The objective of the Inga 3 Basse Chute and Mid-Size Hydropower Development Technical Assistance Project for Democratic Republic of Congo (DRC) is to contribute to the sustainable development of Inga 3 Basse Chute (BC) and selected mid-size hydropower projects.
... Voir la suite There are two components to the project, the first component being Inga 3 BC development support. This component will build on the feasibility study for the development of the Inga site and associated interconnections financed in 2010-13 by the African Development Bank (AfDB). It will finance complementary studies, transaction advice and procurement support, and institutional support and sector strengthening. The scope of activities that will be financed by the TA will be influenced by the fine tuning of the allocation of activities and responsibilities between the public and private sector regarding the design and construction management of the common infrastructures. Finally, the second component is the mid-size hydropower development support. The component aims to develop midsize hydropower projects (with capacity between 10- 100 MW) by selecting potential projects, performing prefeasibility studies, accompanying bidding processes, and evaluating the possibilities for carbon finance. The component will result in feasibility studies and bidding documents, and support to Government of DRC, or GoDRC to select private developers and award concessions for three mid-size hydropower projects.
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Document d’évaluation du projet 77420 MAR 05, 2014
Financial constraints are widespread in developing countries, where even short-term credit is limited. Finance held by firms as working capital is a substantial proportion of sales revenue, yet the role of working capital is largely neglected by existing models of financial constraints.
... Voir la suite This paper presents a dynamic model of the firm that incorporates working capital by introducing a delay between factor payments and the receipt of revenue. In contrast with previous models, the working capital model predicts that firms under binding constraints will substitute between labor and capital in response to demand shocks, causing investment to be countercyclical. For firms near the margin of being constrained, constraints bind when positive production opportunities arise. Output growth is therefore constrained in response to positive shocks but not to negative shocks. Simulations suggest that models without working capital may understate the predicted effects of financial constraints on production efficiency, firm profit and growth over time. The predictions are tested with the Bangladesh Panel Survey data for manufacturing firms. Consistent with the theory, there is evidence that constraints bind when output price increases, that investment by constrained firms is countercyclical, and that output response to positive shocks is dampened for firms that are sometimes constrained. The results also are important for policy. In order to maximize growth, efforts to relieve credit constraints should be focused on periods when demand shocks are high.
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Document de travail de recherche sur les politiques WPS6797 MAR 01, 2014
Ratings for the Public Finance Management Project for Iraq were as follows: outcomes were moderately unsatisfactory, the risk to development outcome was high, the Bank performance was unsatisfactory, and the Grantee performance was moderately unsatisfactory.
... Voir la suite Some lessons learned included: public financial management reforms generally fall into two types: i) efforts to improve budget transparency and classification; and, ii) those that improve the scope and comprehensiveness of the budget. On the other side of the spectrum are a host of reforms that are neither particularly easy to implement nor which bring the promise of substantial fiscal gains, at least in the short-term. Some public financial reforms to improve the scope and comprehensiveness of the budget are not technically difficult to implement. However, unless significant political capital is invested in overcoming bureaucratic resistance, these reforms are unlikely to move forward. Projects that are complex, multi-faceted and that involve process and attitudinal changes from a multitude of government actors require much more scrutiny, analysis, and more informed project design from the outset. The critical success factors for any Integrated Financial Management Information System, or IFMIS project (large or small) are quite clear: a full-time project coordinator is required; there needs to be strong political will and a champion at the political level; and the project needs to provide an abundance of training.
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Bilan de fin d’exécution et de résultats ICR2918 FEB 28, 2014
The development objectives of the Electricity Supply Accountability and Reliability Improvement Project for Kyrgyz Republic are to enhance the readiness of the Ministry of Energy and Severelectro to implement the Electricity Supply Accountability and Reliability Improvement Project (ESARIP), and to strengthen the capacity of Severelectro.
... Voir la suite Negative impacts include: loss of land acquisition, loss of asset, loss of crops and trees, loss of asset, loss of income, and loss of livelihood. Mitigation measures include: 1) those who have formal legal rights to land in accordance with the law of the Kyrgyz Republic; 2) those who do not have formal legal rights to land at the time the census begins but have a claim to such land or assets, provided that such claims are recognized under the laws of the country or become recognized through a process identified in the resettlement plan; and 3) those who have no recognizable legal right or claim to the land they are occupying, or those who run business or other activity that provides illegal or informal livelihood. This incorporates those who occupy a land parcel without permission, as well as those who keep part-time farming for sale or their own needs, etc.
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The development objective of the Participatory Irrigation Development Project for Philippines is to improve irrigation service delivery on a financially and technically sustainable basis that will contribute to increased agricultural production and productivity among beneficiary farmers in irrigated areas.
... Voir la suite This restructuring seeks to cancel a loan covenant (reference schedule 2, section I.A, paragraph 6) which refers to the engagement of reputable audit consultants to assist in strengthening the internal control systems of the National Irrigation Administration (NIA), including its internal audit unit. To comply with the covenant, NIA commits to continue the strengthening of its internal audit service (IAS) and participate continuously in internal audit activities such as those supported by the Department of Budget and Management (DBM) and the Commission on Audit (COA).
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