1 / 17

Public Investment Management in Slovakia

Public Investment Management in Slovakia. Ján Marušinec. Content of the Presentation. Background information Institutional setup Role of strategic planning Managing investment projects Budgetary aspects. Background information. Restructuring and privatization

douglasmitchell
Download Presentation

Public Investment Management in Slovakia

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Public Investment Management in Slovakia Ján Marušinec

  2. Content of the Presentation • Background information • Institutional setup • Role of strategic planning • Managing investment projects • Budgetary aspects

  3. Background information • Restructuring and privatization • Utilities are private (up to 50%), prices deregulated • Transport companies are joint stock, get transfers from state budget • Budget heavily involved in regional development and environment

  4. Background information • Total state budget SKK 380bn / EUR 11,3bn / USD 16,9bn • CAPEX SKK 40bn / EUR 1,2bn / USD 1,8bn / ca 10% of total exp. • 30% purchases, 70% transfers • EU funds SKK 36bn / EUR 1,1bn / USD 1,6bn / ca 10% of total exp.

  5. Institutional setup • Ministry of finance – sets total CAPEX ceilings for line ministries • Line ministries – decide about allocation to different priority areas / agencies • Cabinet of ministers – approves investment projects above SKK 100m / EUR 3m / USD 4,5m • Agencies – manage individual projects

  6. Institutional setup TRANSPORT SECTOR • Railway Company Slovakia • Railway Company Cargo • Slovak Railways • National Motorway Company • Slovak Road Administration

  7. Role of strategic planning STRATEGIC DOCUMENTS • Planning documents for Cohesion Fund and Structural Funds (7+2Y) • Public Works Plan (3Y) • Medium Term Expenditure Framework (3Y) • Respective Sector Strategies(3-5Y)

  8. Role of strategic planning • EU priorities win over domestic ones because of funding • No unified PIP exists, only register of investment projects • No bottom-up wish lists, rather top-down breakdown of available funds into projects • Both path-dependency and ad hoc political decision-making are present

  9. Managing investment projects • Land Use Plan • Project preparation and approval • detailed project documentation (prepared byindependent engineer) • submission of the project documentation for “state expertise” for projects with expected value above SKK 200m / EUR 6m / USD 9m, as well as EIA • 2 administrative decisions – land use approval and construction permit

  10. Managing investment projects • Procurement and contracting • Construction and supervision • Permit for infrastructure use • Technical-economic evaluation Governed by: Law on Public Works, Law on Land Planning and Building Order

  11. Managing investment projects The expertise (outsourced by MCRD ) is supposed to look at: • efficiency of the project • its consistency with policy, land use, and planning documentation • appropriateness of the technical solution • expected cost (binding maximum) • exploration of alternatives

  12. Managing investment projects The expertise can have 3 outcomes: • approval of the project proposal • approval of the project proposal with conditions • denial of the project proposal

  13. Managing investment projects Monitoring and evaluation: • monitoring construction is performed by the respective investor company / government authority or outsourced • focused on worker safety, proper management of construction, consistency of construction with project and permits • monitoring reports are prepared for investor companies management and MOT on monthly basis

  14. Managing investment projects Monitoring and evaluation: • National Motorway Company has Department of Audit and Control • Slovak Railways have only Internal Audit Department • Slovak Road Administration has only Internal Control Department

  15. Managing investment projects Strengths: • Good quality of construction and limited cost overruns (supervision) • Well defined procedures Challenges: • Managing project pipelines • Improving technical design efficiency to save resources

  16. Budgetary aspects • CAPEX ceilings for LMs, no shifts allowed without approval of MOF • Automatic carry over for CAPEX and EU funds + co-financing • Indexation can be applied for investment projects • Amounts for investment and operating costs are decided by LMs • Individual projects are not approved by Parliament

  17. Thank you for your attention

More Related