By: Thelma Abbe
Money Hustle. Revenue Tight. Borrowing Squeeze.
That’s the financial reality in many developing countries. Budgets are stretched, debt is ballooning, and donor money is drying up like yesterday’s jollof rice in the sun.
So, what’s the new trick?
PPPs — Public-Private Partnerships. The government says: “We’re broke, but we’re open for business. Come invest, collect some money, and we’ll share the profit.”
It sounds like a smart idea. But once again… who’s counting the coins?
PPPs 101 — What Are They?
A PPP is when the government teams up with a private company to build or run something for the public — roads, hospitals, tax systems, passport printing, even schools and garbage collection.
The company puts up the money and manages operations.
The government gives approval, protection, and in many cases, guaranteed payments.
Sometimes the private company also collects revenue directly from citizens — like tolls, taxes, or service fees — and then gives a portion back to government.
Here’s the problem: Who’s checking that the private partner is actually reporting all the money collected?
Often, no one.
Real-Life Example #1: Ghana’s “E-Zwitch” and Revenue Platforms
In Ghana, several e-payment systems — like E-Zwitch, gh-link, and e-tax portals — were operated by third-party tech companies.
The challenge? The government didn’t have full backend access to monitor transactions in real time. So even though money was flowing, it wasn’t always clear how much came in, how much was owed, and how much actually hit the government accounts.
The Auditor General’s reports from multiple years flagged this. But by the time the audits were released, the money had long vanished into “reconciliation in progress.”
Real-Life Example #2: Nigeria’s Lekki Toll Gate Saga
In Lagos, Nigeria, a PPP was created to run the Lekki-Epe Expressway with the idea of recovering construction costs through tolls.
But after years of collection, many Nigerians still don’t know exactly how much was made, or how the profits were shared between government and the private partner, LCC (Lekki Concession Company).
To make it worse, during the #EndSARS protests, citizens demanded transparency over the funds — and got silence.
Real-Life Example #3: Sierra Leone’s Passport Deal
Sierra Leone entered a PPP for passport production. The deal? A private company prints the passports and collects fees directly from citizens.
Citizens paid over $100 per passport, but guess what?
The government received less than 15% of each fee. The rest went to the private partner — a foreign company — which operated in secrecy, without clear audit oversight.
The Ministry of Internal Affairs was even unclear on the total revenues collected over several years.
This isn’t just bad business — it’s national embarrassment in hardcover.
Real-Life Example #4: Cameroon’s Port PPP
Cameroon handed over the management of the Douala Port container terminal to a PPP operator.
The agreement was supposed to increase efficiency and boost port revenue.
Instead, the country faced serious issues: poor service, price hikes, and allegations that the operator was underreporting earnings. A legal fight broke out when the government tried to change operators.
The worst part? Cameroon had no digital system to independently track cargo volumes or revenue.
Real-Life Example #5: Uganda’s Road Tolls
Uganda introduced toll roads under PPPs — such as the Kampala–Entebbe Expressway. Drivers pay fees daily, and the money is collected by a private company.
But Parliament recently raised red flags: Where’s the data?
The Uganda National Roads Authority (UNRA) couldn’t produce consistent daily collection reports or show how the money was being split between the government and the private firm. Shocking? Not really. Common? Absolutely.
Real-Life Example #6: Kenya’s Smart Meters
Kenya Power outsourced the installation and management of smart electricity meters through a PPP.
The goal? Stop electricity theft and increase collections.
The result? The system was hacked.
Billions in electricity were lost through bypasses and rigged software. The Auditor General noted: No clear reconciliation was done and revenue losses were underestimated.
When private partners control both the system and the data, accountability gets electrocuted.
Real-Life Example #7: Lesotho’s PPP Hospital
Lesotho signed one of Africa’s earliest health PPPs — the Queen ‘Mamohato Memorial Hospital, managed by a South African private consortium.
The deal? World-class hospital. Government pays annually. Simple.
But within years, the PPP costs were eating up 51% of Lesotho’s entire health budget — for just one hospital. Other clinics suffered.
The World Bank later admitted: “This PPP was too expensive and not properly monitored.”
Lesson: Even health PPPs can become health hazards.
So What’s the Real Issue?
Let’s recap what’s going wrong:
- Governments sign long-term deals without proper checks.
- The private partner controls data and systems.
- Revenue is collected — but only some of it reaches public coffers.
- There’s no real-time tracking or automated auditing.
- And when problems are found? Too late. The contract is locked in for 20 years.
This isn’t just poor governance. It’s like handing someone your wallet and asking them to “just take what’s fair.”
What Should Be Done?
For every PPP collecting money:
1. Government must have backend access — not just paper reports.
2. Daily dashboards should be available to auditors, Parliament, and the public.
3. All contracts must be published — with clear profit-sharing terms.
4. Automatic penalty clauses for underreporting, delays, or corruption.
5. An independent PPP Commission to approve, monitor, and report.
And please, for the love of accountability — no more handshake deals without data systems.
Bottom Line: If You Can’t See the Money, It’s Not Yours
Governments can’t outsource responsibility.
Private partners can help with systems, technology, and efficiency — but never with secrecy.
Because in the age of PPPs, if you don’t have:
Real-time numbers,
Access to raw data,
Independent oversight…
You’re not in a partnership.
You’re in a payday loan scheme with a fancy name.
So the next time a Minister proudly announces a “revenue-enhancing PPP,” clap softly — and ask one question:
“Who’s watching the money?”
Because if no one is, you already know the answer: Not the government.
Author: Thelma Abbe
Email: abbe.thelma@jsmorlu.com
Thelma Abbe is a dynamic accounting professional with JS Morlu Ghana, where she delivers high-impact financial services to U.S. and international clients with precision and strategic insight. A graduate of Kwame Nkrumah University of Science and Technology and a current ACCA candidate, she combines academic excellence with real-world expertise.
With deep command of both U.S. GAAP and international accounting standards, Thelma manages complex IRS filings, financial reporting, and compliance for a global client base. Her ability to bridge multiple regulatory environments makes her a vital asset to cross-border businesses navigating today’s financial complexities.
She also plays a critical role as a subject matter expert and product tester for FinovatePro.com — an AI-powered, game-changing accounting platform built to transform financial management for small businesses around the world.
Driven by a passion for accountability, financial innovation, and governance, Thelma is a constant learner and avid reader of corporate finance literature. She stands at the forefront of a new generation of accountants — globally minded, tech-savvy, and purpose-driven. For professional inquiries, reach her at abbe.thelma@jsmorlu.com.