Transcript Document

Public-Private Dialogue
Benjamin Herzberg
Sr. PSD Specialist
Investment Climate Department
World Bank Group
1
•
•
•
•
•
•
IFC and PPDs
Why create or support PPDs?
How do PPDs work?
How to get results with PPDs?
How to enter and exit?
How to share experiences, get good
practice material, tools?
2
IFC and PPDs
3
15 IFC-Sponsored PPDs as of 2008 + ~10
IFC-sponsored partnerships
Partnerships with the involvement of the WBG
4
15 IFC-Sponsored PPDs as of 2008 + ~10
IFC
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Aceh,
Bangladesh,
Cambodia,
Chad,
Cameroun,
Central African Republic,
East Timor,
Ethiopia, Laos,
Liberia,
Nepal,
Rwanda,
Sierra Leone,
N. Sudan,
Tonga, and
Vietnam,
WB
•
•
•
•
•
•
•
•
Benin,
Ghana,
Mali,
Mauritania,
Senegal,
Uganda,
Tanzania
Zambia
5
12 projects specified as such: 6% of BEE portfolio
6
7% projects specified as such: 6% of BEE portfolio
BEE FY07 Expenses
PPDs
Unassigned* (BEE
other), 18%
Business Entry, 21%
Doing Business Reform
Rapid Response, 3%
Access to Land, 2%
Trade Logistics, 2%
Licensing, Permits &
Inspections, 17%
Industry-Specific BEE,
16%
Alternative Dispute
Resolution, 7%
Sub-National Doing
Business, 2%
Business Taxation, 6%
Investment Policy &
Promotion, 6%
7
Why create or support PPDs?
8
1- Discovering priorities
Infrastructure (transport, energy, waste)
Innovation, R&D
Training and labor information
Logistics & Trade facilitation
Contract enforcement
Regulatory improvement
Corruption
Competition
Innovation
Access to finance
9
9
2- Reducing regulatory burden
10
3- Increasing opportunities for good policies
Learning about
good practice
Discovery
Institution
Capacity building
Reform management
Source: WDR05.
11
4- Ensure transparency and representativity
GOVERNMENT
+
STAKEHOLDERS
But how to
structure that
engagement?
12
12
5- PPD as tool to design and implement reforms
Structured dialogue  Workable reforms  Reforms that work
Diagnostics
Solution
Design
M&E
Implementation
• Engagement
• Consensus building
• Ongoing support • Watchdog
• Definition
• Filtering
• Watchdog
• Empowerment
• Feedback loop
• Resources
PPD contributes to all steps of reform process
13
13
How do PPDs work?
14
PPDs in pictures
15
15
Implementation : 12 key processes (PPD Charter)
1. Mandate and Institutional Alignment
2. Structure and participation
3. Champions
4. Facilitator
5. Outputs
6. Outreach and communications
7. Monitoring and evaluation
8. Sub national initiatives
9. Sector-specific programs
10. International role
11. Post-conflict / Crisis / Reconciliation
12. Development partners
A number of
options to
choose from
A number of
good and bad
practice to
learn from
A number of
decisions to
implement
16
Several types of outputs
Focusing on this
will bring the others
17
17
Breakdown per type of reforms, 2006
Clarification
17%
Enforcement
2%
Infrastructure
8%
Institution
2%
Regulation
69%
Law
2%
More than 1000 issues raised
18
Regulatory payoffs
Country
Benefit
Bosnia
Slashed statutory capital
requirements when
registering a LLC
$ 6. 500
$ 1. 300
Increased number of registered
companies (doubled in some areas)
Ease labor restrictions
for expatriate employees
Decree 105 limited the number of
foreign employees to 3% of the
total staff, with cap at 50.
Circular 04 excluded management from
limitation, and removed cap under
special permissions.
Amend law on company
registration process
19 steps to register
2 and half month
1 step, 8 procedures to register
1 day process, 9 days total
Setting institutional
means for economic
empowerment
Public grant program with high
corruption, not investment
guarantee agency, poor VC
access.
Citizen Entrepreneur Dev. Agency
(CEDA). Direct link to Ministries of
Finance + Planning
Subsidized loans, VC, JV
50 applications/week
(Bulldozer)
Vietnam
(VBF)
Turkey
(YOIIK)
Botswana
(NACEE)
Before
19
After
19
How to get results
with PPDs?
20
How to get results ?
-1A lot of work
Huge coordination and mediation business
21
How to get results ?
-2Assessement of
PPD potential
and possible
approaches
22
How to get results ?
-3Strong focus on
targeted,
measurable
refroms
23
How to get results ?
24
How to get results ?
25
How to get results ?
-4Simple, explicit organization
Public-Private Mandate
Coordinating secretariat
Working group 1
Working group 2
Working group 3
Working group 4
Working group 5
Private sector advocates, associations, government representatives, donors
26
How to get results ?
-5A unique,
transparent and
disciplined way
to collect reform
proposals
27
How to get results ?
-6A filtering
process that
ensures
quality of
proposed
reforms
28
How to get results ?
29
How to get results ?
-7A lot of work (again)
Simple criterias to ensure quick processing and transparency of process
Propositions
collectees par
les GT
Propositions
preselectionees
par les GT
Propositions
finalisees par
les GT et
presentees au
secretariat
Propositions
correspondan
tes aux
criteres de
fesabilite
Propositions
correspondan
tes aux
standards
internationnau
x
Propositions votees
en séance pleniere
Proposition
s retenues
pour plus
tard
Groupe de
travail 1
40
16
6
4
3
2
1
Groupe de
travail 2
40
16
6
4
3
2
1
Groupe de
travail 3
40
16
6
4
3
2
1
Groupe de
travail 4
40
16
6
4
3
2
1
Total
160
64
24
16
12
8
4
Ratio
 100%
40%
15%
10%
7.5%
5%
Forum
30
How to get results ?
-8Good planning
Better Business Initiative
Timeline
Partnering to improve the economic environment
ABUJA
PLENARY
MEETING
1 st intergroup meeting
Vetting 5
Business
Bottlenecks
Lagos
IFC
11:00 AM
2nd intergroup meeting
Vetting 5
Business
Bottlenecks
Lagos
3rd intergroup meeting
Vetting 5
Business
Bottlenecks
Lagos
4th intergroup meeting
Vetting 5
Business
Bottlenecks
Lagos
Meeting
with
Governors
“Better use
of resources”
Meeting
With
Parliaments
“Better
process”
Press
Conference
Lagos
“Better Business”
“5 Roadmaps”
“25 Bottlenecks”
Feb 17
Mar 17
Apr 15
Op-ed
SME
May 01 May 15
Op-ed
Trade &
Macro
Jun 01
5th intergroup meeting
Vetting 5
Business
Bottlenecks
Lagos
Meetings
with
Institutions
“Better
implementation”
Op-ed
Institutions
Jun 15
Jul 01
5 Roadmaps
Delivered Preparatory
meeting with
Government
Op-ed
Infrastructure
Jul 15
Aug 01
Forum
Lagos
Op-ed
Agriculture
Aug 15
5 BUSINESS ROADMAPS AND 25 BUSINESS BOTTLENECKS
Sep 01
Sep. 15
31
1ère Réunion du
GT Import
Export
Mission consultant
Technique License
D’Exploitation
2ème Réunion du
GT Fiscalité
2ème Réunion du
GT Licences
d’exploitation
Mission consultant
Technique Import
Export
2ème Réunion du
GT Import
Export
Vote interne
sur
8 Reformes
Opinion
des bailleurs
de fonds
Lettre
Info
Conférence
de presse
29 Fév.
Day 1
Lettre
Info
Lettre
Info
Article
Article
24 Mar
26 Mar
Lettre
Info
Lettre
Info
Article
Day 30
17 Avr
24 Avr
Lettre
Info
Article
Article
7 Mai
8 Mai
Lettre
Info
Conférence
de presse
14 Mai
2ème
Forum des
Affaires
Ratification des 8 reformes par le PM en séance
1ère Réunion du
GT Licences
d’exploitation
Mission consultant
Technique
Fiscalité
Réunion plénière
des chefs
des GTs
Présentation publique des 8 reformes
1ère Réunion du
GT Fiscalité
Mission consultant
2ème Réunion du
Technique Démarrage GT Démarrage
Informalité
Informalité
Finalisation des 12 propositions de reforme
1ère Réunion du
GT Démarrage
Informalité
Détail des 12 reformes, travail des points focaux
Identification de 12 reformes prioritaires
1er Forum des
Affaires
11 Juin
Conférence
de presse
18 Juin 10 Sep
8 Réformes Economiques en 200 Jours
32
How to get results ?
-9Strong convincing power
33
How to get results ?
-10Monitoring
process and
evaluating
impacts
Issue
1.0
2.0
3.0
4.0
5.0
6.0
Average
1.0
-
2.0
1.0
1.0
0.3
3.0
1.0
1.0
1.0
1.0
1.0
0.8
4.0
2.0
1.0
2.0
1.0
2.0
2.0
1.7
5.0
1.0
1.0
2.0
1.0
2.0
1.0
1.3
6.0
2.0
2.0
2.0
3.0
2.0
2.2
7.0
2.0
1.0
1.0
2.0
1.5
8.0
3.0
3.0
2.0
2.0
3.0
2.6
9.0
10.0
1.0
2.0
0.6
2.0
1.0
2.0
1.0
11.0
2.0
-
12.0
2.0
2.0
0.4
1.0
2.0
3.0
2.0
13.0
1.0
1.0
0.3
Average
1.5
0.5
1.4
0.9
1.2
1.1
1.1
34
How to enter and
exit?
35
PPDs are risky business but risk is manageable
Reinforcing vested interest
(e.g. Mongolia)
Be open and transparent – Publicize quality control – Broad based
Over and under representation
(e.g. Tanzania, 18%)
Strengthening BMOS – Equal representation – Periodic review
Sustainability issues
(e.g. Bolivia)
Clear agenda and proposals – Manage expectations – Live and let die
One man shows
(e.g. Botswana)
Foster bottom-up support – Secure written commitment – Prepare transition
Political risks
(e.g. Bosnia)
Depoliticize through outreach – Woo parliamentarians – Go local
Institutional misalignments
(e.g. Uganda NF)
embrace institutions – Use technical ministerial staff – Transfer competencies
36
IFC’s vocation is not to replace an institution
Public authorities
Private sector
37
Life and death of a PPD
Phase 1
Results
Trust
Education
Discovering what
works / What
doesn’t
Setting up
production
process
Phase 2
Phase 3
HIGH
IMPACT
RESULTS
Institutions
BMOs
Exit
More capacity
Permanent brokering
Better production
Better product
EARLY
RESULTS
More conflict
Ownership without capacity
Time
1 to 3 years
1 to 3 years
38
Linking the PPD to other reforms processes
SEZ
Value
chain
Clusters
Reform Unit
Regulatory
simplification
RIA and regulation review process
Process Mapping: An Illustration
Office No. 1
Applicant
Clerk 1
Clerk 2
Files request
for approval
Reviews
application
and
documents
Receives
application
and
documents
Clerk 4
Clerk 5
Pays
fee
Provides
copy of
Receipt
Receives
Approval or
Deficiency
Letter
Municipal
Official
Signs &
Returns
Approval or
Deficiency
Letter
Office No. 2
Office No. 3
Clerk No. 3
Inspector
Accepts fee
Assigns
Inspector
Issues Receipt
Forwards fee
for deposit to
municipal
account
Receives
and reviews
Inspection
Report
Prepares &
Transmits
Request for
Approval or
Deficiency
Letter
Receives
Request for
Approval or
Deficiency
Letter
Contacts
Applicant
Conducts
Inspection
Prepares
Approval or
Deficiency
Letter
Transmits
Signed
Approval or
Deficiency
Letter
Mails
Approval
or
Deficiency
Letter
Prepares
Report
Sends copy to
Clerk 2
39
39
How to share
experiences, get
good practice
material, tools?
40
40
PPD Handbook
41
Community of practice www.publicprivatedialogue.org
Charter of
Good Practice
Lessons
learned
Tools for
practitioners
Case studies
Online
partnerships
PPD Workshops
42
Thank you!
Benjamin Herzberg
World Bank Group
[email protected]
43
43