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The purpose of this blog series is to highlight some of the interesting aspects of the PPP Contract Management Tool to facilitate discussion around those issues. PPP approaches and practices are constantly evolving, and it is important to debate interesting topics to develop better practices and help governments deliver higher quality PPP projects.
PPP Contract Management Tool
The report “Making Blended Finance work for the SDGs” supports the OECD DAC blended principles for unlocking commercial finance for SDGs and further sharpens their focus on the deployment of development and commercial finance on the objectives of development.
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While the infrastructure financing gap is huge, one of the main constraints to infrastructure development is not a lack of finance, but instead, a lack of well-prepared, bankable infrastructure projects.
This report draws from interviews from coding bootcamps to understand why less women attend coding bootcamps, and strategy on how policy makers can achieve a higher ratio of women in these bootcamps.
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With a growing global focus on attracting private sector investment into infrastructure and utilising the public-private partnership (PPP) model, it is crucial that governments focus on the entire duration of a PPP contract. Efforts need to extend beyond ‘achieving financial close’ and beginning construction or ‘cutting the ribbon’ for commencement of services.
This brief outlines how better crash data can be used to improve road safety
This publication from the IADB his publication covers PPPs with a focus on the implications for public finances in developing economies.
Risks can be hard to define, manage and mitigate. In infrastructure projects that cross regional or national borders and involve multiple parties from both the public and private sector, these risks may be amplified.
Investors need certainty of the division of responsibilities between the various parties involved in the project, as well as a clear commitment of payment from the parties, before becoming involved in the project themselves. This requires countries to have reached a clear and durable commitment to their respective responsibilities.
As outlined earlier in this blog series, private investors are looking for reliable returns to justify the risks that they are taking. Financing and procurement of cross-border projects will often be more complex than national projects due to the scale of the project and compounded risks, and the financial returns may be more uncertain than for national projects.
The Financial Stability Board (FSB) have published a consultation report on the Evaluation of the effects of financial regulatory reforms on infrastructure finance.
On 22 July, at their meeting in Buenos Aries, the G20 Finance Ministers and Central Bank Governors voted to renew the mandate of the Global Infrastructure Hub for another four years.
The Global Infrastructure Hub and Turner & Townsend Launch PPP Contract Management Tool. Effective management essential to unlocking value behind infrastructure PPPs.
This book addresses two concerns. First that advanced technologies developed in high-income countries would inexorably lead to job losses of lower-skilled, less well-off workers and exacerbate inequality. Second Policies intended to protect jobs from technology advancement would themselves stultify progress and depress productivity, these are addressed using the output effect subsitution effect framework.
On 12 July 2018 the GI Hub’s COO, Mark Moseley, joined a webinar panel on blockchain and its applications for infrastructure, hosted by the International Project Finance Association (IPFA). Blockchain is the technology that underpins Bitcoin and other similar ‘cryptoassets’, such as Ethereum and Ripple. Its potential, and the recent volatility of cryptoassets, has made the technology one of the most hyped and misunderstood technologies in the market.
Infrastructure can often be used as a pawn in the political chess game, not only at a federal level between political parties, but at a foreign policy level too. It’s crucial that a cross-border infrastructure project has political support and cooperation from all parties involved, and that it’s being supported not for political gain, but to further regional development. A lack of strong political leadership can be detrimental to a cross-border project, and weak capacity can be a deterrent to investors.
The GI Hub was asked to join a panel discussion on Risk Mitigation in Infrastructure Financing. Mark Moseley, the GI Hub’s Chief Operating Officer, identified the risks which typically arise during major infrastructure projects, including land acquisition risks, demand risks, foreign exchange risks and political risks.
