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This paper examines the contribution of international organizations to the development of the social enterprise sector worldwide, and assesses the types of programs and policies international organizations are using to promote this agenda globally. The results indicate that international organizations' support to the social enterprise sector has consisted primarily of providing financial resources, notably grants. However, international organizations' contributions to developing sector-specific policies have been limited. Furthermore, many programs that are supported by international organizations remain largely unassessed. The paper proposes a set of policy recommendations directed primarily to international organizations and the public administration, to improve and enhance the development of the social enterprise sector.

Entrepreneurship --- International Organizations --- Public-Private Partnerships --- Social Enterprise --- Social Innovation

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A World Bank Public-Private Partnerships (PPP) team conducted a study in Ghana between September 2016 and March 2017, using the PPP Disclosure Diagnostic template recommended by the World Bank, Framework for Disclosure of Information in PPPs. This study has been consolidated in the form of a PPP Disclosure Diagnostic Report for Ghana. The Diagnostic Report examines the political, legal, and institutional environment for disclosure in PPPs. Based on a gap assessment exercise with key political, legal, institutional and process findings benchmarked against the World Bank Framework, the Diagnostic Report makes specific recommendations to improve disclosure, including a recommended customized framework for PPP disclosure in Ghana. This Diagnostic Report recommends a systematic structure for proactively disclosing information through a customized framework for disclosure in PPP in Ghana. The report suggests a holistic approach to disclosure through predefined standards, tools, and mechanisms, allowing for increased disclosure efficiency. The recommended design for Ghana follows the World Bank Framework. The design is hierarchical and includes a logical framework that moves from a high-level mandate to disclose toward the basic elements that need to be disclosed.

Accountability --- Disclosure --- Public Sector Development --- Public-Private Partnerships --- Transparency

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"Governments around the world are clambering to engage the private sector in order to build infrastructure and deliver public services. However, the role of the state in managing new relationships with companies is often murky. Is the government a slow and wasteful bureaucracy that must be held at bay or is it a necessary authority? Assessing the appropriate role for governments within these partnerships and the factors that lead to their success or failure, Governing Public-Private Partnerships delves into two examples of collaborative projects in urban transportation: Vancouver's Canada Line and the Sydney Airport Rail Link. Through personal interviews with CEOs, senior bureaucrats, and politicians, Joshua Newman compares the strategies pursued by an active and shrewd provincial government in British Columbia with the more hands-off state government in New South Wales, Australia. By supporting networks of players in the transportation game, actively seeking lessons from international experience, and innovating responses to novel policy problems, the public sector was able to lead the Canada Line partnership to operational success. In Sydney, however, the unwillingness of the state government to manage the partnership resulted in a sluggish Airport Link that, after sixteen years in operation, still has not met its original expectations. At a time of renewed interest in private involvement with public services, Governing Public-Private Partnerships provides an in-depth look into how the state can--and must--remain involved."--

Public-private sector cooperation --- Private-public partnerships --- Private-public sector cooperation --- Public-private partnerships --- Public-private sector collaboration --- Cooperation --- Management.

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Fiscal constraints and limited budget resources will require the Government of Sri Lanka to explore and consider alternative financing options to address the country's infrastructure needs. One option to address these constraints is to mobilize private sector financing through the use of Public Private Partnerships (PPPs). However, it is important to note that PPPs have direct and indirect fiscal and financial implications which need to be assessed on a case by case basis and fully understood by participating agencies and policy makers.

Infrastructure --- Infrastructure Economics and Finance --- Infrastructure Finance --- Private Participation in Infrastructure --- Public Finance --- Public Sector Development --- Public-Private Partnerships

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The growing investment needs in the South Asia Region (SAR) and East Asia and Pacific Region(EAP) necessitate high quality public financial management in order to sustain the growth momentumand achieve the desired development objectives. As these regions operate within limited fiscalspace for development, efficient public financial management is essential to achieve the best results for every dollar spent. However, challenges persist in implementing timely reforms in Public Financial Management (PFM), building ownership to drive reforms and strengthening capacity to implement, embed and sustain such reforms.This PFM retrospective study uses a two-pronged approach. It illustrates examples of good practices of partnerships in financial management reforms between the public and the private sector and draws lessons learned from effective financial management reforms in the private sector in SAR and EAP. The study cites country specific examples through case studies from the following countries (listed in alphabeticalorder) India, Indonesia, Malaysia, Pakistan and Sri Lanka, where collaboration between the public sector and private sector have contributed to successful public financial management reforms. While exploring these various forms of public-private collaboration, it also looks at additional types of partnerships such as with peer institutions in other countries, development partners and regional groups. The study identifies the enabling environment conducive to collaboration. Three significant factors pertinent to the cases are covered in detail, namely: (1) windows of opportunity; (2) leadership and change agents; and (3) the institutional environment. The development strategies of the governments covered in the cases, such as the New Economic Model of Malaysia, are considered as windows of opportunity for private sector involvement as they led to scaling up of PFM reforms and created the need to collaborate with the private sector to implement reforms. In particular, the following organizations and individuals stand out in the case studies as leaders and change agents that connect the public and private sectors to move the PFM reform agenda forward: Director, Department of Municipal Administration-state of Karnataka; a combination of high and working level champions of reforms from the Indonesian Ministry of Finance (MoF);the Institute of Chartered Accountants of Sri Lanka (CA Sri Lanka) and its public sector wing staff and council members; the Secretary General of the Treasury and the Accountant General in Malaysia; and the past and current Auditors General in Pakistan and Sri Lanka.

Accountability --- Public Expenditure, Financial Management and Procurement --- Public Finance --- Public Sector Governance --- Public Sector Reform --- Public-Private Partnerships