Public Asset Management Maturity Assessment
Peer Reviewed
Date issued
October 2024
Subject
Stranded Asset;
Asset Management;
Investment;
Leadership;
Public Sector;
Public Administration;
Infrastructure Development;
Transparency and Anticorruption;
Tax Reform;
Regulation;
Digital Transformation;
Sustainability;
Economy;
Finance;
Economic Development
JEL code
B40 - Economic Methodology: General;
D24 - Production • Cost • Capital • Capital, Total Factor, and Multifactor Productivity • Capacity;
D73 - Bureaucracy • Administrative Processes in Public Organizations • Corruption;
E22 - Investment • Capital • Intangible Capital • Capacity;
G12 - Asset Pricing • Trading Volume • Bond Interest Rates;
H27 - Other Sources of Revenue;
H11 - Structure, Scope, and Performance of Government;
H54 - Infrastructures • Other Public Investment and Capital Stock;
H82 - Governmental Property;
H83 - Public Administration • Public Sector Accounting and Audits;
L85 - Real Estate Services;
L23 - Organization of Production;
M41 - Accounting;
M42 - Auditing;
M48 - Government Policy and Regulation;
O43 - Institutions and Growth;
O54 - Latin America • Caribbean;
P48 - Political Economy • Legal Institutions • Property Rights • Natural Resources • Energy • Environment • Regional Studies;
R53 - Public Facility Location Analysis • Public Investment and Capital Stock
Category
Technical Notes
This document presents a framework for the Assessment of Public Asset Management Maturity, which allows for an accurate diagnose of the degree of development of public asset management in countries. The fundamentals of efficient public asset management include coherent policies and regulatory frameworks, clearly defined leadership, formalized and continually improved standard operating procedures, adequate organizational structures, sufficient and stable financing, and appropriate technological resources to support the activities. In turn, systems must have complete and updated information to provide a complete characterization of available assets, detail and control the risk of decisions made about them and develop indicators to measure results and assign responsibilities. Finally, strategic plans are needed to take a long-term view of the asset portfolio and individual assets. This diagnosis and the ideal of where the organization wants to be in the future are the basis for developing an improvement plan, monitoring progress, and achieving the objective of modernizing the management of public assets to maximize the socioeconomic value they generate.
NO