintenance requirementsInsufficient resources for public investment but still significant share of public spending.
Challenges: efficiency (do more with less)The world seems to have lower infrastructure quality associated with higher government infrastructure investmentCost and time overruns can be significant
Infrastructure bottlenecks: often a significant constraint to growth, social development, and competitiveness in many countries (HICs, MICs, LICs)Public investments can justify fiscal space, but only if: Good decisions on investment choices are made. Assets are efficiently created, operated and maintained.Infrastructure gaps: e.g. The Asian and Pacific region can expect a huge gap of about 180 billion USD annually between demand for infrastructure investment and supply from public and private sources. However, the annual average total funding received by developing countries in the period 2000–2003 for infrastructure investment from ADB, World Bank, and JBIC was only about 7 billion USD (UN ESCAP 2006), which represented less than 5% of the gap. Africa’s infrastructure needs would cost around $93 billion a year (about 15 percent of the region’s GDP). Some two-thirds of this total relates to capital expenditure, and the remaining one-third to operation and maintenance requirementsInsufficient resources for public investment but still significant share of public spending.
Complexity: fiscal, financial, multi-sector and multiple modalities; and time horizon and transaction-intensive, politically challengingPublic Investment Managementcan be defined as a process for planning, implementation and control over capital investments by the public sector to achieve value for money. Public sector includes general government and nonfinancial public corporations.
Strengthening appraisal first: implies I am in Cell CStrengthening implementation: I am in Cell B
Identifying Needs, Validation, Peer to Peer Learning:e.g., Korea 2009, Hanoi 2010, Brazil, APEC conference in D.C., and Bangladesh 2011Operationalassitance:Technical assistance: ESW (Bulgaria, Turkey, Western Balkans), trust funds (Ukraine), co-financed activities (Kazakhstan), development policy operations (Georgia), and sector investment projects (Moldova, Albania); new fee-based-services on PIM may be emerging in Romania and Azerbaijan. The WB also partner with countries to share good practice in PIM through PEMPAL Budgeting Community Practice (Istanbul 2008 and Minsk 2011)The WB has published regional study: PIM in the new EU member states, 2009Regional workshop and case studies: Western Balkans 2010Specific sector work: e.g. lead by the TransportationPolicy dialogues with MoF and other Ministries on policy prioritization, selecting, executing, monitoring and assessing impact of projects.
Identifying Needs, Validation, Peer to Peer Learning:e.g., Korea 2009, Hanoi 2010, Brazil, APEC conference in D.C., and Bangladesh 2011Operationalassitance:Technical assistance: ESW (Bulgaria, Turkey, Western Balkans), trust funds (Ukraine), co-financed activities (Kazakhstan), development policy operations (Georgia), and sector investment projects (Moldova, Albania); new fee-based-services on PIM may be emerging in Romania and Azerbaijan. The WB also partner with countries to share good practice in PIM through PEMPAL Budgeting Community Practice (Istanbul 2008 and Minsk 2011)The WB has published regional study: PIM in the new EU member states, 2009Regional workshop and case studies: Western Balkans 2010Specific sector work: e.g. lead by the TransportationPolicy dialogues with MoF and other Ministries on policy prioritization, selecting, executing, monitoring and assessing impact of projects.