Dr Clive Thomas

Introduction At this point of the ongoing discussion of the money-laundering situation in Guyana, readers would have come to realize that they cannot expect to form an intelligent appreciation of this issue, and as a result the several serious challenges which the country presently faces, without, at the very least, a rudimentary appreciation of the basic contextual issues surrounding this phenomenon.

Introduction This week’s column provides a highly condensed, yet hopefully accurate portrayal of the origins of money laundering, which as we shall observe is a uniquely modern phenomenon.

Introduction In my recent Sunday Stabroek columns I have sought thus far to provide a background for assessing the money laundering situation in Guyana, with specific regard to examining its local, regional, and international regulatory regimes.

Last week the question was tackled: what is money laundering? This week we look at the techniques and circumstances, which give it traction in Guyana and the wider Caricom region.

Introduction The two topics that have dominated national as well as parliamentary debates on Guyana’s political economy in recent months are, namely, the future of the Amaila Falls Hydropower Project and Guyana’s money-laundering legislation in light of its regional and global regulatory obligations.

Conclusion The last topic left to be considered in this rather extended appraisal of the management of Guyana’s public investment programme is its third and fourth phases, namely, project management and implementation and the conduct of ex-post evaluation audits of projects. 

Conclusion Today’s column concludes the discussion of the Amaila Falls Hydro Project (AFHP).

Judging by the numerous requests which I have received from readers to comment on the Hydropower Purchase Agreement (PPA) between GPL and Amaila Falls Hydropower Inc (AFH Inc) this seems to be, by far, the public’s most troubling concern about the Amaila Falls Hydropower Project (AFHP).

Part 6 Last week’s column indicated that the financing arrangements for the Amaila Falls Hydropower Project (AFHP), envisaged GPL playing a pivotal two-pronged role.

Part 5 In this week’s column and the next I shall wrap up my discussion of the financing arrangements through which the Amaila Falls Hydropower Project (AFHP) is being executed.

Project finance Last week I had indicated that this week’s column would be devoted to the further elaboration of the financing structure of the Amaila Falls Hydro Project (AFHP).

Last week’s column summarized the geo-technical features of the troubled Amaila Hydropower Project (AHP).

Introduction There has been, surprisingly, very little consistent and sustained official information flows to the public aimed at improving their awareness and understanding of the Amaila Falls Hydropower Project (AFHP).

Part 1 Introduction Last week’s column completed the discussion of Phase 2 of the management of Guyana’s public investment programme (that is, project selection and sequencing).

Scope This week I shall conclude the discussion on the selection of public projects in Guyana and their sequencing.

This week I continue my discussion of Phase 2 (project selection and sequencing) in managing Guyana’s public investment programme.

Introduction In recent Sunday columns, I have divided Guyana’s public investment management programme into four sequential phases.

Introduction In assessing Guyana’s public investment strategy I have described both the Marriott Hotel project and the presidential spectrum giveaways as “opportunistic rogue investing.”

Introduction Last week’s column argued that because the Marriott project has no discernible origins in the most recent complete and systematic indication of the government’s investment strategy (the 2011-2015 Poverty Reduction Strategy Paper) it is fair to assess that project as an opportunistic rogue investment.

Revealed public investment strategy Last week’s column identified source documents from which the PPP/C’s public investment strategy might be revealed, thereby providing the basis for an assessment of its management.