Photo: Misako Kuniya | Flickr Creative Commons
The time is ripe to explore innovative ways to implement PPPs through a synthesis of sustainable and resilient best practices that progressively improve delivery and outperform original expectations.
During my recent travels as a PPP advisor to Europe, the Middle East, and Southeast Asia, I worked closely with public sector leaders who are increasingly focused on procuring a new generation of PPPs that are meaningful, sustainable, resilient, people-focused, and will support their governments’ goals of achieving the Sustainable Development Goals (SDGs).
A government official from the Balkans had a concern about maturing PPPs in his country. Projects that had been launched at the end of communism were reaching the end of their lifetime and would be in a poor state when returned to the government by under-performing private sector partners who had not met their obligations to ensure the operations and maintenance would guarantee the government received back projects in good working order. Additionally, there was concern that if the perception arose that PPPs had resulted in “privatization of profits and nationalization of debts” that the potential for future PPP projects would be jeopardized.
These projects that could stop delivering once handed back to the public sector because of a lack of financial and human capital resources would set the country’s development agenda back—as it could not afford to build new projects and refurbish old ones at the same time.
What was needed were projects that continued delivering.
Photo: torstensimon | Pixabay
In the context of strained public finances and limited borrowing capacity for developing countries, there is growing debate on the roles of public and private actors to deliver the trillions of dollars of infrastructure necessary to achieve the Sustainable Development Goals (SDGs). On one hand, high-profile public-private partnership (PPP) project failures have cast doubt about the viability of the model. On the other hand, while public authorities are ultimately responsible for the delivery of public services, deficient infrastructure services in some countries have raised concerns about the ability of the public sector to deliver on its own.
This is not a black-and-white issue. Public and private finance are complementary, with different objectives and characteristics suitable in different contexts and sectors. The recently published 2018 report of the Inter-Agency Task Force on Financing for Development, to which almost 60 agencies and international institutions have contributed, explores this debate while analyzing financing challenges of SDGs 6 (clean water and sanitation), 7 (affordable and clean energy), 11 (sustainable cities and communities), and 15 (life on land/ecosystems).
Photo: World Bank Group
By committing to the Sustainable Development Goals (SDGs), countries pledge to pursue progress on economic, social, and environmental targets, in a balanced and integrated manner. The SDGs are cross-cutting and ambitious, and require a shift in how we work in partnership. They also push us to significantly change the level of both public and private investment in all countries.
We need creative solutions to leverage each partner’s comparative advantage. We also need to mobilize private sector investment and innovation in support of the SDGs.
Photo: ispyfriend / iStock
It seems like every week there are new reports being published about public-private partnerships (PPPs) by different organizations around the world. How can you keep track of what’s new and what’s relevant for your work?
With over 4,000 documents on PPPs in seven different languages (English, Spanish, French, Portuguese, Arabic, Russian, and Chinese) in its searchable document library,
What’s been trending over the last quarter on the PPP Knowledge Lab?
Also available in العربية | Français
Two years in the making, last week the Islamic Development Bank Group (IsDBG) and the World Bank Group officially launched the landmark report Mobilizing Islamic Finance for Infrastructure Public-Private Partnerships at a discussion broadcast online from Washington, D.C. We illustrated that, through partnerships, the power of Islamic finance can be instrumental in unlocking financial resources necessary to meet the tremendous demand for critical infrastructure.
In fact, infrastructure PPPs funded with Islamic finance have proliferated in the Middle East, and have flourished in other countries throughout Africa and Asia. Both of our institutions are committed to leverage our competitive advantages, achieve effective interventions, and yield measurable results in scaling up and broadening the use of Islamic finance.
In New York on September 25, 2015, an extraordinary event took place: 200 developed and developing countries agreed on the Sustainable Development Goals (SDGs). The development of sustainable infrastructure is at the core of the SDGs. Unfortunately, to procure such infrastructure, a constant issue is inadequate financing.
Recently, there has been an increased emphasis on crowding in private sector financing to alleviate these deficiencies. To do so, infrastructure governance and decision-making processes need to improve. If we fix the governance gap and help governments make choices that are transparent, clear and standardized, projects will be better chosen and designed; funding mechanisms (either user fees or government payments) will be more credible; private investors will feel more secure; and investment will follow. To begin to address these points, it is important to understand what the key challenges for infrastructure governance are.
As stakeholders from around the world gather at Habitat III in Quito, Ecuador, to agree on a New Urban Agenda, one of the important questions that remains unanswered is why we continue to see housing projects that target the rich but ignore the inadequately sheltered poor.
This question has dogged me for years as I try to understand affordable housing crises gripping cities from Washington, D.C., to Nairobi. At one point, I believed the issue stemmed from a lack of financial liquidity lubricating developers’ and homebuyers’ actions. But alleviating that issue often contributes to increasing prices and building projects in the wrong places.
In the rural water sector in Senegal, as with many parts of the world that have experienced tremendous changes, context is everything. Rarely does one single act spur a shift at the government level; many elements combine to prompt a change in approach.
The PPP team in Senegal was privileged to be able to develop a brand-new system for rural water delivery in Senegal (see previous post here), but our activity was just one contributing factor in a much larger national and even international effort. The political context in Senegal, along with sustained attention to the Millennium Development Goals (MDGs), created the right atmosphere for this PPP.
Here are five important elements that came together to make Senegal’s paradigm-shifting PPP possible:
- Government officials’ forward-thinking views. Coming up with an original plan for the delivery of rural water depended on zoning changes. Our group’s internal study showed that dividing the country into three zones would make it possible to cluster services. Government’s willingness to consider clustering pipe systems across 14 regions was critical, because it made support from the private sector a viable option.
- urban sanitation
- sustainable development goals
- Millennium Development Goals
- infrastructure financing
- infrastructure financing gap
- partenariats public-privé
- public-private dialogue
- public-private partnership
- public-private partnerships
- Public Sector and Governance
The release of the joint statement “From Billions to Trillions: Transforming Development Finance” at our Spring Meetings is one of the most satisfying moments during my two-year tenure as Managing Director and World Bank Group CFO.
My one regret is that the title should have been Billions for Trillions.
Financing the Sustainable Development Goals (SDGs) will require everyone to make the best use of each dollar from every source, and to draw in and increase public and private investment. The SDGs are ambitious and demand equal ambition in using the “billions” of dollars in current flows of Official Development Assistance (ODA) and all available resources to attract, leverage and mobilize “trillions” in investments of all kinds —public and private, national and global.
The traditional foundation of ODA, estimated at US$135 billion a year, provides a fundamental source of financing, especially in the poorest and most fragile countries. But more is needed. Investment needs in infrastructure alone could reach up to $1.5 trillion a year in emerging and developing countries.