From the public sector perspective, there may be an interest in starting with a few tenders of limited capacity, or in limiting the size per bidder so as to avoid committing too much too fast.19 Under such “one-shot” tendering circumstances however, actors can be reluctant to bid as the learning and transactions costs of bidding cannot be amortised over time. Integrating tenders within a long-term infrastructure strategy can help improve visibility over the pipeline of upcoming projects and increase willingness of investors to participate in the bidding process, this would in turn allow for more competitive bidding and result in lower tendered prices (see competition section for more details on tenders). Governments should therefore ensure that the appropriate human resources and capacity development programmes (in construction, operation and maintenance of clean energy infrastructure, management of the processes for tendering and permitting, co-ordination within government and interaction with the private sector, as well as technology and skills upgrading) are put in place.