Dr. David Ofosu-Dorte, the esteemed Founder and Senior Partner of AB & David Africa, has put forth a compelling argument regarding the approach to feasibility studies for Public-Private Partnership (PPP) projects. According to him, the public sector should refrain from leading these studies, a stance that challenges the current norm in Ghana’s project development landscape.
In his insightful analysis, Dr. Ofosu-Dorte highlighted a critical issue that has been plaguing the country’s public sector finances – the inefficiencies and inadequacies in conducting feasibility studies. These studies, which are crucial in determining the viability and potential success of PPP projects, often fall short in their execution or remain incomplete under the current system.
Dr. Ofosu-Dorte’s proposition sheds light on a fundamental flaw in the traditional approach to project planning and implementation, signaling a need for reform and a more strategic allocation of responsibilities.
By advocating for a shift away from the public sector spearheading feasibility studies, Dr. Ofosu-Dorte underscores the importance of impartiality, expertise, and efficiency in this crucial phase of project development. Entrusting these studies to independent entities or specialized consultancies can bring about a more rigorous and objective assessment of project feasibility, reducing the risks of subpar planning and incomplete assessments that often lead to project failures or cost overruns.
His recommendation aligns with the global best practices in PPP project management, emphasizing the need for transparency, accountability, and rigorous due diligence throughout the project lifecycle.
Moreover, Dr. Ofosu-Dorte’s perspective resonates with the broader discourse on enhancing governance and efficiency in public infrastructure projects. By separating the roles of project initiation and feasibility assessment, governments can foster a more conducive environment for private sector participation while mitigating the risks associated with inadequate planning and decision-making.
The implications of Dr. Ofosu-Dorte’s proposal extend beyond the realm of PPP projects in Ghana, offering a valuable lesson for policymakers and stakeholders involved in infrastructure development worldwide. Embracing a more collaborative and specialized approach to feasibility studies can not only enhance the success rate of projects but also instill confidence in investors and foster sustainable development outcomes.
As the landscape of infrastructure financing and development continues to evolve, the call for a paradigm shift in project planning and execution becomes increasingly imperative, paving the way for innovative models and effective partnerships.
In conclusion, Dr. Ofosu-Dorte’s advocacy for excluding the public sector from leading feasibility studies for PPP projects serves as a clarion call for rethinking conventional practices and embracing transformative strategies in project management. By prioritizing expertise, independence, and accountability in the early stages of project development, countries can pave the way for more efficient, sustainable, and successful infrastructure initiatives that benefit society at large.
