Has the Budget done enough to boost infrastructure?

The hype surrounding Budget FY17 was unprecedented. Given the unrest in the country—from student agitations in JNU to the Jats—it is only apt that the focus got shifted to the economy, whose revival would not only give a boost to manufacturing and job creation, but also divert the attention of the population from the political milieu to the economic front. Moreover, the Budget was an opportunity for the government to regain some lost ground on the reforms front. But the big question is: Has the Budget delivered on growth and infrastructure development?
 

Given the focus on Make-in-India, it was imperative for the Budget to address the infrastructure sector’s constraints and pursue reforms with more rigour. Broadly, the key measures announced provide a renewed impetus to the investment cycle and infrastructure sector. However, only time will tell whether these measures would be enough. Six key infrastructure and core industries—electricity, crude oil, petroleum refinery products, coal, steel and cement—have a weight of 26.7% in the IIP. In the Budget, the government has given equal emphasis to all physical infrastructure including roads, rails, ports and aviation, and the allocation stands at Rs 2,21,246 crore.

Of this,Rs 55,000 crore was for roads and highways, and the total allocation for roads, including PMGSY, now stands atRs 97,000 crore. The Budget also pointed out that 65 eligible habitats would be connected via 2.23 lakh km of roads—the current construction pace is 100 km per day. The finance minister highlighted the fact that India’s highest ever production of motor vehicles was recorded in 2015. The minister said that new greenfield ports would be developed on east and west coasts. In the aviation sector, an action plan is proposed for revival of unserved and underserved airports in partnership with state governments. Efforts will be made to revive small airports to improve regional connectivity. So, there is required allocation and vision to develop infrastructure sector.

The Budget also allocated Rs 38,500 crore for MGNREGA and Rs 35,984 crore for agriculture, especially irrigation, water conservation, etc. It also allocated Rs 60,000 crore for recharging ground water andRs 20,000 crore to NABARD for irrigation. Given the monsoon failure of the last two years, irrigation remains the most crucial infrastructure for the rural economy. Along with physical connectivity through roads and railways, the emphasis on rural infrastructure compliments the overall development strategy.

Infrastructure development has failed to take off in a big way because of the dismal performance of PPP, which was once considered to be a panacea for all infrastructure challenges. PPP projects were scaled up in the last decade, presuming they would transform the infrastructure landscape. But they are beset with problems such as red-tapism, power struggle between agencies including lack of trust between the government and private operators, corruption, land acquisition issues and environmental clearances. The government has introduced the public utility (resolution of disputes) Bill which will issue guidelines for renegotiation of PPP concession agreements. Further, the Budget announced a new credit rating system for infrastructure.

Even the Kelkar committee on revitalising the PPP model of infrastructure said that the success of deploying PPP as an additional policy instrument for creating infrastructure in India will depend on the change in mindsets of all authorities, including public agencies partnering with private sector, government departments supervising PPPs, and auditing and legislative institutions providing oversight of PPPs. The report states that PPPs reflect a paradigm shift. It means moving away from “transaction to relationship”, accommodating “give and take” between private and public sector partners, and finally accepting uncertainties and appropriate adjustments inherent in implementing long-time contracts. Given the market and technological uncertainties, the PPP management will take decisions based on incomplete information.

While the government has rightly focused on infrastructure to put the economy on a high-growth path, there were no big reforms and no major policy turnarounds. It is therefore a modest Budget, with a focus on rural economy, irrigation, agriculture, food processing and infrastructure. However, its success lies in its effective implementation.The infrastructure sector needs consolidation in policy framework starting from approval to implementation, an institutional mechanism for fair pricing and competition, and developing financial markets along with enhanced budgetary allocation for achieving India’s long-term growth potential.

The author is senior fellow, Observer Research Foundation, New Delhi, and policy lead, Knowledge PartnershipProgramme, IPE Global-DFID India.

The hype surrounding Budget FY17 was unprecedented. Given the unrest in the country—from student agitations in JNU to the Jats—it is only apt that the focus got shifted to the economy, whose revival would not only give a boost to manufacturing and job creation, but also divert the attention of the population from the political milieu to the economic front. Moreover, the Budget was an opportunity for the government to regain some lost ground on the reforms front. But the big question is: Has the Budget delivered on growth and infrastructure development?
 

Given the focus on Make-in-India, it was imperative for the Budget to address the infrastructure sector’s constraints and pursue reforms with more rigour. Broadly, the key measures announced provide a renewed impetus to the investment cycle and infrastructure sector. However, only time will tell whether these measures would be enough. Six key infrastructure and core industries—electricity, crude oil, petroleum refinery products, coal, steel and cement—have a weight of 26.7% in the IIP. In the Budget, the government has given equal emphasis to all physical infrastructure including roads, rails, ports and aviation, and the allocation stands at Rs 2,21,246 crore.

Of this,Rs 55,000 crore was for roads and highways, and the total allocation for roads, including PMGSY, now stands atRs 97,000 crore. The Budget also pointed out that 65 eligible habitats would be connected via 2.23 lakh km of roads—the current construction pace is 100 km per day. The finance minister highlighted the fact that India’s highest ever production of motor vehicles was recorded in 2015. The minister said that new greenfield ports would be developed on east and west coasts. In the aviation sector, an action plan is proposed for revival of unserved and underserved airports in partnership with state governments. Efforts will be made to revive small airports to improve regional connectivity. So, there is required allocation and vision to develop infrastructure sector.

The Budget also allocated Rs 38,500 crore for MGNREGA and Rs 35,984 crore for agriculture, especially irrigation, water conservation, etc. It also allocated Rs 60,000 crore for recharging ground water andRs 20,000 crore to NABARD for irrigation. Given the monsoon failure of the last two years, irrigation remains the most crucial infrastructure for the rural economy. Along with physical connectivity through roads and railways, the emphasis on rural infrastructure compliments the overall development strategy.

Infrastructure development has failed to take off in a big way because of the dismal performance of PPP, which was once considered to be a panacea for all infrastructure challenges. PPP projects were scaled up in the last decade, presuming they would transform the infrastructure landscape. But they are beset with problems such as red-tapism, power struggle between agencies including lack of trust between the government and private operators, corruption, land acquisition issues and environmental clearances. The government has introduced the public utility (resolution of disputes) Bill which will issue guidelines for renegotiation of PPP concession agreements. Further, the Budget announced a new credit rating system for infrastructure.

Even the Kelkar committee on revitalising the PPP model of infrastructure said that the success of deploying PPP as an additional policy instrument for creating infrastructure in India will depend on the change in mindsets of all authorities, including public agencies partnering with private sector, government departments supervising PPPs, and auditing and legislative institutions providing oversight of PPPs. The report states that PPPs reflect a paradigm shift. It means moving away from “transaction to relationship”, accommodating “give and take” between private and public sector partners, and finally accepting uncertainties and appropriate adjustments inherent in implementing long-time contracts. Given the market and technological uncertainties, the PPP management will take decisions based on incomplete information.

While the government has rightly focused on infrastructure to put the economy on a high-growth path, there were no big reforms and no major policy turnarounds. It is therefore a modest Budget, with a focus on rural economy, irrigation, agriculture, food processing and infrastructure. However, its success lies in its effective implementation.The infrastructure sector needs consolidation in policy framework starting from approval to implementation, an institutional mechanism for fair pricing and competition, and developing financial markets along with enhanced budgetary allocation for achieving India’s long-term growth potential.

The author is senior fellow, Observer Research Foundation, New Delhi, and policy lead, Knowledge PartnershipProgramme, IPE Global-DFID India.

Anand Roop

Anandroop Bahadur

Group Head – Human Resources

Expertise

Human Resource Expertise, HR Strategy, Oragnisational Design, Talent & Leadership Development, Policy Governance

Anandroop Bahadur is a seasoned HR leader and strategic advisor with nearly two decades of experience across the development, consulting, and social impact ecosystem. She brings a strong blend of deep technical HR expertise, organizational design acumen, and a people-centric ethos to her work.

At IPE Global, Anandroop leads the Group Human Resources function across IPE Global and its associated entities, including Triple Line Consulting and IPE Africa. Her focus is on strengthening organizational foundations, enabling leadership effectiveness, and building scalable people systems aligned with the organisation’s global growth ambitions. Her remit spans HR strategy, organizational design, talent and leadership development, compensation and performance frameworks, policy governance, safeguarding, and culture integration across geographies.

Over the course of her career, Anandroop has held senior HR leadership and consulting roles with organisations such as Clinton Health Access Initiative (CHAI), Ford Foundation, NASSCOM Foundation, Central Square Foundation, Amity Education Group, and other international institutions. She has advised leadership teams and boards through periods of scale, transition, and transformation, and has led HR operations in high-growth, high-complexity environments.

She holds an Executive Degree in Human Resources from XLRI Jamshedpur and is a SHRM–SCP (Senior Certified Professional), reflecting her grounding in global HR standards and best practices. She has also completed advanced executive and leadership programmes, including training in coaching and organisational transformation, and is an ICF-trained executive coach, currently working towards her ACC credential.

 

Nikos Papachristodoulou

Nikos Papachristodoulou

Director

Expertise

Urban, Infrastructure, Disaster and Climate Resilience, Inclusive Growth

Nikos has expertise in urban and regional economic development, infrastructure, disaster and climate resilience, and inclusive growth. He oversees and manages projects for Triple Line’s cities and infrastructure portfolio.

Nikos is an urban specialist, with principal areas of expertise in urban and regional economic development, infrastructure, disaster and climate resilience, and inclusive growth. Over the past 12 years he has worked for a range of clients including the World Bank, FCDO, EU, USAID, Cities Alliance, Global Green Growth Institute (GGGI), Norwegian Refugee Council (NRC), and local authorities.

Nikos’s work has incorporated the full spectrum of the project cycle, from analytics and programme scoping and design, through implementation, and evaluation and learning.

He has a high level of familiarity with HMG business cases and ODA eligibility criteria having led and supported the development of FCDO’s urbanisation strategy and options for future investments in Somalia’s cities, Prosperity Fund Global Future Cities Programme (GFCP) scoping in Nigeria, and the development of the business case for an urban resilience programme in Tanzania.

Nikos also brings excellent understanding of World Bank latest trends and procedures as a result of his involvement in a number of analytics and technical assistance projects, including on informal settlements upgrading in Mogadishu, climate change adaptation planning in Latin American and Caribbean cities, assessment of the climate resilience of Dar es Salaam’s transport infrastructure, spatial development in Nigeria, and preparation of a handbook on integrated urban flood risk management.

Nikos holds a BSc in Economics from the University of Piraeus and an MSc in Social Development Practice from the Development Planning Unit at University College London (UCL).

 

Ricardo Pinto

Ricardo Pinto

Associate Director

Expertise

Private Sector Development, Regulatory Reform, Regional and Local Economy

Ricardo has 35 years´ experience in private sector development, regulatory reform, regional and local economic development in the European Union, Western Balkans, Easter Partnership Countries, Middle East, Africa, etc. He is tasked with developing our strategic operations in continental Europe and Ukraine.

Ricardo is a seasoned international development professional with over 30 years of experience designing and delivering Private Sector Development and economic growth initiatives across more than 50 countries spanning Central, Eastern and Southeast Europe, the CIS, Africa, MEDA, and Asia. He holds both a bachelor’s degree and PhD from the London School of Economics and Political Science (LSE) and is a Certified Management Consultant (CMC).

Ricardo brings a unique combination of strategic insight and practical implementation expertise. He has led high-impact assignments for key development institutions, including the European Commission, OECD, GIZ, FCDO/DFID, UNDP, UNCTAD, EBRD, ILO, ADB, World Bank, USAID, and Danida.

With a deep and practical understanding of institutional architecture, policy environment, and post-conflict recovery dynamics, and a career spanning over 30 years across transition economies, Ricardo brings not only technical depth but also a trusted reputation among donors, policymakers and peers.He is leading Triple Line’s strategic expansion into continental Europe, including Ukraine, while strengthening our credibility across the broader region and beyond. Proven Expertise Across Our Core Pillars. Ricardo’s work focuses on the areas central to Triple Line’s evolving service offering: Governance & Institutional Reform: advising public institutions on regulatory impact, policy reform, and donor coordination, Private Sector Development: strategy development for SME ecosystems, innovation, and competitiveness, Infrastructure Enabling Conditions: support for investment climate improvement and regional/local economic development and Cross-cutting themes, including green transition, women’s economic empowerment, and inclusive growth

 
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