The PPP Contract Management Tool provides practical guidance to government officials responsible for managing public-private partnership (PPP) contracts and concession contracts during construction and operations, based on extensive data and real-life case studies.
This document provides suggestions on how to address typical challenges faced in the implementation of Facilities Management (FM) through PPPs with a focus on emerging countries with limited experience of the PPP model.
This publication discusses issues that characterise PPPs from the project selection stage until after the contract is signed.
This guidance note aims to explain key sector features of urban water supply and identify entry points for mapping governance risks.
This paper answers three questions surrounding the reform of water supply services in Abidjan. What motivated reform in a system that was already performing well? How and why did the reform affect sector performance, and what additional changes might improve performance further? And what explains the relatively strong performance of Abidjan's water system?
The term of a public-private partnership (PPP) contract can exceed 20 or even 30 years. At the end of the term, the relevant private partner is often obligated to hand back the public asset in question (whether it be a road, an airport or a hospital) in a condition that meets the government procuring authority’s expectations.
The Global Infrastructure Hub (GI Hub), working with the World Economic Forum (WEF) and Boston Consulting Group (BCG), conducted a scenario-planning exercise to understand how a collection of 25 transformative trends—megatrends—could reshape the infrastructure industry in the future. The exercise involved surveying more than 400 practitioners across 70 countries on the certainty of direction, scale of impact and level of preparedness for the megatrends. The output of this exercise resulted in three scenarios and a set of implications for the infrastructure industry.