Proceedings of the 14th Meeting of the
Transport and Communications Working Group
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management toolkit has been also recently adopted, which will be also integrated with a
database of PPP projects currently maintained by the PPP Unit.
In order to perform the case study, a number of public and private entities have been consulted
as well as international organizations. Project examples were also analyzed including the
following: Abidjan Bus Rapid Transit, Second Container Terminal of the Port of Abidjan, Henri
Konan Bédié Bridge in Abidjan, Abidjan–Ouagadougou–Kaya railway line.
The following main findings and challenges were highlighted with reference to the elements of
the conceptual framework:
 Strategy and policy: PPPs are a cornerstone of the National Development Plan adopted in
2016 to deliver assets reducing the burden on state resources. PPP is also deemed strategic
to deliver higher quality services compared to the ones provided by the public entities. A
project portfolio of PPPs is also managed by PPP Unit. However, PPPs are not identified and
planned as part of transport plans and sector regulatory frameworks.
A dedicated PPP framework has been adopted in 2012which has been also recently amended
in 2018. A Central PPP Unit and departments have been established within the main
institutions involved in PPPs and the PPP Unit also proves to be effective in promoting,
developing and monitoring the PPP policy and projects.
A mix of international and regional – CFA – currencies are adopted in PPP contracts to
mitigate macroeconomic risks. The use of demand guarantees is not frequent and the shared
implementation responsibility approach has been adopted in some projects to improve
project bankability and mitigate financial credit risks.
 Pre-tendering decision process. Project preparation takes into consideration appraisal and
risk management tools andmethodologies. Capacity building and promotion of the extensive
application of risk management practices and toolkit is however in the needed focus.
National competence and advisory services are a valuable asset within the public
administration (Bureau National d’Etudes Techniques et de Développement BNETD). On the
other hand, the interviewed institutions complain about the lack of financial resources to
perform internal feasibility analyses.
 Procurement and contracting. The PPP law encourages public tender but allows direct
negotiations, which are not infrequent. Some private groups appear to be overrepresented
in PPP initiatives which might reduce market competition.
Some weaknesses with respect to the monitoring of projects including their possible impact
on state budget were found as part of previous reviews by Ivorian Authorities. Accordingly,
a risk management toolkit has been recently adopted by the PPP Unit together with the
PFRAM tool at the Ministry of Budget for the appropriate monitoring and follow up of PPPs.
 Construction and operation. A Project Management Unit is generally in charge of managing
and monitoring PPP projects. At present contract, monitoring is not undertaken in the
perspective of risk management. However, the toolkit for PPP risk management recently