Transcript Slide 1

Public-Private Dialogue in Africa:
- Experiences, successes and failures –
Presented by Thomas Bedenbecker
Magaliesburg, May 2006
21.07.2015
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Public Private Dialogue
is not an aim in itself.
is the dialogue between public authorities and private sector
institutions (not the whole civil society) aiming at improving the
business enabling environment.
Business Enabling Environment
The policy framework for private sector development
The institutional and organisational framework for the design,
implementation and compliance with the policy and regulatory
framework
The legal and regulatory framework within which business operates
Broad areas of focus:
Includes regulatory reform, competition policy, privatisation,
communication between stakeholders, financial sector reform, trade
facilitation, commercial justice, labour laws, property rights,
infrastructure, policy and regulation.
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Public Private Dialogue in SADC
Format of PPD
Channel PPD
Favorable factors
Restricting factors
Effectiveness,
views of PS
Angola
Not structured
BOs individually
Proximity bus lead ,PI
Absence really felt need
Hardly any impact
Botswa.
3 day biannual bus
conf
BOCCIM
High degree unity PS
-
Major impact
RDC
Not structured,
informal
Dialogue on
company level
Exist. capacities FEC
Civil unrest, no national
unity
No impact
Lesotho
Ad hoc, not structured
Employers Assoc.
Exist. capacities LEA
No interest in macro iss
Not really effect.
Malawi
Not very regular
NAG, MCCCI
MCCCI committed
Resources limited
Can be improved
Mauritius
Quarterly and weekly
JEC
Support by bus comm
-
Highly effective
Mozamb.
Annual conference
CTA
Principle PPD accept
No shared vision PS/PI
Can be improved
Namibia
Not systematically
NCCI
Openness Governm.
Lack of capacities
Not effective
South Af
regularly
BUSA
Capacities, open Gov
Young institution
Effective
Swazil.
Not structured
FESBC
New dynamic BO
No culture of dialogue
negligible
Tanzania
regularly
TP S F
Profess. BO
Donor dependant
Land Act, Income A
Zambia
Non structured,ad hoc
ZBF
External support
Lack of real felt need
Minor impact
Zimbab.
Crises management
CZI, ZNCC
Capacities BO
Political environment
Going down
SADC
Not regular
SBF, ASCCI
‘White Paper”
Costs, no felt need
Minor impact
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Motivation to do PPD
Public side:
Private side:
Strengthen legitimacy of Government,
Make it easier to do better business,
 by increasing transparency
 by improving the quality of politics
 by improving efficiency of public
institutions
 by reducing the costs
 by reducing the risks
 by improving access to markets
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Reasons for failure of PPD
Public side:
Private side:
 uses PPD for a even
stronger plundering of
private sector
 has to control itself and
its own commitments
 uses PPD for the particular
interests of some of the
companies
 uses PPD as a “Para-vent”
for rent seeking, collusion
and corruption
Mistrust
Suspicion
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Lessons learnt:
Preconditions for the success of PPD
 Public administration must be independent and operate following rules
that are known and whose respect can be sued
 Private sector must be organized
(in reality in many countries, PS is not organized and has no analytical skills)
 The spheres of public interventions and PS interventions must clearly
differentiate (incl. human ressources)
 Both sides must be convinced that PPD brings an added value for them
 PPD must be structured
(includes awareness of 3 phases of preparation, execution and evaluation of
results)
 Initiative must be taken by public side
(needs the willingness to accept to be challenged on it’s acting)
but public side must not try to organize the private sector
 Public side must send out clear signals to create trust
 can be done by implication of highest political level
 and by ensuring efficiency of PPD (monitoring implementation of results)
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The Scope of PPD as a Constituent of Market Economy
Inter - active
Jointly promoting
economic development
rules
Pro - active
Proposing issues that
further PS development
rules
Re - active
to issues imposed on
PS through laws, rules
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