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The Global Infrastructure Hub (GI Hub) has collaborated on this blog with Seungbeum Rho, a Specialist at the Korea Development Institute (KDI). This blog outlines some of the lessons learned in Korea on the topic of project preparation, which can be found in more detail in the GI Hub’s Reference Tool on Governmental Processes Facilitating Infrastructure Project Preparation.
Globally, governments are accountable for the development of infrastructure and the delivery of basic services in an affordable and inclusive manner. The ability of governments to nurture a conducive enabling environment for infrastructure investment has often been found to be a key differentiator between countries that successfully scale up infrastructure and those that face challenges in doing so.
Tackling the global infrastructure gap remains a priority for governments to drive inclusive growth and deliver quality infrastructure projects for their citizens.
Most infrastructure investment plans and government policies rely on the delivery of projects and programs. To achieve these and unlock the real benefits of infrastructure, it is vital that projects and programs are delivered well.
Communication throughout infrastructure project preparation should be recognised as a strategic activity. It should factor in the importance of all key stakeholder groups towards the project, tailor communicative actions to engage and inform them and foster a supportive environment.
Well-planned and prioritised infrastructure investment improves productivity, engenders competitiveness and contributes to long-term sustainable economic growth. Nevertheless, the extent of realising these benefits from infrastructure investment varies considerably across sectors, by regions and by level of regulatory and institutional maturity.
The Project Disclosure Portal was launched in 2018 by the Government of Kenya with support from the World Bank, as a push to improve transparency of information on PPP projects.
Asia long faced a gap of investment capital available for infrastructure projects
Project preparation is a critical enabler of infrastructure development and has been identified as a key pillar in the G20 s strategic roadmap to develop infrastructure as an asset class.
The rapid growth in Indonesia’s urban areas required a rapid scale up in infrastructure investment. The Government of Indonesia set up Indonesia Infrastructure Guarantee Fund (IIGF) as a state-owned enterprise (SOE) to leverage private investments in infrastructure projects by providing government guarantees or credit enhancements to PPP projects.
This publication aims to link the study of urban environmental issues with the advancement of more sustainable urban growth, the report looks at Kampala and Uganda including their background in the context of urban development and drivers of environmental sustainability.
This study identifies potential competition issues to monitor and makes specific recommendations by country and topic.
India's infrastructure needed substantial investment to fulfill the demands of the growing economy. The Indian government introduced various initiatives to demonstrate domestic confidence to foreign investors, including Infrastructure Investment Trusts (InvITs) as an avenue for infrastructure developers to divest operational projects and reduce their leverage.
This paper examines the public finance underpinnings for an enhanced focus on different types of long-term investments as well as on operations and maintenance of existing investments.
Public Investment Management Assessment (PIMA) is a comprehensive assessment framework developed by the IMF to help countries strengthen public investment management practices.

The IMF's Public Investment Management Assessment (PIMA) framework helps countries evaluate the strength of their PIM practices.


The core principle behind the PPP is the creation of a contractual bubble – a framework of contracts.

One of the main challenges in introducing PPPs lies in the proper definition of governance structures for all actors.
Public management research contains little analysis on procurement cancellations – i.e. when contracts fail to make it through procurement, resulting in termination during the pre-award tender phase. Combining theoretical perspectives on administrative capacity and transaction costs, the authors investigate both the propensity and reasons for public procurement cancellations.
Chris Heathcote, Chief Executive Officer, Global Infrastructure Hub The first few weeks of President Donald Trump’s administration have been dominated by early efforts to deliver on some of his most contentious election promises. While the world watches every pronouncement and, indeed, every tweet, there is hope that attention will soon turn to one of his pledges on which there was consensus, a massive and long-overdue infrastructure overhaul across the United States.