An Operational Framework for Managing Fiscal Commitments from Public-Private Partnerships
The National policy on public-private partnerships (PPP) recently approved by the Government of Ghana (GoG) sets out the government's intention to use PPPs to improve the quality, cost-effectiveness, and timely provision of public infrastructu...
Main Authors: | , , |
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Format: | Publication |
Language: | English en_US |
Published: |
Washington, DC: World Bank
2013
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Subjects: | |
Online Access: | http://documents.worldbank.org/curated/en/2013/02/17406426/ghana-operational-framework-managing-fiscal-commitments-public-private-partnerships http://hdl.handle.net/10986/13101 |
Summary: | The National policy on public-private
partnerships (PPP) recently approved by the Government of
Ghana (GoG) sets out the government's intention to use
PPPs to improve the quality, cost-effectiveness, and timely
provision of public infrastructure in Ghana. The PPP policy
highlights the role of the government's financial
support to PPPs, as well as the importance of putting in
place a system to manage the associated fiscal commitments
(FCs). As noted in the policy, the government's
contribution to a PPP may include remuneration to the
private party from government budgets, which may be fixed or
partially fixed, periodic payments (annuities) and
contingent. This report proposes an operational framework
for managing fiscal obligations arising from PPPs in Ghana.
This framework aims to ensure that PPP FCs are consistently
identified and assessed during PPP project preparation, and
that these assessments are fed into project approval. The
report outlines roles and responsibilities, concepts, and
processes for managing PPP FCs, drawing on international
standards and practices, bearing in mind existing
institutions and capacities in Ghana. The report also
suggests legislative additions and capacity building needed
to establish this framework in practice. This report focuses
primarily on managing long-term FCs to PPPs, including
regular payments or contingent liabilities (CL) that
typically last throughout a project's lifetime. This
report is structured as follows: chapter 1 is introduction;
chapter; 2 introduces the concept of FCs from PPPs: how and
why PPPs create FCs, why managing them is important, and an
overview of what it entails; chapter 3 presents
institutional roles and responsibilities; chapter 4
describes how FC management should be incorporated in the
PPP development and approval process; chapter 5 describes
how FCs can be managed during PPP implementation by
monitoring, reporting, and budgeting adequately; and chapter
6 sets out the steps needed to begin to implement this PPP
framework-to build its core requirements into the
forthcoming PPP Law, and to build capacity in the relevant
entities to carry out those requirements in practice. |
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