Private Sector Development, Privatization, and Industrial Policy
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Publication
Zambia - More Jobs and Prosperity in Zambia : What Would it Take? Based on the Jobs and Prosperity : Building Zambia’s Competitiveness Program
(World Bank, 2011-06-01)While Zambia's economy performs well, in macroeconomic terms, low levels of productivity plague industry, and this constrains growth, diversification and prosperity. In recent years, economic growth has averaged 5-6 percent a year, business reforms are being implemented, and investment levels are at an all time high. However, according to the World Economic Forum's global competitiveness index 2010-2011, Zambia is not a competitive place in which to do business (ranking 115th out of 139 countries). Not surprisingly, business productivity tends to be low, and few Zambian industries are internationally competitive. Formal employment is shrinking and rural poverty is increasing. In summary, there is an urgent need to increase productivity, growth and employment. These questions continue to preoccupy policy makers, businesses and civil society especially in light of government's strategy to embrace private sector-led growth and facilitate competitiveness and diversification. The Jobs and Prosperity: Building Zambia's Competitiveness (JPC) Program is an effort to answer these questions and, at the same time, to achieve some concrete results that improve industry productivity and competitiveness. The Zambian government, with support from donors, has, for a long time, been trying to raise prosperity by encouraging more productive businesses, more competitive and diverse industries, and greater employment. Yet these efforts have not generated the results sought. The goal of the JPC Program is to achieve some meaningful progress towards improving industry productivity and competitiveness. The Program focuses on four industries so as to build traction and keep the scope of work manageable. The industries were selected by a group of Zambian stakeholders. The Program facilitated a process through which Zambian stakeholders identified some narrowly defined target results that, if achieved, could help these industries become more productive and then supports initiatives to achieve these results. -
Publication
Africa Region Tourism Strategy : Transformation through Tourism - Harnessing Tourism for Growth and Improved Livelihoods
(Washington, DC, 2011)This paper presents the strategy vision for Africa of promoting tourism. The strategy relies on four pillars: policy reforms, capacity building, private sector linkages, and product competitiveness. Working closely with client countries, implementation of the Africa Region Tourism Strategy, will focus interventions in these four areas in order to address the persistent constraints to the growth of tourism in Africa. Combined, these interventions will enable high-demand tourism products to compete in the global marketplace. The approach is region-wide; it engages staff across the Bank's Africa Region. Implementation will be led by Africa Region s Finance and Private Sector Development Department (AFTFP). The World Bank Group support to the Africa tourism sector is currently 120 million US dollars. It could reach 500 US dollars million by 2015, generating as many as 300,000 direct formal jobs. The report examines the social, environmental, and economic risks associated with poorly managed tourism, and offers recommendations based on years of experience with tourism projects.This review has provided a snapshot of what Bank has been doing to support tourism development, and its alignment with national strategies in sub-Saharan Africa (SSA). The findings from this review are anticipated to facilitate future dialogue and negotiations among tourism stakeholders to increase support for tourism development in the region. -
Publication
Kenya's Tourism : Polishing the Jewel
(Washington, Dc, 2010)Kenya's tourism product lines and its source markets function in a cross-sectoral context, which leads to cross-cutting public and private sector issues. Tourism has played a major role in Kenya's development despite economic jolts from time-to-time by internal and external shocks. In 2006 and 2007 the economy grew rapidly and tourism, after a jolt in early 2008, rebounded thanks to market conditions and some solid marketing. The global recession, of course, has since intervened, and Kenya will have to continue with bold and committed actions if it is to regain its iconic position in world tourism. Value chain analysis of safari, coastal, and business and conference tourism highlights constraints and opportunities. Current tourism enterprises are hampered by significant taxation and regulation. Peaks and valleys in tourism flows have exacerbated already limited access to capital necessary for the sector to be competitive. The key to sustainability lies in Kenya's ability to provide a mix of tourism products -safari, coastal, cultural/heritage and business and conference - while protecting the very assets these products celebrate. -
Publication
Republic of Madagascar : Tourism Sector Study
(World Bank, Washington, DC, 2003-11)Madagascar has an impressive array of biodiversity, natural beauty and cultural resources to support tourism. Surprisingly, of the 200,000 visitors the island per year, only about 60,000 come expressly for tourism, the rest traveling for other reasons but which could include some tourism activity. Madagascar has the potential to welcome many more tourists if the sector's growth is well planned in a broad, multi-sectoral way - focusing on economic aspects, infrastructure and environmental and social concerns, particularly for community participation. This report sets outs a program for equitable development of the sector and evaluates the opportunities for growth and the barriers that currently block progress. The report features a survey of hotels and other tourism establishments. The report recommends a comprehensive master planning program and action program.