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Last month, Jane Jamieson, the Program Manager for the Quality Infrastructure Investment (QII) Partnership and the Public Private Infrastructure Advisory Facility (PPIAF), along with Khafi Weekes, Climate Infrastructure Specialist at PPIAF, and Helen Gall, Monitoring and Evaluation ETC at QII, participated in the Understanding Risk Global Forum in Himeji, Japan. Initiated in 2010, this year’s Forum was the largest yet, attracting over 1,700 Disaster Risk Management (DRM) and Climate Change Adaptation (CCA) experts and practitioners from across the globe. PPIAF and QII had a strong showing at the Forum, participating in five events, including three plenaries and two workshops.
The G20 Brazilian Presidency and the Australian Co-Chair held the third Infrastructure Working Group (IWG) meeting in Foz do Iguaçu, Brazil, in June, which consisted of five sessions: Linking Infrastructure and Poverty Reduction, Delivering Cross-Border Infrastructure, Financing Climate-Resilient Infrastructure, Infrastructure Global Trends, and Mitigating Exchange Rate Risks. Henri Blas, Program Lead for the Global Infrastructure Hub, participated in session four of the meeting focused on Infrastructure Global Trends.
UN ESCAP supports governments in Asia-Pacific in implementing measures to efficiently involve the private sector in infrastructure development.
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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.
Website - PPP Contract Management
Full Report - PPP Contract Management Tool Summary
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.
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.
World Bank toolkit on best practices in gender equality and infrastructure PPPs.
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.
The PPP Manual provides overall guidance on the steps to carry out a PPP 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.
