2004年-世界发展银行全球_Investment_Climate_Reform__Going____________the_Last_Mile__The_Bulldozer_Initiative_in_Bosnia_and_Herzegovina_51页_4mb

Summary of the Bulldozer Initiative in Bosnia and Herzegovina

Core Content

The Bulldozer Initiative in Bosnia and Herzegovina (BiH) is a bottom-up reform methodology aimed at improving the investment climate and promoting private sector development. It was launched in November 2002 by the Office of the High Representative (OHR) and is currently in its second phase of three, with completion expected in the fall of 2004. The initiative focuses on identifying and removing concrete legislative and administrative barriers that hinder business operations and economic growth.

Main Objectives

• Create a fast track record of reform by addressing red tape and business disincentives.
• Establish a sustainable reform process where the private sector engages in a strong, ongoing dialogue and partnership with the government.
• Deliver quantifiable results across all economic sectors within a short timeframe, thereby building trust and institutionalizing reform efforts.

Key Points of the Initiative

2a- Objectives

The initiative was designed to amend specific articles of laws rather than overhaul entire legal frameworks, minimizing political resistance and ensuring practical, immediate benefits for businesses.

2b- A Partnership to Bulldoze Red Tape

The initiative was spearheaded by the High Representative Paddy Ashdown, with support from four international agencies: the European Commission, IMF, World Bank, and USAID. These agencies provided technical and policy guidance, ensuring that the reforms aligned with international standards and were politically feasible.

2c- Role of the International Community

The International Community played a critical role in validating and vetting reform proposals, ensuring they were robust, legitimate, and aligned with broader structural reforms. Their involvement also reinforced the credibility of the initiative among local stakeholders.

2d- Engaging the Business Community

The initiative actively engaged the private sector by organizing public meetings and using marketing-like techniques to rally support. A simple submission form was introduced to guide entrepreneurs in identifying issues and proposing legal solutions. This form included four key questions to ensure disciplined analysis and targeted reform.

2e- Processing Reforms

Each reform proposal was carefully evaluated by a team of lawyers and economists, with cost-benefit analysis and industry expert feedback ensuring the reforms were practical and beneficial. The Bulldozer Coordination Unit filtered and prioritized proposals, presenting the best 50 to the governing bodies.

2f- Lobbying for Reform Adoption

The initiative mobilized a lobby group of local entrepreneurs and associations to campaign for reform and apply pressure on politicians to act. This bottom-up pressure helped generate political will and ensure the adoption of reforms.

Regionalization and Government Involvement

3a- Taking it Local

The initiative emphasized local participation and grassroots engagement, with 30 local associations involved in the process. These included regional business groups, municipal entrepreneur associations, and other key stakeholders.

3b- Protocol for Prosperity and Emergency Reform Units

The Protocol for Prosperity was introduced to coordinate reform efforts and establish Emergency Reform Units within the government to facilitate the implementation of the reforms.

3c- 50 New Reforms

Within 150 days, the initiative secured the enactment of 50 reforms, demonstrating its efficiency and impact. These reforms were sector-specific and aimed at simplifying legal and administrative procedures.

3d- Shifting Perceptions and Sustaining Momentum

The initiative used media campaigns and public events to shift public perception and sustain momentum. This helped build a sense of ownership among entrepreneurs and enhance government accountability.

Challenges and Success Factors

4a- Limits, Skeptics and Critics

Despite its success, the initiative faced political resistance and skepticism from both the government and public. The complex political structure and ethnic divisions made implementing reforms difficult.

4b- Benchmarks and Implementation Measurement Tools

The initiative was guided by international benchmarks and measurement tools, ensuring that reforms were aligned with global standards and measurable outcomes.

Impact Assessment

5a- Impact on Investment Climate

The initiative improved the investment climate by removing red tape, streamlining procedures, and enhancing legal clarity. It created a more predictable and efficient business environment.

5b- Impact on Civil Society

It bridged the constituency gap by involving civil society and empowering local entrepreneurs to advocate for change. This increased engagement and responsibility among both the private sector and the government.

5c- Alignment with International Framework Efforts

The initiative was aligned with broader international efforts, such as EU accession and IMF conditionality, and was designed to complement existing framework reforms.

Applicability of the Process

6a- The Bulldozer and Other "Competitiveness Partnerships"

The Bulldozer Initiative is part of a broader Competitiveness Partnerships model, where private sector engagement is used to drive reform and improve the business environment.

6b- It Takes Three to Tango

The initiative was a collaborative effort involving the private sector, international community, and government. This trilateral partnership was essential to its success and sustainability.

6c- Assessing Competitiveness Partnerships Applicability

The initiative demonstrated that Competitiveness Partnerships can be applied in various settings, especially where government capacity and political will are limited. It provided a results-oriented model that can be replicated in other countries facing similar challenges.

6d- Potential Applications

The model can be applied in transition economies and countries with weak institutional frameworks, where grassroots engagement and public-private partnerships are needed to drive meaningful reform.

Conclusion

The Bulldozer Initiative is a successful example of a bottom-up reform approach, which has empowered the private sector and created political will for change. It has delivered tangible results in a short time and is laying the groundwork for more complex structural reforms. Its model of public-private collaboration and international support offers a valuable tool for development professionals and government officials seeking to reform the investment climate effectively.