India is the fastest-growing major economy in the world with significant Government investments in infrastructure. According to estimates by WTO and OECD, as quoted in a report from the United Nations Office on Drugs and Crime, India: Probity in Public Procurement, the estimated public procurement in India is between 20 and 30 percent of GDP.
This translates to Indian government agencies issuing contracts worth an estimated US$ 419 billion to US$ 628 billion each year for various aspects of infrastructure projects. Ideally, in contractual agreements no disputes would arise and both sides would benefit from the outcome. However, unexpected events occur and many contracts end in dispute. Contractual legal disputes devoid project benefits to the public as time and resources are spent in expensive arbitration and litigation. As a result, India’s development goals are impacted.
If public sector organizations are to maximize the value from public-private partnerships (PPPs), they need to move their joint working within the public sector from transactional to collaboration to true partnership working. To do this requires them to move up the Staircase of Relationships (see previous blog).
In moving up the Staircase of Relationships, performance will improve within the public sector and the public sector will become a more effective partner with the private sector. Improvement in performance, however, is not enough. and to transform the performance that they achieve through PPPs.
In my previous two blogs: Developing Public to Public Partnerships (P2Ps) that Improve Infrastructure’s Social and Economic Value and 10 tips for Implementing a Public to Public Partnership (P2P), I sought to highlight the importance of organizations working together within the public sector if they want to maximize the value from Public Private Partnerships (PPPs). Regrettably, it’s too frequently the case that the potential of the public sector to maximize the value it achieves from PPPs remains unfulfilled because of relationships within the public sector preventing or inhibiting organizations working effectively together.
If public sector organizations can’t develop effective partnership working among themselves, how can they maximize value from partnerships with the private sector?
If you were a football (soccer) player, who would you be? Representatives of Ministries of Finance from 20 African countries were confronted with this question at a CABRI-sponsored conference in Johannesburg last April.
In 2010-14, we were facing a challenging task: develop a new approach to increase institutional and leadership capacity in Tajikistan’s public sector, including internal capability to initiate reforms.
in a way that would fit with the country context?
If you are familiar with the Western part of the former Soviet Union and have never been to Tajikistan, you are in for a surprise. The differences with countries such as Ukraine or Georgia are staggering. To put things in the global perspective, The country suffered a civil war that lasted five years (1992-1997), resulted in massive internal displacement and decimated civil service. Despite establishing formal governing institutions after the war, institutional capacity remains weak.
Brace yourself for some dramatic new evidence about innovation and entrepreneurship – and and circle the dates October 16 and 17 on your calendar.
Propelling leading-edge ideas about competitiveness, Professor Mariana Mazzucato will be among the luminaries at a major conference at the World Bank in mid-October, organized by the Bank's global practice on Competitive Industries. An all-star array of policymakers, academics, business leaders and development practitioners will focus on today's top global economic-policy challenge: spurring growth and job creation.
Exploring “Making Growth Happen: Implementing Policies for Competitive Industries,” the conference in the Bank's Preston Auditorium will include Mazzucato among
some of the world’s foremost analysts of competitiveness. A professor at the University of Sussex in the U.K., Mazzucato’s iconoclastic new book – “The Entrepreneurial State: Debunking Public vs. Private Sector Myths” – is now rocking the economics world. Mazzucato's insights are forcing a rethinking about the essential role of the public sector in driving the investments that are shaping the modern economy.
Public sector? Shaping the economy? Yes, you read that right: Mazzucato amasses persuasive evidence that the government-funded development and deployment of advanced technologies has been pivotal in changing the economic landscape.
Government’s role as a growth catalyst has been just as creative as the role of the private sector – and perhaps even more venturesome. Despite their buccaneering bravado, for-profit firms have lately shied away from high-stakes, high-risk investments in unproven technologies. Mazzucato refutes the defeatist dogma that claims, falsely, that public-sector investment can never do anything right.
For those who work and live in Washington DC, flying into Dulles airport at the end of a long journey only to be greeted by long queues at immigration is never easy. One hears a lot of complaints about immigration processes and it is human nature to talk about it when the government does something wrong rather than when things go right. Global Entry - an initiative of the US Government (Customs and Border Protection) - a neat way to avoid the long line - is getting it exactly right. I recently signed up for the Global Entry Program that allows travelers returning to the US, a quick entry back through fewer checks at immigration. In my case, I got through immigration at Washington Dulles in 15 minutes from landing to a taxi!
The Global Entry Program is a great example of using technology to spur innovation and efficiency in the public sector in the following ways:
In practice, theory is something else. I've already heard variants of this expression in several countries and languages. Very often from people referring to the gap between abstract, generic principles and the implementation of projects and policies.
So, what’s governance anyway? No, don’t ask me for a definition. I can, however, tell you how we frame it. People, Spaces, Deliberation has been around for about four years now, and we hope we have made our modest contribution to the discussion of governance, especially in a development context.
To give an idea about how we frame governance, I took a look at the tags we use most frequently for our posts. Each post in which the tag occurred was counted. And here it is: Governance, on this blog, is about, first and foremost, public opinion and accountability. It’s also about the media as institutions of accountability and media development, about transparency, about fighting corruption, about social media – and about communication.
The volume of public domestic debt issued in developing countries has grown substantially in recent years, but consistent data on the domestic debt of developing countries have not been generally available until now. As part of the Open Data Initiative, the World Bank is launching an online, quarterly, Public Sector Debt database developed in partnership with the IMF, which will allow researchers and policymakers to explore questions about debt management in a comprehensive manner. The database promotes consistency and comparability across countries by standardizing the treatment of public sector debt, valuation methods, and debt instruments, and by identifying, where possible, the debt of central, state, and local governments as well as extra-budgetary agencies and funds.