eC2: Assisting Tunisie Autoroutes in exploring management and financing options of highway Infrastructures and identifying a pipeline of potential PPP projects

PPPsDeadline: 05-Jul-2018 at 11:59:59 PM (Eastern Time – Washington D.C.)

The objective of the assignment is to determine the best course of action to encourage sustainable participation of private sector in the management and financing of Tunisias highway network.

As sub-objectives, the study will:

1. Determine the appropriate institutional structure to manage private investment in Tunisias highway network, including reviewing whether the current operational model of STA is fit-for-purpose. Based on the questions below, prepare operational recommendations and an action plan, that would answer the following questions: i) How effective and efficient is the current management of the highway assets? ii) should STA retain all its responsibilities (e.g. construction; O&M; tolling)? iii) would another structure be better? iv) what does international best practice say?

2. Determine broader sector investment needs to achieve service levels needed by the economy and the users;

3. Identify a pipeline of viable PPP projects in highway sector and prepare a road map for their preparation and implementation.
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eC2: BEY Airport – Technical Consultant

Airport_PPPDeadline: 21-Jun-2018 at 11:59:59 PM (Eastern Time – Washington D.C.) 

IFC PPP Transaction Advisory has been retained by the Lebanons High Council for Privatization and PPP (HCP) to act as lead advisor on attracting private investment through a Public-Private Partnership for the expansion of the Rafic Hariri International Airport (BEY Airport). IFC will provide advisory services to HCP to engage the private sector to optimize the operations of the existing facilities of the BEY Airport in order to solve the current capacity constraints, as well as operate and maintain the airside and landside facilities. The future operator shall also develop new facilities through a phased approach over the term of the contract to cope with the forecasted increase in passenger traffic and cargo over the next few decades.

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When (and when not) to use PPPs

highway-2211588_1280In 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.

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Three criteria to better classify PPPs in Africa

14114018832_e77c929548_kIt is broadly understood that public-private partnerships (PPP) are a procurement tool that encompass design, financing, construction and long-term operation of a public infrastructure by the private sector. They can be cost-effective thanks to adequate risk transfer and performance criteria, and help bridge Africa’s large infrastructure gap in many sectors.

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eC2: Communication Consultant – Banjul Port PPP

public-Private-PartnershipDeadline: 21-May-2018 at 11:59:59 PM (Eastern Time – Washington D.C.)

The Government of the Gambia (GoTG) wishes to implement a public private partnership (PPP) to rehabilitate, operate and develop the Port of Banjul. Established in 1972, the Port is managed by the Gambia Port Authority (GPA) and is currently operating as service port. It accounts for almost 90% of the countrys trade and serves as a secondary regional hub, with volumes going to the hinterland (Southern Senegal, Guinea Bissau, Guinea and Western Mali). Throughput has grown substantially in the past decade, with a compounded annual growth rate of 7.3%. between 2007 and 2017 and 105,000 TEUs in 2017.

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eC2:Technical Assistance on Project Screening and Prioritization and Outline Business Cases (OBCs) Development for PPPs in Infrastructure Sector

Deadline: 30-May-2018 at 11:59:59 PM (Eastern Time – Washington D.C.) PPPs

Description: The objectives are to provide technical assistance and advisory services to BAPPENAS Directorate of PPP and Financial Engineering, specifically on: (a) PPP project screening and prioritization; and (b) development of outline business cases (OBCs) for selected PPP projects. The technical assistance under this TA will be structured into two main activities: (i) project screening and prioritization; and (ii) development of OBCs. The activity outcomes are to screen and prioritize the projects and expected to feed into the subsequent OBCs development for the most priority projects.
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eC2: Technical and E&S consultant – Banjul Port PPP

PPPsDeadline: 15-May-2018 at 11:59:59 PM (Eastern Time – Washington D.C.)

Objective: – Analyses of technical and operational aspects of GPA benchmarked against comparable ports in the region and best practice, including infrastructure, superstructure, commercial and financial aspects – Analyses on the technical aspects related to an institutional reorganization/ realignment of GPA to consider the introduction of a private sector entity – Environmental and social analyses, including scoping studies of possible environmental and social impact and mitigation measures, as well as stakeholders engagement planning, aligned on IFC Performance Standards. Tasks will also include the identification of issues associated with the project, related gaps, and proposed roadmap to close such gaps in order to develop the project in line with national legislation and the IFC Performance Standards. – Analyses and assistance in social aspects: including a review and recommendations of staffing at GPA and the distribution of staff with the future Operator; the possible options and recommendations on ways to include / consider the 400+ dockers at the Port Banjul, who, today have an undefined status at the Port.

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eC2: Technical Consultant – Jamaica Solid Waste – Options Analysis

solid wasteDeadline:  30-Apr-2018 at 11:59:59 PM (Eastern Time – Washington D.C.)

Objective: The objective of the assignment is for the Technical Consultant to assist IFC in its work for Phase 0 Options Analysis. The Technical Consultant will analyse the main aspects of the project, including assessment of the appropriate form of private sector participation, defining the options for an integrated waste management plan for the entire island, quantifying the cost of such options, identifying the main regulatory and legal requirements for its implementation and together with IFC assess the market interest in the proposed options. The recommended options shall be in line with IFC Environmental and Social Performance Standards that will be made available to the Consultant as part of their work. Should the GoJ decide to proceed with the implementation of the proposed options, the next phase will advance with the structuring of the PPP transaction and drafting of the technical and applicable commercial terms for the tender documents, including the PPP contract, negotiations with bidders, and supporting the implementation the tender process.

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Keep up with the latest trends on PPPs

It seems like every week there are new reports being published about public-private modern city with highway interchange 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, the PPP Knowledge Lab has become a key resource for the PPP community to keep up to date with the latest on PPPs.

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Report: Policy Guidelines for Managing Unsolicited Proposals in Infrastructure Projects – Volume 1

untitledWhen it comes to infrastructure projects, “unsolicited proposals” (USPs) represent an alternative to the traditional project initiation method where the private sector, rather than the government, takes the leading role in identifying and developing a project. In practice, many public authorities across the world resort to USPs motivated by the perspective of solving the challenges brought by their lack of capacity to identify and develop projects. However, many projects that originate as USPs experience challenges, including diverting public resources away from the strategic plans of the government, providing poor value for money, and leading to patronage and lack of transparency, particularly in developing countries. To ensure governments can mobilize the strengths of the private sector while protecting the public interest, USPs, when accepted, should be managed and used with caution as an exception to the public procurement method.

Main Findings & Recommendations 

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