Screening & feasibility studies
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1 Screening & feasibility studies Sarah Brewin, IISD February 2018 Nairobi, Kenya Foreign Investment Opportunities for Agriculture COMESA-EAC Workshop
2 Overview 1. Why screen investors & projects? 2. How to screen principles 3. Screening the investor & concept 4. Feasibility studies: what are they & why are they important? 5. What should be included? 6. What is involved in the approval process? 7. What next? 8. Next session: reviewing a business plan
3 Why screen investors & projects? Project failure foreseeable & avoidable. What does failure look like? o Benefits don t materialise o Negative community impact o Enviro damage o Wasted govt resources o Opportunity costs
4 Why screen investors & projects? Key Qs for screening: Can the investor deliver on their promises? Socio-economic risks/benefits? How to mitigate? (better design & approaches) Are the investor s intentions aligned with national development goals? Ultimately: translating investment into sustainable development
5 Quick Q: Why might effective screening not happen? Technical capacity Political pressure Investor pressure Over-optimism Corruption/favouritsm Don t want to scare away the investor
6 How to screen principles Screening should: Use pre-established objective criteria Have a clear, transparent & predictable process Have a broad focus Be done in stages: 1. Investor & concept 2. Feasibility study & business plan 3. Compliance & due diligence Be overseen by a designated (ideally central) agency
7 Screening the investor & concept Key questions: 1. Is the investor capable & credible? 2. Is the project aligned with development goals? 3. Is the proposed site suitable?
8 Screening the investor & concept Investor credibility & credentials Reputation & experience (crop & country/region) Financial capacity Competence of senior management Mostly desk based Use online resources & contacts
9 Quick Q: What do you look at to determine project alignment with development goals? National development plan Ag sector strategy Budgets Infrastructure planning???
10 Quick Q: What do you look at to determine site suitability? Mapping Land use & tenure Local govt reports Infrastructure Previous EIAs Weather records????
11 Feasibility study & business plan If investor is credible & capable, the site is appropriate & the project aligned with DGs Is the project likely to be a technical & financial success? What are the socio-economic benefits & risks? How can risks be mitigated?
12 What is a feasibility study? Feasibility study: economic & technical viability of a proposed project: Address key social & enviro factors undermining project viability Turned into a business plan for ongoing operations Conducted by investor, verified by an independent expert
13 What happens when the FS is not done properly? 50% of projects fail: concept was fatally flawed, e.g. wrong location, wrong crop, or over-optimistic planning assumptions. Two thirds of these were knowable : i.e. Poor feasibility studies and business planning. 1/4 of investors use <10% of land acquired Sources: World Bank & UNCTAD
14 Some examples Poultry in Gambia No market for Gambian eggs in the UK. Coffee in Vanuatu Plantations established in cyclone zone. Rice in Ethiopia An unexpected native bird population...
15 Quick Q: Why would an investor not conduct an adequate FS? Govt does it Box ticking Taking over brownfield Asset speculation Only partial implementation of BP???
16 What should be included in the FS? Technical feasibility Climatic suitability Water source & reliability Soil testing Sourcing of inputs e.g. machinery, seeds Output assumptions Farming practices Realistic phasing
17 What should be included in the FS? Economic & financial feasibility Markets: domestic, regional, internat. accessibility Historic demand & projections Financial assessment, cash-flow, income statement, balance sheet forecasts. Primary sources of funding & contingency funds Compliance costs: consultations, ESIAs, community development programs.
18 What should be included in the FS? Full environmental & social impact assessment Environmental & social risks identified & management strategy. Business model. How does it share value? Out-growers, processing, linkages, shared infra. NB risks of new cultivation
19 What should be included in the FS? Approach to consultations with communities and other stakeholders Community consultation plan Intention to integrate results HR & staffing plans Numbers & composition (locals, women, youth) Recruitment strategy & employment policies (e.g. pay, O&S, permanent/casual/seasonal)
20 What should be included in the FS? Potential to deliver broader social & economic benefits: Community development agreements or programs Local sourcing commitments Gender equality strategy Upskilling of local staff Technology transfer to out-growers
21 Feasibility Study approval Approaches Specifics depend on local institutional arrangements. Review team: financial, legal, agribusiness, land, tax, business planning, community engagement, enviro specialists. Ask Qs, clarification, more information from investor Require changes to be incorporated Seek external advice & support where needed Final FS converted into business plan for operational use
22 The overall approach to screening unfortunately, there is no perfect system or checklist that can be applied to all investments. Maximise information Rely on external expert opinion, where possible Ask questions! Learn from other countries Use evidence of failures to convince senior decision makers
23 Final points Screening does not end with approval of the investment... Phase 3: formal compliance with legal requirements & due diligence Ongoing monitoring & enforcing adherence to commitments. Material changes to the operation should require an update to the business plan, notification or re-approval.
24 Questions, comments, experiences to share? Sarah Brewin
25 Group exercise Instructions Groups of 4 Review the sample business plan Discuss: Is any information missing? What questions would you have for the investor? Would you proceed further with this proposal? How would you advise decision-makers? Be ready to report back to the group
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