Embed Size (px)
Citation preview
Facilita(ng Structural Transforma(on in Peru
1
Piero Ghezzi Minister of Produc(on -‐ Peru
Boston, April 2016
2
The context: Lower Growth and Current Account Deficits
GDP Growth 2006-‐2015
Current account 2006-‐2015
Source: BCRP. Own elabora6on.
7.5%
8.5% 9.1%
1.0%
8.5%
6.5% 6.0% 5.9%
2.4%
3.3%
0%
1%
2%
3%
4%
5%
6%
7%
8%
9%
10%
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
Percen
tage varia6o
n
3.3%
1.5%
-‐4.3%
-‐0.5%
-‐2.4% -‐1.9%
-‐2.7%
-‐4.3% -‐4.0% -‐4.4% -‐5%
-‐4%
-‐3%
-‐2%
-‐1%
0%
1%
2%
3%
4%
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
Percen
tage of G
DP
The context (II): export basket has not changed much in the last 25 years
3
MINING
Main Ac(ons Taken towards Produc(ve Diversifica(on
Six main lines of
ac(on:
4
a. Implementing sectoral working groups to facilitate the emergence of new drivers of growth.
b. Non-financial tools to enhance MSMEs’ productivity. c. Financial tools to improve MSMEs’ productivity. d. Developing tools and incentives to add impetus to productive innovation. e. Setting up the National Quality Institute (Inacal) and strengthening the quality infrastructure to improve private sector productivity. f. Developing and promoting modern industrial parks.
Sectoral Working Groups
• What are they? A temporary, public-‐private working group for a par6cular sector (ver6cal) or factor (horizontal).
• Why are they needed? • In a perfect world these working groups would not be needed. But in the real world:
– Public-‐ public coordina6on failures – Complicated Public-‐private interac6on – Limited public sector bandwidth
Ø Focusing resources to solve these problems for high-‐poten6al sectors and highly important factors can generate significant, rapid impact
Sectoral Working Groups -‐ Steps
1. Define the sector / factor • As narrowly as necessary, as broadly as possible
2. Decide if the working group is viable • Private sector leaders internally coordinated, open for
pragma6c problem solving, and commiPed?
3. Convene the main par(cipants • From the private sector, public sector, & working group staff
Sectoral Working Groups -‐ Steps
4. Generate and filter the list of problems • From symptoms to underlying causes • Filtering “YPs” versus “MPs”
5. Iden(fy the right solu(on for each problem
6. Assign responsibility and deadlines, show rapid and constant progress
AREA OF INTERVENTION N° 01 CONSTRAINT 01 N° Iden6fied
Problem
Request of Private Sector
Proposed Solu6on
Ac6ons -‐ Commitments
Responsible Deadline Progress Comments about Progress
Examples
• Forestry Working Group -‐ They iden6fied the lack of income tax exemp6on as a “barrier”. But the real
barriers were: lack of financing, poor inter-‐ministerial coordina6on, and inadequate regula6ons among others.
• Aquaculture Working Group -‐ They wanted to recover lower income tax status. The focus has been instead
around helping with access to new markets (China and Brazil among others) with a new sanitary authority and reduced red-‐tape.
• Tex(le Working Group -‐ We had reduced the drawback they receive. The focus has shi_ed towards
adequa6ng customs to “fast fashion world” and uniformity in applica6on of labor laws
Ø These are all ver6cal problems that require close interac6on between the public
and the private sector
8
Some lessons learned with the working groups
Less Important/effec(ve More important/effec(ve
What i.e. did you pick the very best industries based on compara6ve advantage, cluster centrality, growth, or other technical metrics
Who i.e. do you have a capable and organized private sector counterpart that knows the business in detail, can iden6fy solveable problems and will work as an effec6ve counterpart & How i.e. is the working group set up with the right people, incen6ves & resources to actually solve the problems and have an impact
Big-‐bang approach where you launch a large number of working groups and have to get it all right the first 6me
Agile & itera6ve approach where you start small but fast, rapidly learn what works and what doesn’t, iterate, improve
Big budgets for big investment projects
Effec6ve public sector experts who can fix key coordina6on failures
Long periods of consulta6on and study with the private sector, thorough analyses, long reports, etc.
Very quickly solving concrete problems to build momentum-‐ quick wins, iterate
§ CITE are tools to close produc6vity gaps.
§ Five main Services: • Technological Transfers • Training • R&D Ini6a6ves • Dissemina6on of Strategic Informa6on • Networking
§ There are Public and Private CITE.
§ Crucial to ar6culate network
A network of Innova(on and technology transfer centers (CITE)
10
SECH
AHUA
CITE SECHURA
ACUÍCOLA SECH
CITE PUNO PUNO
CITE AHUASHIYACU AHUA
PUNO
LIMA
TRUJ
CITE LIMA
CUERO CALZADO LIMA
CITE TRUJILLO TRUJ
CITE AREQUIPA AREQ
AREQ
CITE PUNO
TEXTIL CAMÉLIDOS PUNO
CITE CUSCO CUSC
CITE HUANCAVELICA HNCV
CITE AREQUIPA AREQ
PUNOCUSC
HNCV
AREQ
CITE CALLAO
PESQUERO CALL
CITE ILO ILO
CALL
ILO
CITE AHUASHIYACU
PESQUERO AMAZÓNICO SMT
CITE PUCALLPA PCLL
SMT
PCLL
CITE MADRE DE DIOS
MINERO AMBIENTAL MDD
MDD
CITE MADRE DE DIOS
PRODUCTIVO
MDD
CITE MAYNAS MYN
CITE HUALLAGA
MDD
MYN
HLLG
CITE PUCALLPA
FORESTAL PCLL
CITE MAYNAS MYN
CITE MADERA – VILLA EL SALVADOR VES
PCLL
MYN
VES
CITE ICA
AGROINDUSTRIAL ICA
CITE VRAEM VRM
CITE CHAVIMOCHIC CHVC
CITE MOQUEGUA MOQ
CITE MAJES MJS
CITE OXAPAMPA OXP
ICA
VRM
CHVC
MOQMJS
OXP
PUBLIC CITEs
HLLG
PRIVATE CITEs
SI SILICON TECHNOLOGY ENERGÍA SI
PUCP
PONTIF. UNIV. CATÓLICA MATERIALES PUCP
UPCH
UPCH
UNIV. CAYETANO HEREDIA ACUICULTURA
UPCH
SF
SAN FERNANDO AGROALIMENTARIO
SFCN
CN
CN
CNCN
CN
CEDEPAS NORTE AGROPECUARIO CN
DA
DA
DANPER AGROINDUSTRIA DA
CE
CECOVASA CAFÉ Y OTROS CE
CE
Facilita(ng Structural Transforma(on in Peru
13
Piero Ghezzi Minister of Produc(on -‐ Peru
Boston, April 2016
