the world bank assistance
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The World Bank Assistance. Ingrid Brockov á Country Manager The World Bank, Slovakia. International Development Experience. Poverty Reduction Strategies (PRS) Country ownership Long-term nature Results focus Comprehensive/multi-sector Partnerships MDGs rather prominent - PowerPoint PPT PresentationTRANSCRIPT
The World Bank Assistance
Ingrid BrockováCountry Manager
The World Bank, Slovakia
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International Development Experience Poverty Reduction Strategies (PRS)
Country ownership Long-term nature Results focus Comprehensive/multi-sector Partnerships MDGs rather prominent
MICs may focus less on MDGs but above integrated approach still holds:
Social inclusion (Roma population) Institutional capacity of social institutions
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Need for a coherent sectoral framework and systematic approach
Achieving sustainable and sustained outcomes requires a systemic approach specific sector policies, institutional
development, prioritized investments, sustainable financing, good governance together
=> form a coherent sectoral framework Such framework prepares the ground and
creates a conducive environment for sectoral investment and institutional accountability
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Monitoring and evaluation systems are required at the country level
The Bank is committed to social development, achieving the MDGs.
need to balance advocacy for global public goods with country demands and needs
Successful implementation of strategy will rely on data collected at the country level (statistical capacity)
To achieve results, countries need to benchmark, conduct surveillance, and evaluate data for priority setting and allocation of funding among sectors
Monitoring and evaluation systems need to fully involve other sectors
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Vertical programs in the context of the Bank’s perceived comparative advantage
Comparatively simple to conceptualize, implement, and report on
Often uncontroversial and targeted towards defined, vulnerable groups
Not contradictory to the Bank’s values or focus, but may not in all cases be in line with our comparative advantage: At country level, WB comparative advantages
are convening power, cross-sectoral technical capacity, analytic work, and ability to link sector policies to countries’ macroeconomic framework
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WB approach and reality check: managing inevitable trade-offs at country level among competing priorities
Support country development in a systemic manner focus on long-term results country ownership Capacity-building and institutional development
Balance a country’s needs and demands and (sectoral) supply and advocacy
Manage constant trade-offs within and between sectors / operations as competing priorities vie for attention and funding
Increasing attention paid to the concept of “binding constraints” Country Teams must focus on solving binding constraints and Bank’s
comparative advantage Country Directors are fund holders and ultimate arbiters
must strike a balance among competing sectoral priorities against background of financial constraints
Challenges: strengthen results framework effective multi-sector work live up to claim of our comparative advantage
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Finance is not the only way for the Bank to provide support
Bank instruments, both lending and non-lending, contribute to multi- and cross-sectoral work:
Diagnostic tools: public expenditure and institutional reviews (PEIRs); specific sector studies to underpin policy dialogue (e.g. hospital administration reform);
lending instruments: sector investment loans; SWAps (sector-wide); development policy loans (DPLs) – multi-sectoral;
Advisory services and technical assistance, capacity building, and strategic intergration services.
ECA experience: Bank’s technical advice, advisory services, and policy analysis valued by non-borrowing countries, including the EU
But need for ECA to develop sustainable business model for such non lending, analytical work
Role of WB is also to foster partnerships with private sector: Focus on mainstreaming (performance-based) contracting
modalities
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Why do institutions matter?Where are institutional bottlenecks and binding constraints?
Burden of disease may not be just a function of lack of funding that can be solved simply with additional financing
Institutional capacity is often real constraint, together with country absorptive capacity must be addressed across sectors
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The need for good governance Good governance defined as “the traditions
and institutions by which authority in a country is exercised (Kaufman, Kraay)
Capacity of government to formulate and implement sound policies, manage resources, and set an overall framework for efficient and effective health systems.
Corruption: “use of public office for private gains”.
Indicators of poor governance: mismanagement staff absenteeism and low productivity; leakage of funds, and supplies poor procurement and oversight practices; informal payments; corrupt practices: theft, kickbacks, selling of public
positions.
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Corruption Management and performance Anticorruption
National anticorruption initiatives clear rules for and audits by enforcement agencies community oversight (local level)
Affordability improvements charging formal fees with exemptions reorganizing staffing and performance with rewards
systems seeking alternative financing options
Accountability tightening embedding accountability at every level of the system contracting out services and overseeing performance calibrating performance through clients satisfaction
surveys Ensuring good governance-accountability to ministries,
local governments, Check and balances – voice of the users/civil society
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The EU8, One Year After
Very good performance across the spectrum – countries and sectors
Improved perception of benefits from accession
But diverse countries with different outstanding agenda and different approaches to reform
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Pre-Accession Policy Highlights
Macro – created room for monetary tightening to stem “accession price spikes”
Business climate – liberalized to encourage supply response by local enterprises and FDI inflows to take advantage of accession opportunities
Public administration and management – increased credibility vis-à-vis Brussels and improved absorption of EU funds
Structural policy – undertook reforms that had short-term fiscal costs but increased fiscal space for medium term (pension reform, subsidy policy, banking sector reform, SOE restructuring)
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The World Bank in the EU8
The view of the Shareholders
Strong encouragement by the European Commission and the EU15 to remain actively engaged
Some skepticism on our Board from some non-European Part I countries
The view of the EU8
Senior policy makers in all EU8 countries welcome engagement with the World Bank
All EU8 countries have reduced their borrowing from the World Bank
The view of the World Bank
Engagement in the EU8 is core part of our mandate, provides important lessons, and also stimulus for improving our instruments
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Main Areas of World Bank Activity
Pre-Accession – lending, institutional development and policy advice, focused on modernization of public institutions and management to get ready for accession, and sector reforms to make the most from accession
Current – three main approaches: Lending in support of complex operations Lending for outstanding sector reforms and institution building Policy advice on EU as well as non-EU areas
Prospective – continued decline in lending while engaged in policy advice
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I. Lending in support of complex operations
On-going examples include coal sector restructuring, Odra flood protection, both in Poland – Key aspects include:
Complexity especially in social and environmental areas
Support provided from identification to technical design, to implementation, to monitoring and evaluation of impacts
Co-financing with EU structural funds and/or European Institutions (EIB, CoEDB)
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II. Lending for Sector Reform and Institution Building
‘Umbrella Facility’ created to respond quickly and flexibly to support institution building Examples include TA loans in support of
education and social protection, and rural development in Slovakia
Stand-alone operations in support of capacity building for implementation of sector reform cum investment building Examples include Sector & TA loans for the
health sector in Slovakia, SWAp for road maintenance in Poland
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III. Policy advice on EU as well as non-EU areas
In very high demand by EU8, including by countries that have already graduated with focus on shared learning
Four areas are most in demand: Health policy– all countries from Estonia to Slovenia Corporate governance and consumer protection in
financial services – Czech Republic, Slovakia and Slovenia, other countries in the pipeline
Utilization of EU Structural Funds, especially in agriculture and rural development – Latvia, Poland, Slovakia
PPPs especially in transport – Baltics, Poland, Hungary
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Key challenges for prospective engagement Main constraint to continued engagement in
policy advice with limited lending is the Bank budget – our resources are limited and priority must be given to poorer countries
Cost-sharing with EU8 partners is a key factor – and innovative approaches to cost-sharing with European Institutions will also be needed
Our ability to provide timely and high quality advice based on global experience will continue to be the essential pre-condition to support effectively rapidly growing countries such as the EU8
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Next Stage – Graduation Graduation is the process of moving away from
being a recipient of World Bank support towards becoming a provider of development assistance
Criteria for graduation include: per capita income, access to capital markets, persistence of poverty despite high per capita income, pending structural reform agenda, institutional capacity, client’s own demand for World Bank assistance
Only a limited number of countries have graduated in recent years: Singapore, Korea, Cyprus, Greece
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Graduation for EU8 is different
The EU8 benefit from special advantages: The positive legacy of transition (human capital,
infrastructure) EU anchor – institutional, financial, political
But also face special challenges: External and internal convergence Regional disparities, ethnic minorities Incomplete or weak market institutions Innovation gap
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Prospects for Graduation of the EU8
Slovenia and the Czech Republic have graduated – they are no longer borrowers but continue to receive limited support in the form of policy advice for a three-year period
Estonia, Hungary, Latvia and Lithuania have not borrowed in recent years but remain interested in financing for global public goods (GEF, PCF, GIS) and institution building (PPIAF, IDF), as well as policy advice
In addition to being interested in the above, Poland and Slovakia are also borrowing in selected areas and engaging in policy dialogue
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Prospects for Graduation of the EU8 cont’d
We expect that each country will decide to graduate when ready to make the transition from recipient to donor, and will initiate the process with the Bank
We expect that all countries will decide to graduate by the time they are ready to adopt the euro
We look forward to each country becoming an increasingly important donor partner after having worked closely as a borrower with the World Bank
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Assistance of the World Bank in Slovakia Advocacy Role and Bank as a Facilitator of Changes
(Knowledge Economy Strategy; Roma Issues) “Knowledge and Experience” Bank (Government
successfully implemented a wide-ranging reform program, although the desired pace of reform exceeded capacity) – not only financial assistance, but well-targeted Bank technical assistance to overcome capacity constraints
Reform Process Internalized, Looking Beyond the EU Policies (experience from the OECD and non-EU countries was required) – OECD and the World Bank engagement
Communication with all stakeholders, interest groups and non-governmental sector
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Economic Development 2001 Unsustainable growth Few structural reforms Fiscal policy risked high
deficits Current account deficit
high Indebtedness high Monetary policy good Inflation 12% in 2000 Exchange rate
depreciation Interest rates high FDI low High unemployment
2005 Sustainable growth path Structural reform agenda
well advanced Reforms now sharply
reducing fiscal deficit Current account
manageable Debt substantially reduced
Monetary policy good Ex. rate appreciation Interest rates low FDI very high Unemployment still
high
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Economic Changes (1998-2006) Sustained robust growth in spite of the weak
external environment. The highest growth in Central Europe (6.3 percent in 2005)
Structural Reforms (government policy planning capacity and implementation team; strong ownership)
Business EnvironmentWB&IFC Report: Doing Business in 2005 and
2006, Slovakia one of the best reformers in the world (regulatory environment)
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Economy is highly open and fully integrated into EU’s common market
Full benefits resulting from the free movement of goods, services and labor in the EU
open and easy access to sophisticated suppliers and customers in the EU’s
single market no customs or duties on any transactions
within the EU
Legislative and regulatory framework fully compatible with the rest of the EU
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Entry into Eurozone in January 2009
Slovakia will probably be the first country in Central Europe to adopt the euro
- uncertainty regarding the fiscal treatment of pension reform costs - the government is fully committed to
meet all the Maastricht criteria Slovakia plans to stay in ERM II for two
years only - entry in November 2005
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Business Environment Flat Tax Policy
Light, Non-distortive, Simple and Transparent Tax System, GOALS:
Create business and investment friendly environment for both individuals and companies
Eliminate existing weaknesses and inefficiencies in the tax law
Eliminate distortive roles of tax policy as instruments for achieving non-fiscal goals
Improve tax fairness by taxing all types and all amounts of income equally
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Flat Tax Policy Radical simplification of the tax system
- elimination of virtually all exceptions, exemptions, deductions, special rates, and special regimes
- elimination of dividend, inheritance, gift taxes and real estate transfer tax
Introduction of low nominal rates - 19% corporate tax - 19% unified VAT on all goods and services – without any
exceptions- 19% flat individual income tax
Shift from direct to indirect taxes
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Social System Reform, Goals:
“make work pay” – activity should pay more than inactivity and employment should pay the most
Improve skills and prospects of disadvantaged individuals
Reduce the scope for abuse of the social system by improved targeting
Make the labor market more flexible to foster long-term employment growth
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Other Structural Reforms Pension Reform
- radical reform of the pay-as-you-go pillar - introduction of a fully-funded pillar (private pension accounts)
Health Care - make the system financially self-sustainable, - improve the quality of services provided
Education- improve efficiency and quality of education system - increase capacity and quality of tertiary education
Public Administration - continue the decentralization of public administration - improve the quality of the public service
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Communication of Reforms
Government needs to improve communications to promote public understanding of and support for structural reforms. The pace of reform has exceeded the public appreciation of wide-ranging policy/program improvements.
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Challenges of the EU Membership Capacity to take advantage of EU membership
and use newly available resources wisely Rapid adoption of the EURO will require
stringent fiscal management and possible trade-offs with pace of implementation of some structural reforms which require budget support
Implementing the Lisbon Strategy – making knowledge-based society the catalyst for growth in the EU context, overcoming poverty and improving social inclusion
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National Lisbon Strategy
Education and Human Resources Information Society Research and Innovation Policy Business Environment and
Governance Climate Role of the Government
(Framework)
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Key Priorities for the Future Fiscal consolidation (public expenditure reform)
and completion of structural reforms; economic growth and Euro-adoption
Convergence – building capacity to be able to take advantage of the EU membership; competitiveness of the Slovak economy and sustainable economic growth
Social inclusion of society (poverty reduction, human development); role of the non-governmental sector
Improving public sector performance (EU funds)
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