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African Strategic Infrastructure Initiative
Transnational Infrastructure Programme Management
(TIPM)
September/October 2014
WEF - Concept paper on TIPM_Master Deck_vf.pptx 1
Agenda
Introduction
Drawing some distinctions
Transnational infrastructure globally and in Africa
Challenges in TIPM
A best practice framework
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The World Economic Forum is a unique not-for-profit organization committed to improving the state of the world
MissionCommitted to improving the state of the world through public-private cooperation in the spirit of global citizenship
ImpartialTied to no political, partisan or national interests
GlobalBased in Geneva, with offices in New York, Beijing and Tokyo
BeliefEconomic progress and social development are essential to creating a sustainable future
The Forum is built on strong moral and intellectual integrity, and impartiality…
Brings together leaders in business with government, NGOs, international organizations, academics and civil society on a neutral platform
Multi-stakeholder
Creates dialogues, insights and actions on critical global issues posing a risk to business and society
Long-term issues
Holds high-level events in all the key regions throughout the year, based on the long-standing, strong networks with the governments
Global Reach
Convenes CEOs and senior executives from over 1,000 global companies from 20 industries
Cross-industry
…delivering unique and unmatched value to the participants
About Value
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Partners and constituents participate in meetings and initiatives to shape industry agenda, gain insights and expand networks
3
Key activities offered at the Forum
Other Activities
Initiatives
Meetings1
3
2
Key values provided by the Forum
• Building strong global communities of business, government, academic and civil society
• The support and active engagement in both meetings and initiatives underscore their deep commitment to the Forum’s mission of improving the state of the world
• Communities
• Providing the leaders from all groups of society with an unrivalled medium to shape solutionsto global challenges in sustained face-to-face and virtual interaction
• Interaction
• Providing the leaders a solid understanding of global issues, risks and opportunities
• Producing cutting edge research with Community members, and convening leaders each year on how to shape strategic solutions to address these challenges
• Insight
• Impact • Leveraging the Forum’s unique platform for exchange and action, enabling leaders to take informed decisions, focus on priorities and forge collaborative partnerships to act.
• The Forum has played a key role in advancing progress on all major issues of global concern
About Sharing
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Advancing Infrastructure
Finance
Global Infrastructure
Knowledge Series
Note: AM = Annual Meeting (Davos) 1. Programme for Infrastructure Development in Africa 2. Early stage project financing facility
Infrastructure Initiative engages globally and regionally since 2011
Infrastructure planning & project prioritization
Preparation of Public-Private Partnerships
Operations & Maintenance of existing assets
2011 2012 2013
Session on infrastructure finance with Gordon Brown & at AM
Infrastructure finance policy blueprint & risk mitigation instruments
Concept note on creating sustainable ESPF2
Knowledge & Collaboration
Platform
Input to Cannes recommendations
Consultation on St. Petersburg recommendations
Coordination of Infrastructure Network
Regional Acceleration
AfricaProject prepa-ration funding & transnational infrastructure programme mgt.
Africa:Prioritization of PIDA1 Priority Action Plan projects
AfricaEarly Stage Project Preparation Finance Model
Define Replicable Project Acceleration process
Latin AmericaNew engagement focus on Colombia, Mexico, Brazil
Plan for 2014/15
Infrastructure risk mitigation (focus on political & regulatory risk)
Advance infrastructure financing, coordinating with the B20/G20, including developing regional financing frameworks with specific countries (India, Colombia, and Poland), high-level meetings with the MDB community, and a High Level Summit at the Annual Meeting 2015
Focus today
1
2
3
4
Proposal on developing a global Knowledge & Collaboration platform submitted as part of B20 Australia proposal, and for further discussion within the GAC Infrastructure
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Why transnational infrastructure is gaining importance globally and in Africa?
—Political leaders around the world increasingly share the common vision of regional integration
—Cross-national infrastructure in transport, energy, ICT provides the physical backbone for the cross-border exchange of people, goods and services – but also foster cordial bilateral relations
—Initiatives for the establishment of transnational infrastructure in place in all regions (e.g., Trans-European Networks in Europe, Greater Mekong Subregion Programme, PIDA in Africa)
—Costs (particularly externalities) and benefits of cross-border infrastructure projects are often asymmetrically distributed – key challenge to establish regional business case and to apportion costs and benefits
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Agenda
Introduction
Drawing some distinctions
Transnational infrastructure globally and in Africa
Challenges in TIPM
A best practice framework
WEF - Concept paper on TIPM_Master Deck_vf.pptx 7
Project
A programme is the joint management of a group of related projects to obtain specific benefits
Programme vs project vs portfolio Programme management
Integrate, monitor and control the interdependencies among the components
— Coordinating the supply of components, work or phases
— Resolving resource constraints and/or conflicts that affect multiple projects within the programme
— Mitigating risk activities that run across components, such as contingency planning
— Aligning organizational/strategic direction that effects project and programme goals and objectives
— Resolving issues and scope/costs/schedule/quality changes
— Tailoring programme management processes and interfaces
— Enables appropriate planning, scheduling, executing, monitoring and controlling across projects within a programme to achieve programme benefits
Portfolio
ProgrammeProject
– A portfolio is a collection of projects or programs grouped together to facilitate effective management of efforts to meet strategic objectives
– These projects or programs are not necessarily interdependent or directly related, but may share a common resource pool or compete for funding
– A project is a temporary endeavor undertaken to create a unique product, service or result
– Has a specific start and end date with a clearly defined deliverable produced
– A programme is a group of related projects managed together to obtain specific benefits and controls that would likely not occur if these projects were managed individually
– Projects within a programme are related through a common outcome or a collective capability that is delivered
Source: Project Management Institute (2008)
ProjectProject Project
Programme
However, definitions not consistently applied in practice
Sub-Programme
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A transnational infrastructure programme can often be broken down into national projects
Tanzania Rwanda
Portfolio e.g. PIDA
Programmee.g. Central Corridor
Sub-Programmee.g. Rail network upgrade and extension
Sub-Programmee.g. Road network upgrade and extension
Sub-Programmee.g. port upgrade and expansion
Projecte.g. road upgrade Dar es
Salaam – Dodoma
Projecte.g. road upgrade Dodoma –
Rwanda Border
Projecte.g. Construction of one-stop
border post on Tanzania/Rwanda border
Projecte.g. road upgrade Tanzania
Border – Kigali
Programmee.g. Central Corridor
Sub-Programmee.g. road network upgrade and extension
Sub-Programmee.g. rail network upgrade and extension
No port projects in Rwanda
Projecte.g. construction of one-stop
border post on Tanzania/Rwanda border
Sub-Projecte.g. work on
Tanzania side
Sub-Projecte.g. work on Rwanda side
Highest degree of coordination required to achieve project goals
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Three key types of transnational infrastructure programmes can be differentiated
– Main physical facility located within one country
– Coordination of policies and strategies to align investment decisions
1. Transnational planning/policy coordination
2. Transnational infrastructure network
3. Cross-border physical infrastructure
PID
A e
xam
ple
– Physical infrastructure network spans national borders
– Usable at national level, but transnational connection greatly increases its value
– Physical infrastructure asset located in two countries
– Either physical infrastructure on the border or main transmission line into other countries
– Nacala port expansion
– Walvis Bay new container terminal
– Regional hub port and rail master plan
– One-stop border posts
– Batoka hydroelectric plant
– Kenya-Uganda pipeline
– Lesotho Highlands Water Project –water and energy components
– Abidjan-Lagos coastal corridor
– North-South multimodal corridor
Low/medium transnational complexity High transnational complexity
Descri
pti
on
Bu
sin
ess c
ase – Business case positive,
regardless of any interaction with other countries
– Business case usually positive, regardless of interaction
– Interconnection increases internal rate of return
– Realization in a single country not possible, or business case depends strongly on foreign consumption
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Agenda
Introduction
Drawing some distinctions
Transnational infrastructure globally and in Africa
Challenges in TIPM
A best practice framework
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Middle East (12)
Africa (54)
North America (2)
Africa with great necessity to build infrastructure across borders due to high number of landlocked countries and large share of land borders
Number of landlocked countries
Region overview Key indicators
002571316
EUR1Africa NA6ME5LAC4SEAP3CA2
Latin America and the Caribbean (34)
Europe (43)
Central Asia (10)
Southeast Asia and the Pacific (38)
EUR
144
NA
9,906
CA
2,207
SEAP
1,146
LAC
851
Africa
614
ME
498
Average number of border countries8
NA
1.5
LAC
3.1
SEAP
3.6
EUR
4.0
ME
4.0
Africa
4.5
CA
6.0
Share of land border at total border7
SEAP
49%
CA
56%
LAC
60%
ME
66%
Africa
84%
9%38%
NAEUR
1. Europe 2. Central Asia 3. Southeast Asia and Pacific 4.Latin America and Caribbean 5. Middle East 6. North America 7. On region-level – total length of all land borders/all land borders + coast (excl. islands) 8. Within region (excl. islands) 9. Within region in '000 sq.km. (excl. islands) Note: 193 UN member countries considered in analysis
Notes: — Number of countries within region in brackets— Landlocked countries in dark shading, coastal countries in light shading
Average country size9
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Low level of regional trade is both cause and consequence of poor transnational infrastructure
Intra-regional trade in percent of total trade ('08-'12)1 Other reasons
1. Total trade comprises intra-regional and international tradeSource: Calculated from UN Comtrade (United Nations 2014)
25.1
5.8
North America
Africa Middle East
13.3
55.3
EuropeSoutheast Asia and
the Pacific
53.4
10.6
19.5
Central Asia
Latin America and the
Carribean
– Low traffic volumes render projects financially unviable
– Small size of markets
– Low production capacities and lack of complimentarily and diversity
– Weak human and institutional capacities
– Political instability
– Insufficient trade facilitation
– Insufficient soft infrastructure (import quotas, anti-dumping regulations, countervailing duties, border tax adjustments; tax barriers)
– Red tape in cross-border trade
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The Programme for Infrastructure Development in Africa defines programmes of regional importance
54
33
3
147 6 3 5
TransmissionPipelineGeneration
AquifierDam
Broadband
36
RoadRail Multimodal
Cross-border physical infrastructure
6
Transnational infrastructure network
11
Transnational planning/ policy coordination
24
By sub-sector
PIDA PAP covers 51 infrastructure programmes ... ... each involving several countries
By type of transnationality
Air
Energy Water ICT
Average # of countries involved
— Programme for Infrastructure Development in Africa (PIDA) was formulated by the African Union Commission (AUC), the New Partnership for Africa's Development (NEPAD) Planning and Coordinating Agency and the African Development Bank (AfDB)
— Four key sectors: Energy, Transportation, Water, ICT
— PIDA aims at:— Increasing energy access and reducing power
generation costs— Reducing transport costs and boosting intra-
African trade— Ensuring water access and food security— Increasing global connectivity
— Priority Action Plan (PAP): PIDA subset of 51 Infrastructure programs to be implemented by 2020
— PAP representing more than US$ 60 billion of investment
— Programmes are selected due to their regional importance and involve directly or indirectly more than one country
Average # of countries involved
All programmes are continent-wide
Driven by transnational production/consumption split1
1. These are programmes, where the production (e.g., electricity) is in one country and the consumption is in another. Classical cross-border physical infrastructure programmes regularly involve only two or three countries; Source: PIDA
Only transnational planning/policy
coordination programmes
Transport
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Southeast Asia and PacificCentral AsiaEurope
All regions have some kind of programmes for the development of transnational projects...
Regional initiative
— Trade and transport facilitation in the Southeast Europe Program (TTFSE)
— Target sectors: Transport
— Includes eight projects in eight countries (35 border-crossing points) with an investment need of US$ 120m
Regional initiative
— Greater Mekong Subregion (GMS) Programme
— Target sectors: Energy, transport, communications, water supply and non-infrastructure sectors (education, industry and trade, health and nutrition)
— Project portfolio consists of 58 projects with a budget of US$ 26.5bn
Source: Black Sea JOP; ENPI; TCDD, NTPC, CAREC, TASIM, Asian Development Bank, Press search
Exemplary regional projects
— Nam Theun 2 Hydropower ProjectConstruction of hydro-electric power plant on Nam Theun river; US$ 1.45bn (completed in 2010)
— Thai–Lao Friendship BridgeConstruction of bridgecrossing the Mekong river; US$ 30m (completed in 1994)
Exemplary regional projects
— Channel Tunnel50km underwater tunnel;US$ 20bn (opened in 1994)
— Highspeed railway Bursa-Bulgaria(under construction)
— Øresund BridgeBridge-tunnel combination to connect Denmark and Sweden; US$ 6bn (opened in 2000)
Regional initiative
— Central Asian Regional Economic Cooperation (CAREC)
— Objective: Financing of infrastructure projects
Exemplary regional projects
— North South Transnational CorridorCentral Asian Rail Link of 677km; US$1.4bn(completed in 2012)
— Trans-Eurasian Information Super HighwayTransnational fiber-optic line covering Western Europe and Eastern Asia; US$100m (in preparation)
Backup
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North AmericaMiddle EastLatin America and
the Caribbean
... and have already implemented cross-border infrastructure projects
Regional initiative
— Initiative for the Integration of Regional Infrastructure in South America (IIRSA)
— Target sectors: Transport, energy, telecommunications
— Project portfolio consists of 583 projects with an investment need of US$ 159bn in 12 countries in Southern Latin America
— 43% are transnational projects which link two countries
Regional initiative
— Canada-United States Border Infrastructure Investment Plan (BIIP)
— Target sectors: Transport
— Partners: US Homeland Security, US Department of Transport, Transport Canada
— Interagency and binational planning mechanism to establish a mutual understanding of recent, ongoing and potential border infrastructure investments
Exemplary regional projects
— Continental Rail Gateway Connecting of Detroit and Windsor; US$ 400m (operational in mid 2014)
— Juan de Fuca Power Cable Energy transmission cable Victoria to Port Angeles; US$ 665m (operational in 2015)
Exemplary regional projects
— Itaipu Dam Construction of hydro-electric power plant; US$ 16bn (completed in 1983)
— Georgetown–Albina roadRoad upgrade; US$ 350m(under contruction)
— Communications system Fiber cable to facilitate navigation on Paraguay river; US$ 4m (in preparation)
Regional initiative
— Middle East Economic Digest (MEED)
— Target sectors: Construction, Economy, Finance, Industry, Markets, Oil & Gas, Power, Telecommunications, Transport, Water
— Middle East and Northern Africa
— More than 7,000 projects (not only infrastructure) with an investment need of US$ 5.6trillion
Exemplary regional projects
— Gulf railway network 2,117km of rail connectingall six Gulf states; US$ 31bn (operational in 2018)
— King-Fahd Causeway Combination of dam and bridge; US$1.2bn(operational in 1986)
Source: IIRSA, JDFCP, BIIP, MEED, Press Search
Backup
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Agenda
Introduction
Drawing some distinctions
Transnational infrastructure globally and in Africa
Challenges in TIPM
A best practice framework
WEF - Concept paper on TIPM_Master Deck_vf.pptx 17
Focus of this concept paper are challenges that arise from the transnational nature of projects
General challengesin the management of large infrastructure projects
— Minimise Capex requirements— Design project to value— Apply rigorous risk management— Achieve excellence in procurement— Optimize contracting strategy— Secure scarce resources— Ensure quality— Deliver project on time and at cost
Additional challengeswhich arise from the transnational nature of an infrastructure project
++
Focus of this document
Source: BCG (2012)
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Transnational nature of a programmes leads to specific and aggravated challenges
Financial Technical Regulatory People Governance
• Reach and implement agreement on sharing risks, costs and benefits
• Optimize financing structure across countries with different economic capacities
• Structure financing under different currencies
• Align different technical standards
• Align different operating requirements
• Provide and enforce legal agreements
• Harmonize different procedures
• Build relationships based on trust, and overcome historical legacy of political differences
• Overcome language barriers
• Align different national agendas, and ensure ownership of programme in countries involved
• Coordinate responsibilities within and between the participating countries
• Overcome national interests in staffing
• Structure supranational business unit
• Manage greater demand and cost risks
• Manage the technical complexity and construction risks
• Manage the risk of regulatory changes in all participating countries
• Coordinate a large number and variety of stakeholders with diverse interests
• Manage a heterogeneous team
• Manage the risk of political changes in all participating countries
• Deal with inertia and lengthy decision-making processes
Challenges that are aggravated by the transnational nature of a programme
Challenges that arise from the transnational nature of a programme
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Challenges are even more compound in the African context
Financial Technical Regulatory People Governance
• Countries differ greatly in terms of funding capacities and credit rating
• Infrastructure projects in Africa regularly involve one or several donors and development banks
• There are 40 different national currencies in Africa, most of them being very volatile
• National public energy and transport companies often with weak balance sheets
• Different technical standards due to the colonial history (e.g., three different rail gauges in use)
• Weak supranational organizations to drive cross-national standardization
• African countries with weak institutions and limited rule of law
• Plethora of national and local languages being used in Africa
• Long history of interstate conflicts and political unrest
• Large number of landlocked countries and high average number of border countries requires coordination with many other countries
• Lack of capabilities in the public sector to manage large programmes
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Majority of African countries without sovereign debt rating and with immature public institutions
1. At least from one rating agency (Standard & Poors/ Fitch: BBB+ or higher; Moodys: Baa3 or higher) 2. Standard & Poors/ Fitch: BB+ to B-; Moodys: Ba1 to B3 3. Standard & Poors/ Fitch: CCC or lower; Moodys: Caa1 or lower Source: World Economic Forum (2014); Trading Economics (2014)
Backup
Sovereign debt rating Maturity of public institutions
High maturity (4.5 – 7.0)
No data available
Medium maturity (3.5 – 4.5)
Low maturity (1.0 – 3.5)
Investment grade rating1
No credit ranking available
Lower B rating2
South Africa
Botswana
Tunisia
Mauritius
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Agenda
Introduction
Drawing some distinctions
Transnational infrastructure globally and in Africa
Challenges in TIPM
A best practice framework
WEF - Concept paper on TIPM_Master Deck_vf.pptx 22
A best practice framework for the delivery of transnational infrastructure programmes
Source: Adapted from WEF (2013)
Aligneddecisions on
deliverymodel;
harmonized concession
scheme
Alignment of construction
process & O&M requirements
Integratedinfrastructure
plans & regional CBA
Competitive, transparenttendering & optimal financing structure
Balanced cost, benefit & risk allocation across
countries; harmonized regulations
Bankablefeasibility study for
transnational programmes
Conducive enabling environment
Regulatory system for transnational programmes
Capacities & capabilities for handling
transnational programmes
Trustful transnational relationships
Preparation phase
Origination phaseImplementation phase
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Detailed best practices for each key element of framework (I/II)
– Establish a strong unit for programme implementation and operation with special rights
– Arrange a fair representation of all participating countries in all governance bodies
– Distribute corporate activities fairly across all participating countries
– Establish a regional sector planning framework with appropriate institutional arrangements
– Establish a regional business case that includes all pecuniary costs and externalities
– Leverage regional development banks as a way of involving isolated regional areas
Institutionalized cross-national collaboration
– Build strong relationships with all key stakeholders
– Agree on a single language
– Ensure high-level political commitment from each government, and highlight the value of communication
– Make early use of private-sector expertise
Integrated infrastructure plans & regional CBA Aligned delivery model & harmonized concession
– Award a single concession
– Develop a broad and flexible off-take agreement
– Remove revenues from national government control
Bankable feasibility study for transnational programmes Balanced risk allocation & harmonized regulation
– Find and commission a strong, impartial and respected arbiter to apportion costs and benefits
– Harmonize and radically simplify technical standards, regulations and specifications, taking advantage of international models
– Regulate the programme through special treaties or a regional agency
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Detailed best practices for each key element of framework (II/II)
Conducive enabling environment
– Establish a single integrated framework for planning and designing transnational programmes
– Set up a procurement committee that includes neutral experts
– Establish regional financing instruments
– Leverage risk-mitigating guarantees
– Reduce exchange rate risks by reflecting revenue currencies proportionally in financing structure
– Make use of purchasing-power-parity protection to insure against exchange rate risks
Competitive tendering & optimal financing structure Aligned construction, operation & maintenance
– Set up an expert committee to supervise construction
– In the off-take agreement, specify management protocols for aligning demand and maintenance requirements
– Build up dedicated capacities and capabilities
– Invest in building relationships based on trust
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Institutionally integrated planning required to fully realise programme-level benefits
Institutionalized cross-country collaboration
Separate planning without coordination
Separate planning with coordination
Institutionally integrated planning
– Each country has an individual planning process
– No alignment and coordination exist across countries
Assessm
.D
escri
pti
on
Exam
.
– North-South Multimodal Corridor1
– Not desirable, since programme is not managed as such
– Programme-level benefits are not realized
– Each country has an individual planning process
– The planning is coordinated between the different countries
– Maputo Corridor Logistics Initiative
– Minimum requirement for reaping some programme-level benefits
– Risk of unilateral deviation from coordinated planning
– Countries delegate the planning to a dedicated programme unit
– Countries give up part of their national sovereignty
– West African Power Pool (WAPP)
– Potential to manage transnational infrastructure as a real programme
– Hard to realize, since national sovereignty is curtailed
Bo
die
s
– No additional governance bodies – Some kind of coordination body exists, e.g. interministerialsecretariat or technical alignment forum
– Alternatively, supranational authority (e.g. RECs) could assume coordinating role
– Programme planning and implementation unit with special decision rights
– Alternatively, transfer of planning process to supranational authority (e.g. RECs)
1. The Memorandum of Understanding, which is between all participating countries of the North-South Corridor and would provide an operational framework, is still pending signature. However, progress has been made in implementing individual projects.
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A special purpose public agency could be set-up to institutionalise cross-country collaboration
Source: Adapted from Conthe (2002).
Institutionalized cross-country collaboration
Operation & Maintenance
Construction Operation & Maintenance
Construction
Revenues A
Net revenues A
Country B
commissions commissionspays
investment
pays
investment
Government A Government B
provides capital,
guarantees and subsidies
Special bilateral treaty
Special Purpose Public Agency
(SPPA)
signssigns
provides capital,
guarantees and subsidies
Revenues B
Net revenues B
Infrastructure Project Preparation Facility (IPPF)
Provides preparation financing
and technical advise
Country A
establishes
invests invests
Monetary flows Contracts
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Role of the SPPA over the programme lifecycle
Origination Preparation Implementation
– Commission all relevant studies (financial, technical, environmental)
OperationConstructionTenderingDesignFeasibility Financing
– None
Signing of special bilateral
treaty and
establishmentof SPPA
– Commission technical design studies
– Secure financing for the programme from public and private sources
– Prepare tender documents, select contractors and issue contracts
– Supervise construction and ensure alignment across countries
– Supervise operation and ensure alignment across countries
Could be outsourced to the IPPF (including the viability risk): if the programme is implemented, the SPPA pays back the preparation expenses
plus a return to the IPPF
Could be outsourced to a project management company (which will be supervised by SPPA)
Could be a joint concession for construction and operation - SPPA is supervising the
concessionaire; alignment across countries is done by the concessionaire
Over the whole lifecycle: Coordinate with all stakeholders and be single point of accountability
Implementation decision to be taken by national
governments
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Differing regulations can be addressed on three levels
Level ExamplesDescription
Cross-national
standardisation
Programmespecific
regulations
Regulatory alignment
Effectiveness &Complexity
– Agreement on joint regulations on a bilateral or regional level
– Curtails national sovereignty
– Agreement on regulations which are specific to the project
– Might be transferred to similar projects or become part of harmonized national legislation
– Review existing regulations to identify overlaps and contradictions
– Reduce red-tape by joint usage of forms and systems and alignment of processes
– Driving and rest periods for transport workers (EU)
– Standardisation of protection system and transmission standards in Southern Africa Power Pool (SAPP) and West African Power Pool (WAPP)
– Joint standards for One-stop border posts (SADC region)
– Voltage transformation in cross-border electric power transmission
– Variable gauge system at the border to go from standard gauge to narrow gauge
– Definition of interfaces in IT systems at one-stop-border-posts use of joint forms
– Definition of specific procedures for a one-stop-border post
– Special rights for a SPV which manages a transnational project
– Special tax rules and tariffs in special economic zones
Balanced risk allocation & harmonised regulation
For different elements of a programme, different approaches might be
most appropriate
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Pedro Rodrigues de AlmeidaDirectorHead of Infrastructure & Urban Development IndustriesEmail: [email protected]: +41 22 869 3613Mobile: +41 79 593 7033
Michael Max BühlerAssociate DirectorHead of Real EstateEmail: [email protected]: +41 22 869 1327Mobile: +41 79 590 6533
Alice CharlesSenior ManagerHead of Urban DevelopmentEmail: [email protected]: +41 22 869 3667Mobile: +41 79 571 8257
Vangelis PapakonstantinouSenior Community ManagerGlobal Strategic Infrastructure InitiativeEmail: [email protected]: +41 22 869 1206Mobile:
29
Pablo IzquierdoCommunity ManagerInfrastructure & Urban Development IndustriesEmail: [email protected]: +41 22 869 1283Mobile: +41 79 932 3835
Carla SequeiraSenior Team CoordinatorInfrastructure & Urban Development IndustriesEmail: [email protected]: +41 22 869 1258Mobile: +41 79 398 1838
Katerina KorcakovaTeam CoordinatorInfrastructure & Urban Development IndustriesEmail: [email protected]: +41 22 869 3596Mobile: +41 79 571 8294
Team Contact Details
WEF - Concept paper on TIPM_Master Deck_vf.pptx 30
End of Document