The private sector will expect government to be a competent partner in discharging its obligations in terms of policy and reform planning, project development, and contract oversight. It will also expect that the government has established the appropriate legal and other frameworks to set targets, monitor progress, evaluate progress, report progress, enforce the contract provisions, and handle disputes. A detailed road map helps manage expectations in that regard, and allows the actual performance of the government to be monitored and measured.
The government's commitment to the strategy is demonstrated in several ways: through a public statement of the reform strategy and expectations of PPP; through stakeholder consultation and transparency of process; through the provision of adequate funding and support for the process; and through the appointment of a powerful champion, or driver, for the process. The champion is an individual or unit that is accountable for progress, is a focal point for public communication and information, ensures that appropriate attention is given to the main issues, works with various parties to achieve cooperation/ consensus, and leads the government toward decisions. The standing, credibility, and strength of mandate of the PPP champion are strong indications of the true commitment of the government to the PPP project.
Political changes and powerful vested interests can all constrain the PPP process. The government has to set out the case for PPP in a convincing and transparent manner, anticipating concerns and questions. In this way, broader support for PPP can be earned, able to with-stand shorter-term political pressures.
Of course, popular support for PPPs is ultimately gained through results-in terms of improved service and reasonable costs. Government has to be seen as advocating the process that will be accountable to the people and provide benefits.