Smart Republic - Multi Partner Platform for Collaborative Development of Smart Cities and Smart Villages.
Smart Republic 2018 is envisaged as a Multi Partner global forum to deliberate on the collaboration framework between government and multiple agencies like the World Bank, UN Habitat, UN Global Compact, Asian Development Bank, Industry and academia for achieving shared goal of making India a Smart Republic by 2022. Smart republic forum will focus on innovative ICT and New Media platforms and deployment of best practices to catalyse effective, coordinated and results-based implementation of 100 Smart Cities Program, AMRUT, HRIDAY and RURBAN missions to achieve the Sustainable Development Goals (SDGs).
The document discusses transferring the Built-Operate and Transfer (BOT) Center to the Public-Private Partnership (PPP) Center of the Philippines and placing it under the National Economic Development Authority to more efficiently implement public-private partnership programs and projects aimed at accelerating infrastructure development and sustaining economic growth. The PPP Center will coordinate and monitor all PPP projects and provide support to implementing agencies. A budget of 300 million pesos is allocated for the operations of the new PPP Center.
The document discusses public-private partnerships (PPPs) in various sectors in Bangladesh such as health, energy, and infrastructure development. It provides definitions and concepts of PPPs, highlighting key benefits like cost savings, access to private capital, and risk sharing. The health sector section notes that private providers are already playing an important role and that harnessing them will require changing roles and leadership from the Ministry of Health. It also discusses engaging NGOs in HIV/AIDS and lessons learned about effective partnerships through flexibility, trust, and enhancing self-awareness. Challenges to NGOs include technical capacity, competing priorities, and representation, but these can be addressed through diversified long-term funding and assessing primary and secondary
Policy & Strategy for PPP in BangladeshEhsan Tanim
In August 2010, the Government of Bangladesh issued the Policy and Strategy for Public Private Partnership (PPP) to facilitate the development of core sector public infrastructure and services vital for the people of Bangladesh. The PPP program is part of the Government's Vision 2021 goal to ensure a more rapid, inclusive growth trajectory, and to better meet the need for enhanced, high quality public services in a fiscally sustainable manner.
Under this new national policy, the PPP Authority was established as a separate, autonomous office under the Prime Minister's Office to support sector line ministries to facilitate identification, development and tendering of PPP projects to international standards. A PPP Unit under the Ministry of Finance was established to foster an environment of fiscal responsibility and sustainability in PPP projects.
Public Private Partnership in Civil Engineeringvivatechijri
This report majorly focuses on the principles of Public Private Partnership (PPP), its different forms and their suitability as a possible procurement route to be used for the development of road sector in a developing country like India. The report also critically analyse the viability of Private Finance Initiative (PFI) and basic procurement routes for road projects. The report recommends the most suitable types of PPP for the new and maintenance project.
The document discusses public-private partnerships (PPPs) in Bangladesh, outlining their benefits and challenges. Benefits of PPPs include maintaining economic stability for the public sector, expanding business opportunities for the private sector, and ensuring accountability and safer infrastructure for the public. However, PPPs also face challenges in Bangladesh such as the absence of a standardized framework, disputes over profit distribution, and financial, performance, demand, and construction risks. The document concludes that new legal frameworks drawing on past experiences and addressing cost recovery and private financing are needed to facilitate effective PPPs.
PUBLIC PRIVATE PARTNERSHIPS ARE MOSTLY PURSUIED TO SATISFY THE INFRASTRUCTURAL NEEDS OF A COUNTRY, REGION OR A CITY . PPP Is an instrument for infrastructure development AND HAS BASIC TENETS AND PRINCIPLES UNDERLYING ITS SUCCESSFUL IMPLEMENTATION.
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The document discusses transferring the Built-Operate and Transfer (BOT) Center to the Public-Private Partnership (PPP) Center of the Philippines and placing it under the National Economic Development Authority to more efficiently implement public-private partnership programs and projects aimed at accelerating infrastructure development and sustaining economic growth. The PPP Center will coordinate and monitor all PPP projects and provide support to implementing agencies. A budget of 300 million pesos is allocated for the operations of the new PPP Center.
The document discusses public-private partnerships (PPPs) in various sectors in Bangladesh such as health, energy, and infrastructure development. It provides definitions and concepts of PPPs, highlighting key benefits like cost savings, access to private capital, and risk sharing. The health sector section notes that private providers are already playing an important role and that harnessing them will require changing roles and leadership from the Ministry of Health. It also discusses engaging NGOs in HIV/AIDS and lessons learned about effective partnerships through flexibility, trust, and enhancing self-awareness. Challenges to NGOs include technical capacity, competing priorities, and representation, but these can be addressed through diversified long-term funding and assessing primary and secondary
Policy & Strategy for PPP in BangladeshEhsan Tanim
In August 2010, the Government of Bangladesh issued the Policy and Strategy for Public Private Partnership (PPP) to facilitate the development of core sector public infrastructure and services vital for the people of Bangladesh. The PPP program is part of the Government's Vision 2021 goal to ensure a more rapid, inclusive growth trajectory, and to better meet the need for enhanced, high quality public services in a fiscally sustainable manner.
Under this new national policy, the PPP Authority was established as a separate, autonomous office under the Prime Minister's Office to support sector line ministries to facilitate identification, development and tendering of PPP projects to international standards. A PPP Unit under the Ministry of Finance was established to foster an environment of fiscal responsibility and sustainability in PPP projects.
Public Private Partnership in Civil Engineeringvivatechijri
This report majorly focuses on the principles of Public Private Partnership (PPP), its different forms and their suitability as a possible procurement route to be used for the development of road sector in a developing country like India. The report also critically analyse the viability of Private Finance Initiative (PFI) and basic procurement routes for road projects. The report recommends the most suitable types of PPP for the new and maintenance project.
The document discusses public-private partnerships (PPPs) in Bangladesh, outlining their benefits and challenges. Benefits of PPPs include maintaining economic stability for the public sector, expanding business opportunities for the private sector, and ensuring accountability and safer infrastructure for the public. However, PPPs also face challenges in Bangladesh such as the absence of a standardized framework, disputes over profit distribution, and financial, performance, demand, and construction risks. The document concludes that new legal frameworks drawing on past experiences and addressing cost recovery and private financing are needed to facilitate effective PPPs.
PUBLIC PRIVATE PARTNERSHIPS ARE MOSTLY PURSUIED TO SATISFY THE INFRASTRUCTURAL NEEDS OF A COUNTRY, REGION OR A CITY . PPP Is an instrument for infrastructure development AND HAS BASIC TENETS AND PRINCIPLES UNDERLYING ITS SUCCESSFUL IMPLEMENTATION.
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This document discusses the need for "light and fast" funding instruments in EU innovation policy to better support disruptive web-based innovation. It provides examples from Italy, the UK, and US of small, simple prize-based programs that have successfully funded innovative projects. While some object that such programs are not allowed, too labor intensive, or lack critical mass, the document argues these objections can be addressed by integrating small, challenge-driven funding into existing programs, using peer support networks, and focusing on ex-post evaluation of results rather than ex-ante requirements. It recommends the EU adopt similar light and fast funding mechanisms to better support innovative web companies and technologies.
A public–private partnership (PPP) is a government service or private business venture which is funded and operated through a partnership of government and one or more private sector companies
The PPP projects are good as it do not put financial implications on union and states and creating better infrastructural facilities to the people
This presentation was delivered by S. Brian Samuel, PPP Coordinator, CDB at a High-Level PPP Workshop of the Caribbean Growth Forum on June 15, 2015 in Saint Lucia. For more information about PPPs in the Caribbean, visit www.caribank.org.
A presentation on what is Public, Private partnership. It also depicts the use, benefits, defects and why it should be adopted or avoided in the tourism sector.
Private sector’s role in cities regeneration drive, by Noël ChalamandaIFPRIMaSSP
The document discusses public-private partnerships (PPPs) and their role in infrastructure development and service delivery. It notes that governments face financial constraints in providing basic services and that PPPs can help attract private sector financing and expertise to address infrastructure shortcomings. Key benefits of PPPs include more efficient delivery of projects, optimal risk transfer, leveraging of private sector skills and resources, and improved accountability. The document provides several examples of successful PPP projects in different countries and sectors.
The document discusses public-private partnerships (PPP) in Bangladesh from several perspectives:
PPPs allow greater private sector involvement in delivering public services by tapping private expertise and resources. They can accelerate projects and introduce new technologies. Risks are allocated to the party best able to manage them.
Key sectors for PPP in Bangladesh include health, education, infrastructure, tourism and ICT. PPPs in health and education are premised on their importance for development and the need for cooperation across sectors.
Effective partnerships are judged on criteria of universality, equity, efficiency and accountability in delivering basic social services. Case studies found NGOs play a major role in health and are seen as more effective and
Public private partnerships are becoming increasing important as governments harness the expertise and flexibility of the private sector to make investments they could not otherwise afford. The long-term nature of these partnerships makes them different from conventional procurements or privatisation. Both partners, government and private business, must learn new methods to maximize the value for investors and taxpayers.
Public private partnership(PPP) and Safety,Risk & Benefit AnalysisYubraj Ghimire
1. The document discusses public-private partnerships (PPPs), including defining PPPs as contractual agreements between public and private entities to deliver public services or projects through risk sharing.
2. It identifies some obstacles to PPP implementation like unstable governments and lack of cooperation among agencies, and lists the main types of PPP arrangements in Nepal.
3. Risks and benefits of PPPs are analyzed, with risks including economic, financial, market, political, operations and maintenance, and environmental risks, and benefits being improved efficiency, on-time project delivery, budget certainty, and developing local private sector capabilities.
This ppt covers about public private partnerships in india and brics nations .The ppt covers in depth analysis of PPP in india and how ppp is done in brazil,russia,china,south africa .also laws and changes in fdi and rules for PP
Public-Private Partnerships (PPP): Funding Infrastructure for GhanaA Hagan
The document discusses public-private partnerships (PPPs) for funding infrastructure projects in Ghana. It outlines the benefits of PPPs, including risk sharing between public and private sectors and leveraging private financing. It also discusses Ghana's economic sectors and priorities for infrastructure development in energy, environment, transportation and ICT. Key needs include increasing access to electricity, roads and expanding oil/gas production while ensuring sustainability. PPPs are presented as an approach to help meet Ghana's infrastructure investment needs.
The document discusses public-private partnerships (PPPs) in agriculture in India. It defines PPPs as contractual agreements between public and private entities to deliver a service, where both parties share risks and rewards. Common PPP models in India include Build-Operate-Transfer (BOT) models for infrastructure projects. PPPs in agriculture are needed due to India's growing population and food demands, slow agricultural growth rate, and need for private sector investment in seeds, mechanization, and irrigation to boost the sector.
Public-private partnerships (PPPs) involve private entities participating in or supporting public infrastructure provision. Key characteristics include shared participants, resources, risks, and focus on long-term services. PPPs can occur at the project or policy level. Reasons for PPPs include budget deficits, aging infrastructure, efficiency gains, and introducing competition. Common PPP models include build-operate-transfer (BOT) where the private sector finances, builds, operates, then transfers ownership to the public sector. PPPs are suitable for transport, water, health, education, and other facilities if the right legal and political frameworks and private sector capacity exist. Benefits include risk allocation and value for taxpayers, while pitfalls include complexity and
This document is a compendium of case studies of 15 public-private partnership projects in India. It was published by the Public-Private Partnership Cell of the Department of Economic Affairs, Ministry of Finance, Government of India. The case studies cover different infrastructure sectors and PPP structures. They describe each project, highlighting lessons learned around project preparation, procurement, development and risk allocation. The goal is to understand challenges in PPPs and identify best practices to improve future projects.
The paper on real estate development is based on cost analysis and revenue generation of United World Trade Centre, Tripureshwor under land-lease agreement with T.U., Nepal
PUBLIC PRIVATE PARTNERSHIP IN HEALTH SECTORfarhad240669
This document discusses public-private partnerships (PPPs) in the health sector in Bangladesh. It defines PPPs as contractual agreements between public agencies and private sectors to deliver public services by sharing risks and rewards. The document outlines the goals, objectives, concepts, and principles of PPPs. It discusses global PPP contexts and scenarios in Bangladesh. It examines PPP approaches, targeted outcomes and benefits, challenges, risks, and opportunities of PPPs in the health sector. The key points are accelerating investments, improved quality, timely delivery, reduced costs, and innovative solutions through PPPs in health infrastructure and services.
Public-Private Partnerships - Business & Legal IssuesLou Milrad
This document discusses public-private partnerships (P3s) and provides an overview of their key aspects. It defines P3s as cooperative ventures between public and private sectors that allocate resources, risks, and rewards to best meet public needs. The document outlines various P3 models and their characteristics. It also addresses the advantages and challenges of P3s, how to allocate risks, examples of P3 experience in Canada and other countries, and generally positive public opinion of P3s.
Public private partnership sustainable growthRutvij Bhutaiya
A public-private partnership (PPP) is a cooperative agreement between a public sector entity and private sector entity. The document discusses several examples of PPPs in India including a mobile hospital partnership and the National Institute for Smart Government. PPPs can provide sustainable growth by sharing goals, resources, risks, and benefits between public and private partners. They allow governments to develop infrastructure and services while transferring risks to the private sector. However, PPPs also carry risks that must be carefully managed.
How UAE is driving smart sustainable cities: key achievements and future cons...Saeed Al Dhaheri
This presentation was delivered during the Schneider Electric Power to the cloud 2016 event in April in Dubai. The presentation highlights the role of UAE in leading and driving smart sustainable cities locally and globally. Also provides insights into achievements of Dubai Smart cities program and what other cities in UAE is doing to transform into smart cities.
Finally, provides considerations for how to successfully transform into a smart city
The document defines public-private partnership (PPP) as an arrangement between a government entity and private sector entity, where the private sector provides public assets/services, makes investments, and manages projects for a specified time period while sharing risks with the government. PPP has emerged as a viable solution for e-governance by enabling funds and skills from the private sector to be utilized for projects. Some common PPP models used for e-governance projects include BOOT, BOO, BOT, and joint ventures. The document discusses several Indian e-governance projects implemented using different PPP models like Bangalore One, AP Online, and Passport Seva Project.
This document discusses the need for "light and fast" funding instruments in EU innovation policy to better support disruptive web-based innovation. It provides examples from Italy, the UK, and US of small, simple prize-based programs that have successfully funded innovative projects. While some object that such programs are not allowed, too labor intensive, or lack critical mass, the document argues these objections can be addressed by integrating small, challenge-driven funding into existing programs, using peer support networks, and focusing on ex-post evaluation of results rather than ex-ante requirements. It recommends the EU adopt similar light and fast funding mechanisms to better support innovative web companies and technologies.
A public–private partnership (PPP) is a government service or private business venture which is funded and operated through a partnership of government and one or more private sector companies
The PPP projects are good as it do not put financial implications on union and states and creating better infrastructural facilities to the people
This presentation was delivered by S. Brian Samuel, PPP Coordinator, CDB at a High-Level PPP Workshop of the Caribbean Growth Forum on June 15, 2015 in Saint Lucia. For more information about PPPs in the Caribbean, visit www.caribank.org.
A presentation on what is Public, Private partnership. It also depicts the use, benefits, defects and why it should be adopted or avoided in the tourism sector.
Private sector’s role in cities regeneration drive, by Noël ChalamandaIFPRIMaSSP
The document discusses public-private partnerships (PPPs) and their role in infrastructure development and service delivery. It notes that governments face financial constraints in providing basic services and that PPPs can help attract private sector financing and expertise to address infrastructure shortcomings. Key benefits of PPPs include more efficient delivery of projects, optimal risk transfer, leveraging of private sector skills and resources, and improved accountability. The document provides several examples of successful PPP projects in different countries and sectors.
The document discusses public-private partnerships (PPP) in Bangladesh from several perspectives:
PPPs allow greater private sector involvement in delivering public services by tapping private expertise and resources. They can accelerate projects and introduce new technologies. Risks are allocated to the party best able to manage them.
Key sectors for PPP in Bangladesh include health, education, infrastructure, tourism and ICT. PPPs in health and education are premised on their importance for development and the need for cooperation across sectors.
Effective partnerships are judged on criteria of universality, equity, efficiency and accountability in delivering basic social services. Case studies found NGOs play a major role in health and are seen as more effective and
Public private partnerships are becoming increasing important as governments harness the expertise and flexibility of the private sector to make investments they could not otherwise afford. The long-term nature of these partnerships makes them different from conventional procurements or privatisation. Both partners, government and private business, must learn new methods to maximize the value for investors and taxpayers.
Public private partnership(PPP) and Safety,Risk & Benefit AnalysisYubraj Ghimire
1. The document discusses public-private partnerships (PPPs), including defining PPPs as contractual agreements between public and private entities to deliver public services or projects through risk sharing.
2. It identifies some obstacles to PPP implementation like unstable governments and lack of cooperation among agencies, and lists the main types of PPP arrangements in Nepal.
3. Risks and benefits of PPPs are analyzed, with risks including economic, financial, market, political, operations and maintenance, and environmental risks, and benefits being improved efficiency, on-time project delivery, budget certainty, and developing local private sector capabilities.
This ppt covers about public private partnerships in india and brics nations .The ppt covers in depth analysis of PPP in india and how ppp is done in brazil,russia,china,south africa .also laws and changes in fdi and rules for PP
Public-Private Partnerships (PPP): Funding Infrastructure for GhanaA Hagan
The document discusses public-private partnerships (PPPs) for funding infrastructure projects in Ghana. It outlines the benefits of PPPs, including risk sharing between public and private sectors and leveraging private financing. It also discusses Ghana's economic sectors and priorities for infrastructure development in energy, environment, transportation and ICT. Key needs include increasing access to electricity, roads and expanding oil/gas production while ensuring sustainability. PPPs are presented as an approach to help meet Ghana's infrastructure investment needs.
The document discusses public-private partnerships (PPPs) in agriculture in India. It defines PPPs as contractual agreements between public and private entities to deliver a service, where both parties share risks and rewards. Common PPP models in India include Build-Operate-Transfer (BOT) models for infrastructure projects. PPPs in agriculture are needed due to India's growing population and food demands, slow agricultural growth rate, and need for private sector investment in seeds, mechanization, and irrigation to boost the sector.
Public-private partnerships (PPPs) involve private entities participating in or supporting public infrastructure provision. Key characteristics include shared participants, resources, risks, and focus on long-term services. PPPs can occur at the project or policy level. Reasons for PPPs include budget deficits, aging infrastructure, efficiency gains, and introducing competition. Common PPP models include build-operate-transfer (BOT) where the private sector finances, builds, operates, then transfers ownership to the public sector. PPPs are suitable for transport, water, health, education, and other facilities if the right legal and political frameworks and private sector capacity exist. Benefits include risk allocation and value for taxpayers, while pitfalls include complexity and
This document is a compendium of case studies of 15 public-private partnership projects in India. It was published by the Public-Private Partnership Cell of the Department of Economic Affairs, Ministry of Finance, Government of India. The case studies cover different infrastructure sectors and PPP structures. They describe each project, highlighting lessons learned around project preparation, procurement, development and risk allocation. The goal is to understand challenges in PPPs and identify best practices to improve future projects.
The paper on real estate development is based on cost analysis and revenue generation of United World Trade Centre, Tripureshwor under land-lease agreement with T.U., Nepal
PUBLIC PRIVATE PARTNERSHIP IN HEALTH SECTORfarhad240669
This document discusses public-private partnerships (PPPs) in the health sector in Bangladesh. It defines PPPs as contractual agreements between public agencies and private sectors to deliver public services by sharing risks and rewards. The document outlines the goals, objectives, concepts, and principles of PPPs. It discusses global PPP contexts and scenarios in Bangladesh. It examines PPP approaches, targeted outcomes and benefits, challenges, risks, and opportunities of PPPs in the health sector. The key points are accelerating investments, improved quality, timely delivery, reduced costs, and innovative solutions through PPPs in health infrastructure and services.
Public-Private Partnerships - Business & Legal IssuesLou Milrad
This document discusses public-private partnerships (P3s) and provides an overview of their key aspects. It defines P3s as cooperative ventures between public and private sectors that allocate resources, risks, and rewards to best meet public needs. The document outlines various P3 models and their characteristics. It also addresses the advantages and challenges of P3s, how to allocate risks, examples of P3 experience in Canada and other countries, and generally positive public opinion of P3s.
Public private partnership sustainable growthRutvij Bhutaiya
A public-private partnership (PPP) is a cooperative agreement between a public sector entity and private sector entity. The document discusses several examples of PPPs in India including a mobile hospital partnership and the National Institute for Smart Government. PPPs can provide sustainable growth by sharing goals, resources, risks, and benefits between public and private partners. They allow governments to develop infrastructure and services while transferring risks to the private sector. However, PPPs also carry risks that must be carefully managed.
How UAE is driving smart sustainable cities: key achievements and future cons...Saeed Al Dhaheri
This presentation was delivered during the Schneider Electric Power to the cloud 2016 event in April in Dubai. The presentation highlights the role of UAE in leading and driving smart sustainable cities locally and globally. Also provides insights into achievements of Dubai Smart cities program and what other cities in UAE is doing to transform into smart cities.
Finally, provides considerations for how to successfully transform into a smart city
The document defines public-private partnership (PPP) as an arrangement between a government entity and private sector entity, where the private sector provides public assets/services, makes investments, and manages projects for a specified time period while sharing risks with the government. PPP has emerged as a viable solution for e-governance by enabling funds and skills from the private sector to be utilized for projects. Some common PPP models used for e-governance projects include BOOT, BOO, BOT, and joint ventures. The document discusses several Indian e-governance projects implemented using different PPP models like Bangalore One, AP Online, and Passport Seva Project.
The document discusses key economic developments and initiatives in India in 2023. It summarizes that India continued strong economic growth in 2023, hosted the G20 presidency, raised funds through green bonds, and launched initiatives like the Mahila Samman Savings Certificate to promote financial inclusion. It also outlines major achievements of the Department of Economic Affairs and the Department for Promotion of Industry and Internal Trade, including production-linked incentives, startups, infrastructure projects, reforms to promote ease of doing business, and growth in key economic indicators. The document concludes with details on foreign direct investment trends in India.
Study of Different Public-Private Partnership (PPP) Model for the Road Infras...IRJET Journal
This document discusses public-private partnerships (PPPs) for road infrastructure projects in India. It provides an overview of different PPP models used in India, including build-operate-transfer (BOT), BOT-toll, and BOT-annuity models. It also discusses the advantages and challenges of using PPP models for road projects in India, such as risks related to land acquisition, project costs, and financing. The key PPP models currently used for national highway projects in India are BOT-toll, BOT-annuity, and the hybrid annuity model.
The document discusses methods for analyzing the costs and revenue generation of infrastructure projects such as shopping malls. It identifies key factors that determine initial project costs, including the project specification, location, procurement method, site characteristics, whether it is new construction or improvements, and tax liabilities. Revenue is generated through leasing land and facilities to businesses through lease agreements that can last 30 years or more. The main sources of funding discussed are land-based financing methods like leasing or selling public land, land pooling, land development fees, property taxes, and capital gains taxes.
2.3. SMART CITY - glenn andrew hughes pw c_smart city summit keynote speechChuong Nguyen
Glenn Andrew Hughes of PwC presented on financing solutions and public-private partnerships for building smart cities. He discussed key global and local urbanization trends, including rapid urbanization, aging populations, and climate change impacts. Hughes also outlined Vietnam's smart city development story and priorities such as e-government, transportation, and resource management. Some challenges to smart city implementation are lack of funding, policies, citizen participation, and infrastructure. PwC proposed a three-tier development model for public-private partnerships with varying partnership models as cities progress in their smart development. Managing risks such as corruption, contract changes, and permitting will also be important.
This document proposes a cloud-based project management system called the Glocal Program
Management System (GPMS) that facilitates monitoring and evaluation of complex projects involving
multiple stakeholders across different levels from local to global. It argues that to achieve ambitious goals
like the UN's Sustainable Development Goals by 2030, project management needs to go beyond individual
enterprises and engage all stakeholders on a single platform with shared access to validated data in real-
time. The document introduces Transportal, an Indian citizen engagement platform, as an example of an
ICT system that can operate across organizations and jurisdictions to improve transparency, accountability
and governance when managing large-scale, long-term programs.
This paper on citizen engagement in public funded projects and programs won the Best Paper award in PMI India's National Conference 2016 held at Mumbai. Public policy governance and corporate governance have to go beyond the enterprise to embrace all stakeholders and even the public at large to ensure efficient deliveries of goods, services and consultancies. Only by doing this, better returns on investments can be ensured. To cite an example, in order to ensure that Sustainable Development Goals are actually achieved globally by 2030, it is necessary to bring all stakeholders to the same platform to responsibly share information relating to the programs aimed at achieving the 17 SDGs. All the stakeholders need to access the same validated data, to facilitate facts based decisions at each level- global to local. Timely interventions are possible only when diverse data is processed, collated and analysed and made available in real time, by generation of appropriate alerts and delegation of tasks. We need to build TEAM one world to achieve success. We need to focus on public good rather than private gains. How the state of art ICT infrastructure of cloud computing, mobile apps etc can be fine tuned to deliver complex programs and projects, involving glocal stakeholders is proposed to be demonstrated live using the in house built TRANSPORTAL.
The document discusses public-private partnership (PPP) models for infrastructure projects, specifically for highways in India. It provides definitions of PPP and explains various PPP models used for highway projects, including build-operate-transfer (BOT), design-build-operate-transfer (DBOT), and others. It outlines the need for PPP to attract private investment for highway development and maintenance. The document also discusses factors that affect the success of PPP projects such as risk allocation, financial viability, traffic volume, and monitoring during project implementation.
PMI India encourages professionalism in project management by conducting a Paper presentation competition every year in its National Conference. The 2016 National Conference held as Mumbai had five themes and this paper on Emerging Trends in Project Management was declared the WInner.
This document discusses opportunities for governments to utilize cognitive business robotics and AI technologies. It suggests that governments build a strategic framework focused on data and improving citizen services. Automating administrative processes using AI and robotics could save governments significant time and money based on estimates from the US. The document proposes that governments work with AI solution providers to configure "country wide coworkers" to automate processes while keeping data and safety controls within their own country.
This document discusses public-private partnerships (PPPs) and their potential application in Ghana to help fund infrastructure projects. It outlines several key areas where PPPs could help deliver economic and social infrastructure in Ghana, such as roads, energy, ICT, education and health. The document also discusses the benefits of PPPs, how they are structured, and lessons learned from other countries' experiences with PPPs. It notes that while PPPs show promise, Ghana faces challenges in funding its estimated $10.5 billion infrastructure investment needs over the next few years due to budget constraints.
This document summarizes a case study of a public-private partnership (PPP) model for an underground sewerage scheme in Alandur municipality, India. Key points:
1. The PPP involved a BOT operator investing Rs. 7 Cr to build and operate a sewage treatment plant for 14 years, with the municipality paying per MLD of sewage treated.
2. Unique aspects included public contribution of Rs. 5000 per household to fund the project, addressing public demand.
3. This was India's first sewerage scheme and STP project using the PPP and BOT models, demonstrating good governance through alternative financing.
This document discusses designing and implementing e-government strategies. It begins with defining e-government and the reasons for developing an e-government strategy. Key components of an e-government strategy are identified as the conceptual framework, business case, implementation process, and measurement of results. India's National e-Governance Plan is provided as a case study example. The document concludes by discussing the implications of e-government strategies for the World Bank's support and assistance to client countries.
The document discusses recommendations from a committee chaired by Dr. Vijay Kelkar on reviving public-private partnerships (PPPs) in India's infrastructure development. The committee recommended amendments to PPP contracts, policies, and institutions to make them more outcome-focused and improve dispute resolution, risk allocation, and private sector participation. Key recommendations included changes to model concession agreements, establishing new committees and tribunals to facilitate PPP projects and resolve disputes, and adopting new funding models like the Hybrid Annuity Model. The success of PPPs in India going forward will largely depend on changes in the attitudes of government agencies and other public authorities working with the private sector.
The document discusses public-private partnerships (PPPs) models for e-governance and analyzes Singapore's e-Procurement project (GeBIZ) as a case study. Key PPP models for e-governance include build-own-operate-transfer, build-own-operate, and build-operate-transfer. GeBIZ was a successful PPP between the Singapore government and a private partner to create a centralized online procurement system. The project increased transparency, reduced costs, and saw over $10 billion in online transactions by 2005. The document concludes that PPPs are a viable model for developing e-governance solutions when customized to each country's needs.
The ASEAN PPP Summit: The Public-Private Partnership Model and its Merits in Attracting Foreign Direct Investments, is the leading regional forum on infrastructure investment in Southeast Asia.
On April 4th, the 2019 ASEAN PPP Summit, held at the Marriott Marquis Queens Park, Bangkok, was a resounding success. The Mahanakorn Partners Group (MPG), together with the Thai-Italian Chamber of Commerce (TICC), the American Chamber of Commerce in Thailand (AMCHAM), the European Association for Business and Commerce (EABC), the French-Thai Chamber of Commerce (FTCC), the German-Thai Chamber of Commerce (GTCC) and Joint Foreign Chambers of Commerce in Thailand (JFCCT), welcomed industry leaders, governmental officials, infrastructure investors and developers along with the international news media.
G20 investment & infrastructure working group - Ulya Pasaogullari, TurkeyOECD Governance
This document discusses collective action by the G20 to promote inclusive and robust growth through cooperation on macroeconomic policies, financial regulation, development issues, and other areas. It outlines the Turkish presidency's focus on inclusiveness, implementation, and investment. Specific topics mentioned include improving infrastructure investment, facilitating long-term financing, developing local bond markets, supporting SMEs, optimizing multilateral development banks, and strengthening public-private partnerships.
Electrical Testing Lab Services in Dubai.pdfsandeepmetsuae
An electrical testing lab in Dubai plays a crucial role in ensuring the safety and efficiency of electrical systems across various industries. Equipped with state-of-the-art technology and staffed by experienced professionals, these labs conduct comprehensive tests on electrical components, systems, and installations.
Electrical Testing Lab Services in Dubai.pptxsandeepmetsuae
An electrical testing lab in Dubai plays a crucial role in ensuring the safety and efficiency of electrical systems across various industries. Equipped with state-of-the-art technology and staffed by experienced professionals, these labs conduct comprehensive tests on electrical components, systems, and installations.
The Fraud Examiner’s Report –
What the Certified Fraud Examiner Should Know
Being a Virtual Training Paper presented at the Association of Certified Fraud Examiners (ACFE) Port Harcourt Chapter Anti-Fraud Training on July 29, 2023.
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Smart republic 2018
1. CENTRE OF EXCELLENCE FOR
GOVERNANCE, ETHICS AND
TRANSPARENCY (CEGET)
Promoting pragmatic approaches around UNGC Principle 10 and SDG 11
GLOBAL COMPACT NETWORK INDIA (GCNI)
2. About Us:
• The United Nations Global Compact (UNGC) is the largest voluntary corporate citizenship
initiative in the world offering a unique platform to engage companies in responsible business
behaviour through the Ten Principles focusing on human rights, labour standards, the
environment and anti-corruption. Global Compact Network India (GCN) India
http://globalcompact.in/ formed in 2000 and registered as non-profit society in November 2003
functions as the Indian Local Network of the UNGC. By incorporating the Global Compact
principles into strategies, policies and procedures, and establishing a culture of integrity, GCNI
encourages companies to uphold their basic responsibilities to people and planet. At present, the
India network ranks among the top 3, out of the 102 local networks in the world.
GCNI established the Centre of Excellence for Governance, Ethics and Transparency (CEGET)
(http://ceget.in/) in 2015, with the overall objective of developing a premier knowledge repository
that conducts innovative action research and training, provides a platform for dialogue and
communication and facilitates systematic policy initiatives for strengthening transparency and
ethics in business. The goal of CEGET is to bring in diverse stakeholders on a common platform to
deliberate upon challenges, exchange best practices, and make policy recommendations to promote
responsible business standards, across various sectors. CEGET has aligned its mandate around SDG
11 and committed to the agenda of Urban transformation.
3. Encompassing SDG 11 in India: Key Commitments
Some major activities of CEGET in SDG 11 and Smart City initiatives:
Framework for Governance of Smart Cities
• Developed 10 Pillar Framework of Governance of Smart Cities
• The framework was piloted and implemented in Pune Smart City over 12 months
• U.N. University (Portugal) intends to convert the Framework into a training module
Public Private Partnerships (PPP)
• Developed PPP frameworks for Infrastructure and IT sector
• Developed an accounting model for Grantor-Concessionaire entities
• Promoted PPP guidelines and tools in the Smart City project implementation (Pune)
Risk Assessment
• Conducted Risk Assessment studies with focus on Infrastructure sector
• Developed toolkits for assessing and mitigating risks of doing business in India – for businesses as well as government
• Held Focused Group Discussions (FGDs) with stakeholders in Tamil Nadu and Karnataka
Compliance and Smart Governance
Developed IT-enabled comprehensive compliance management solution for smart city with support from a KP
The tool ensures statutory compliances to all laws applicable to the Special Purpose Vehicles (SPVs)
4. Framework for Governance of Smart Cities: The 10 pillars
Establish definition of Smart City
with all Services, Solutions and
Products
Develop Smart City Components,
Master Plan and Roll out plan
Align with Existing Guidelines and
Best Practices
Define and develop sustainable
Business/Financial Models/Clarity
on funding options and plans
Define and Establish Decision
making structures, Responsibility
matrix and Accountability with SPV
framework
Enable and Ensure extensive
industry participation in smart
cities with clear deliverables and
milestones
Establish clear monitoring and
evaluation system - Framework and
parameters against timelines and
deliverables
Build Capacity of the SPV Officials
and Use Project Management
Consultant for support
Encourage participation and
innovation by local
industry/Encourage
entrepreneurship
Establish Procurement policies and
guidelines, Define Procurement
Process and Effective compliance
models
5. POC: Various Elements and Facets
• This Proof of Concept has emerged from a grounded process of ten months and its pilot
testing for another twelve months.
• Every pillar of the Governance framework of the Smart Cities is expounded into four
heads – Key Elements, Performance Indicators, Targeted Outcomes and Challenges.
• This framework will benefit city, state and central governments as well as businesses
participating in Smart Cities projects. This framework will ensure governance and
transparency at every stage of smart city projects which in turn encourage more national
and international businesses to invest and bid for projects.
• The Governance Framework will eventually benefit - Citizens, Government Entities and
Business Stakeholders and instill a feeling of inclusiveness, transparency and an
involvement in the Decision – making process.
• A meticulous plan has been set in a definitive timeline to accomplish the implementation
of POC. POC will be monitored and evaluated every quarter & appropriate decision will
be taken for course correction and to overcome various challenges.
6. POC: Recommendations and Prospects
• Smart city projects involve large investment and procurement is a major part of it.
Government should create policy for procurement of goods and services.
• Development for policy framework for private investment in urban sector
• Data sharing between smart cities so best practices and concepts can be adopted
• Institutions for capacity building and attracting new talent
• Cities should develop or look for best practices and frameworks for smart city
development from around the world.
• Citizens participation should increase incrementally in every stage of the project
• Ease of doing business in country to encourage international companies to bid for
projects and invest in smart cities
• Cities should partner with universities, nonprofit groups and private sector while
developing Smart City initiatives.
7. • PPP is an arrangement between Govt. entity & Private entity for provision
of Public Asset or Public Service, where there is a predetermined allocation
of Risk between Public entity & Private entity
• Small-scale infrastructure projects developed on public-private partnership
(PPP) can expedite development of smart cities.
• Cities have limited resources and must engage the private sector to meet
infrastructure and service needs.
• The private sector not only generates wealth and jobs, but also innovates
and improves public delivery systems.
• We cannot build world-class cities with public funds alone. PPPs facilitate
economic growth on a scale and timeline that would be impossible without
private capital.
8. Designed to comprehensively demystify the key aspects of PPP projects in
Infrastructure sector
PPP Framework for
Infrastructure Sector
• Under the Smart Cities Mission of GoI, infrastructure has been one of the major thrust areas in all the major cities
• National and international Case studies about PPP Projects from various sectors also examined
• Deliberates on the various stages of PPP projects including procurement process and implementation.
Developed to address the implementation of PPP Projects in the Infrastructure Sector (with
major IT component)PPP Framework for IT Sector
• Recently, several strategic e-Governance initiatives of the GoI and the State Govts being executed in PPP with IT industry
• IT component has become integral to large number of projects and so a separate RFP is published for same
• It provides a more transparent and balanced business environment to avoid any roadblocks
Defines and streamlines the process of effective implementation of Accounting Framework for
Concessionaire & Grantor
PPP Accounting framework for
Grantor - Concessionaire
• PPP projects are awarded by Govt Authority (Grantor) to various private companies (Concessionaire)
• In absence of any accounting standard of PPPs in India, it becomes imperative to have an Accounting Framework
• Expounds the rights and liabilities and services to be provided by Grantor - Concessionaire
Public – Private Partnerships:
The sine qua non for Smart Cities’ projects
9. Various Phases of the PPP Framework:
Phase 1
Project
Identification
Phase 2
Full Feasibility
Study and PPP
Due Diligence
Phase 3
Procurement,
Final Approval
and Award
Phase 4
Contract
Management
and
Monitoring
Exit Strategy
10. Key Learnings and Observations from Case Studies:
Bangkok Skytrain:-
1. Quality of Market Assessment (Ridership forecast): Ridership forecast is the key input in
revenue setting & is directly linked to revenue against which cost & return are set off.
2. Stakeholders Support: For project like this which was of large magnitude, it is important for
government agency to garner adequate public support to ensure smooth implementation.
3. Financial instability: International & national financial stability gives project financial stability in
long run (Asian financial crisis hit in 1997)
4. Approvals from multiple entities: Existence of multiple authorities led to delays, decision
reversal & increase in cost in implementation. Single window clearance is advisable.
5. Interconnectivity issues between different projects: There was no interconnectivity between
BTS & underground transit system and also different tickets for both systems. So, cars were
used. Also, malls were not connected.
6. PPP Laws and Regulations: Inadequate, overlapping and ambiguous laws and regulations.
11. Case Studies (Contd.)
Delhi – Gurgaon Expressway:-
1. Land Acquisition process: In thickly populated areas, apart from difficulty in acquisition, there
is a risk of not providing the land within reasonable time impacting the overall schedule of the
project.
2. Approval from multiple agencies: More than 15 govt. bodies were involved in the project.
Grants and approvals become a time - consuming and cumbersome process.
3. Support from Stakeholders: Public support for land acquisition and road expansion activities
should be ensured through a continuous dialogue with the affected individuals, especially when
two or more states are involved.
4. Outdated Traffic forecast: Traffic studies conducted almost a decade before. Unexpected high
number of vehicles led to heavy queues at toll booth and delays in traversing stretches.
5. Judicial impediments: There were no risk mitigation measures incase the revenue from
projects stops due to court orders.
12. COMPLETE PROCESS ORGANOGRAM
Strategic Planning Finalizing Strategic Planning
Project 1. Preliminary Need Assessment 1.Pre – Feasibility Analysis
Identification 2. Identifying Project which will meet service need 2.PPP Suitability Check
3. Expression of Project Need 3.Suitability Criteria & Drivers Value
4. Assigning PPP Process management team 4.PPP family decision tree
Financial Study Technical & Risk Study Market Feasibility
1. Financial Feasibility 1. Technical Feasibility 1. Market Analysis & Project Scope
Feasibility Study
& PPP Due2. Value for Money 2. Social Feasibility 2. Need Analysis
3. Economic Feasibility 3. Environmental Feasibility 3. Option Analysis Diligence
2. Risk studies
3. Redefined PPP Mode
Pre – Procurement Activities
Procurement,
1. Land acquisition & Right of way
Final Approval & 2. Shifting of Utilities, Approvals & Clearance
Award 3. Choosing best suitable Procurement method
4. Design of procurement process
5. Preparing for procurement
Procurement Process
1. Procurement Process
2. Expression of Interest (EOI)
3. Request for Proposal (RFP)
4. Selection of Preferred bidder
Risk, Rare Events & Finance Monitoring Activities Contract Management Activities
1. Risk Management 1. Performance Monitoring & Review 1. Development Stage
2. Handling Rare events 2. Regular reporting mechanism 2. Construction Stage
3. Other important activities 3. Escalation mechanism 3. O & M Stage
4. Financial Closure 3. Managing Issues & disputes 4. Exit Stage
Contract
Management&
Monitoring
13. Exit Strategy Steps Exit Strategy Process
1. Phasing out over time
1. Steps for Phasing down & Handover
Exit Strategy 2. Alternate Strategy to Phasing Down
2. Transfer of responsibility 3. Documentation
3. Phasing Out 4. Clauses to Exit services
5. Clauses for Service Transfer Agreement
Other PPP
Project related
activities
1. Environmental Impact Assessment
2. Social Impact Assessment
3. Contract Management Plan template
4. Performance Monitoring
5. Key Performance Indicators
6. Handling rare events (Contingencies)
14. Risk Assessment Framework: Infrastructure Sector
Transport
Energy
Water and Sanitation
Communication
Social and Commercial Infrastructure
15. Risk Assessment Studies: Mapping the Risks
Focus upon the risk of doing business in infrastructure in India and measures to
mitigate and overcome risks. The study is to be conducted in the following areas:
Market Entry Risks
•The Political
Environment
•EODB / Land
Acquisition
•Market Condition
•Collaborative
Partnering Risks
Operational Risks
•Pre-operative Risks
•Procurement &
Vendor Related
Risks
•Internal fraud
•Construction Phase
Risks
•Technological Risks
•Labour Risks
Financial Risks
•Market Risk
•Credit Risk
•Liquidity Risk
•Inflationary Risk
Strategic Risk
•Social &
Environmental Risks
•Compliance Risks
•Strategic Forecast
Risks
•Innovation Risks
•Intellectual Property
Risks
Mitigating Risks
•Suggest/formulate
various practices,
policies, audit
mechanisms
•Address all the 4
risk areas
•Increase awareness
of key risks
•Improving
accountability and
transparency
16. Risk Assessment Study: The Toolkits
Toolkit 1:
Type : Interactive
Purpose: To assist new and existing businesses in assessing and mitigating risks for an effective
decision making at a “BUSINESS LEVEL”.
Proposed Outcome: To help businesses in making a decision towards initiating/continuing business
in India in the infrastructure sector
Target Audience: Business Stakeholders
Toolkit 2:
Type : Interactive
Purpose: To assist Policy-makers in assessing and mitigating risks for an effective decision making at
a “POLICY MAKING LEVEL”.
Proposed Outcome: To help policy makers in taking effective decisions while executing
infrastructure projects in India.
Target Audience: Policy Makers/Govt stakeholders.
17. Buy-in from Government and Businesses
• GCNI – CEGET signed a five year MoU with Pune Smart City
Development Corporation (July 2016 – June 2021) to provide advisory
in governance practices
• The Ministry of Housing and Urban Affairs (MoHUA) is referring to the
PPP and Risk Framework of GCNI – CEGET for developing their
advisory
• Through the creation of a level playing field in Pune the number and
quality of businesses interested in and bidding for Pune smart city
projects has substantially increased
• Pune city has requested to sign an MoU on making it a sustainable an
resilient city
18. THANK YOU
Shabnam Siddiqui
Director
Centre of Excellence for Governance, Ethics and Transparency
UN Global Compact Network India
Scope Minar, Core 3, 5th Floor; Laxmi Nagar; Delhi – 110092.
Mob: +91.95999.57997
Ph No: +91-11-22406496
Email: gcnicoe@gmail.com Website : www.ceget.in
Notes de l'éditeur
* POC can be accessed at - http://ceget.in/wp-content/uploads/2017/12/GCN_Smart_City_8Dec2017.pdf