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This guide is built for PPP practitioners within the government and its different tiers across the country, to assist them in conceptualising, structuring and implementing projects via the PPP route.
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The PPP manual provides an overview of the procedures to be followed and approvals required for implementation of a PPP project.
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.
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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.
Detailed recommendations based on global benchmarks guide the allocation of risk on PPP projects to optimise value for money.
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.
View the PPP Risk Allocation Tool website
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.
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.
Early termination of a PPP contract can be an expensive process for all parties involved.
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.
