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The Global Infrastructure Hub and Turner & Townsend Launch PPP Contract Management Tool. Effective management essential to unlocking value behind infrastructure PPPs.
The G20 tasked the Global Infrastructure Hub to ensure there is a comprehensive, open-source project pipeline database connected to national and multilateral development bank databases, to help match potential investors with projects.
The Project Pipeline is a free digital platform that allows governments to promote public infrastructure projects to a global investor network.
Explore the capability of 56 countries to deliver infrastructure projects, identify priority reforms and pinpoint leading practices across infrastructure governance & institutions, regulatory frameworks, permits, planning, procurement and delivery.
| Kenya | Emerging countries |
|---|---|
| GDP ($US Millions) | |
| 61,405 | 1,123,023 |
| GDP per capital ($US) | |
| 1,388 | 5,623 |
| Population (millions) | |
| 44.2 | 215.3 |
| Total Infrastructure investment ($USM last 5 years) | |
| 20,376 | 266,618 |
| Private Infrastructure investment ($USM last 5 years) | |
| 2,946 | 13,017 |
| Infrastructure quality (1-7) | |
| 3.3 | 3.9 |
| Metric | Kenya | Emerging countries |
|---|---|---|
| GDP ($US Millions) | 61,405 | 1,123,023 |
| GDP per capital ($US) | 1,388 | 5,623 |
| Population (millions) | 44.2 | 215.3 |
| Total Infrastructure investment ($USM last 5 years) | 20,376 | 266,618 |
| Private Infrastructure investment ($USM last 5 years) | 2,946 | 13,017 |
| Infrastructure quality (1-7) | 3.3 | 3.9 |
Outlook forecasts a global infrastructure need of $97 trillion and a projected investment gap of around 16%.
The world's electricity, water, communications, and transport investment needs are outlined by country over the next two decades.
Risk allocation is at the centre of every PPP transaction, and a deep understanding of the risk allocation arrangements is a precondition to the drafting of every PPP agreement. Search below for guidance on typical risk allocation arrangements between public and private sectors in PPP transactions.
As part of its leading practices mandate, the GI Hub developed a set of annotated risk allocation matrices for PPP transactions, across the transport, energy and water and waste sectors. The PPP Risk Allocation Tool should be used to provide additional guidance to countries that wish to develop a programme of bankable PPP transactions.
GI Hub and EDHECinfra global investor study 2016.
The 2016 study found that investors are increasingly comfortable with long investment periods and less concerned about the lack of liquidity associated with infrastructure projects, with 81 per cent of respondents expecting to keep investments for at least 10 years. However, the study pinpointed rising concerns about a shortage of bankable infrastructure opportunities.
Working directly with infrastructure practitioners, we highlight case studies and examples of innovative infrastructure projects globally.
A great deal of attention is paid to the preparation, procurement and negotiation processes of PPPs. However, this is only the start of delivering a successful project, and in many ways the most important work begins after financial close, during construction and operations, to ensure that the public is receiving the full benefit of the infrastructure services.
The reference tool is informed by an in-depth analysis of 250 PPP projects globally that reached financial close between 2005 and 2015 (inclusive) to understand the core issues that arise during the construction and operations phases of a PPP project. From those projects, 25 projects were selected to develop detailed case studies to inform the leading practices and lessons learned in the management of such issues.
The G20 tasked the Global Infrastructure Hub to ensure there is a comprehensive, open-source project pipeline database connected to national and multilateral development bank databases, to help match potential investors with projects.
The Project Pipeline is a free digital platform that allows governments to promote public infrastructure projects to a global investor network.
Explore the capability of 56 countries to deliver infrastructure projects, identify priority reforms and pinpoint leading practices across infrastructure governance & institutions, regulatory frameworks, permits, planning, procurement and delivery.
| Kenya | Emerging countries |
|---|---|
| GDP ($US Millions) | |
| 61,405 | 1,123,023 |
| GDP per capital ($US) | |
| 1,388 | 5,623 |
| Population (millions) | |
| 44.2 | 215.3 |
| Total Infrastructure investment ($USM last 5 years) | |
| 20,376 | 266,618 |
| Private Infrastructure investment ($USM last 5 years) | |
| 2,946 | 13,017 |
| Infrastructure quality (1-7) | |
| 3.3 | 3.9 |
| Metric | Kenya | Emerging countries |
|---|---|---|
| GDP ($US Millions) | 61,405 | 1,123,023 |
| GDP per capital ($US) | 1,388 | 5,623 |
| Population (millions) | 44.2 | 215.3 |
| Total Infrastructure investment ($USM last 5 years) | 20,376 | 266,618 |
| Private Infrastructure investment ($USM last 5 years) | 2,946 | 13,017 |
| Infrastructure quality (1-7) | 3.3 | 3.9 |
Outlook forecasts a global infrastructure need of $97 trillion and a projected investment gap of around 16%.
The world's electricity, water, communications, and transport investment needs are outlined by country over the next two decades.
Risk allocation is at the centre of every PPP transaction, and a deep understanding of the risk allocation arrangements is a precondition to the drafting of every PPP agreement. Search below for guidance on typical risk allocation arrangements between public and private sectors in PPP transactions.
As part of its leading practices mandate, the GI Hub developed a set of annotated risk allocation matrices for PPP transactions, across the transport, energy and water and waste sectors. The PPP Risk Allocation Tool should be used to provide additional guidance to countries that wish to develop a programme of bankable PPP transactions.
GI Hub and EDHECinfra global investor study 2016.
The 2016 study found that investors are increasingly comfortable with long investment periods and less concerned about the lack of liquidity associated with infrastructure projects, with 81 per cent of respondents expecting to keep investments for at least 10 years. However, the study pinpointed rising concerns about a shortage of bankable infrastructure opportunities.
Working directly with infrastructure practitioners, we highlight case studies and examples of innovative infrastructure projects globally.
A great deal of attention is paid to the preparation, procurement and negotiation processes of PPPs. However, this is only the start of delivering a successful project, and in many ways the most important work begins after financial close, during construction and operations, to ensure that the public is receiving the full benefit of the infrastructure services.
The reference tool is informed by an in-depth analysis of 250 PPP projects globally that reached financial close between 2005 and 2015 (inclusive) to understand the core issues that arise during the construction and operations phases of a PPP project. From those projects, 25 projects were selected to develop detailed case studies to inform the leading practices and lessons learned in the management of such issues.
The G20 tasked the Global Infrastructure Hub to ensure there is a comprehensive, open-source project pipeline database connected to national and multilateral development bank databases, to help match potential investors with projects.
The Project Pipeline is a free digital platform that allows governments to promote public infrastructure projects to a global investor network.
Explore the capability of 56 countries to deliver infrastructure projects, identify priority reforms and pinpoint leading practices across infrastructure governance & institutions, regulatory frameworks, permits, planning, procurement and delivery.
| Kenya | Emerging countries |
|---|---|
| GDP ($US Millions) | |
| 61,405 | 1,123,023 |
| GDP per capital ($US) | |
| 1,388 | 5,623 |
| Population (millions) | |
| 44.2 | 215.3 |
| Total Infrastructure investment ($USM last 5 years) | |
| 20,376 | 266,618 |
| Private Infrastructure investment ($USM last 5 years) | |
| 2,946 | 13,017 |
| Infrastructure quality (1-7) | |
| 3.3 | 3.9 |
| Metric | Kenya | Emerging countries |
|---|---|---|
| GDP ($US Millions) | 61,405 | 1,123,023 |
| GDP per capital ($US) | 1,388 | 5,623 |
| Population (millions) | 44.2 | 215.3 |
| Total Infrastructure investment ($USM last 5 years) | 20,376 | 266,618 |
| Private Infrastructure investment ($USM last 5 years) | 2,946 | 13,017 |
| Infrastructure quality (1-7) | 3.3 | 3.9 |
Outlook forecasts a global infrastructure need of $97 trillion and a projected investment gap of around 16%.
The world's electricity, water, communications, and transport investment needs are outlined by country over the next two decades.
Risk allocation is at the centre of every PPP transaction, and a deep understanding of the risk allocation arrangements is a precondition to the drafting of every PPP agreement. Search below for guidance on typical risk allocation arrangements between public and private sectors in PPP transactions.
As part of its leading practices mandate, the GI Hub developed a set of annotated risk allocation matrices for PPP transactions, across the transport, energy and water and waste sectors. The PPP Risk Allocation Tool should be used to provide additional guidance to countries that wish to develop a programme of bankable PPP transactions.
GI Hub and EDHECinfra global investor study 2016.
The 2016 study found that investors are increasingly comfortable with long investment periods and less concerned about the lack of liquidity associated with infrastructure projects, with 81 per cent of respondents expecting to keep investments for at least 10 years. However, the study pinpointed rising concerns about a shortage of bankable infrastructure opportunities.
Working directly with infrastructure practitioners, we highlight case studies and examples of innovative infrastructure projects globally.
A great deal of attention is paid to the preparation, procurement and negotiation processes of PPPs. However, this is only the start of delivering a successful project, and in many ways the most important work begins after financial close, during construction and operations, to ensure that the public is receiving the full benefit of the infrastructure services.
The reference tool is informed by an in-depth analysis of 250 PPP projects globally that reached financial close between 2005 and 2015 (inclusive) to understand the core issues that arise during the construction and operations phases of a PPP project. From those projects, 25 projects were selected to develop detailed case studies to inform the leading practices and lessons learned in the management of such issues.
