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Note most of them are conversant in English and do not require us to be fluent in local language.

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Both central and provincial level have very basic domain knowledge when it comes to infrastructure development. Rudimentary knowledge allows them to operate, but they lean heavily on external advisors for help

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Provincial govt owns the project but has to work with central government since the latter owns the budget.

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Provincial govt owns the project but has to work with central government since the latter owns the budget.

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Two levels of stakeholders at both the provincial and central government level. The former is tasked with implementation and project leadership, whilst the latter is tasked with fiscal and funding issues. Note the decision-making is typically localised as the central government controls the budget.

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Government administration mindset in these markets is heavily top down. Power and instruction flows from the top and is readily obeyed

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Don't have a lot of control over the entire situation

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Don't have a lot of control over the entire situation

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They juggle these multiple parties’ needs, demands, personal motivations and timelines, which can make their job very challenging because the locus of control that they have is narrow, and there are a lot of things which can derail a project’s timeline

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Perceived laissez faire attitude to project delivery

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Perceived laissez faire attitude to project delivery

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Because of a high degree of bureaucratic rotation that happens in the public sector in these markets. The rotational exercises can either change, derail, or shift a project’s focus. Public sector administrators in these markets are used to, or even expect, such things to happen, and that contributes to a lack of urgency in driving things forward at times unless there is a tight timeline and a strong project driver.

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Unlike in Singapore, the central governments in other countries can't depend on a huge fiscal budget to get things done

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Fiscal considerations are always one of the main barriers to getting a project started. In fact, it can be considered a primary need

Fiscal aid to launch and complete projects (tier 1 benefit)

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Very welcoming of any support and help from external parties

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Very welcoming of any support and help from external parties

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They will likely connect with multilateral and bilateral infrastructure development agencies whom their administration has close ties to. For example, in Myanmar and Indonesia, they have close ties with World Bank as their finance ministers used to work with World Bank

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Trickle down benefits to the populace from infrastructure projects. For example, a transit-oriented development project would bring benefits like improved connectivity and quality of commute (tier 2 benefit).

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Because it’s easy for governments to get financial assistance in this area. Easier to get money and funding. This is different from an investor’s perspective, where they are actively looking to finance green initiatives.

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Increased project knowledge and improved position and meet organizational goals and KPIs

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Efficient operating model of working with partners

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Efficient operating model of working with partners

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Keen on working with InfraAsia because we're faster than some organisations like World Bank who are more bureaucratic in terms of providing support.

InfraAsia is also able to address different points of concern vs other multilateral or bilateral infrastructure development agencies – tackle very specific project areas and get them solved quickly

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Help provide a veneer of credibility when involved in certain projects that can be perceived as politically funded.

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Creativity and ideas from abroad, couple with a deep understanding of Asia

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Creativity and ideas from abroad, couple with a deep understanding of Asia

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Creativity and ideas from abroad that can help these audiences solve their problems locally – in essence, think of IA’s role like a management consulting firm to these audiences and IA being based in Singapore/Asia.

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Need to deal with multiple stakeholders simultaneously

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Need to deal with multiple stakeholders simultaneously

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There are bureaucrats at the provincial and central government levels that need to be negotiated with, there are external parties which need to be satisfied as well

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·       COVID-19 has been a big (if not the biggest right now) barrier to infrastructure development

·       Natural disasters are a barrier in the Philippines as they create unpredictability in terms of project management and cause delays

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Even as far away as the USA, have a ripple effect into infrastructure development projects in-region because of foreign government policies and stands that have to do with infrastructure funding and investment. For example, Joe Biden’s election as POTUS could change the country’s investment strategy into Indonesia which was previously helmed by the Trump administration

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From a content discovery standpoint, government officials tend to want direct access to the organisation once they decide to engage, and don’t really bother or worry about using the website as an avenue to reach out

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Meet goals and KPIs in terms of delivering milestone projects

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Meet goals and KPIs in terms of delivering milestone projects