• 1.3.1 Financial Costs
    Financing the asset is an essential obligation in a PPP, and the risks of availability and cost of the financing should generally be borne by the private partner (with the exception and to the limit established in the contract in those projects under a co-financing scheme – see chapter 5.4)....
  • 1.3.5 Transfer of Shares/Changes in Ownership
    This risk refers to the risk for the public partner of a worsening in the performance of the project if the new shareholder (when there is a change in control) is not as capable as, and does not have the capacity, of the original partner. It is common practice to require the private partner to...
  • Body of Knowledge:
    Tendering and Awarding the Contract
    9. Evaluation of Proposals
    As with assessment of qualifications, proposals must be evaluated in accordance with the criteria set out in the RFP. In this sense, there will be an important difference in terms of process between price-only evaluation and a combination of quality and price criteria. The latter is clearly more...
  • Body of Knowledge:
    Tendering and Awarding the Contract
    12.1. Prior Conditions
    Before the deadline expires, the successful bidder will have to meet certain prior conditions as established in the RFP. The following conditions are typically included. Establishment of a Special Purpose Vehicle (SPV) that will be the concessionaire. Contracting of insurance policies (or in some...
  • Body of Knowledge:
    Tendering and Awarding the Contract
    12.2. Clarification versus Changes
    During the course of this period, it is common for both the authority and private partner (still as preferred bidder or successful proposer) agree on certain minor changes in the contract to resolve mistakes or clarify ambiguities. It may also be necessary to incorporate specific features of the...
  • Body of Knowledge:
    Tendering and Awarding the Contract
    15. Outcomes of this Phase
    At the end of this phase, the authority has in place an enforceable and effective contract, duly executed after the accomplishment of prior conditions. In some processes, financing has been arranged within this phase (as a prior condition to contract signature), while in other processes it will be...
  • Body of Knowledge:
    Strategy Delivery and Commissioning
    4.5. Performance Management
    Service performance should be monitored and measured in order to ensure that contractual compliance is achieved and demonstrated. Management of service performance is fundamental to the PPP contract, as it is through this process that payments to the private party are calculated and any deductions...
  • Body of Knowledge:
    Strategy Delivery and Commissioning
    7.5. Quality Management
    For the purposes of this PPP Guide, quality management is defined as a set of policies, processes, and procedures required for planning and execution (production/ development/ service) in the core business area of an organization. A Quality Management System (QMS) needs to integrate the various...
  • Body of Knowledge:
    Project Identification and PPP Screening
    12. Identifying Stakeholders and Developing the Communication Strategy: Ensuring Government Support and Managing the Stakeholders
    The interaction between stakeholders, or the parties involved, has an important role in the project cycle. The main goal is not just to communicate about PPPs. Communication with stakeholders is an essential element of all projects, whether through a PPP or traditional procurement process. The...
  • Body of Knowledge:
    Operations and Handback
    8. Relationship Management, Issue Management, and Dispute Resolution
    8.1. Effective Relationship Management In chapter 7, relationship management was clearly established as being a collaborative working relationship, together with systems and communications that actively support and enhance the relationship throughout the life of the project. Due to the nature of...
  • S. Hossein H. Nourzad
    Hossein Nourzad is an Assistant Professor of Construction Project Management at University of Tehran, an Accredited CP3P Trainer at K-Infrastructure (based in Spain), and a PPP consultant. Prior to working at UT, he was a PhD Student at Department of Civil, Architectural, and Environmental...
  • Irina Unkovski
    Irina is a qualified Quantity Surveyor and holds a Master’s Degree in Building specializing in various Infrastructure Procurement Methods. She has more than 15 years of experience working with both Public and Private sector on various Infrastructure initiatives. Currently, Irina is with Deloitte...
  • Richard Foster
    Richard Foster commenced his career as lawyer, working with a major Australian law firm in Melbourne and Papua New Guinea, and for one of Australia’s “Big 4” banks. Richard then joined the Partnerships Victoria Unit within the Department of Treasury and Finance (Victoria, Australia), taking a key...
  • Media:
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    Become an accredited CP3P trainer
    Download the pdf below for details on how to become an accredited training provider for APMG's PPP Certification Program: Become an accredited CP3P trainer.pdf 
  • 24th Annual CCPPP National Conference
    Hear keynote addresses from P3 leaders as well as experts sharing their experience and best practices in 18 innovative sessions with networking opportunities for delegates throughout the event. Meet David Smyth, APMG Business Development Manager, Canada, at the event and learn more about the new...
  • Affiliated Partners
    An affiliate is an organisation with which an Accredited Training Organisation (ATO) has a formal contract, which governs the affiliate’s administrative procedures in relation to training course delivery. The trainers and training materials used for courses delivered by an affiliate will have...
  • Mark Williams
    Mark Williams, Director and Property & Infrastructure Lead at PA Consulting and member of CIPFA's Governments Faculty Board - specializes in providing financial and commercial advice on a range of complex contract PPP/PFI savings projects across defence, transport, education and health.  
  • Fernando Freire Dutra, Deputy Secretary of the Strategic Partnerships Secretariat of Porto Alegre, Brazil.
    Fernando Freire Dutra is Deputy Secretary of the Strategic Partnerships Secretariat of Porto Alegre, Brazil. His team is responsible for the municipality's PPP program.Previously Fernando served as Senior Consultant for KPMG in the Government and Infrastructure Division and before that coordinated...
  • Alicia Holbrook
    As Head of Marketing for APMG International I work closely with the World Bank Group, the MDB's and the PPIAF to help PPP professionals access best practice information.
  • Media:
    Blog posts
    Celebrating over 2000 Exams in 101 countries
    Since the launch in June 2016 APMG's Public-Private Partnerships Certification Program has grown from a concept into a globally adapted program. PPP's involve many stakeholders which is reflected the diverse cross-section of the professionals who have achieved certification. Engineers, ministerial...