FREE ELECTRONIC LIBRARY - Books, dissertations, abstract

Pages:     | 1 ||

«Unblocking Bottlenecks to Effective Resource Revenue Management in Peru Oxfam expert meeting report November 2014 CONTENTS Executive Summary ...»

-- [ Page 2 ] --

29. Institutional mechanisms have led to a culture of corruption that penetrates all levels of Peru’s government. It is permitted because it benefits a part of society. The problem is not just personal leadership but also institutional leadership; in fact, quality leadership is missing at all levels, partly due to the political system. People wil not speak up about corruption for fear of political fallout.

30. Monitoring should be improved from top to bottom as well as within civil society; it should use tools including the judiciary, checks and balances, and the controller’s office.

31. Subnational implementation of the Extractive Industries Transparency Initiative (EITI) is an interesting step on the path to greater transparency.

Decentralizing EITI to the regions and promoting a process to generate and use information might spur discussion among regional leaders that leads to more effective use of canon revenue.

32. Significant transparency exists in Peru, both on the web and with EITI. The next step is determining how to use information to drive results. Combined with an active civil society, the potential exists to channel information as an effective tool for engagement on all levels.

7 Unblocking Bottlenecks to Effective Resource Revenue Management in Peru

33. The work of companies and CSOs has resulted in two regional governments’ greater transparency, which in turn demonstrates that such efforts yield tangible results.


34. When decentralization began, mechanisms were established to engage public opinion and support accountability. These mechanisms have weakened over time. They must be strengthened and redeployed through a bottom-up process.

35. Peruvians have the right to monitor their government. A national-level message asserting this right must be communicated; this would be an incentive to decrease corruption.

36. Local governments do provide some transparency. It is possible to go online and see how municipalities spend funds, however, few people are aware of this. The information and infrastructure are in place, but people must be informed that the tool exists and taught how to use it.

37. One enhancement to the government’s budget communication tool would be providing information on percentages of both budgetary execution and fulfillment of goals.

38. Educating citizens about transparency issues is admirable, but there is not enough capacity to disseminate the information effectively.

39. Peruvians think more transparency brings less corruption, which isn’t accurate. Despite considerable access to information, the corruption level is still high. Corruption in Peru is organized in a complex dynamic stemming from the democratic system; there must be checks and balances.

40. In El Salvador, some provinces with low participation in the budgetary process get their needs met, yet some places with high participation have many unmet needs. In districts where the public and civil society are better organized, there is less corruption. Institutional reforms from the top and organic reforms from civil society are both necessary.

Unblocking Bottlenecks to Effective Revenue Management 8


41. According to the Ministry of Economy and Finance, only 3 percent of civil servants have certified capacities. Regional mandates are ineffective, because the regions want to control hiring.

42. Brain drain is a problem. Skilled people have a strong incentive to move elsewhere for higher-paying jobs. This is a chicken-or-egg problem: Should salaries be increased first, to attract talented staff, or should capacity be built first?

43. Strategies to retain people after developing their capacity, such as incentives and higher compensation, must be explored in order to improve management of revenue and projects. Perhaps more local development initiatives will be an incentive for skilled people to stay in place.

44. Organizational reform is also key to building capacity. For example, 80 percent of local governments do not use certified professionals, because officials bring friends and relatives into key positions. Employing people with appropriate capacity should be mandatory.

45. Capacity building should address different concepts for public investment, focusing on how things are done and applying simple tools. People responsible for spending canon revenue require investment management capacity, from planning to execution and monitoring.

46. The International Finance Corporation program in Peru demonstrated the need to differentiate staff experience levels for capacity training. People at advanced levels of government have considerable experience, but the municipal-level problems are overwhelming. Significant money has been spent on capacity building with limited results.

47. National interest in capacity building is limited. Addressing revenue management bottlenecks is the short-term view; nobody wants to invest in the long term. Consensus for long-term investment in solving the capacity gap must be developed.

48. Civil society can work with local government to build capacity, but in the electoral phase, reforms and changes are not made, because power groups in local governments resist change and transfers of power.

49. Combining the roles of advocacy and capacity building is difficult and can lead to government distrust.

9 Unblocking Bottlenecks to Effective Resource Revenue Management in Peru

50. Many labor opportunities have gone to men, despite the fact that many women hold leadership positions in some regions. Any capacity training should include a gender focus.


51. Universities are autonomous and should work on developing tools to support better EI revenue management. A mechanism is required to ensure that universities can access sufficient funds or partner with other universities to improve the quality of research.

52. University officials feel that incorporating the canon into salaries does not support clear evaluation of who is doing the work and who is not. EI revenues should fund research, not salaries.

53. Universities in Lima have limited capacity for high-quality research, and institutions outside of Lima have even less. High expectations for research do not reflect reality. In addition, mid-level organizations should be considered for training.

54. The role of monitoring and evaluation to support better EI revenue management commonly go to private consultants but could be transferred to other institutions. This presents an opportunity for universities and technical institutions.

55. Establishing mechanisms to encourage cooperation among different groups may be useful. Ideas include an “observatory” where companies, NGOs, and communities can collectively review and evaluate development progress, and a center that brings together the academic, government, and private sectors to address unanswered questions, such as sustainability after a mining company exits an area.

56. Engaging different sectors is necessary, but not to absolve the state of its responsibility to the community. Looking to companies as the solution is a problem; the inclination to privatize public spending is risky.

Unblocking Bottlenecks to Effective Revenue Management 10



 Promote results-based policy-making and budgeting  Provide stabilization funds to encourage greater medium- and long-term spending  Conduct systematic evaluations of intergovernmental transfers  Build local capacity to improve use and management of funds  Clarify roles and responsibilities of all parties in revenue management and development planning and require accountability  Create development plans aligned with a broader national plan and coordinated across actors  Define national and regional development objectives  Identify lessons from positive cases (e.g., San Martin, Arequipa)  Consider the role of development roundtables for greater coordination across actors in planning, execution, and monitoring  Encourage greater investment at a national level in science and technology  Educate public on information available and how to use it strategically 11 Unblocking Bottlenecks to Effective Resource Revenue Management in Peru ANNEX 1: MEETING


Javier Aguilar Extractive Industries Practice Leader, Latin America and the Caribbean World Bank Rocio Avila South America Extractive Industries Program Coordinator Oxfam America Epifanio Baca Economist Grupo Propuesta Ciudadana Judy Brown Chief Adviser, External Affairs Rio Tinto Fernando Castillo Director, General Office of Social Management Ministry of Energy and Mines Gerardo Castillo Director Societas Consultoras Nick Cotts Group Executive for Environment and Social Responsibility Newmont Mining Jonathan Fox Professor, School of International Service American University Ian Gary Senior Policy Manager Oxfam America Emily Greenspan Senior Policy Advisor Oxfam America Unblocking Bottlenecks to Effective Revenue Management 12 Paul O’Brien Vice President for Campaigns and Policy Oxfam America Kimberly Pfeifer Research Director Oxfam America Keith Slack Extractive Industries Global Program Manager Oxfam America Lisa Viscidi Director, Energy, Climate Change and Extractive Industries Inter-American Dialogue 13 Unblocking Bottlenecks to Effective Resource Revenue Management in Peru Forty percent of the people on our planet—more than 2.5 billion—now live in poverty, struggling to survive on less than $2 a day. Oxfam America is an international relief and development organization working to change that.

Together with individuals and local groups in more than 90 countries, Oxfam saves lives, helps people overcome poverty, and fights for social justice.

To join our efforts or learn more, go to www.oxfamamerica.org.

–  –  –

Pages:     | 1 ||

Similar works:

«MAX P L A NCK INSTI TU T F Ü R E U RO PÄISCHE R E CHTSGE SCHI CHTE TÄTIGK E ITSB E RI CHT 2012–2014 www.rg.mpg.de M A X PL A NC K IN STI TUT FÜ R E U RO PÄI S C H E R ECH TS G ESC H ICHTE Postanschrift Max-Planck-Institut für europäische Max-Planck-Institut Rechtsgeschichte für europäische Rechtsgeschichte Hansaallee 41 60323 Frankfurt am Main Postfach 500701 60395 Frankfurt am Main T +49 (69) 78978-0 F +49 (69) 78978-169 info@rg.mpg.de INHALT I. EINFÜHRUNG – 5 II....»

«IMIS-BEITRÄGE Heft 17/2001 Herausgegeben vom Vorstand des Instituts für Migrationsforschung und Interkulturelle Studien (IMIS) der Universität Osnabrück Institut für Migrationsforschung und Interkulturelle Studien (IMIS) Universität Osnabrück D – 49069 Osnabrück Tel.: (+49) 0541/969-4384 Fax: (+49) 0541/969-4380 e-mail: imis@uni-osnabrueck.de internet: http://www.imis.uni-osnabrueck.de August 2001 Druckvorbereitung und Satz: Sigrid Pusch, Jutta Tiemeyer (IMIS) Umschlag: Birgit...»

«Love and CinemaCinephilia, Style, and the Films of Quentin Tarantino by Matthew Harris A (thesis) submitted to the Faculty of Graduate Studies and Research in partial fulfillment of the requirements for the degree of Master of Arts in Film Studies Carleton University OTTAWA, Ontario Tuesday, January 4 2011, Matthew Harris 1*1 Bibliotheque et Library and Archives Archives Canada Canada Direction du Published Heritage Patrimoine de I'edition Branch 395 Wellington Street 395, rue Wellington Ottawa...»

«Wirkungen des Förderprogramms EXISTGründerstipendium aus Sicht von Geförderten Ergebnisse der Befragung 2010 und Gegenüberstellung mit EXIST-SEED Dr. Marianne Kulicke unter Mitarbeit von Michael Schleinkofer Verzeichnisse I Inhaltsverzeichnis 1  Gegenstand der Untersuchung und methodische Vorgehensweise. 1  1.1  Untersuchungsleitende Fragen 1.2  Datenbasis und methodische Vorgehensweise 1.3  EXIST-Gründerstipendium als Teilprogramme von EXIST 1.3.1  Ziele und Förderinstrumente von...»

«Distribution Agreement In presenting this thesis or dissertation as a partial fulfillment of the requirements for an advanced degree from Emory University, I hereby grant to Emory University and its agents the non-exclusive license to archive, make accessible, and display my thesis or dissertation in whole or in part in all forms of media, now or hereafter known, including display on the world wide web. I understand that I may select some access restrictions as part of the online submission of...»

«Erstellungsdatum 15.02.2006 Mario Schneeberger Jazz in der Schweiz 1924-1976 Zeitdokumente des Hans Philippi aus Basel Das Verzeichnis Alben Album/Seq Datum Beschreibung Album 1 1924 1939 1/1 1924-1928/08 Engagements Lanigiro 1924 bis Aug. 1928: Liste vom 1929/09/15 1/2 1925 Foto und Karte Tanzkurs mit Lanigiro 1/3 1925/07 Programm THE MINSTREL'S CLUB ORCHESTRA 1/4 1925/11/22 Programm Lanigiro Schützenhaus Basel 1/5 1926/03/07 Gastspiel Sam Wooding Orch. & Chocolate Kiddies im Stadttheater...»

«SANDIA REPORT SAN D2006-3244 Unlimited Release Printed May 2006 Self-Assembling Holographic Biosensors and Biocomputers Joseph S. Schoeniger, Yooli K. Light, Amanda M. Trent and George D. Bachand Prepared by Sandia National Laboratories Albuquerque, New Mexico 87185 and Livermore, California 94550 Sandia is a multiprogram laboratory operated by Sandia Corporation, a Lockheed Martin Company, for the United States Department of Energy's National Nuclear Security Administration under Contract...»

«Michael Milburn Home Grown I Gimme Shelter According to his autobiography, Rolling Stones guitarist Keith Richards once rented a house in Old Westbury, New York, the affluent Manhattan suburb where I grew up. Reading Richards’s description of this “first of a series of mad movie-like mansions on Long Island” that his family lived in during the 1980s, with fifteen bedrooms and a ballroom that his son Marlon used to roller skate around, I tried to locate it in relation to my childhood...»

«CSL Pest Risk Analysis for Clover yellow mosaic virus CSL copyright, 2005 Pest Risk Analysis For Clover yellow mosaic virus STAGE 1: PRA INITIATION 1. What is the name of the pest? Clover yellow mosaic virus (ClYMV). Kingdom: Virus, Genus: Potexvirus (Brunt et al., 1996).Brunt et al., (1996) also make reference to the following information: Synonym: Pea mottle virus Strains: Broad bean mild mosaic virus (Yu, 1979; in Brunt et al., 1996). However, there is some confusion and uncertainty...»

«Office ofInspector General U.S. Department of Homeland Security Western Regional Office Office ofEmergency Management Oversight 300 Frank H. Ogawa Plaza, Ste. 275 Oakland, California 94612 Homeland Security March 2, 2011 Nancy Ward, Regional Administrator MEMORANDUM FOR: FE A Region IX fI (J. ( rr '\:J.~.P',berto U. Melara, D' ector FROM: Western Regional Office County ofSonoma, California SUBJECT: Public Assistance ID. No. 097-99097-00 FEMA Disaster No. 1628-DR-CA Audit Report Number...»

<<  HOME   |    CONTACTS
2016 www.book.dislib.info - Free e-library - Books, dissertations, abstract

Materials of this site are available for review, all rights belong to their respective owners.
If you do not agree with the fact that your material is placed on this site, please, email us, we will within 1-2 business days delete him.