managers must carefully navigate varying requests
coming from a range of public and private stakeholders, says Wachira Gervasio, PMP, project
superintendent for Kenya Power in Nairobi, Kenya.
Con;icting pressures from key stakeholders can
tempt project managers to make promises they can’t
deliver, like agreeing to overly aggressive timelines
or unrealistic return scenarios. ;at may be a short-term solution, but it spells disaster in the end. “Don’t
rush the planning process,” Mr. Gervasio advises.
To create a plan that will deliver a viable ROI,
project and program managers should identify past
PPP projects that can serve as a roadmap. Reviewing
lessons learned can help con;rm whether the team
for all PPP projects, providing project advisory and
facilitation services. ;e country has also set up
formal rules for ;nancing, risk sharing and project
management. All of this has helped spur the success
of the country’s ;rst PPP project: the Muntinlupa-
Cavite Expressway, which was completed success-
fully in July 2015.
;at project was delivered in partnership with
Ayala Corporation Infrastructure Holdings, an
infrastructure development group that invested
PHP2.2 billion to support the project, including
a PHP902 million up-front cash payment to the
government. In exchange, Ayala will operate and
maintain the new road for 30 years, generating a
return on the investment through tolls.
;e government is now bidding out 13 more
projects, including airport terminal, rail, highway,
prison and water infrastructure projects.
“;e Philippines is taking the lead in Southeast
Asia in developing successful PPP projects,” Mr.
North says. “We are optimistic that more will come
out of this country.”
FROM DEAL TO DELIVERABLES
Once projects are funded, project and program
“Good risk allocation is critical
to attracting the private
sector to these projects. Once
the first deal closes, the next
ones are easier.”
—Alexander Nicholas Jett, Asian Development Bank,
Manila, the Philippines
Tollbooths on the
Expressway in the Philippines