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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.

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.

The goal of this book is to shed light on the extent to which Nigeria's much improved economic performance has impacted the labor market, and to develop a growth strategy that can enhance the employment intensity of growth. The report consists of six chapters. Chapter one provides an overview of the book's main findings, reviews Nigeria's growth performance from 2001 to 2007, and addresses the question of the sustainability of that growth performance. Chapter two analyzes the evolution of the labor market since 1999. The analysis focuses on the share of the formal and informal sectors in employment, the trend in incomes in the formal and the informal sectors, and the unemployment rate. Chapter three addresses the question of what Nigeria can do to increase the availability of quality jobs and reduce rising youth unemployment. Chapter four discusses Nigeria's industrial policy and investment environment. Chapter five proposes strategies for skills development; and chapter six analyzes the effects of restrictive trade policies.

Nigeria's Vision 2020 has expressed a bold desire for the country to be among the world's top 20 economies by the year 2020. The economy has posted impressive growth figures since 2003, driven by higher oil revenues and a series of home-grown economic reforms. The country is now firmly on the road to middle-income status. But what else do government and the private sector need to do to create the jobs and growth that will underpin the national development strategy? What are the challenges that Nigeria's businesses face today? 'An Assessment of the Investment Climate in Nigeria' provides answers to these questions. Based on a survey of 2,300 companies, it provides evidence-based recommendations designed to support Vision 2020 and the president's seven-point agenda. The authors find that government must move quickly to create jobs and reduce poverty. Key challenges include a desperate shortage of energy and a poor transportation network, as well as low levels of education and continuing unrest in the Niger delta. In addition, Nigeria's workers need to become more productive in order to compete in a globalized economy. As a matter of fact, they are less productive than workers in more dynamic countries, such as Brazil, China, and Kenya. Improving productivity will require simultaneous efforts to foster competition, improve specific aspects of the business environment, and facilitate better management and training within individual firms. In addition to the issues of productivity, Nigeria's best firms have not been able to expand their market share. Consequently, policy makers need to address and elimate obstacles to competition, including barriers to entry, convoluted taxation, property registration, and licensing.

Nigeria has a clear vision of where it wants to be. The country??s vision 2020 expresses a bold desire to be among the top twenty economies by the year 2020. The economy has posted impressive growth figures since 2003 driven by higher oil prices and a series of home-grown, economic reforms. The country is now firmly on the road to middle-income status. But what else do government and the private sector need to do to create the jobs and growth that will underpin the national development strategy? What are the challenges that Nigeria??s businesses face today? What can government do to promote job creation? What are the roles of the Federal and State governments in promoting private sector growth? This Investment Climate Analysis aims to provide answers to these questions. It is built on a 2,300 firm survey and provides evidence-based recommendations designed to support the vision 2020 and the President??s seven point agenda. Improving productivity will take simultaneous efforts to foster competition, to improve the business environment as well as to facilitate better management and training within individual firms. Nigeria??s best firms have not been able to grow their market share. To allow this to happen, policy-makers need to address and eliminate the obstacles to competition including barriers to entry, convoluted taxation, property registration and licensing.

Examining innovative ways to address Africa?s infrastructure deficit is at the heart of this analysis. Africa?s infrastructure stock and quality is among the least developed in the world, a challenge that significantly hinders economic development. It is estimated that the finance required to raise infrastructure in Sub Saharan Africa (SSA) to a reasonable level within the next decade is at US$93 billion per year, with two-thirds of this amount needed for capital expenditures. With the existing spending on infrastructure being estimated at US$45 billion per annum and after accounting for potential efficiency gains that could amount to US$17 billion, Africa?s infrastructure funding gap remains around US$31 billion a year. One approach to address this challenge is by facilitating the increase of private provision of public infrastructure services through public-private partnerships (PPPs). This approach, which is a relatively new arrangement in SSA is multifaceted and requires strong consensus and collaboration across both public and private sectors. There are several defined models of PPPs. Each type differs in terms of government participation levels, risk allocations, investment responsibilities, operational requirements, and incentives for operators. Our definition of PPPs assumes transactions where the private sector retains a considerable portion of commercial and financial risks associated with a project. In more descriptive terms, among the elements defining the notion of PPPs discussed in this study are: a long-term contract between a public and private sector party; the design, construction, financing, and operation of public infrastructure by the private sector; payment over the life of the PPP contract to the private sector party for the services delivered from the asset; and the facility remaining in public ownership or reverting to public sector ownership at the end of the PPP contract. The observations and policy recommendations that follow draw on ongoing World Bank Group PPP engagements in these countries, including extensive consultations with key public and private sector stakeholders involved in designing, financing, and implementing PPPs. The study is structured around the most inhibiting constraints to developing PPPs, as shared by all six countries.

Nigeria's vision of 2020 is a bold desire to be among the top twenty economies by the year 2020. The economy has posted impressive growth figures since 2003 driven by higher oil prices and a series of home-grown, economic reforms. The country is now firmly on the road to middle-income status. This Investment Climate Analysis is built on a 2,300 firm survey and provides evidence-based recommendations designed to support the vision 2020. Survey results represent investment climate status in Nigeria and are grouped by the following topics: firm productivity and business environment, comparison of state level investment climates, access to finance, entrepreneurship and managerial capacity in firms, and investment climate aspects. The authors conclude that stakeholder consultations on the diagnostic work, policy assessment, and design would improve Nigeria's investment climate.

Intro -- Contents -- Acknowledgments -- Acronyms and Abbreviations -- Overview -- 1. Background -- Current Status of PPP Markets in Selected Countries -- This Report -- 2. Sources of Financing -- Sources of Local Financing for PPP Projects -- Sources of International Financing for PPP Projects -- 3. The Legislative and Institutional Framework -- 4. A Well-Structured PPP Pipeline -- 5. Risk Allocation and Fiscal Management of PPPs -- 6. Medium-Term Options for PPP Financing -- Tackling High Upfront Capital Costs -- Longer-Term Local Debt Financing -- Risk Mitigation Guarantee Products -- PPP Market Failures Deriving from Country Size and Cross-Border Infrastructure Financing Constraints -- 7. Recommendations -- Developing Long-Term Financing for Infrastructure -- Strengthening Other Aspects of a Strong Enabling Environment -- References -- Boxes -- Box 2.1: Pension Funds and Investments in Infrastructure in Latin American Countries -- Box 2.2: Potential Steps for Governments to Tap Financing for Infrastructure from Institutional Investors -- Box 2.3: PIDG Facilities -- Box 3.1: Examples of Sector Reforms that Supported PPP Transactions in Kenya, Nigeria, and Senegal -- Box 5.1: The Examples of a Preferred Risk Allocation Matrix -- Box 6.1: Description of MIGA Coverage Products -- Figures -- Figure 1.1: Fiscal Flows Devoted to Infrastructure -- Figure 1.2: Infrastructure Inefficiency Waste -- Figure 1.3: Infrastructure Funding Gap -- Figure 1.4: Private Participation in Infrastructure-by Sector -- Figure 1.5: Private Participation in Infrastructure-by Sector-Excluding Telecom -- Figure 1.6: Private Participation in Infrastructure-by PPP Type -- Figure 1.7: Private Participation in Infrastructure-by PPP Type-Excluding Telecom -- Figure 2.1: Financial Life Cycle of a PPP Project -- Figure 2.2: Private Credit (US billions).