The PPP Way of Delivering Infrastructure

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Our approach to PPP was introduced through our authorship of a brochure entitled 'Better Public Service Delivery through PPP'. This was published by International Financial Services, London. Following this publication CBS delivered;


  • Short workshops in the management of PPP for the Asian Development Bank, the Indian Ministry of Highways and the Indian Ministry of Urban Development. The last one was entitled 'Funding and Management of Indian Municipal Water Utilities' and conducted in 5 day modules by specialists; the Chairman of CBS, the Managing Director of Scottish Water's International Division and the Utilities Regulator of the Scottish Government.
  • A 15-month, part-time, action learning Diploma in the Management of PPP for the Government of Ghana. This consisted of 6 one-week modules delivered to senior civil servants potentially involved in preparing PPP projects in the ministries of roads, water, health and transport (ports and airports). It was designed around each stage of a PPP project and conducted in 4 day modules by specialists in each stage. Group and individual projects applied the 'technical' learning to participants' own workplaces reinforced by inputs on customised management topics and personal development plans.

Everyone thinks infrastructure projects are vital. Investors are ready to cover the costs in the developing world. So why is there a massive shortfall in delivering projects?

The experience of running the above programmes led the faculty to design programmes where action learning envelopes were put around each stage of PPP projects from inception to completion. This IN-PROJECT approach involves workshops on how each stage of the PPP process should be delivered plus projects on how this could be implemented in the client's culture all set within a process of reflection, learning and taking remedial action to continually improve working practices in each of the project steps. The steps in this process will include;


  • The Cabinet needs to make a clear commitment to use PPP if it has decided to go down this route of funding projects. For example, the Ghana National Plan says the Government will '... actively promote PPP' in delivering its infrastructure strategy.
  • The Cabinet cluster of Ministers responsible for infrastructure, should define the PPP Delivery Plan and the priority projects using an action learning envelope.
  • The driving force in the implementation of PPP should be infrastructure Ministers and their Chief Directors assisted by a PPP Unit of experienced officers. Officers in this Unit plus senior managers from each infrastructure Ministry should have their implementation of PPP guided by an action learning envelope crafted to feature the latest knowledge on how PPP should be introduced.
  • The PPP Delivery Plan should define which Ministries should lead the introduction of PPP. In these Ministries the Chief Director's management teams will drive the PPP process as part of their Ministerial strategy. They will do this within an action learning envelope customised to the particular situation and culture. This team will account to the President for delivery of the projects.
PPPs and The Water Sector.

Helping to reduce the water and sanitation gap – a CBS priority

A New approach to infrastructure development

Publication: Better Public Service Delivery Through Public-Private Partnerships

The Indian Ministry of Urban Development

Workshop on Private Funding of Municipal Water Utilities with Special Reference to The Scottish Water Approach

National Highways Authority of India

Workshop on Public Private Partnerships (PPP)

The CBS Approach

Four major stakeholders will be involved in delivering the projects and the action learning 'envelopes';

  • The PPP unit.
  • The Ministry team of civil servants who will be responsible for delivering the project up to the appointment of the design and build (D & B) contractor, then monitoring the subsequent stages.
  • Consultants appointed by the Ministry to assist their project teams.
  • The D & B contractors who may also be responsible for the operation and maintenance of the asset.

Our focus will be on the Ministry project team and their advisers. This team will embark on the stages of the project (create the enabling environment, project definition, project feasibility, project structuring, transaction then monitoring the D & B stage). At each stage the team will embark on an action learning programme which will involve the consultants acting as advisers to the CBS faculty in delivering the workshops in particular. A similar programme would be designed for the D & B consultants' project team.

It is not enough for governments to list a series of projects. They have to define priority projects, bring them to the market and convince risk averse investors that the projects will produce a return on their investment