Overview
I was recently asked by a group of citizens to consider running for Mayor. Although such a position is only elected at the first council meeting after local elections, our plan for Georgetown depicts what really is needed to revitalize our capital city and bring back what my mother keeps reminding me of this “garden city”.
Today we celebrate the 40th anniversary of our republic. As we walk around our city, we must ask ourselves what more can we do to make our capital city more attractive, what are the changes needed to improve the city council management and the necessary plans to implement to create value added industries in order for there to be higher paying jobs for the residents of Georgetown.
We propose in the case of Georgetown that we shift the emphasis to public-private partnerships to stimulate economic growth and revitalization. The US-based international advocacy group, the National Council for Public-Private Partnerships (NCPPP) identifies five critical components of any successful Public-Private Partnership (P3): political leadership, public sector involvement, a well thought-out plan, communications with stakeholders and selecting the right partners. These elements can become the building blocks of a strategy for Georgetown P3 initiatives.
Much of the recent budget discussion and our continuing political tension and impasse make it clear that neither the current government nor our nascent civil society can truly effect change on their own. The guiding principle behind P3 initiatives is the imperative of working together. In my military background and even in my business experience, I’ve found that the “force multiplier” effect of teaming or building the right group of products or people to solve problems is critical for success in today’s global marketplace.
In an environment of struggling public services and deepening economic crises, it is time for the private sector working with a competent council to reach out in positive ways to identify “building blocks” projects that will be fundamental to getting the Georgetown and Guyanese economy kicked into overdrive. We need to factor in the Brazilian private sector into areas such as expanding our river port.
River port
A few weeks ago I wrote about the building of a deep water harbour at the mouth of the Essequibo as proposed in the AFC Blueprint. Although that project is critical for the longer-term vision for our country, expanding the current river port in Georgetown to accommodate larger vessels can be a cheaper alternative. The expansion of the port can start at the tip of the Demerara River and go out into the Atlantic Ocean as the picture below depicts. A cost of such a port is about US$32 million.
This picture is The Chittagong Port in Bangladesh built from September 2005 – December 2007 by China Harbour Engineering. The French engineer who worked on that project and is currently in Guyana, believes a port similar to this one is possible in Georgetown and recommends a feasibility study be done. The wharf is 1,000 metres long and 40 metres wide.
Imagine a downtown Georgetown revitalisation project where areas like Water Street become vibrant again. Examples abound of international success stories where development of previously problematic or underutilized real estate did extraordinarily good for the economy. Think of taking a stroll along the banks of the Demerara River on a well manicured and lighted cycle and walking/jogging path from the Stabroek Market to let’s say Mc Doom, which is about 3.5 km (2 miles) away.
I have mentioned this before. A good example over the last five years that has some interest given Guyana’s limited forays into the cruise ship trade is that of the Galveston, Texas P3. To meet the growing demand for cruise ship capacity and to rapidly capitalize on the economic benefits to the local and state economy and tax base – the Port of Galveston formed a P3 with Royal Caribbean, Carnival and CH2M HILL in 2002 to expand cruise ship service and facilities. The P3 involved starting a “third party” legal entity to hold cruise line contracts and the lease with the Port. The private sector provided up-front investment in exchange for commercial terms regarding return on its investment. The public sector conserved its capital funds, while receiving increased revenues from growth in related employment and business revenues.
The success of the Galveston P3 has helped the Port continue its phenomenal growth, accrue benefits to the local and state economy, and take a leadership position in the cruise industry. Developing a similar P3 project can see our Georgetown Port develop to international standards with amenities such as a “Boardwalk” featuring restaurants and stores.
Initiatives:
There are other big impact projects that a new Georgetown Council could consider, but here I would suggest three that could have an immediate effect in Georgetown:
Establish a tax-free export zone for the harbour of Georgetown, eliminating the import/export duties for selected agricultural, minerals, and machinery.
Establish a tourism development zone for the entire city of Georgetown and grant incentives to build P3 Initiatives for the waterfront and the seawall.
Establish a public services P3 working group to develop projects in public service delivery to include making as many city services as possible, including collection of city taxes available online, improving the efficiency of the process of applying for and getting approvals for development projects in the city, and development of a training initiative for young workers that tries as much as possible to use the existing physical educational infrastructure in the city as well as internet delivery.
These initiatives can become the “building blocks” of a new Georgetown. We are not going to solve our problems overnight, but we must begin somewhere to make a positive difference for the young people of our nation, and in this case those resident in Georgetown who have not yet known progress in our land.
Conclusion
All these examples serve to illustrate that good things can happen when we work together. I firmly believe that those of us in the private sector can join each other and build goodwill with the public sector to make P3 initiatives brighten the future of Georgetown and Guyana.
Other critical areas also in our plan include, a derelict property programme, re-evaluation of our rates and taxes system, feasibility study of a light rail system along Regent Street to create a car/bus free shopping zone, programmes to beautify our city and a public parks revitalization project among others. Happy Mashramani and Happy Republic Day. Until next time “Roop”
Send comments to peter.ramsaroop@gmail.com
