Guide to COST-BENEFIT ANALYSIS of investment projects - Ramiri
Guide to COST-BENEFIT ANALYSIS of investment projects - Ramiri
Guide to COST-BENEFIT ANALYSIS of investment projects - Ramiri
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Each section below will take on a strictly operational perspective and each issue will be reviewed bothfrom the standpoint <strong>of</strong> the <strong>investment</strong> proposer and from that <strong>of</strong> the project examiner for the c<strong>of</strong>inancingdecision.The chapter briefly mentions other evaluation approaches, such as cost-effectiveness analysis, multicriteriaanalysis and economic impact assessment. These are <strong>to</strong> be seen as complements <strong>to</strong> CBA, not assubstitutes.2.1 Context analysis and project objectives2.1.1 Socio-economic contextThe first step <strong>of</strong> the project appraisal aims <strong>to</strong> understand the social, economic and institutional context inwhich the project will be implemented. In fact, the possibility <strong>of</strong> achieving credible forecasts <strong>of</strong> benefitsand costs <strong>of</strong>ten relies on the accuracy in the assessment <strong>of</strong> the macro-economic and social conditions <strong>of</strong>the region. In this regard, an obvious recommendation is <strong>to</strong> check that the assumptions made, for instanceon GDP or demographic growth, are consistent with data provided in the corresponding OperationalProgramme.An in-depth analysis <strong>of</strong> the socio-economic context is also instrumental for carrying out the demandanalysis, which consists <strong>of</strong> the demand forecast for the goods/services the project will generate. Theforecast for demand is a key indica<strong>to</strong>r for the estimation <strong>of</strong> the future revenues, if any, <strong>of</strong> the project andconsequently its financial performance (for a more detailed discussion on demand analysis, see Annex A).The forecast demand is crucial for non-revenue generating <strong>projects</strong> as well and, in general, the economicperformance <strong>of</strong> a project depends upon the features and dynamics <strong>of</strong> its regional environment.Particular attention should be paid at this stage <strong>to</strong> identifying whether the project under considerationbelongs <strong>to</strong> networks at national or international level. This is particularly the case for transport and energyinfrastructures, which may consist <strong>of</strong> interdependent <strong>projects</strong>. When <strong>projects</strong> belong <strong>to</strong> networks, theirdemand, and consequently their financial and economic performance, is highly influenced by issues <strong>of</strong>mutual dependency (<strong>projects</strong> might compete with each other or be complementary) and accessibility(possibility <strong>of</strong> reaching the facility easily). Thus, the boundaries <strong>of</strong> the relevant context <strong>of</strong> the analysis, e.g.local, national or trans-national, should be identified on a case-by-case basis.2.1.2 Definition <strong>of</strong> project objectivesA clear statement <strong>of</strong> the project’s objectives is an essential step in order <strong>to</strong> understand if the <strong>investment</strong>has social value. The broad question any <strong>investment</strong> appraisal should answer is ‘what are the net benefitsthat can be attained by the project in its socio-economic environment?’The benefits considered should not be just physical indica<strong>to</strong>rs (km <strong>of</strong> roads) but socio-economic variablesthat are quantitatively measurable. The project objectives should be logically connected <strong>to</strong> the <strong>investment</strong>and consistent with the policy or programme priorities.While a clear statement <strong>of</strong> the socio-economic objectives is necessary <strong>to</strong> forecast the impact <strong>of</strong> the project,it may <strong>of</strong>ten be difficult <strong>to</strong> predict all the impacts <strong>of</strong> a given project. Welfare changes have a number <strong>of</strong>components and there may be data constraints. For example, regional data do not usually allow us <strong>to</strong>make reliable estimates <strong>of</strong> the overall impact <strong>of</strong> individual <strong>projects</strong> on trade with other regions; indirectemployment effects are difficult <strong>to</strong> quantify; competitiveness may depend on foreign trade conditions,exchange rates, changes in relative prices. For many <strong>of</strong> these macroeconomic variables it may be <strong>to</strong>oexpensive <strong>to</strong> conduct project-specific analysis.The approach <strong>of</strong> the present <strong>Guide</strong> is <strong>to</strong> focus on social cost-benefit analysis. CBA aims <strong>to</strong> structure theexpectations <strong>of</strong> the project promoter in a rigorous way. It cannot answer all questions about futureimpacts, but it focuses on a set <strong>of</strong> microeconomic variables as a shortcut <strong>to</strong> estimate the overall economicimpact <strong>of</strong> the project. The key indica<strong>to</strong>r for the net socio-economic benefit <strong>of</strong> the project is simply itseconomic net present value, as described below. The impacts on employment, the environment, and other26