Institutional Arrangement and Administrative Framework for Effective Delivery


of Public Private Partnership (PPP) Projects



Tobechi B. Ejekwui, Obioma A. Anyanwuii and Guy N. Igbokweii

iDepartment of Quantity Surveying, Imo State University
iiDepartment of Project Management, Federal University of technology

Owerri, Nigeria


In the time past, public infrastructural projects were solely carried out by the government, but in the last three decades, the relevance of collaboration with the government and the private sector has become undeniable. Currently in Nigeria, public private partnership has aided in completion of some social benefiting infrastructural projects, thereby helping the government carry out many of its mandate for the populace. But with some of the improvement, there lies great challenges in the proper integration of the process. This research work is a literature based study which assessed the various literatures in the line of research. As a content based study, the findings of the research revealed the relevant institutional frameworks in Nigeria starting from the establishment of the ICRC act in 2005. The study also showed that major challenge affecting the PPP implementation on Nigeria is majorly the administrative framework which even though well structured, has the poor implementation process. Some of the PPP projects were marred by corruption and thus the structures and framework require restructuring in the area of implementation.

Keywords—Public-Private Partnership, Infrastructural Development, Construction Projects Nigeria

1.0 Introduction

Public-private partnership (PPP) in infrastructure is a relatively new experience in most developing countries of the African and Asia Pacific region. Although many governments have considered various steps to promote PPPs in their countries, lack of capacity in the public sector remains to be one of the major problems in implementing PPP projects. So far, only few countries have established institutional arrangements and developed manuals and resource materials in support of PPP development and for the capacity-building of their public officials. In the absence of such established institutional arrangements and resource materials, public officials face difficulties in project development and implementation, and general public can have many misunderstandings about PPPs.

Governments in most developing countries face the challenge to meet the growing demand for new and better infrastructure services. As available funding from the traditional sources and capacity in the public sector to implement many projects at one time remain limited, governments have found that partnership with the private sector is an attractive alternative to increase and improve the supply of infrastructure services.

The partners in a PPP, usually through a legally binding contract or some other mechanism, agree to share responsibilities related to implementation and/or operation and management of an infrastructure project. This collaboration or partnership is built on the expertise of each partner that meets clearly defined public needs through the appropriate allocation of:

  • Resources
  • Risks
  • Responsibilities, and
  • Rewards

It is important to emphasize here that a PPP is not a solution option to an infrastructure service problem but is a viable project implementation mechanism for a preferred solution option.

2.0 Literature Review

Concept of PPP

The term public–private partnership (PPP) project means a project to build and operate infrastructure such as roads, ports, railways, schools, and environmental facilities—which have traditionally been constructed and run by the government—with private capital, thus tapping the creativity and efficiency of the private sector. According to OECD (2012), they are long term contractual arrangements between the government and a private partner whereby the latter delivers and funds public services using a capital asset, sharing the associated risks. PPP came out of the commercialization and privatization processes initiated in the 1980s in countries, such as the United Kingdom, where increased private sector participation was seen as beneficial because it

  • Removes conflicts of interest between the government’s role of defining policies, regulating industries, and providing outputs;
  • Allows the private sector to provide outputs in competitive markets because it has strong incentives to perform work based on the profit motive; and
  • Reduces the government’s expenditure commitments, which helps support macroeconomic stability, and allows public expenditure to be reallocated toward high priority outputs in sectors such as health and education (ADB, 2008). In a PPP agreement the service delivery objectives of the government are intended to be aligned with the profit objectives of the private partner. The effectiveness of the alignment depends on a sufficient and appropriate transfer of risk to the private partners. In a PPP contract, the government specifies the quality and quantity of the service it requires from the private partner. The private partner may be tasked with the design, construction, financing, operation and management of a capital asset required for service delivery as well as the delivery of a service to the government, or to the public, using that asset.

A key element is the bundling of the construction and operation and maintenance of the underlying asset over the life of the contract. The private partner will receive either a stream of payments from the government for services provided or at least made available, user charges levied directly on the end users, or a combination of both.

This definition excludes a wider array of arrangements where non-governmental organisations such as non-profit civil society groups, trusts, church groups etc. are involved in the development and delivery of public or semi-public services. It includes concession type arrangements where the concession is designed to deliver a public service but excludes concessions such as licenses to use government assets such as mining which are another way for government to raise revenue. It also excludes traditional public works contracts.


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How to cite this paper: Ejekwu, T.B., Anyanwu, O.A., Igbokwe, G.N. (2021). Institutional Arrangement and Administrative Framework for Effective Delivery of Public Private Partnership (PPP) Projects; PM World Journal, Vol. X, Issue VIII, August.  Available online at https://pmworldlibrary.net/wp-content/uploads/2021/08/pmwj108-Aug2021-Ejekwu-Anyanwu-Igbokwe-framework-for-effective-ppp-projects2.pdf

About the Authors

Tobechi B. Ejekwu

Owerri, Nigeria


Tobechi B. Ejekwu is a registered member of the Nigerian institute of Quantity Surveyors. He obtained his first degree in Quantity Surveying from the Imo State University Owerri, Imo State University, Nigeria with Second Class Upper Division. He bagged A Master’s Degree in Quantity Surveying from the same University with Upper credit. He is currently studying for a PhD in Quantity Surveying with interest in Life Cycle Costing of residential Buildings. He is currently a Lecturer in the Department of Quantity Surveying, Imo State, Owerri, Nigeria. He is an experienced Quantity Surveyor with industry footprint in many high profiled projects. Tobechi can be contacted at tobejekwu@gmail.com


Obioma Anselam Anyanwu

Owerri, Nigeria


Obioma Anselam Anyanwu has a B. Sc. in Project management technology from Federal University of Technology Owerri, Imo state, also bagged a master’s degree in Mechanical Engineering from Lagos State University Ojo, Lagos state. He is currently undertaking a Ph.D. program in the department of project management technology, Federal University of Technology Owerri, Imo state. Presently working with Advanced Unmanned Aerial Vehicles Laboratory UBURU EBONYI STATE, with National Space Research and Development Agency under Federal Ministry of Science and Technology. He can be reached at Obiomanpmt@yahoo.com


Guy N. Igbokwe

Owerri, Nigeria


Guy Nnamdi Igbokwe has a B.Tech. and MSc in Project management technology respectively from Federal university of technology Owerri, Imo state. He is currently undertaking a Ph.D. program in the department of project management technology, Federal university of technology Owerri, imo state. Presently the project manager of six story building of hotel De Copperfield construction going on now in Imo State. He is a seasoned project management technocrat and administrator, developer of property, procurement of building and lands. He can be reached at guyrocsy@yahoo.com.