Development of Policy, Legal, and Insitutional Framework for - ppiaf
Development of Policy, Legal, and Insitutional Framework for - ppiaf
Development of Policy, Legal, and Insitutional Framework for - ppiaf
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<strong>Development</strong> <strong>of</strong> <strong>Policy</strong>, <strong>Legal</strong>, & Institutional <strong>Framework</strong> <strong>for</strong> the PPP Program in Malawi<br />
Final Report<br />
To set in place the necessary operational structures <strong>and</strong> procedures to ensure that the<br />
organisation meets its Ministry <strong>of</strong> Finance (MoF) approval objectives <strong>for</strong> each stage <strong>of</strong><br />
the feasibility study. There are accurate <strong>and</strong> timely reports with quality st<strong>and</strong>ards <strong>for</strong><br />
PPP transaction. There is one common st<strong>and</strong>ard project management system operating<br />
across all project portfolios under the control <strong>of</strong> each Project Transaction Manager,<br />
supporting IT file management, tracking <strong>and</strong> retrieval system.<br />
Criteria <strong>of</strong> Success: PPP Feasibility Approval quality st<strong>and</strong>ards are met in the<br />
presentation <strong>of</strong> Reports. Project Data is accurate, timely <strong>and</strong> well presented to<br />
enable dictions to make. That decisions are clearly communicated <strong>and</strong> accepted<br />
by those directly delivering on project deadlines.<br />
Accountability: PPP Feasibility study are conducted to a quality st<strong>and</strong>ard. There<br />
are operating manual <strong>and</strong> IT systems <strong>and</strong> procedures including cross<br />
organisational quality ‘files’ maintenance st<strong>and</strong>ards in place, with key personnel<br />
trained to operate the system effectively. This is supported by holding weekly<br />
project staff communication <strong>and</strong> problem solving meetings. Outcomes are<br />
reviewed at Director level at cross organisational transactions meetings at least<br />
quarterly.<br />
4. Project ‘due diligence’<br />
To comply with international, legal, Government, Donor <strong>and</strong> local PPP Unit procedure<br />
in respect to due diligence <strong>for</strong> each PPP transaction. Maintaining <strong>of</strong> accurate records,<br />
providing timely in<strong>for</strong>mation to meet fixed reporting deadlines <strong>for</strong> each transaction<br />
under your management. Procurement <strong>and</strong> Contract Department will set out strict<br />
procedures <strong>and</strong> process <strong>for</strong> PPP transaction to follow to ensure due diligence, in respect<br />
to the legality <strong>of</strong> the project at each stage <strong>of</strong> its MoF Approval(s) . Your full co-operation<br />
<strong>and</strong> responsiveness will be important to support ‘transparency <strong>and</strong> integrity’ <strong>of</strong> the<br />
transaction process.<br />
Criteria <strong>of</strong> Success<br />
All monitoring reports are favourable on each transaction due diligence audit.<br />
Accountability<br />
There are monthly/ quarterly due diligence st<strong>and</strong>ard reports completed <strong>for</strong> all<br />
transactions.<br />
PPP Project Management In<strong>for</strong>mation Systems<br />
The Project management in<strong>for</strong>mation systems are st<strong>and</strong>ardise <strong>and</strong> utilised <strong>for</strong> all<br />
projects across the PPP Unit providing timely <strong>and</strong> accurate in<strong>for</strong>mation to project teams<br />
<strong>and</strong> stakeholders e.g.<br />
THE INSTITUTE FOR PUBLIC-PRIVATE PARTNERSHIPS 236