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With a growing global focus on attracting private sector investment into infrastructure and utilising the public-private partnership (PPP) model, it is crucial that governments focus on the entire duration of a PPP contract. Efforts need to extend beyond ‘achieving financial close’ and beginning construction or ‘cutting the ribbon’ for commencement of services.
PPP Contract Management
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By their very nature as long-term large infrastructure projects, public-private partnership (PPP) projects involve a vast array of interconnecting relationships. Core to any PPP project is the long-term contractual relationship between the government’s procuring authority and the private party (the project company). This is one of many relationships that will affect the success of a PPP.
The PFRAM, developed by the IMF and the World Bank, is an analytical tool to assess the potential fiscal costs and risks arising from PPP projects.
IMF and Infrastructure Governance
This document mainly focuses on Introduction to public Private Partnerships, Structuring a PPP Deal, PPP Procurement Process and Managing a PPP Relationship.
The use of public-private partnerships to design, build and deliver infrastructure worldwide has grown significantly in the past decade.
The Public-Private Partnership Legal Resource Center (PPPLRC) provides sample legal materials which can assist in the planning, design and legal structuring of any infrastructure project.
PPP online courses provide an understanding of the key principles of PPPs and the role of PPPs in the delivery of infrastructure services, particularly in emerging markets.
Strategy 2020, the long-term strategic framework of the Asian Development Bank (ADB) for 2008–2020, identifies private sector development (PSD) and private sector operations as drivers of change in Asia and the Pacific.
The Reference Guide attempts to provide the most relevant examples, references and resources to help readers inform themselves on key PPP topics.
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 successful PPP contract.
PPP webinars presents trending topics on PPPs and infrastructure, as well as the latest tools for practitioners, case studies, and presentations from experts.
Transferring risk to the private sector in a PPP contract is frequently referred to as a key part of a PPP arrangement, as well as a key reason why governments use such an approach to procure infrastructure.
Private partner profit motives are frequently cited as a failure of the public-private partnership (PPP) approach. But those profit motives are also part of the fundamental make up of the PPP approach and why it has the potential to deliver better outcomes for the public.
Contractual disagreements and disputes are common in PPPs during both construction and operational periods.
Disputes in public-private partnerships (PPPs) globally involving key performance indicators (KPIs) represent 20 per cent of all disputes, as highlighted in our data using a representative sample of projects from around the world.
Public-private partnership (PPP) contracts are long-term and they may have a duration of 20 to 30 years or more. Today, where technologies and social priorities (such as views on climate change and sustainability) are changing at an accelerated pace, it perhaps comes as no surprise that changes to PPP contracts through renegotiations are common.
The purpose of this blog series is to highlight some of the interesting aspects of the PPP Contract Management Tool to facilitate discussion around those issues. PPP approaches and practices are constantly evolving, and it is important to debate interesting topics to develop better practices and help governments deliver higher quality PPP projects.
