Syndicate content

Private Sector Development

Sustainable Development Goals and Open Data

Joel Gurin's picture
Sustainable Development Goals. Source:

The United Nations (UN) has developed a set of action-oriented goals to achieve global sustainable development by 2030. The 17 Sustainable Development Goals (SDGs) were developed by an Open Working Group of 30 member states over a two-year process. They are designed to balance the three dimensions of sustainable development: the economic, social and environmental.

To help meet the goals, UN member states can draw on Open Data from governments that is, data that is freely available online for anyone to use and republish for any purpose. This kind of data is essential both to help achieve the SDGs and to measure progress in meeting them.
Achieving the SDGs
Open Data can help achieve the SDGs by providing critical information on natural resources, government operations, public services, and population demographics. These insights can inform national priorities and help determine the most effective paths for action on national issues. Open Data is a key resource for:
  • Fostering economic growth and job creation. Open Data can help launch new businesses, optimizing existing companies’ operations, and improve the climate for foreign investment. It can also make the job market more efficient and serve as a resource in training for critical technological job skills.

Billions to trillions: Financing the Global Goals

Gavin E.R. Wilson's picture
The Penonomé project in Panama will be the largest wind farm in Central America. © Penonomé

Tomorrow morning, Pope Francis will kick off the UN General Assembly’s session on the Sustainable Development Goals (SDGs) and by the end of the day, the world’s leaders will have affirmed the 17 goals. This is a momentous occasion, worth celebrating, but the hard work begins Monday morning. That’s when the focus shifts from what to how.
The first 16 goals cover a range of critical development needs, expanding on the Millennium Development Goals that have guided development efforts since 2000. The final SDG is qualitatively different. Rather than expound on what we want to achieve, it addresses how we will achieve the goals. It focuses on the means of implementation.

​Why institutional infrastructure is as important as physical infrastructure: Southeast Asia’s experience with air liberalization policies

Cledan Mandri-Perrott's picture
As a Singapore-based public-private partnerships (PPP) team focused largely on infrastructure development, we look closely at infrastructure’s impact on our region’s economic health. The governments in our area also track this in great detail, coordinating efforts through the Association of Southeast Asian Nations (ASEAN)
Photo: Wikimedia Commons

Among other benefits, ASEAN gives countries a platform to develop coordinated ways in which member countries can accelerate economic growth alongside social progress. An important focus for ASEAN members is how this large, diverse group can build infrastructure that will bring valuable public benefits to all of its citizens. This includes infrastructure development, some by way of traditional PPPs,that improve road networks, trade connectivity, mobility, power, and other public services in developing regions.
Yet in the ASEAN community, as everywhere else, building infrastructure cannot be done in a vacuum.  Developing institutional infrastructure and improving the quality and efficient use of existing physical infrastructure is as important as creating physical infrastructure. The right policies and programs can ensure that existing infrastructure is efficient, provides quality services and is used to optimal capacity. As ASEAN’s successes have demonstrated, these goals are contingent on good planning and coordination among users and agencies.

Climate of hope, amid a season of summitry: Anticipation builds for vital summits on sustainability and climate change

Christopher Colford's picture
Speeding through a season of summitry, the world’s policymakers now have sustainability at the forefront of their autumn agenda – and the private sector, as well, must rise to the sustainability challenge. Anticipation is building for this month’s opening of the United Nations General Assembly, where the next-generation blueprint for global development – the long-awaited, painstakingly crafted Sustainable Development Goals (SDGs)  – will enshrine sustainability as the central long-term international priority.
Sustainability writ large – in all its environmental, social and economic dimensions – has been the theme driving the global debate as the SDGs have taken shape. A comprehensive plan that prioritizes 17 objectives – with 169 indicators to measure their progress toward completion – the SDGs will frame the global agenda through 2030. The SDGs’ adoption – at a U.N. summit from September 25 to 27 – will be a pivotal checkpoint along this year’s complex pathway of diplomacy, which will culminate in Paris in December with a crucial conference on the greatest of all sustainability issues: climate change.

Optimism seems to be steadily increasing as diplomats continue to negotiate a global climate-change deal. The hope is for an ambitious agreement at the so-called COP 21 conference – the 21st gathering of the Conference of Parties in the climate-change negotiations. The question, however, is how ambitious that pact will be.

As Rachel Kyte – the World Bank Group Vice President and Special Envoy on Climate Change – pointed out in a start-of-September forum at the World Bank: “I think that everything is in place for a deal to be struck in Paris, a deal that is universal, that brings everybody in to the table. . . . So a universal deal, a universal framework . . . is possible. The question, I think, is how strong a deal it's going to be.”
Rachel Kyte on Climate Action

As the clock ticks down to the deadline for a deal in Paris, Kyte (in conversation with Kalee Kreider of the United Nations Foundation) offered a detailed analysis of the intricacies surrounding the final stages of the negotiations: “The question, really, now is the level of ambition, the strength of that deal. And that's politics, not science. That's politics, not economics.”

One question, eight experts, part eight: Thomas Maier

Thomas Maier's picture
Almaty, Kazakhstan. Photo: Wikimedia Commons

To gain a better understanding of how innovation in public-private partnerships (PPPs) builds on genuine learning, we reached out to PPP infrastructure experts around the world, posing the same question to each. Their honest answers redefine what works — and provide new insights into the PPP process. This is the question we posed: How can mistakes be absorbed into the learning process, and when can failure function as a step toward a PPP’s long-term success?

Our eighth and final response in this eight-part series comes from Thomas Maier, Managing Director, Infrastructure with the European Bank for Reconstruction and Development (EBRD).

For countries new to PPPs, there is no doubt a steep learning curve. Fortunately, there is also a growing body of experience that such countries can learn from — the key is to understand the essence of the lessons and then incorporate these changes into the design of government support for PPPs.

Ultimately there is, of course, no substitute for good project preparation, local capacity and the development of solid legal frameworks and local capital markets — we all know these are the building blocks for the long-term success of any country’s PPP program.

Focusing on lessons learned from EBRD’s region, two current examples from Kazakhstan and Turkey come to mind.

​Developing municipal credit markets: Experience with pooled finance

Kirti Devi's picture

Urbanization is a defining trend of our time. In 1900, 13 percent of the world’s population was urban. Today more than half of the estimated population of 7.2 billion lives in cities. And this growth has happened in one century.
On the upside: Urbanization and economic development are correlated and there are other benefits of density and agglomeration economies. Production is concentrated in cities, which are also centers of demand and social convergence. No country has achieved high-income status without significant urbanization. However, increasing energy use, accelerating CO2 emissions and more environmental pressures will accompany GDP growth. Mismanaged urbanization will impose social and environmental costs that will be difficult to reverse.
In many countries, this urbanization trend is playing out within the context of increased decentralization and fiscal adjustment, and local governments are increasingly responsible for the provision and financing of public infrastructure for their constituencies. This has placed an increased strain on local financing resources and led to an emphasis on the development of local credit markets and resorting to public-private partnerships (PPPs).

Mission to Myanmar: Promoting the Full Development Potential of an Economy in Transition

Cecile Fruman's picture
In Yangon, the urban modernization of Myanmar is well under way | Photo by Stephanie Liu

How do you help a burgeoning democracy like Myanmar with its transition to a market-based economy after 50 years of isolation, poor infrastructure and limited capacity for reform? You do it by  engaging closely with the government, the private sector and development partners, and by providing the full range of data, financing and knowledge available across all sectors of the economy.

As I conclude my first visit to Myanmar, a fragile and conflict-affected country where the World Bank Group started our development engagement just three years ago, I've witnessed first-hand how the WBG can best support such an economy in transition. As Myanmar looks forward to its first free and fair election in over two generations – an event coming up in November – the challenge will be to ensure continued reform momentum during a period of dramatic political change.
Seldom have we faced such dramatic circumstances in a country where our engagement is in such an early stage and where the development potential is so great. A country of 50 million people that went from once being the rice basket of Asia to today having the lowest life expectancy and the second-highest rate of infant and child mortality among ASEAN countries as well as vast untapped farmland, Myanmar provides a once-in-a-lifetime development opportunity. This situation offers a chance for the WBG’s Trade and Competitiveness Global Practice to contribute to the transformation of an economy and society by supporting regulatory reforms, improving trade policy and trade facilitation, helping generate investment and improving the ability of the country to compete in one of the world’s most dynamic regions.
I was privileged during my visit to meet with the Minister and Deputy Minister of Commerce and their senior staff, and to open the Third Session of the Trade Sector Working Group, which the WBG co-chairs with the European Union and the Ministry of Commerce. Surrounded by India, China, Bangladesh, Thailand and Lao PDR – countries that together have about 40 percent of the world’s population – Myanmar has markets at its doorstep that are ready to be tapped. The removal of investment and trade sanctions by the West has also opened significant new opportunities farther afield.

​Toward an effective PPP business model: An eight-point plan for closing the infrastructure gap

Thomas Maier's picture
Photo: Wikimedia Commons
The global need for infrastructure is significant, particularly in emerging markets. By consensus estimates from the Organisation for Economic Co-operation and Development (OECD) to the Boston Consulting Group and the World Bank Group, the estimated annual global infrastructure investment need is about US$3.7 trillion – of which only about $2.7 trillion is currently met on an annual basis. 

This much-discussed “infrastructure gap” is large and it is widening. Even if fiscal conditions in developed and emerging economies improve, the need introduced by the infrastructure financing gap is unlikely to be met from public sources alone. This generates an expectation that private capital and user charges must be mobilized to fill these gaps.

But this is an entirely predictable problem, and over many years the international community has made efforts to provide assistance in building public-private partnership (PPP) capacity in emerging markets. Finding ways to leverage private sector investment through sound, consistent and sustained public sector policies should be a focal point for governments around the world.  International financial institutions (IFIs), given their unique relationships with emerging market governments, can and do play an important role. The community of professionals in multilateral development banks (MDBs) is listening; MDBs are willing and able partners.

Of course, stating that idea is one thing; practicing it is another. Here are eight ways that together, we can move from the theoretical to the actual and reach our goals for infrastructure.

Build it and growth will come

Dimitris Tsitsiragos's picture
Solar panels in Morocco. © Dana Smillie/World Bank

By encouraging private investment in infrastructure, we can spur growth in the developing world

Later this month the United Nations is expected to finalize its Sustainable Development Goals, a global action plan designed to end poverty and support long-term growth. One of the goals states, “Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation.” 
In many parts of the developing world, from Asia to Latin America, a massive infrastructure shortfall may be the single most significant obstacle to human and economic development. Addressing it will underpin progress on many of the SDGs.

One question, eight experts, part seven: Robert Puentes

Robert Puentes's picture

To gain a better understanding of how innovation in public-private partnerships (PPPs) builds on genuine learning, we reached out to PPP infrastructure experts around the world, posing the same question to each. Their honest answers redefine what works — and provide new insights into the PPP process. This is the question we posed: How can mistakes be absorbed into the learning process, and when can failure function as a step toward a PPP’s long-term success?

Our seventh response in this eight-part series comes from Robert Puentes, Senior Fellow with the Brookings Institution's Metropolitan Policy Program

Virginia's Pocahontas Parkway.
Photo: Richmond Times-Dispatch

In the U.S., one of the best learning tools for places wishing to engage in PPPs for infrastructure has been past mistakes. From the parking meter deal in Chicago, to Virginia’s Pocahontas Parkway, and a handful of others, American cities and states pay close attention to one another and are loathe to repeat previous problems.

But going forward, institutionalizing such learnings requires a dedicated team. Indeed, assembling a group with the right mix of finance, legal, policy, and communications experience is critical to the success of any PPP project. Public sector agencies looking to procure a limited number of PPP projects or engaging in their first, often use outside advisors for most of these services. This can be a successful strategy as long as public sector decision makers remain in control of the process.