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Timor-Leste : Public Investment Management from Post-Conflict Reconstruction to the 2011-2020 Strategic Development Plan

This chapter captures some of the Public Investment Management (PIM) lessons and experiences from Timor-Leste as it tried to meet urgent infrastructure demands in a post-conflict environment, which benefited from a surge in petroleum receipts. It l...

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Bibliographic Details
Main Authors: Rab, Habib, Petrie, Murray
Language:English
en_US
Published: World Bank, Washington, DC 2015
Subjects:
ACCOUNTING
ALTERNATIVE FINANCING
APPROPRIATIONS
APR
ASSETS
AUDITED FINANCIAL STATEMENTS
BENEFICIARIES
BIDDERS
BINDING CONSTRAINT
BUDGET CONSTRAINT
BUDGET EXECUTION
BUDGET PROCESS
BUDGET REVIEW
BUDGETING
BUSINESS ACTIVITY
BUSINESS ASSOCIATION
CAPACITY CONSTRAINTS
CAPITAL INVESTMENT
CAPITAL INVESTMENTS
CAPITAL PROJECTS
CAPITAL STOCK
CHAMBER OF COMMERCE
CIVIL LAW
COMMUNITY DEVELOPMENT
COMMUNITY DEVELOPMENT INITIATIVES
CONTRACT AWARDS
CORRUPTION
COURT OF APPEALS
DECENTRALIZATION
DEPENDENT
DEVELOPING COUNTRIES
DEVELOPMENT BANK
ECONOMIC ACTIVITY
ECONOMIC GROWTH
ECONOMIC OPPORTUNITIES
ECONOMIC RECOVERY
ELECTRICITY
ELIGIBILITY CRITERIA
ENROLMENT RATES
ENTREPRENEURS
EQUIPMENT
EQUITY INTEREST
EXPENDITURES
FINANCIAL CAPACITY
FINANCIAL MANAGEMENT
FINANCIAL MANAGEMENT ARRANGEMENTS
FINANCIAL PERFORMANCE
FISCAL POLICY
FUNDING SOURCES
GLOBALIZATION
GOVERNMENT BUDGET
GOVERNMENT POLICY
HOUSEHOLD ACCESS
HOUSEHOLD INCOME
HOUSEHOLDS
HOUSING
HUMAN RESOURCE
INFORMATION SYSTEM
INFORMATION SYSTEMS
INSTITUTIONAL ARRANGEMENTS
INSTITUTIONAL FRAMEWORK
INSTITUTIONAL REFORMS
INSTRUMENT
INTERNAL AUDIT
INTERNATIONAL FIRMS
INVESTMENT MANAGEMENT
INVESTMENT NEEDS
INVESTMENT PLAN
INVESTMENT PLANS
INVESTMENT PROGRAM
INVESTMENT PROGRAMS
INVESTMENT PROJECTS
INVESTMENT PROPOSALS
JUDICIAL AUTHORITY
JUDICIAL BODY
LABOUR FORCE
LABOUR FORCE SURVEY
LACK OF INFORMATION
LEGAL FRAMEWORK
LICENSES
LIVING STANDARDS
LOCAL BUSINESSES
MANDATES
MARKET FAILURES
NATURAL DISASTERS
OIL PRICE
OWNERSHIP INTEREST
PAYMENTS SYSTEM
PERPETUITY
PHYSICAL CAPITAL
PORTS
POST-CRISIS PERIOD
PRIVATE SECTOR
PROCUREMENT
PROCUREMENT LAW
PROCUREMENT PROCEDURES
PROCUREMENTS
PROVISIONS
PUBLIC
PUBLIC EXPENDITURE
PUBLIC EXPENDITURE REVIEW
PUBLIC FINANCE
PUBLIC FINANCE MANAGEMENT
PUBLIC FINANCES
PUBLIC INVESTMENT
PUBLIC INVESTMENTS
PUBLIC PRIVATE PARTNERSHIPS
PUBLIC SPENDING
PUBLIC WORKS
QUALITY OF ASSET
REAL RATE OF RETURN
RECEIPTS
REFERENDUM
REVENUE MANAGEMENT
ROADS
SALARIES
SAVINGS
SCHOOL BUILDINGS
SCHOOL FACILITIES
START-UP
STATEMENTS
TAX
TAX PAYMENTS
TECHNICAL ASSISTANCE
TELECOMMUNICATIONS
TENDERING
TENDERS
TRANSPARENCY
TREASURY
TRUST FUNDS
VOUCHERS
WAGES
WARRANTS
WITHDRAWAL
Online Access:http://documents.worldbank.org/curated/en/2011/01/23812780/timor-leste-public-investment-management-post-conflict-reconstruction-2011-2020-strategic-development-plan
http://hdl.handle.net/10986/21327
Description
Summary:This chapter captures some of the Public Investment Management (PIM) lessons and experiences from Timor-Leste as it tried to meet urgent infrastructure demands in a post-conflict environment, which benefited from a surge in petroleum receipts. It looks at institutional changes using standard features of Public Investment Management systems starting from the immediate post-independence period in 1999 right up to the launch of Timor-Leste s Strategic Development Plan in July 2011. Increased control over domestic resources over this period, thanks to the onset of natural resource rents, gave the government more autonomy over prioritization and management of capital expenditure. It also enabled use of the Capital Budget to pursue multiple objectives including consolidating social stability, stimulating economic activity outside Dili, delivering quick results to address urgent infrastructure needs, and growth of the domestic private sector. The chapter tries to highlight some of the trade-offs that the PIM system faced in trying to meet these different objectives. It finally looks at some of the institutional reforms that the government embarked on in 2011 when the focus was shifting to large investments for long-term growth. This included centralizing selected PIM functions for large projects and decentralizing those functions for smaller projects.

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