1 / 49

5 th PPD Workshop June 1-2-3 2010 Vienna Benjamin Herzberg World Bank Group

P ublic- P rivate D ialogue. 5 th PPD Workshop June 1-2-3 2010 Vienna Benjamin Herzberg World Bank Group Sr. Private Sector Development Specialist PPD Global Product Specialist. 1. PPDs around the world. Herzberg , 2010. What is it, what does it look like?

beau
Download Presentation

5 th PPD Workshop June 1-2-3 2010 Vienna Benjamin Herzberg World Bank Group

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Public-Private Dialogue 5th PPD Workshop June 1-2-3 2010 Vienna Benjamin Herzberg World Bank Group Sr. Private Sector Development Specialist PPD Global Product Specialist 1

  2. PPDs around the world Herzberg , 2010

  3. What is it, what does it look like? • Why create or support PPDs? • How do PPDs work? • What is the impact of PPDs? • How to implement PPDs? • Ten practical tips to get results • How to enter and exit? • How to share experiences, get good practice material, tools? Herzberg , 2010 3

  4. What is it, what does it look like? Herzberg , 2010 4

  5. What it is PPDs are structured mechanisms, anchored at the highest practical level, coordinated by a light secretariat, and aimed at facilitating the discovery process by involving a balanced range of public and private sector actors in identifying, filtering, accelerating, implementing, and measuring competitiveness actions and policy reforms. Herzberg , 2010 5

  6. When to use it 1- In blank field, to gather actors and define competitiveness/PSD agenda 2- On specific cross-cutting or competitiveness issues, if lack of consensus , misalignment of actors or low political will 3- In post-conflict economies, with extra benefits of reconciliation 4- In context of FDI policies, as sounding board and aftercare mechanism 5- As a way to bridge institutional gaps, or to by-pass inefficient institutions Herzberg , 2010 6

  7. What does it look like Herzberg , 2010 7

  8. Herzberg , 2010 8

  9. Why create or support PPDs? Herzberg , 2010 9

  10. 1- To discover priorities Competitiveness Labor Cost Corruption Red Tape Poor Productivity Costly and unreliable Utilities Logistics Subramanian, 2006 10

  11. 2- To reduce regulatory burden Herzberg , 2010 11

  12. + But how to structure that engagement? 3- To ensure transparency and representativity GOVERNMENT STAKEHOLDERS Herzberg , 2010 12

  13. 4- To design and implement reforms Structured dialogue  Workable reforms  Reforms that work Monitoring & Evaluation Diagnostic Solution Design Implementation • Engagement • Definition • Empowerment • Watchdog • Feedback loop • Consensus building • Filtering • Ongoing support • Watchdog • Resources PPD contributes to all steps of reform process Herzberg , 2010 13

  14. Discovery Institution 5- To increase opportunities for good policies Learning about good practice Capacity building Reform management Source: WDR05. Herzberg , 2010 14

  15. 6- To increase sustainable sector competitiveness Skills – Labor - HR f RegulationsTaxation Technology - Innovation – R&D f e e e e d f f d f f c c b d d d d c c Competi-tiveness Partnership b b b A A b b e c c e e c c e b b c c b d d b b d d d c c b f f f f d e e e e Financing f ExternalFactors f Infrastructure Herzberg , 2010 15

  16. Increasing Sustainable Sector Competitiveness Skills – Labor - HR f RegulationsTaxation Technology - Innovation – R&D f e e e e d f f d f f c c b d d d d c c Competi-tiveness Partnership b b b A A b b e c c e e c c e b b c c b d d b b d d d c c b f f f f d e e e e Financing f ExternalFactors f Infrastructure Herzberg , 2010 16

  17. What is the impact of PPDs? Herzberg , 2010 17

  18. Evidence of development effectiveness 2005: Independent evaluation of 5 Investors Advisory Councils in Africa 2007: Independent evaluation of 3 Business Forums in Mekong 2009: Independent evaluation of 30 WBG-sponsored PPDs Aceh 2008 Albania 2008 Bangladesh 2007 Belarus 2007 Cambodia 1999Chad 2008Cameroun 2008CAR 2007Ethiopia 2008Laos 2005Liberia 2007Nepal 2008Pakistan 2008 Sierra Leone 2007Romania 2006 Senegal 2002 North Sudan 2007 South Sudan 2007Tanzania 2002 Timor Leste 2008Tonga 2005 Uganda  2004 Vanuatu 2008Vietnam 1997Zambia 2007 Benin N/A Ghana 2002 Mali 2004 • Over 400 reforms achieved in over 50 distinct areas • Economic impact (private sector savings) • Conservative estimate: $500 millions • Cost effectiveness • Start-up investment of 100k-200k Herzberg , 2010 18

  19. Regulatory payoffs Stone, 2005 19

  20. Two reductions of Export Management Fee has saved GMAC members USD 2,2 millions (2008) Reduction of bureaucracy and documentation required for import-export procedures; Certificate of Origin now issued within 48 hrs, with reduced cost and documentation (2 GMAC staff are positioned at MoC to assist factories in C/O applications); Introduction of the ASYCUDA system which has automated export documentation, saving time and money; Creation of a handbook on export procedures Suspension of Advanced Profit Tax (1%) until 2012 Reduced the employers’ contribution to the National Social Security Fund from 1.8% to 0.8% Established a Task Force on amendments to the Labor Law Reduced night shift rate from 200% to 130% Competitiveness payoffs - Cambodia Garment Van Sou Leng, 2009 20

  21. How to implement PPDs? Herzberg , 2010 21

  22. CHAMPION Strong PUBLIC AUTHORITIES BUSINESS COMMUNITY Weak Strong Strong Strong INSTRUMENTS Prerequisites Consider Four Dimensions  Public Authorities: Engagement means sufficient capacity, political will and leadership. Business community: Needs to be somehow organized, led and feel a basic sense of security. Champion: Needs credibility, expertise and the ability to get media attention Instruments: Need logistical facilities, seed funds (may also supplement champion in QA) 22 Herzberg , 2010 22

  23. Implementation Consider 12 Dimensions  Herzberg , 2010

  24. Implementation framework: 12 key processes • Mandate and Institutional Alignment • Structure and participation • Champions • Facilitator • Outputs • Outreach and communications • Monitoring and evaluation • Sub national initiatives • Sector-specific programs • Relevance to FDI • Post-conflict/disaster, crisis response • 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 Herzberg , 2010 24

  25. Coordinating secretariat Working group 1 Working group 2 Working group 3 Working group 4 Working group 5 Private sector advocates, associations, government representatives, donors Delivery modes To Gov/PS on institutional arrangements Public-Private Initiative To Working Groups on substantive competitiveness actions To PPD Secretariat on process improvements Herzberg , 2010 25

  26. Ten practical tips to get results Herzberg , 2010 26

  27. How to get results ? -1- A lot of work Huge coordination and mediation business Herzberg , 2010 27

  28. How to get results ? -2- Design consultations for PPD Herzberg , 2010 28

  29. How to get results ? -3- Strong focus on targeted, measurable refroms Herzberg , 2010 29

  30. Several types of outputs Focusing on this will bring the others Herzberg , 2010 30

  31. Coordinating secretariat Working group 1 Working group 2 Working group 3 Working group 4 Working group 5 Private sector advocates, associations, government representatives, donors How to get results ? -4- Simple, explicit organization Public-Private Mandate Herzberg , 2010 31

  32. How to get results ? -5- A unique, transparent and disciplined way to collect reform proposals Herzberg , 2010 32

  33. How to get results ? -6- A filtering process that ensures quality of proposed reforms Herzberg , 2010 33

  34. How to get results ? Herzberg , 2010 34

  35. How to get results ? -7- A lot of work (again) Simple criterias to ensure quick processing and transparency of process Herzberg , 2010 35

  36. How to get results ? -8- Good planning Herzberg , 2010 36

  37. How to get results ? -9- Strong convincing power Herzberg , 2010 37

  38. How to get results ? Herzberg , 2010 38

  39. How to get results ? -10- Monitoring process and evaluating impacts Herzberg , 2010 39

  40. Tools and techniques for monitoring + evaluation Herzberg , 2010 40

  41. How to start and exit? Herzberg , 2010 41

  42. Be open and transparent – Publicize quality control – Broad based Strengthening BMOS – Equal representation – Periodic review Clear agenda and proposals – Manage expectations – Live and let die Foster bottom-up support – Secure written commitment – Prepare transition Depoliticize through outreach – Woo parliamentarians – Go local embrace institutions – Use technical ministerial staff – Transfer competencies PPDs are risky business but risk is manageable Reinforcing vested interest (e.g.Mongolia) Over and under representation (e.g. Tanzania, 18%) Sustainability issues (e.g. Bolivia) One man shows (e.g. Botswana) Political risks (e.g. Bosnia) Institutional misalignments (e.g. Uganda NF) Herzberg , 2010 42

  43. Initiative or institution? Public authorities Private sector Herzberg , 2010 43

  44. Trust Education Discovering what works / What doesn’t Setting up production process HIGH IMPACT RESULTS Institutions BMOs Exit More capacity Better production Better product More conflict Permanent brokering EARLY RESULTS Ownership without capacity Life and death of a PPD mechanism Phase 1 Phase 2 Phase 3 Results Time 1 to 3 years 1 to 3 years Herzberg , 2010 44

  45. Linking the PPD to other reforms processes Reform Unit SEZ Value chain Clusters Regulatory simplification RIA and regulation review process Herzberg , 2010 45

  46. How to share experiences, get good practice material, tools? Herzberg , 2010 46

  47. www.publicprivatedialogue.org Community of practice KM Website Charter of good practice Lessons learned papers Interactive PPD handbook 50 case studies Operational documents Templates M&e Tools Workshop materials Workshops 2006 PPD Workshop (Paris, 30 countries represented) 2007 PPD Workshop (Douala, 7 countries represented) 2008 PPD Workshop (Dakar, 8 countries represented) 2009 PPD Workshop (Vienna, 20 countries represented) 2010 PPD Workshop (Vienna, 23 countries represented) Donor partnerships OECD (on implementation guidelines) DFID (co-funding of KM and projects) GTZ (co-implementation of PPD projects) EBRD (co-implementation of PPD projects) USAID (our PPD training to their PSD staff) Tools Implementation Diagnostic tool M&E Tools for PPD secretariats guidelines Herzberg , 2010 47

  48. http://www.facebook.com/publicprivatedialogue Herzberg , 2010 48

  49. Thank you! Benjamin Herzberg World Bank Group bherzberg@worldbank.org 49

More Related