The World Bank's framework for assessing PIM systems - Anand Rajaram, World Bank,
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Transcript of The World Bank's framework for assessing PIM systems - Anand Rajaram, World Bank,
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New Developments in Infrastructure Governance,
OECD-IMF Seminar, March 23-24, 2015
The World Bank’s Framework for Assessing PIM Systems
Anand Rajaram, World Bank
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Key questions on public investment
• How much can/should a country spend on public investment?
• Should broad development plans/strategy guide choice of sectors?
• How should individual public investment project choices be made?
• What kinds of institutional arrangements will help achieve good PIM outcomes?
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http://blogs.ft.com/beyond-brics/2014/06/23/emerging-asia-to-drive-global-infrastructure-spend-to-2025-says-pwc/
http://www.ft.com/intl/cms/s/2/9b591f98-4997-11e4-8d68-00144feab7de.html#axzz3G7Uidmg1
Present Day - Growing Focus on Infrastructure Investment
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Public Investment – its current salience
Everybody talks about Infrastructure
• Developing countries now spend about $1 tril. a year on infrastructure, but an additional $1 tril./yr is required through 2020 .
• We wish to use our oil revenues to invest in infrastructure which can benefit future generations – Minister Kiwanuka, Govt. of Uganda
• Time is right for an infrastructure push in countries where conditions are right – IMF, World Economic Outlook, October 2014
• Real challenge is a lack of bankable projects. – Jim Kim, WBG President, Oct 2014 at launch of Global Infrastructure Facility.
• Growing support for Asia Infrastructure Investment Bank
• G-20 focus on infrastructure investment
But few about the Institutions
• Unless PIM systems are in good condition, much of this infrastructure spend will be wasted
• There needs to be a corresponding emphasis on the need for investment in institutions to manage PIM
• We are now building knowledge on how good, bad or ugly PIM systems actually are across the globe
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Why effective PIM is important
Common Problems • Development plans disconnected
from actual budgets/projects
• Projects selected with poor/no social cost benefit analysis
• Projects with low socio-economic value consuming scarce resources
• PPP projects that create risk for govt.
• Projects awarded to unqualified firms
• Corruption in procurement
• Delays in land acquisition
• Cost escalation, delays
• Abandoned projects
• Poor quality of completed project
• Poor maintenance and operation
• No self-correcting response
Consequences • Few valuable assets are created
• Stock of decaying infrastructure – Power and water shortages, road and
railway accidents, crowded hospitals, deteriorating HDI
• “Investment” fails to spark growth and improved social welfare
• And if investment is financed: – by debt – creates a liability
– by taxes - burdens citizens and private sector
– by finite natural resource extraction - reduces net wealth
• Macroeconomic instability, failure to grow, political instability
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A Framework for Assessing PIM holistically
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PIM: Building a Knowledge Base
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PIM Systems across Countries
AN IMPRESSIONISTIC PICTURE OF PIM SYSTEMS ACROSS SELECTED COUNTRIES
Country Examples> Haiti Sierra Angola Mongolia Georgia Brazil Vietnam Ireland Korea U.K.
PIM Feature LeoneGuidance
Appraisal
Independent Review
Selection/budgeting
Implementation
Adjustment
Operation
Evaluation
Unified PPP?
GNI per capita 810 680 5010 3770 3570 11690 1730 39110 25920 39140
Source: PIM diagnostic country studies, World Bank
Good Weak Poor
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Some emerging knowledge on PIM
• Typologies of PIM systems - Advanced / Emerging / Aid-dependent/ Resource rich/ Fragile-post conflict
• Countries with good PIM outcomes typically reflect good processes with regard to all eight features of a PIM system
• Advanced countries use more sophisticated techniques to achieve better PIM functionality and risk management
• But the large majority of countries have poor PIM systems with a wide variety of management/governance failures
• There are no standard blueprints to achieve a given PIM functionality – but key principles apply
• PPPs are a complex modality for PIM – countries with limited capability are approaching this without the necessary knowledge
• Procurement challenges are often a critical problem – PIM may help create a new paradigm for procurement
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Advanced PIM systems: United Kingdom
• The UK addresses all 8 PIM stages in great depth
• High degree of integration across the 8 stages – reporting and tracking from appraisal to completion
• PPPs are integrated as a specific PIM modality
• Major projects and high risk projects given special attention
• System is constantly being improved
– 2012 Olympics used to upgrade good practice
– Requirement that senior govt. staff undertake training in major project management at Oxford University program
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Advanced PIM systems: United Kingdom
Gu
idan
ce
Evaluatio
n
Ap
praisal
3 Stage
Review
Selection
Imp
lemen
tation
, A
dju
stmen
t
Op
eration
Major Projects Authority, Cabinet Office
HM Treasury
MPA Guidance
Gateway reviews at initiation, pre-market and pre-final negotiation stages
Review of Integrated Assurance and Approval Plan by MPA and HMT
National Audit Office
Green Book
Strategic, Outline and Final Business Case
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UK: A Sophisticated Implementation Assurance Process
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Ireland - PIM • Five year plan and 5 year rolling capital budget
• Guidelines for project appraisal and PPPs
• 2 stage - screening/detailed project appraisal
• Appraisal techniques vary – simple appraisal to MCA to CBA
• Independent review by central unit/consultants
• Project selection as part of the budget process
• Implementation monitored through spot checks on compliance/ cost overruns can trigger project termination
• Post-project evaluations undertaken by sponsoring agency
Year 2009 2010 2011 2012* 2013*
Exchequer capital, €m 8,231 8,297 8,193 9,672 9,159
Exchequer capital, % of GNP 5.2% 5.0% 4.7% 5.3% 4.7%
PPP (incl. user charges), €m 957 1,783 2,139 2,387 2,173
Total (Exchequer + PPP), €m 9,188 10,080 10,331 12,059 11,333
Total, % of GNP 5.8% 6.1% 6.0% 6.6% 5.8%
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Vietnam PIM – system in transition
• High levels of investment until recently: Total investment and
consolidated public investment, respectively, accounted for 41% and 13% of GDP (2008); reduced to 30% and 10% (2013).
• But increasingly through provincial government: 77% of public investments are managed at the provincial and lower levels where: – Weak guidance and screening of proposals. Sectoral and provincial masterplans are not an
adequate basis for screening investment proposals.
– No structure or formal technical guidance to appraisal. The system is mainly administrative, concerned mostly with procedural compliance and set timeline.
– There is no independent review of project appraisal by provinces or sectors.
– Project selection and budgeting. Too many projects chasing insufficient funding.
– Project implementation/adjustment during construction: Monitoring of provincial public investments is only required for projects with at least 30% of total cost financed by government budget. Cost overrun as much as 50% over estimates.
– Facility operation: No asset registry for constructed works. Despite Law on Management and Use of State Property, there are no specific regulations so assets are poorly managed and maintained.
– Ex-post evaluation: Largely a missing function.
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Sierra Leone – Aid dependent PIM
• Project appraisal reliant on donors • Natural resource revenue growth raising share of
domestically funded projects w/o review • Early efforts to define guidelines for PIM • But limited capacity to appraise/review and
fragmented responsibilities weaken process • Unsolicited PPPs poorly handled – conflict between
PPP unit & privatization commission • Implementation is poor due to multiple failures • Weak PIM not surprising – challenge is how system can
be strengthened • Source: Sierra Leone Diagnostic and Policy Note, World Bank, June 2013
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Conclusion
• Calls for public investment must be matched by attention to quality of PIM
• Building knowledge on PIM systems is high value
• PPPs need to be integrated into PIM systems
• Diagnosis is easy, institutional reform is difficult
• Important that reforms are tailored to “load-bearing” capacity in country and sustained over time
• Growing portfolio of PIM reform TA projects at WB
• World Bank ready to collaborate closely with other partners including KDI, IMF, OECD and others
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Recent book – Public Investment Management
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Thank you