Publication:
Public Investment Management in Contexts of Fragility, Conflict & Violence – Part 2

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dc.contributor.authorCuvillier, Emmanuel
dc.contributor.authorChaouali, Rafika
dc.contributor.authorMroczka, Fabienne
dc.date.accessioned2019-02-15T19:43:45Z
dc.date.available2019-02-15T19:43:45Z
dc.date.issued2019-02
dc.description.abstractThe 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.en
dc.identifierhttp://documents.worldbank.org/curated/en/289701550247371408/Public-Investment-Management-PIM-in-Contexts-of-Fragility-Conflict-Violence-FCV-Part-2
dc.identifier.doi10.1596/31298
dc.identifier.urihttps://hdl.handle.net/10986/31298
dc.languageEnglish
dc.publisherWorld Bank, Washington, DC
dc.relation.ispartofseriesMENA Knowledge and Learning Quick Notes;No. 174
dc.rightsCC BY 3.0 IGO
dc.rights.holderWorld Bank
dc.rights.urihttp://creativecommons.org/licenses/by/3.0/igo
dc.subjectPUBLIC INVESTMENT MANAGEMENT
dc.subjectPUBLIC-PRIVATE PARTNERSHIPS
dc.subjectFRAGILE AND CONFLICT-AFFECTED STATES
dc.subjectCONFLICT AND VIOLENCE
dc.subjectSECURITY AND DEVELOPMENT
dc.subjectPEACE
dc.titlePublic Investment Management in Contexts of Fragility, Conflict & Violence – Part 2en
dc.typeBriefen
dc.typeFichefr
dc.typeResumenes
dspace.entity.typePublication
okr.crossref.titlePublic Investment Management in Contexts of Fragility, Conflict & Violence – Part 2
okr.date.disclosure2019-02-15
okr.doctypePublications & Research
okr.doctypePublications & Research::Brief
okr.docurlhttp://documents.worldbank.org/curated/en/289701550247371408/Public-Investment-Management-PIM-in-Contexts-of-Fragility-Conflict-Violence-FCV-Part-2
okr.guid289701550247371408
okr.identifier.doi10.1596/31298
okr.identifier.doihttps://doi.org/10.1596/31298
okr.identifier.externaldocumentum090224b08698998e_1_0
okr.identifier.internaldocumentum30837866
okr.identifier.report134707
okr.importedtrueen
okr.language.supporteden
okr.pdfurlhttp://documents.worldbank.org/curated/en/289701550247371408/pdf/134707-WP-PUBLIC-ADD-SERIES-QN-174.pdfen
okr.region.administrativeMiddle East and North Africa
okr.region.countryAfghanistan
okr.region.countryHaiti
okr.region.countryIraq
okr.topicPublic Sector Development::Public Investment Management
okr.unitEFI PMSO (GGEPM)
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