2012年-世界发展银行全球_Transformation_through_Infrastructure___World_Bank_Group_Infrastructure_Strategy_Update_FY2012-2015_102页_35mb

Summary of World Bank Group Infrastructure Strategy Update FY2012-2015

Core Content

The World Bank Group (WBG) recognizes infrastructure as a key driver of growth, poverty reduction, and broader development goals. This strategy update, Transformation through Infrastructure (TTI), outlines the Group's approach to infrastructure engagement from 2012 to 2015, building on the previous Sustainable Infrastructure Action Plan (SIAP) from FY08-11.

Infrastructure development is critical to meeting basic needs and fostering economic growth. The Group has significantly scaled up its support for infrastructure since 2003, becoming the largest multilateral financier for infrastructure in FY10, representing 43% of its total assistance. This support includes transport, water, energy, and information and communication technology (ICT).

Main Views

• Infrastructure as a Strategic Priority: The Group positions infrastructure as a central part of its mission, supporting both growth and poverty reduction. It is a major business line with $26 billion in commitments and investments in 2011.
• Second-Generation Challenges: Modern development challenges such as social stability, urbanization, climate change, and globalized issues require more integrated and complex infrastructure solutions.
• Need for Transformation: The Group must move from a "retail" approach to a more integrated and strategic one, combining lending, mobilization of capital, knowledge, and advice.
• Role of the Private Sector: The Group emphasizes the importance of private sector participation, especially in middle-income countries (MICs), to increase the scale and sustainability of infrastructure investments.

Key Information

Infrastructure Gap

• The infrastructure gap in low and middle-income countries is estimated at US$1 trillion.
• Infrastructure investments have a significant impact on growth and poverty reduction, with a 10% increase in infrastructure development contributing to 1% long-term growth.

Strategy Pillars

1. Core Engagement:

   • Focus on traditional sector-based projects to support access and growth.
   • Enhance selectivity and effectiveness in poverty, governance, gender, and knowledge areas.
   • Use sector-specific guidance and gender-informed Country Assistance Strategies (CAS).

2. Transformational Engagement:

   • Address second-generation issues by promoting integrated and innovative infrastructure solutions.
   • Develop new indicators and data to measure impact.
   • Implement a programmatic, country-based approach to infrastructure development.
   • Leverage international fora and collaborate with other multilateral development banks (MDBs).

3. Mobilization of Private Capital:

   • Increase private sector involvement through instruments such as the Global Equity Fund for Infrastructure (managed by AMC) and InfraVentures.
   • IFC will scale up its infrastructure investments and advisory services.
   • MIGA will expand its guarantee support to attract private investment.
   • The Group aims to double private capital mobilization in IDA/IBRD projects.

Regional Action Plans

• Six regional implementation action plans are designed to align the Group's strategy with country and regional realities.
• These include: Africa, East Asia and Pacific (EAP), Europe and Central Asia (ECA), Latin America and the Caribbean (LCR), Middle East and North Africa (MNA), and South Asia (SAR).

Challenges and Opportunities

• Fiscal Constraints: The Group faces budgetary limitations and must increase the effectiveness of its resources.
• Private Sector Volatility: Private sector financing is volatile and concentrated in certain sectors and countries.
• Need for Synergy: The Group should look for synergies and strategic complementarities across sectors to address complex issues.
• Public Sector Role: The public sector remains central to infrastructure delivery, either as a provider or enabler.

Conclusion

The TTI strategy update aims to enhance the Group's impact through a more integrated, innovative, and sustainable approach to infrastructure development. It emphasizes the need for transformational projects, increased private sector participation, and a balanced approach to resource allocation and engagement. The strategy is designed to meet the evolving demands of clients and to ensure that the Group continues to support sustainable development in a resource-constrained environment.