The legal, fiscal and disclosure architecture for PPPs, built alongside three tiers of capacity building — because a framework no one at the top understands does not survive its first difficult transaction.
The challenge
SABER requires a State to hold a PPP coordination unit, a disclosed and climate-screened pipeline, legal and institutional frameworks, a Fiscal Commitment and Contingent Liability framework, guidelines and manuals, a web-based disclosure platform and — in later years — a Project Facilitation Fund. Assembling those instruments is necessary. It is not sufficient: the institutions using them have to be able to judge whether a project is technically, economically, financially, legally, socially and environmentally viable.
Our approach
We developed and refined the required instruments, then structured the pipeline itself — sponsoring MDA, sector, estimated cost and climate screening for each project, over a planning period long enough to be credible. Capacity building ran at three levels: practitioners in the MDAs, Permanent Secretaries and Heads of Agencies, and the State Executive Council itself.
PPPs succeed when the executive owns them as a governance choice, not when they are delegated to technical units as a financing technique.
What we delivered
- PPP legal and institutional framework, guidelines and manuals
- Fiscal Commitment and Contingent Liability framework
- PPP disclosure framework and disclosed project pipeline with climate screening
- Project Facilitation Fund: business plan, financial plan, rules, governance manual and operational manual
- Three capacity-building programmes — MDAs; Permanent Secretaries and Heads of Agencies; State Executive Council
Outcomes
Cabinet-level conviction behind PPP adoption, matched by administrative capability beneath it, and a Fund framework setting out how project preparation is capitalised, governed and operated.
Partners
Katsina State Government · KIPA · World Bank-supported SABER programme