Political risk management, begun at the outset of the process, must continue until a final agreement has been reached...and beyond. The marketing of the project must continue at all levels of government, with increasing emphasis placed on stakeholder-desired features and all project benefits. The objective is to maximize critical stakeholder support at this final project phase.
Just as the Contractor/Developer is seeking to define and control the risks assumed, so is government. Government must understand the level of protection offered by the agreement. Risks retained by government must be disclosed and discussed, as they are identified, to avoid last-minute delays in deal execution.
Opportunities to streamline the review and approval processes must be explored and, where possible, a singular government authority designated with lead responsibility (with enforcement power). Bureaucracy has a great opportunity to effectively kill anything new through inaction. This problem will remain a significant risk throughout the project's full life-cycle.
The need for a political champion began with our earliest search for clear commitment and political will. It is at this stage where that champion must drive government to completion of the project.
Figure 7 shows the various factors that must be addressed in determining the viability of the project.