3.2. Project Feasibility and Structuring Phase
| This is the phase at which an identified and approved project idea/concept is transformed into a bankable and well-structured PPP project opportunity. It involves establishing project specifications and viability, crystallising the proposed PPP model and structuring and finalising the bidding and contractual terms. The bidding phase begins after the completion of the project preparation phase. |
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During this phase, the focus of communication actions should be on generating wide support and enthusiasm for the project among stakeholders. Actions that reinforce support, mitigate concerns and build assurance and credibility for the project among stakeholders should be initiated. The stakeholder wise actions are summarised in the following exhibit.
| Stakeholders | Communication Objectives | Communication actions | Preferred channels |
| Users /advocacy groups and project affected persons | • Reassure users on benefits in terms of service quality and affordability • Dispel misperceptions about the project | • Showcase benefits to users - service access, quality and affordability • Highlight service assurance and contractual safeguards to protect user rights • Use audio-visual cases of other successful projects and user experience to reinforce benefits and features | • Community channels • Consultations with opinion leaders /advocacy groups • Web based information dissemination and consultations |
| Employees of public entity/ labour unions/ existing vendors and contractors | • Provide assurance with respect to safeguarding their interest • Disseminate information on the project • Encourage participation and involvement | • Showcase benefits to employees - skill building, better working conditions etc. • Disseminate alternatives and redress in case of genuine grievances (redeployment etc.). • Initiate on-going dialogue with labour union • Clarify existing vendor concerns about work allocation etc. | • Open consultations and hearings. • Consultations (with labour unions) • Employee newsletters for information dissemination • Peer experience sharing with labour unions • Champion-led communication |
| Political Leaders | • Provide assurance of public benefits and support • Gain commitment and advocacy • Showcase aspirational aspects | • Showcase benefits to public and assure public support to the project • Establish precedence of successful PPP projects and alignment with policy goals • Facilitate experience sharing and peer influence to reinforce above | • Interpersonal communication • Orientation visits to project sites • Interaction with project users • Interaction with peers with experience |
| Government Officials | • Gain commitment and advocacy • Validate conformity with policy objectives • Facilitate faster decision-making/ approvals • Showcase aspirational aspects | • Articulate tangible benefits to Government • Highlight alignment with policy objectives. • Highlight safeguards and differences in case of negative precedence • Facilitate experience sharing and peer influence to reinforce above. | • Interpersonal communication • Formal consultation forums (steering group, committees) • Orientation visits to project sites • Interaction with project users, peer experience sharing |
| Private sector | • Reassure service providers who were involved under traditional procurement methods, of the suitability of PPP and its potential benefits • Dispel mis-perceptions about the project, if any. | • If the project is first of its kind being developed under PPP framework then, engage the potential private partners early in the project development process to build confidence, generate interest and ensure better participation | • Pre-bidding conferences and interactions • Web-based information dissemination |
| PROJECT | Alandur Sewerage Project The project was initiated by the municipality of Alandur, a suburb near Chennai for upgradation of the local sewerage system. Political ownership of communication was a key enabling factor in mobilising support and raising public contribution towards the financing of the project. In a sector where user charges are frowned upon, the mayor of this municipality personally campaigned and urged residents to contribute towards project construction. He would go around the municipality with a microphone, announcing details of the project and its benefits in street corners and in meetings with residents' welfare associations. These efforts created a thorough understanding of the new approach and helped collect user deposits of Rs12.5crore (or one-fourth of the project cost) even before construction began. Direct communication by an accepted political leader thus helped create awareness about project benefits, conveyed the seriousness of the implementation agency, and secured citizens' support for an innovatively structured project. Source: http://toolkit.pppinindia.com/highways/module3-rocs-asp1.php?links=asp1 |
| Effective Communication During Project Planning Promoting Advocacy by 'Users' In a PPP water-supply project in South India, the private operator identified select customers as "Water Friends" from among opinion leaders in the project area, particularly those who were happy with the services provided and who understood the concept of 24x7. These Water Friends appreciated the services delivered and were happy to interact with neighbours with apprehensions about the project. They helped the operator resolve local problems and generate goodwill. Proactive engagement of "advocates" from within the community helped improve credibility and inculcate wider support. |
| PROJECT | 24x7 Water Supply Pilot PPP Projects in Three Cities of Karnataka The project contract, awarded in 2005, was structured as a management contract where the private partner was to undertake rehabilitation/construction activity as specified by the public entities involved [Karnataka Urban Water Supply and Drainage Board and Karnataka Urban Infrastructure Development Finance Corporation (KUIDFC)]. Negative perceptions about the water supply being handed over to a private player and fears of tariff increases were among the communication challenges that had to be overcome. While implementing the pilot PPP projects, KUIDFC set up a Social Intermediation and Communication Strategy (SICS) Cell, at the same time as it embarked on implementation. The SICS Cell appointed a Non-Government organisation (NGO) and engaged with residents' associations, teachers, students and youth through public interaction, press releases and media meetings. These efforts contributed to wider project acceptance, aided timely implementation of the project and helped achieve tangible user benefits. Source: http://toolkit.pppinindia.com/highways/module3-rocs-kuwsip1.php?links=kuwsip1 |
| Use of Community-Based Channels to Engage with Users in a 24x7 Water Supply Project While implementing 24x7 water supply pilot PPP projects in Hubli-Dharwad, Belgaum and Gulbarga in Karnataka, the project implementation agency and the private operator used the following channels in a demonstration PPP project to engage with users. Notably, multiple categories of users were targeted through specific communication initiatives. |
| Communication channel/tools | Target group |
| Baseline survey | Demand zone households |
| Street level awareness programme | Street level committee members |
| Project orientation | CBOs/SHGs/NGOs |
| Communication campaign (debates and essays) | High school children |
| Community-based events (workshops, audio visual programmes, street plays and folk media) | Ward level committees |
| Training on water use, health and hygiene | Women/members of SHGs |
| Orientation to volumetric billing | User groups |
| Motivation camps for arrears recovery | User groups |
| Group discussions on attitude change on tariff recovery | User groups |
| Awareness campaigns on water meters and connections | User groups |
| Handouts in local languages highlighting project features | Households in demonstration zones |
| Information on website | Various users |