Introduction
After some introductory material, the lessons dealt with so far in this series on the management of Guyana’s public investment regime have concentrated on: 1) the “basic steps” needed to establish an adequately functioning organization of this regime and 2) the types of failures and weaknesses displayed in public projects during the 2000s. To those readers who have enquired about this, for sure the actual pool of projects considered in deriving the observations on defects exceeds the few items indicated so far.
A more representative pool would include such public projects as: the Moco Moco, Rupununi Hydropower Project, which spectacularly collapsed shortly after construction and has remained throughout the 2000s a derelict site, attracting visitors and tourists to climb its famous “999 steps” up the hillside on
