Public Investment Management in Contexts of Fragility, Conflict & Violence – Part 2
The PIM Assessment resulted in the establishment of an Action Plan to strengthen the system. Given weak institutional capacity and limited resources, the Plan should include quick-win options where possible, particularly in the early recovery phase...
| Main Authors: | , , |
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| Format: | Brief |
| Language: | English |
| Published: |
World Bank, Washington, DC
2019
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| Subjects: | |
| Online Access: | http://documents.worldbank.org/curated/en/289701550247371408/Public-Investment-Management-PIM-in-Contexts-of-Fragility-Conflict-Violence-FCV-Part-2 http://hdl.handle.net/10986/31298 |
| Summary: | The PIM Assessment resulted in the
establishment of an Action Plan to strengthen the system.
Given weak institutional capacity and limited resources, the
Plan should include quick-win options where possible,
particularly in the early recovery phase. Evidence shows
that the process by which projects are delivered (scale,
community involvement, expertise of project managers, etc.)
can be more important than getting projects built quickly.
This is an important balancing act to consider. A
well-sequenced short-, medium- and long-term PIM Action Plan
can be organized as follows: i) Formalize the institutional
setting (establishing management functions inside the PIM
cycle); ii) Develop capacity building in project design,
appraisal and selection; iii) Improve capital investment
project design, appraisal and selection; iv) Enhance the
legal and regulatory framework of the PIM system; v) Improve
process registration of projects via an Integrated Bank of
Projects (IBP); vi) Establish regularly revisited project
selection and prioritization criteria; vii) Formalize use of
key performance indicators; and viii) Improve PIP–PPP in
project management and ex-post evaluation. |
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