By Public-Private Infra. Advisory Facility, Infrastructure Consortium for Africa
As progress and improvement in Africa bring up swiftly, funding in infrastructure tasks will frequently be most sensible finished via public-private partnership (PPP). Attracting traders to African Public-Private Partnerships includes an evaluation of the problems correct while deciding upon a venture for PPP and the activities concerned with getting ready tasks for marketplace, together with how the method can be controlled. It seems to be at hiring and handling professional advisers and explains how the general public area should still have interaction with the non-public area throughout the undertaking choice and guidance levels to make sure that judgements in the course of those stages are in accordance with a pragmatic view of what the personal area delivers. also, it analyzes the problems of engagement with the personal region throughout the delicate and after a freelance has been signed. This consultant bargains the root blocks for public quarter engagement with the non-public area.
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Extra resources for Attracting investors to African public-private partnerships: a project preparation guide
It is important to reduce the likelihood of risks and their consequences for the risk taker. A change in project scope can sometimes reduce risk. For example, giving the private sector party control over the fuel transport facilities for a power generation project, and including this in the scope of the project, may reduce interface risks. Risk monitoring and review. 2). Existing risks need to be monitored and new risks identified as the project develops and the environment changes. The contract management team will normally update the risk management plan, which is linked to the risk register, regularly throughout the life of the project.
After examining the stages of project selection, this chapter considers lessons derived from African experience to date. 1). The first step is to conduct a high-level review of the service need: the justification for a project and its prospects for delivery as a PPP. This step is sometimes referred to as the “strategic business case” phase. Key advisers may be contracted at this stage to help the public sector with its decision making. Projects that are unlikely to deliver the government’s overall policy requirements or that have few prospects as a PPP can be eliminated at an early stage, before incurring significant costs and damaging the credibility of the project and the government.
An example is the Public-Private Infrastructure Advisory Facility (PPIAF) managed by the World Bank. A recent guide prepared by the Infrastructure Consortium for Africa (ICA) with support from PPIAF (ICA Secretariat 2006) provides details of more than 20 facilities, with information on how and at what stage to access them. The regional economic communities are also playing an increasing role in support for project preparation, especially for transnational projects. Another approach to mobilizing resources for project development is for the government to establish and manage a revolving project development fund, possibly with donor support.