The Gulf international locations are engaged in a decided effort to diversify their economies away from oil manufacturing and the exploitation of pure assets. On the identical time, they’re additionally actively working to deal with different financial challenges, together with job creation and rising demand for high quality public providers.
GCC governments recognise that growing the function of the non-public sector may help them obtain these objectives, as said in nationwide plans equivalent to Saudi Imaginative and prescient 2030 which embrace clear provisions for public-private partnerships (PPPs) and the privatisation of state-owned firms.
By enhancing the function of the non-public sector and re-focusing the duty of the state, GCC international locations might cumulatively save $164 billion in capital prices by 2021, and lift $505 billion in revenues from the sale of shares in state-owned belongings. Elevated non-public sector participation will enable GCC governments to give attention to their core mandate of policymaking and rules setting, whereas the non-public sector performs operational actions extra successfully.
Nevertheless, the problem is that in lots of instances GCC international locations have addressed non-public sector participation on an advert hoc foundation and/or relying on their short-term wants. This method has been characterised by inadequate planning, governance, capabilities, and dedication from senior stakeholders.
Privatisation programmes typically lacked an lively governing physique to help their acceleration or set clearly outlined privatisation pointers. They’d restricted help from stakeholders and residents.
Planning, prioritisation, and implementation monitoring of tasks lacked effectiveness, leading to delays in securing the required regulatory approvals and endorsements. All these elements have dampened investor confidence and the non-public sector’s want to grow to be concerned.
GCC governments now realise complete non-public sector participation technique is required. Such a method must be supported by three components: a non-public sector participation coverage, a authorized framework, and a powerful institutional set-up.
A non-public sector participation coverage can both stand alone or be a part of a broader nationwide scheme. It ought to articulate the federal government’s plans. Whereas some international locations have introduced separate insurance policies for PPPs and privatisation, a complete coverage would enable policymakers to prioritise tasks and assess sector readiness and capital availability.
Such a coverage would showcase the federal government’s dedication to involving the non-public sector. It will additionally create a foundation for enacting related legal guidelines, whereas making certain alignment with the nation’s broader nationwide growth coverage and financial objectives.
The aim of the authorized framework is to supply certainty for the state and the non-public sector alike by coping with all of the potential authorized issues upfront and making allowance for sufficient flexibility to adapt to altering circumstances. Basically, international locations with a civil legislation system should change current legal guidelines and rules or go new legal guidelines to permit the non-public sector to tackle public belongings and ship providers traditionally supplied by authorities establishments.
Whereas some international locations select to undertake high-level guiding authorized frameworks for personal sector participation, PPP and privatisation have completely different authorized ramifications and require completely different legal guidelines. PPPs are significantly advanced and have appreciable implications for public accounts, sector regulation, and procurement, in addition to the allocation of belongings and dangers.
The aim of the institutional set-up is to supply a powerful, nationwide governance construction to speed up non-public sector participation efforts. The arrange ought to guarantee the correct allocation of the required authority and determination rights for these official and quasi-official organisations that can oversee the prolonged function of the non-public sector.
In some instances, these organisations might have to alter by buying new and completely different capabilities to handle PPPs or oversee privatisation. Usually, international locations introducing giant scale PPP programmes create a PPP unit.
Relying on the context, the function of this unit might vary from setting greatest practices and technical requirements all the way in which to executing non-public sector participation programmes on behalf of presidency entities.
Equally, many international locations have created privatisation models to drive the sale of state-owned entities. Whereas some international locations have a single unit for each PPPs and privatisation, they require completely different capabilities and are often led by completely different groups.
GCC states can unlock the advantages of an elevated non-public sector function by adopting a strategic method that offers it the appropriate causes and alternatives to become involved. In doing so, they’ll scale back their economies’ vulnerability to risky commodity costs and obtain sustainable long-term progress.
The writers are companions at Technique& (previously Booz & Firm), a part of the PwC community.