Public Investment Management Assessment (PIMA) has enabled countries to explore different aspects of public investment management and understand how their systems are designed and how they work in practice.
The PIMA framework has allowed countries to identify the efficiencies and weaknesses of their public investment. Below are highlighted good practices from some of our member countries (for more details click on the specific Box link).
Institution 1: Fiscal Targets and Rules
Dimension 1.a: Is there a target or limit for government to ensure debt sustainability?
Box 5.1. Ireland Debt Rule and Other Fiscal Rules
Dimension 1.b: Is fiscal policy guided by one or more permanent fiscal rules?
Box 5.2. Public Finance Act in Bulgaria
Box 5.3. Medium-Term Fiscal Framework in Estonia
Institution 2: National and Sectoral Planning
Dimension 2.a: Does the government prepare national and sectoral strategies for public investment?
Box 5.4. Botswana National Development Plan
Box 5.5. Strategic Investment Planning in Ireland
Box 5.6. National Planning in Malaysia
Institution 3: Coordination between Entities
Dimension 3.a: Is capital spending by SNGs coordinated with the central government?
Box 5.7. Subnational Government Investments in Chile
Box 5.8. Subnational Government Investments in Indonesia
Box 5.9. Coordination of Investments and Transfer of Funds to SNGs in Mali
Box 5.10. Disclosure of Contingent Liabilities in Slovak Republic
Institution 4: Project Appraisal
Box 5.11. Project Appraisal in Colombia
Box 5.12. Standardized Appraisal Methodology in Timor-Leste
Dimension 4.b: Is there a standard methodology and central support for the appraisal of projects?
Box 5.13. Project Appraisal Guidelines and Central Support in Slovak Republic
Box 5.14. Discount Rates for Cost-Benefit Analysis
Dimension 4.c: Are risks taken into account in conducting project appraisals?
Box 5.15. Project Risks and Contingency Reserves in Norway
Institution 5: Alternative Infrastructure Financing
Institution 6: Multiyear Budgeting
Dimension 6.a: Is capital spending by ministry or sector forecasted over a multiyear horizon?
Box 6.1. Medium-Term Capital Spending Projections in Jordan
Dimension 6.b: Are there multiyear ceilings on capital expenditure by ministry, sector, or program?
Box 6.2. Multiyear Programming in Mali
Dimension 6.c: Are projections of the total construction cost of major capital projects published?
Box 6.3. Capital Spending Development Fund in Kiribati
Institution 7: Budget Comprehensiveness and Unity
Dimension 7.a: Is capital spending mostly undertaken through the budget?
Box 6.4. Budget Comprehensiveness in Armenia
Box 6.5. All Capital Projects Shown in Budget Documents in Timor-Leste
Dimension 7.c: Are capital and recurrent budgets prepared and presented together in the budget?
Institution 8: Budgeting for Investment
Box 6.6. OECD Multiyear Budgeting Practices
Box 6.7. Budgeting for Capital Investment in Jordan
Dimension 8.c: Is the completion of ongoing projects given priority over starting new projects?
Box 6.8. Capital Budgeting Practices in the Philippines
Institution 9: Maintenance Funding
Box 6.9. Maintenance Practices in Estonia
Box 6.10. Maintenance Guidelines for Public Infrastructure in South Africa
Box 6.11. Budget Visibility of Maintenance Spending in Armenia
Institution 10: Project Selection
Box 6.12. Central Review of Project Appraisals in Ireland
Dimension 11.a: Is the procurement process for major capital projects open and transparent?
Box 7.1. Procurement in Bulgaria: Legal Framework and Institutions
Box 7.2. World Bank’s Alternative Procurement Arrangements
Dimension 11.b: Is there a system in place to ensure that procurement is monitored adequately?
Box 7.3. Electronic Procurement System in Bangladesh
Dimension 11.c: Is the procurement complaints review process conducted in a fair and timely manner?
Box 7.4. Procurement Complaints Mechanism in Estonia
Institution 12: Availability of Funding
Box 7.5. Cash Forecasting in Armenia
Dimension 12.b: Is cash for project outlays released in a timely manner?
Box 7.6. Legal Framework for Cash Rationing in Moldova
Box 7.7. Banking Arrangements for External Funds in Mauritius
Institution 13: Portfolio Management and Oversight
Dimension 13.a: Are major capital projects subject to monitoring during project implementation?
Box 7.8. S-Curve Project Monitoring
Box 7.9. Portfolio Monitoring in Honduras
Box 7.10. Project Monitoring and Ex Post Project Reviews in Malaysia
Dimension 13.b: Can funds be reallocated between investment projects during implementation?
Box 7.10. Project Monitoring and Ex Post Project Reviews in Malaysia
Institution 14: Management of Project Implementation
Dimension 14.a: Do ministries/agencies have effective project management arrangements in place?
Box 7.11. Project Implementation Plan
Box 7.12. Project Adjustments in Korea
Dimension 14.c: Are ex post audits of capital projects routinely undertaken?
Box 7.13. Ex Post Audit of Capital Projects in Mongolia
Institution 15: Monitoring of Public Assets
Box 7.14. Fixed Asset Recording in Indonesia
Dimension 15.b: Are nonfinancial asset values recorded in the government financial accounts?
Box 7.15. Accounting for Fixed Assets in Estonia
Box 7.16. Recording and Depreciation of Fixed Assets in Georgia
Cross-Cutting Issues: Legal Framework
Cross-Cutting Issues: Capacity
Box 8.1. Project Delivery Capability Framework in the United Kingdom
Box 8.2. Staff Capacity for Public Investment Management in Estonia
Cross-Cutting Issues: Information Systems
Box 8.3. Investment Projects and Programs Tracker in Ireland
THE PIMA FRAMEWORK
(Click on the interactive chart to explore)
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1.
Fiscal Targets and Rules:
1.a. Is there a target or limit for government to ensure debt sustainability?
1.b. Is fiscal policy guided by one or more permanent fiscal rules?
1.c. Is there a medium-term fiscal framework (MTFF) to align budget preparation with fiscal policy?
2.
National and Sectoral Planning:
2.a. Does the government prepare national and sectoral strategies for public investment?
2.b. Are the government’s national and sectoral strategies or plans for public investment costed?
2.c. Do sector strategies include measurable targets for the outputs and outcomes of investment projects?
3.
Coordinating Between Entities:
3.a. Is capital spending by SNGs, coordinated with the central government?
3.b. Does the central government have a transparent, rule-based system for making capital transfers to SNGs, and for providing timely information on such transfers?
3.c. Are contingent liabilities arising from capital projects of SNGs, PCs, and PPPs reported to the central government?
4.
Project Appraisal:
4.a. Are major capital projects subject to rigorous technical, economic, and financial analysis?
4.b. Is there a standard methodology and central support for the appraisal of projects?
4.c. Are risks taken into account in conducting project appraisals?
5.
Alternative Infrastructure Financing:
5.a. Does the regulatory framework support competition in contestable markets for economic infrastructure (e.g., power, water, telecoms, and transport)?
5.b. Has the government published a strategy/policy for PPPs, and a legal/regulatory framework which guides the preparation, selection, and management of PPP projects?
5.c. Does the government oversee the investment plans of public corporations (PCs) and monitor their financial performance?
6.
Multiyear Budgeting:
6.a. Is capital spending by ministry or sector forecasted over a multiyear horizon?
6.b. Are there multiyear ceilings on capital expenditure by ministry, sector, or program?
6.c. Are projections of the total construction cost of major capital projects published?
7.
Budget Comprehensiveness and Unity:
7.a. Is capital spending mostly undertaken through the budget?
7.b. Are all capital projects, regardless of financing source, shown in the budget documentation?
7.c. Are capital and recurrent budgets prepared and presented together in the budget?
8.
Budgeting for Investment:
8.a. Are total project outlays appropriated by the legislature at the time of a project’s commencement?
8.b. Are in-year transfers of appropriations (virement) from capital to current spending prevented?
8.c. Is the completion of ongoing projects given priority over starting new projects?
9.
Maintenance and Funding:
9.a. Is there a standard methodology for estimating routine maintenance needs and budget funding?
9.b. Is there a standard methodology for determining major improvements (e.g. renovations, reconstructions, enlargements) to existing assets, and are they included in national and sectoral investment plans?
9.c. Can expenditures relating to routine maintenance and major improvements be identified in the budget?
10.
Project Selection:
10.a. Does the government undertake a central review of major project appraisals before decisions are taken to include projects in the budget?
10.b. Does the government publish and adhere to standard criteria, and stipulate a required process for project selection?
10.c. Does the government maintain a pipeline of appraised investment projects for inclusion in the annual budget?
11.
Procurement:
11.a. Is the procurement process for major capital projects open and transparent?
11.b. Is there a system in place to ensure that procurement is monitored adequately?
11.c. Are procurement complaints review process conducted in a fair and timely manner?
12.
Availability of Funding:
12.a. Are ministries/agencies able to plan and commit expenditure on capital projects in advance on the basis of reliable cash-flow forecasts?
12.b. Is cash for project outlays released in a timely manner?
12.c. Is external (donor) funding of capital projects fully integrated into the main government bank account structure?
13.
Portfolio Management and Oversight:
13.a. Are major capital projects subject to monitoring during project implementation?
13.b. Can funds be re-allocated between investment projects during implementation?
13.c. Does the government adjust project implementation policies and procedures by systematically conducting ex post reviews of projects that have completed their construction phase?
14.
Management Project Implementation:
14.a. Do ministries/agencies have effective project management arrangements in place?
14.b. Has the government issued rules, procedures and guidelines for project adjustments that are applied systematically across all major projects?
14.c. Are ex post audits of capital projects routinely undertaken?
15.
Monitoring of Public Assets:
15.a. Are asset registers updated by surveys of the stocks, values, and conditions of public assets regularly?
15.b. Are nonfinancial asset values recorded in the government financial accounts?
15.c. Is the depreciation of fixed assets captured in the government’s operating statements?
Cross-Cutting Institutions Legal Framework, IT System, Staff Capacity |